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Home My WebLink AboutFY 2009-2010 -- Approved Annual BudgetE C Ci As As Ch D D In Fi D D D D D D D D Ci Ci In Elected Offi City Admini ity Manager ... ssistant City M ssistant City M hief Financial irector of Wat irector of Elec nterim Chief of re Chief ......... irector of Pub irector of Cap irector of Park irector of Plan irector of Info irector of Pub irector of Hum irector of Eco ity Attorney ... ity Secretary .. nternal Audito Ben W Ma Ap cials istration ...................... Manager ........ Manager ........ Officer .......... ter Services D ctric Utility ..... f Police .......... ...................... blic Works ...... pital Projects .. ks and Recrea nning and Dev ormation Tech blic Communic man Resource nomic and Co ...................... ...................... or .................... 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Ty Elliott es sey Place 2 y y s y s r s t The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of College Station, Texas for its annual budget for the fiscal year beginning October 1, 2008. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. Information as of August, 2009 Source: http://www.cstx.gov/index.aspx?page=2011 Community Profile City of College Station - Home of Texas A&M University® Global Crossroads in the Heart of Texas Nothing defines a city better than its people. In College Station you will find some of the friendliest and most patriotic people in the nation. It is home to Texas A&M University, one of the largest research institutions and public universities in the nation. It has also developed many military leaders over the years who have lead our nation in times of war. It is a Big XII Conference school, which makes college sports such as football, baseball, and basketball and many others highlights of the community. College Station is the largest city in the metropolitan area, with a population of over 92,000 in 2009. Due to the international influence of Texas A&M, there is a healthy diversity of race, culture and nationality to College Station that reflects much of the vibrancy, tradition and spirit that make it a special place. College Station is in the "heart" of central Texas. Only 100 miles from Houston and Austin and 160 miles from Dallas and San Antonio, College Station is within three hours driving time of most major cities. A network of well-maintained highways and a nearby regional airport serviced by major airlines facilitates quick transportation between College Station and the rest of the country. Information as of August, 2009 Source: http://www.cstx.gov/index.aspx?page=2011 Quality Resources for Quality Living Education is a major focus of the College Station community. College Station Independent School District has received many state and national awards. In 2008-2009 it was honored with 7 National Merit Finalists, 7 National Merit Semi-Finalists, 7 National Hispanic Recognition Program Finalists, a National team winner of Software Engineering Competition and 8 High School A Capella Choir National Champions. The George Bush Presidential Library and Museum is one of the region's most popular tourist attractions with approximately 700,000 visitors annually. Former President George H. W. Bush and Barbara are often seen on campus or around town as they make College Station their second home. College Station is also one of the safest and most family-friendly places to live in all of Texas. The city consistently maintains one of the lowest crime rates in the state, giving peace of mind and a sense of security to residents and business owners. The Wisdom of Simple Pleasures Nature is an integral part of life in College Station, with over 1300 acres of beautifully maintained public parks and sports facilities enhancing the city. Recreational activities are plentiful, with numerous golf courses, lush nature trails, challenging bike paths and sports leagues of every kind, including national, state and local tournaments. A Bright Business Future College Station...where business meets knowledge. Business and technology companies are maximizing their relationships with Texas A&M University, home to the nation's largest engineering school and some of the smartest students in the United States. Companies are taking advantage of this asset, finding energetic, quality employees among annual college graduates, and the city's economic future is as bright as the sky over Texas. George Bush Presidential Library and Museum on the campus of Texas A&M University Wolf Pen Creek Park & Amphitheater Information as of August, 2009 Source: http://www.cstx.gov/index.aspx?page=2011 Brief College Station History The City of College Station is a young municipality, with its beginnings in the founding of Texas A&M College. Texas' first state institution of higher education, the College was inaugurated in 1876. Because of the school's isolation, school administrators provided facilities for those who were associated with the college. The campus became the focal point of community development. The area was designated "College Station, Texas" by the Postal Service in 1877. The name was derived from the train station located to the west of the campus. Growth of both the community and college influenced residents' desire to create a municipal government. The City of College Station was incorporated in 1938. The incorporation was a result of a petition, by 23 men representing on and off campus interests, to the Board of Directors of Texas A&M College. The Board of Directors had no objection to the annexation, and suggested that a belt around the campus be included in the proposed city. Citizens voted 217 to 39 on October 19, 1938 to incorporate the City of College Station. The first City Council meeting was held on February 25, 1939 in the Administration Building on the A&M campus. The Council became interested in adopting a governmental structure similar to the council-manager form of government. At the time of incorporation, state law did not allow a general law city to hire a city manager. As a result, College Station employed a business manager until 1943 when state law was changed to permit general law cities to make use of the council-manager form of government. College Station became the first general law city in the State of Texas to employ a city manager. In 1952, once College Station's population exceeded 5,000, College Station voters approved a home rule charter that provided for the council-manager form of government. The first College Station City Council, 1938-1939 TABLE OF CONTENTS Coversheet - Statement Required by Texas House Bill 3195 ........................................................ i Transmittal Letter .......................................................................................................................... iii Executive Summary Executive Summary ................................................................................................................1 Fiscal Year Comparison Summary .......................................................................................31 Graph of Net Budget .............................................................................................................32 Combined Summary of Revenues & Expenditures ..............................................................34 Departmental Operations & Maintenance – All Funds ........................................................36 Analysis of Tax Rate .............................................................................................................37 Analysis of Property Valuations ...........................................................................................38 City Organization Chart ........................................................................................................39 Strategic Planning and Budget Process ................................................................................41 Governmental Funds General Fund .......................................................................................................................43 Police Department .....................................................................................................48 Fire Department ........................................................................................................61 Public Works .............................................................................................................69 CIP Department ........................................................................................................79 Parks and Recreation ................................................................................................82 Library ......................................................................................................................97 Planning and Development Services ......................................................................100 Information Technology .........................................................................................109 Fiscal Services ........................................................................................................112 General Government ...............................................................................................121 Debt Service Fund ..............................................................................................................128 Economic Development Fund .............................................................................................135 TABLE OF CONTENTS Parks Xtra Education Fund .................................................................................................137 Efficiency Time Payment Fund ..........................................................................................139 Memorial Cemetery Fund ...................................................................................................140 Governmental Capital Improvement Projects .....................................................................141 Street Fund ..............................................................................................................146 Parks and Recreation Projects Fund .......................................................................150 Facilities & Technology Fund ................................................................................152 Business Park Fund .................................................................................................154 Drainage Fund .........................................................................................................156 Convention Center Fund .........................................................................................158 Estimated Operations and Maintenance Costs ........................................................160 Enterprise Funds Combined Utility Funds ......................................................................................................161 Electric Utility .....................................................................................................................163 Water Services Department ................................................................................................167 Water .....................................................................................................................168 Wastewater ..............................................................................................................172 Sanitation ............................................................................................................................176 Parking Enterprise Fund .....................................................................................................181 Utility Capital Improvement Projects .................................................................................183 Electric ....................................................................................................................188 Water .......................................................................................................................190 Wastewater ..............................................................................................................194 Estimated Operations and Maintenance Costs ........................................................198 TABLE OF CONTENTS Special Revenue Services Hotel Tax Fund ...................................................................................................................199 Community Development Fund ..........................................................................................201 American Recovery & Reinvestment Act (ARRA) Fund ...................................................206 Red Light Camera Fund ......................................................................................................207 Wolf Pen Creek TIF ............................................................................................................210 Municipal Court Fee Funds ................................................................................................211 Court Technology Fee Fund ...................................................................................212 Court Security Fee Fund .........................................................................................213 Juvenile Case Manager Fee Fund ...........................................................................215 Police Seizure Fund ............................................................................................................217 Memorial Cemetery Endowment Fund ...............................................................................218 Cemetery Perpetual Care Fund ...........................................................................................219 Special Revenue Capital Improvement Projects .................................................................220 Parkland Dedication ................................................................................................222 Estimated Operations and Maintenance Costs ........................................................224 Internal Service Funds Insurance Funds ..................................................................................................................225 Property Casualty Fund ..........................................................................................226 Employee Benefits Fund .........................................................................................228 Workers Compensation Fund .................................................................................230 Unemployment Compensation Fund ......................................................................232 Equipment Replacement Fund ............................................................................................233 Utility Customer Service ....................................................................................................237 Fleet Maintenance and Communications Funds .................................................................241 Fleet Maintenance Fund ..........................................................................................242 TABLE OF CONTENTS Communication Services Fund ...............................................................................245 Brazos Valley Solid Waste Management Agency ......................................................................247 Appendices Budget Ordinances ............................................................................................................. A-1 Service Level Adjustments List ..........................................................................................B-1 Personnel .............................................................................................................................C-1 Revenue History and Budget Estimates ............................................................................. D-1 Budget Provision Stated in Charter .................................................................................... E-1 Fiscal and Budgetary Policy Statements ............................................................................. F-1 Miscellaneous Statistical Data ........................................................................................... G-1 Debt Service Schedules ..................................................................................................... H-1 General and Administrative Transfers ................................................................................. I-1 Outside Agency Funding ..................................................................................................... J-1 Glossary ............................................................................................................................. K-1 Cover Page City of College Station Statement Required by Texas House Bill 3195 This budget will raise more total property taxes than last year's budget by $1,563,007, or 7.1%, and of that amount $909,109 is tax revenue to be raised from new property added to the tax roll this year. i ii P.O. BOX 9960 1101 TEXAS AVENUE COLLEGE STATION, TEXAS 77842 www.cstx.gov October 1, 2009 Honorable Mayor and City Council: In accordance with the City Charter, I am pleased to present the City of College Station Approved Fiscal Year (FY) 2009- 2010 Annual Budget totaling $259,499,268 for all funds. Of this amount, $206,289,205 is approved for the operations and maintenance budget, and $53,210,063 is approved for capital projects. The capital projects appropriations are for the many infrastructure projects either underway or planned to be underway in 2009-2010. This approved budget results in an increase from the FY09 budget of 4.15%. This increase is due in part to the additional funds appropriated for capital projects, including street projects, as a result of the 2008 bond authorization election. The key focus of the approved budget has been to prepare a budget that provides the core services for the citizens and visitors of College Station within very limited revenue resources, in an uncertain economy. Economic Conditions and Budget Preparation With the effects of the national economy finally being felt at the local level, this was a very challenging budget to prepare. Revenue streams that in the past saw steady and consistent growth are flat and even declining in some cases. One of the most significant revenue streams is sales tax which is the largest revenue stream in the General Fund. Sales tax revenues were forecast to increase by 4.5% in FY 2008-2009, however revenues came in well below the forecasted amount. It will be necessary to closely monitor economic conditions this fiscal year, and if sales tax and other revenues do not perform as forecasted, then some of the proposals in the budget will be delayed, or will not occur. Budget Reductions – Prior Year FY 2009 and Current Year FY 2010 Staff was proactive in identifying ways to reduce the FY 09 budget as well as the FY 10 budget in order to meet the lower than anticipated revenue estimates. The FY 09 General Fund budget was reduced by $954,175. The FY 10 approved base budget was reduced by $1.9 million, and of this amount $1.2 million was reduced from the General Fund base budget. These reductions required careful consideration, and they were made with as little impact on services as possible. These reductions were made without eliminating any full time positions. The reductions do make it difficult to maintain the levels of service currently being provided, and may result in some changes in how services are provided and the level of services that are provided. These reductions were necessary in order to ensure expenditures will not exceed lower than anticipated revenues last fiscal year and the upcoming fiscal year. It will be critical to monitor revenues and expenditures closely during the new fiscal year to ensure the budget remains in balance. For this reason many of the proposals included in the budget are not proposed to be implemented until later in the fiscal year. iii Pay Plan Proposals As a service organization salaries and benefits make up the majority of the operating portion of the budget each year. These are costs associated with the over 900 full time equivalent employees who provide the wide array of services for the City of College Station. Potential pay adjustments included in the approved budget are $400,000. Last fiscal year the City conducted a pay classification study of the City’s positions. Implementing recommendations from the classification study and the minimal adjustments to the pay scale will help keep the city pay structure competitive. Proposed adjustments to the pay scale will primarily impact the lower paid employees in each part of the pay system. The potential pay plan in the approved budget also includes minimal amounts for the skills and performance portion of the pay plan. Only non-management staff below the Management Team, Assistant Directors, and Division Managers will be eligible for these potential performance increases in FY 10. The pay adjustments outlined above are not proposed to go into effect until April 2010, halfway through the fiscal year. This will provide an opportunity to assess the state of the economy and to make sure estimated revenues are going to meet proposed expenditures next fiscal year. If revenues do not meet expenditures then the implementation of these pay changes will be delayed, or will not occur. Also included in the approved budget is the implementation of the first phase of a step pay plan in the College Station Police Department. It is anticipated that implementing the step pay plan in the Police Department will allow the Police Department to be more competitive in recruiting and hiring new officers. The first phase of this plan is anticipated to cost $350,000 next fiscal year and is proposed to be implemented January 1, 2010. Retirement and Health Insurance The approved budget also includes cost increases related to benefits including retirement and health insurance. These are both very important components of the benefits package for the City of College Station, and help keep the City of College Station competitive in recruiting, attracting, and retaining top quality employees. An additional $250,000 is included in the approved budget to address increases in retirement costs. The increased costs are due to changes made by Texas Municipal Retirement System (TMRS) to ensure that the future retirement benefits can be paid as promised. There will be additional retirement cost increases in each of the next 6 years. Health Insurance costs are also projected to continue to increase this next year. The approved budget includes an increase of approximately $500,000 in health insurance premiums paid by the City of College Station. The City’s average contribution per employee per payroll cycle increased about $20 or 10%. Staff will continue to review the health plan and consider changes to it going into future years. Staff provided more information to the City Council as part of the budget process in how the City is proposing to address retiree health insurance as part of the implementation of new accounting standards on reporting these retiree health insurance liabilities (GASB 45). Hotel Tax and Convention Center Project The Convention Center project has been identified by the City Council as a top priority. The approved budget makes more funds available from the Hotel Tax Fund for this project. The impact this change has on other areas funded from the Hotel Tax Fund were reviewed with the City Council as part of the budget review process. Capital Projects The approved budget includes $53,210,063 for capital projects. These include projects associated with the 2008 bond authorization. Key projects from the bond authorization included in the approved budget planned for next year include the second phase of the Barron Road expansion project from Decatur to Highway 40 for $11,415,000, and $2,155,000 for the Victoria Avenue extension. Both of these projects are important transportation infrastructure projects around the area of the new high school being planned by College Station ISD. Also included in the approved capital budget are funds for the construction of Water Well #8 and associated collection line totaling $6,670,000. Besides these specific projects, the iv proposed capital budget includes appropriations for Street, Parks, Technology, and Wolf Pen Creek TIF projects. It also includes additional capital projects for the Electric, Water, Wastewater and Drainage Utilities. Increased Service Levels It is important to note that if revenues do not perform as projected in the first 6 months of the fiscal year, then the following Public Safety increases in service levels will be delayed, or not occur next fiscal year. Public Safety - Police Department – Portion of Blue Print Phase 2 The approved budget includes additional funds in the amount of $139,989 for the Police Department as part of the implementation of a portion of Phase 2 the Police Blueprint. It is proposed that the implementation of this portion of the Police Blue Print not occur until July 2010, and this funding is for only the last 3 months of the fiscal year. Public Safety - Fire Department – Initial Operations Fire Station #6 Additional funds in the amount of $236,734 are included for the future operations of Fire Station #6 scheduled to be constructed in the next several years. These funds will be used for the future hiring of new positions for the new Fire Station. No new fire positions will be filled in FY 2010, however it will allow the City to begin to set aside the funds for the operations of Fire Station #6. There are significant additional costs that will need to be added in future years for the operations of Fire Station #6. The approved budget also includes $391,423 for the replacement and upgrade of the Self Contained Breathing Apparatus. A grant is also being sought that if received will pay for a portion of this request. Transportation - Public Works – Street Rehabilitation Funds in the amount of $200,000 are approved in the Public Works budget for thoroughfare street rehabilitation projects. It is important to be able to continue to put funds aside for street rehabilitation projects. These funds were received as restitution as part of the resolution of legal action this past year and are currently available and were approved to go back into street maintenance. Tax Rate The approved budget was prepared based on the existing tax rate of 43.94 cents per $100 assessed valuation. Based on the final numbers received from the Brazos County Appraisal District – the effective tax rate for 2009 is 42.9033 cents. The effective tax rate is the rate that will raise the same revenues on the same properties this year as last year. The rollback tax rate is 44.5815 cents, or 0.6415 cents higher than the current tax rate of 43.94 cents. The debt service component of the tax rate is 22.9433 cents, which is a reduction of the debt component from last year of 24.6048 cents. The operations and maintenance component of the tax rate is approved to be 20.9967 cents, which is an increase from last year’s operations and maintenance portion of the tax rate of 19.3352 cents. This would keep the overall tax rate at 43.94 cents. This shift of 1.6615 cents for operations and maintenance to the General Fund provides additional resources to fund the approved budget within the overall existing tax rate of 43.94 cents. FY 2010 Utilities Electric Fund The approved budget includes a 9% increase in electric utility rates. This increase is needed to continue the planned increases in purchased power costs that have been phased in over the last several years. Approximately $7 million of the $10 million increase in the approved budget is in the Electric Utility operations. The planned increases in purchased power costs are included in the FY 10 approved Electric Utility budget. The approved budget does NOT include any rate increases for the Water, Wastewater, Sanitation, or Drainage Utilities. Conclusion As stated earlier this was a very difficult budget to prepare, and it does not address all of the needs that have been identified by staff. There are no additional funds included for a number of requests for service level increases in areas including Parks v and Recreation, Planning and Development Services, Public Works, and other areas. While some public safety requests are included in the approved budget, there are other requests that were not able to be included in the approved budget. Developing the budget is a team effort that requires the participation of the Citizens, City Council, and City Staff. I would like to thank the Fiscal Services staff including Jeff Kersten, Carol Thompson, Courtney Kennedy, Heather Merkel, Luke Irvin, and Ron Price for all the hard work and effort put into preparing this approved budget. I would also like to thank the Management Team and other City employees who worked on the budget. Thanks also to the City Council for providing the leadership and direction to make the decisions that will move College Station toward the vision for the future that has been determined. Sincerely, Glenn Brown City Manager vi 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. A summary of key elements included in the Fiscal Year 2009-2010 Approved Budget for the City of College Station follows. The 2010 fiscal year begins October 1, 2009 and ends September 30, 2010. This budget provides the framework to implement the mission and vision of the City as outlined by City Council. The budget is prepared in the context of the Financial Forecast. The forecast predicts the fiscal impact of current and future budgetary decisions in a five-year forecast based on a set of assumptions regarding revenues and expenditures. The budget also continues the implementation of decisions made by Council. The budget is submitted to Council approximately 45 days prior to the end of the fiscal year. Copies are placed with the City Secretary and in the Larry J. Ringer Library for citizen review. The budget is also available on the City’s Internet site at www.cstx.gov. The budget document is presented by fund and is designed to provide decision makers with an overview of City resources and how resources are utilized to accomplish the policy direction of Council. The budget shows the City’s commitments and how the City meets the financial policies approved by Council. The document is also designed to show services provided and associated costs. The development of the budget is a key part of the Management Planning System that provides structure to the various planning tools used in the City. Below is a summary of the Fiscal Year 2009-2010 Approved Net Budget. Budget Format The budget is presented in three sections: the Budget Summary, Fund Sections, and Appendices. Budget Summary Section The Budget Summary section provides a general overview of the approved budget and identifies key changes from the prior year. This section includes the Transmittal Letter and Executive Summary. Fund Sections The Fund sections of the budget provide a view of various services provided by the City and are organized around the Governmental, Enterprise, Special Revenue, Internal Service, and Brazos Valley Solid Waste Management (BVSWMA) funds. This part of the budget is designed to show services that are provided and the budget resources available. FY10 Approved Net Budget Summary Fund Type Approved Net Budget Governmental Funds $68,198,614 Enterprise Funds 128,772,980 Special Revenue Funds 9,242,611 Permanent Funds 75,000 Subtotal O&M $206,289,205 9,700,000 Capital Projects Subtotal 43,510,063 Total Approved Net Budget $259,499,268 Fund Balance/Working Cap Transfer to CIP Subtotal 1 Performance expectations are shown in the form of service levels and performance measures for each major activity. The service levels show the services that different functions and programs in the organization provide. Performance measures are specific measures that illustrate how well levels of service are being met. Also included in these sections are budget summaries that provide a brief description of the activity, the approved budget, and the number of personnel included in the activity. Fund summaries and department summaries include prior year (FY08) actual revenues and expenditures, revised FY09 budget revenues and expenditures, FY09 year- end estimates, FY10 base departmental requests, and the total FY10 approved budget. Appendices The final section of the budget is the Appendices, which includes supplemental information to meet specific Charter requirements and to provide an overview of the community. The appendices include a detail of positions in the budget, the Fiscal and Budgetary Policies, and other schedules necessary for a comprehensive budget document. Budget Basis The City organization is composed of various departments or general service areas. Several departments are represented within more than one fund. Each department consists of one or more divisions and each division may have one or more activity (cost) center. Routine budget controls are exercised within activity centers at the category level (groupings of accounting objects into the items salaries and benefits, supplies, maintenance, purchased services, and capital outlay). On an annual basis, fiscal control is at the department level in the General Fund and at the fund level for other funds. Also included in the budget is a summary of the approved Capital Improvement Projects Budget for FY10. This includes the General Government Capital Projects, Utility Capital Projects and Special Revenue Capital Projects. Budgetary Management The strategic planning and budget processes are integrated to ensure that policy direction is implemented through the budget cycle. The development of the budget begins early in the calendar year with Budget staff preparing salary and benefit information based on Council approved pay policy for the upcoming budget year. The process continues through the spring and summer as departments prepare budget requests. All salary and benefit amounts for regular full and part-time positions are budgeted approximately three percent lower than actual salary costs to account for anticipated vacancies that will occur during the fiscal year. The Budget staff evaluated the FY09 budget prior to developing target budgets for FY10. Part of the analysis involved identifying and removal of all “one-time” expenditures (expenditures for capital, special studies and other like items) included in the current budget. Only one-time items not anticipated to be completed in FY09 are included in the FY10 base budget. A detailed review of departmental submissions was conducted to ensure that requests were complete and within the guidelines of City Council. The Budget Office prepared and provided budget estimates to departments for many costs including salaries and benefits, equipment replacement, utilities, and other operating costs. Certain costs within the budget were adjusted for inflationary factors. The base budgets, also called target budgets, prepared by departments are designed to provide the resources needed to maintain current service levels. Items determined to be in excess of the target budget were submitted and reviewed by staff as Service Level Adjustments (SLAs). The list was also reviewed with department directors and the Management Team. The Approved SLA list is included in Appendix B. There are very few recommended SLAs in the approved budget and those that are in the General Fund will not be implemented until well into the fiscal year. SLAs are added to the budget based on several criteria: a) mandates due to federal or state statutes or regulations, contractual agreements, local policies, and capital projects; b) items directly related to the strategic goals of Council; c) other items of general value to the City, either as replacements or added efficiencies or improved services; d) items that maintain existing service levels in light of increasing demands for service due to growth. Many of the approved service level adjustments are for one-time expenditures rather than for programs that have ongoing costs. 2 In FY09 Economic conditions made budget preparation even more challenging. In order to meet lower than anticipated revenues in FY09 and FY10, staff reduced expenditures by $954,175 in FY09 and reduced the FY10 base budget by $1.9 million. Staff will continue to monitor revenues and expenditures closely during the new fiscal year to ensure the budget remains in balance. Financial Fund Structure The accounts of the City are by fund, each of which operates separately and independently of one another. The operations of each fund are accounted for with a separate set of self-balancing accounts that are comprised of assets, liabilities, fund equity, revenues, and expenditures. Major funds are any governmental fund that has revenues, expenditures, assets and/or liabilities that constitute more than 10% of the revenues, expenditures, assets, or liabilities of the total governmental funds budget. Additionally, the fund must be 5% of the total revenues, expenditures, assets and/or liabilities for the combined governmental funds and enterprise funds budget. Any fund the government feels is of considerable importance to financial statement readers may also be designated as a major fund. Governmental Funds Governmental funds focus on near-term inflows and outflows of spendable resources. The budgets for the Governmental Funds are prepared using the current financial resources measurement focus and the modified accrual basis of accounting. This is the same measurement focus and basis of accounting used for governmental fund financial statement reporting. Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be available when they are collectible within the current period. The City considers revenues to be available if they are collected within 30 days of the end of the fiscal year. Expenditures are recognized when the related fund liability is incurred, with the exception of several items. The full listing of these items can be found in the Financial Policies beginning on Appendix page F-1. Major Governmental Funds The General Fund is the City’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. All general tax revenues and other receipts that are not restricted by law or contractual agreement to some other fund are accounted for in this fund. General operating expenditures, fixed charges, and capital improvement costs that are not paid through other funds are paid from the General Fund. The Debt Service Fund accounts for the financial resources accumulated for the payment of principal, interest and related costs on long-term debt paid primarily from taxes levied by the City. The fund balance of the Debt Service Fund is reserved to signify that the amounts are restricted exclusively for debt service expenditures. The Streets Capital Projects Fund accounts for the costs of street construction and improvements, and traffic signalization made with funds provided by proceeds from the sale of general obligation bonds and by investing those proceeds. Non‐Major (General) Governmental Funds Non-major governmental funds include the Economic Development Fund, Parks Xtra Education Fund, Efficiency Time Payment Fee Fund, Memorial Cemetery Fund, and Convention Center Fund. For financial statement reporting purposes, the funds listed above are reported as a part of the Governmental Funds. They are combined into the Governmental Funds in the Summaries of Revenues and Other Financing Sources, and Expenditures and Other Financing Uses for: the prior year actual, current year budget, estimated current year actual, and approved budget contained in the Executive Summary section of this budget document. The above listed funds are budgeted as distinct funds. They are prepared using the current financial resources measurement focus and the modified accrual basis of accounting. 3 Non‐Major Governmental Capital Projects Funds Non-major governmental capital projects funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities. Funds include the Parks Projects Fund, Facilities and Technology Projects Fund, Business Park Fund, and the Drainage Fund. These funds, combined with the Special Revenue Funds, are reported as Non-Major Governmental Funds for financial statement purposes. They are displayed in this format in the Summaries of Revenues and Other Financing Sources, and Expenditures and Other Financing Uses for the prior year actual, current year budget, estimated current year actual and Approved budget contained in the Executive Summary section of this budget document. Special Revenue Funds Special revenue funds are used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specific purposes. Funds include the Hotel Tax Fund, Community Development Fund, American Recovery Reinvestment Act Fund (ARRA), Red Light Camera Fund, Wolf Pen Creek Tax Increment Financing District Fund, Court Technology Fee Fund, Court Security Fee Fund, Juvenile Case Manager Fee Fund, Police Seizure Fund, and Parkland Dedication Fund. All special revenue funds are considered non-major and are prepared using the current financial resources measurement focus and the modified accrual basis of accounting. Proprietary Funds Proprietary funds account for the acquisition, operation and maintenance of government facilities and services that are self-supported by user fees. The budgets for these funds are also prepared using the modified accrual basis of accounting and the current financial resources measurement focus. The budget measures the net change in working capital (current assets less current liabilities). Proprietary Fund financial statements are prepared using the economic resources measurement focus and the accrual basis of accounting, where revenues are recorded when earned. Expenses are recorded when a liability is incurred, regardless of the timing of related cash flows. Thus, a measurement focus adjustment is necessary to arrive at Actual Working Capital because the proprietary funds’ working capital results from using the economic resources measurement focus and the accrual basis of accounting for financial statement purposes. The City classifies both enterprise and internal service funds as proprietary funds. The City’s proprietary funds are listed below. Major Proprietary Funds The Electric Fund accounts for the activities necessary to provide electric services to the residents of the City. These activities include administration, distribution system operations and maintenance, transmission system operations and maintenance, capital improvements, financing, and related debt service. Billing and collection services are accounted for separately as an internal service fund. The Water Fund accounts for the activities necessary to provide water services to the residents of the City. These activities include administrative services, water production and distribution system operations and maintenance, capital improvements, financing, and related debt service. Billing and collection services are accounted for as an internal service fund. The Wastewater Fund accounts for the activities necessary to provide sewer collection and treatment services to the residents of the City. These activities include administrative services, wastewater system operations and maintenance, capital improvements, financing, and related debt service. Billing and collection services are accounted for as an internal service fund. Non‐Major Proprietary Funds The City’s Sanitation Fund, Parking Enterprise Fund, and Brazos Valley Solid Waste Management Fund (a joint- venture with the City of Bryan) are all non-major proprietary funds. Additionally, the City has several impact fee funds that are not budgeted. These include the Harley Davidson Area, Service Area, Spring Creek Area, Alum Creek Area, and Steeplechase Area Funds. 4 Internal Service Funds Internal service funds account for services and/or commodities furnished by a designated program to other programs within the City. Funds include the Self-Insurance Funds (Property Casualty, Employee Benefits, Workers Compensation, and Unemployment), Equipment Replacement Fund, Utility Customer Service Fund, and the Fleet Maintenance Fund. The funds are considered non-major and are budgeted on the modified accrual basis of accounting. Permanent Funds Permanent funds are used to report resources that are legally restricted to the extent that only earnings, not principal, may be used for purposes that support City programs. The City’s Cemetery Endowment Fund and Cemetery Perpetual Care Fund are the only permanent funds and are considered non-major. The funds are prepared using the modified accrual basis of accounting. 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 preparation process these policies are reviewed with Council. Strategic Plan 2009‐2014 In College Station, we continually strive for excellence. We conduct daily business as a City aiming to provide our citizens with the best quality of life possible. The City Council and City staff work hard to ensure that we are moving in a direction that is best for the overall character and betterment of our community based on the voices and opinions of those living in College Station. A highly qualified workforce, an extremely engaged citizenry and a set of focused goals are the cornerstones of what make this a successful community. This is a one-of-a-kind community with a unique set of service demands from our citizens. As such, we demand a higher degree of innovation, technology and overall performance from our employees and staff. We have some of All Funds Governmental Funds General Fund (Major Fund) Debt Service Fund (Major Fund) Economic Development Fund Parks Xtra Education Fund Efficiency Time Payment Fee Fund Memorial Cemetery Fund Convention Center Fund Capital Projects Funds Streets, Traffic, Sidewalks, and Trials (Major Fund) Parks & Recreation Projects Facilities & Technology Business Park Drainage Special Revenue Funds Hotel Tax Fund Community Development Fund ARRA of 2009 Fund Red Light Camera Fund Wolf Pen Creek TIF Fund Court Technology Fee Fund Court Security Fee Fund Juvenile Case Manager Fee Fund Water Fund (Major Fund) Wastewater Fund (Major Fund) Sanitation Fund Parking Enterprise Fund BVSWMA Fund Capital Projects Funds Electric Water Wastewater Electric Fund (Major Fund) Enterprise Funds Permanent Funds Cemetery Endowment Fund Cemetery Perpetual Care Fund Police Seizure Fund Parkland Dedication Fund City of College Station Fund Structure As of October, 2009 5 the most motivated and highly productive employees in their respective fields and they focus on forward thinking policies that retain the integrity and standard of service to which our citizens have become accustomed. The Strategic Plan is a collaboration of the City Council and the numerous City departments working together to create a cohesive forward direction for College Station in the upcoming years. Updates were made to the plan as a result of the City Council’s annual strategic planning retreat. The following is an outline for the goals and practices we have set to achieve in the near future so that each citizen may enjoy a greater quality of life than ever before. Mission Statement ON BEHALF OF THE CITIZENS OF COLLEGE STATION, HOME OF TEXAS A&M UNIVERSITY, WE WILL CONTINUE TO PROMOTE AND ADVANCE THE COMMUNITY'S QUALITY OF LIFE. Community Vision College Station, the proud home of Texas A&M University and the heart of the Brazos Valley, will be a vibrant, progressive, knowledge-based community which promotes the highest quality of life by… • ensuring safe, tranquil, clean, and healthy neighborhoods with enduring character; • increasing and maintaining the mobility of College Station citizens through a well planned and constructed inter-modal transportation system; • expecting sensitive development and management of the built and natural environment; • supporting well planned, quality and sustainable growth; • valuing and protecting our cultural and historical community resources; • developing and maintaining quality cost-effective community facilities, infrastructure and services which ensure our city is cohesive and well connected; and • pro-actively creating and maintaining economic and educational opportunities for all citizens College Station will remain among the friendliest and most responsive of communities and a demonstrated partner in maintaining and enhancing all that is good and celebrated in the Brazos Valley. It will forever be a place where Texas and the world come to learn. City of College Station Core Values To promote: • The health, safety, and general well being of the community • Excellence in customer service • Fiscal responsibility • Involvement and participation of the citizenry • Collaboration and cooperation • Regionalism: be active member of the Brazos Valley community and beyond • Activities that promote municipal empowerment Organizational Values • Respect everyone • Deliver excellent service • Risk, Create, Innovate • Be one city, one team • Be personally responsible • Do the right thing - act with integrity and honesty • Have fun Using the community vision, mission statement, and values as a spring board, the College Station City Council has set the strategic direction for the city government through development of six goals with supporting action agendas. The Strategic Plan focuses organizational resources and identifies those intentional actions to be undertaken by city government to achieve the desired outcomes. 6 1. Financially Sustainable City Providing Response to Core Services and Infrastructure OBJECTIVES • Maintain sufficient, diverse city revenues to support defined core city services and service levels • Maintain city reserves consistent with city policies • Invest in the city’s physical infrastructure which is well maintained and expands to meet future needs • Deliver core services in the most efficient, cost effective manner • Attract and retain highly competent city staff based upon performance • Maintain a high level of customer satisfaction with city services • Improve communications (two way) with residents on city plans, policies and services through diverse methods MEANS TO CITIZENS • Value for their tax dollars and fees • Easy access to city information and services • Top-quality employees committed to serving the College Station community • Responsible stewardship of the City’s resources • Reliable city services that are invisible on a daily basis 2. Neighborhood Integrity OBJECTIVES • Ensure that neighborhoods remain highly-livable and are driven by quality of life • Implement the comprehensive plan through policies, ordinances and decisions • Increase the safety of rental housing stock • Support strong Homeowners Associations that work with residents and the City • Develop sustainable neighborhoods that address the needs of various population groups • Preserve the character of historic neighborhoods MEANS TO CITIZENS • Protection of property values • Attractive, livable neighborhoods • Sense of neighborhood identity and pride with neighbors helping neighbors • Place to live, raise our families and socialize with friends and neighbors • Predictable future development and redevelopment 3. Diverse Growing Economy OBJECTIVES • Expand and diversify the local economy and tax base • Collaborate with community partners (Texas A&M University and Economic Development Organizations) to produce economic benefit to all residents • Develop opportunities and partnerships which position College Station as a national center for biotechnology • Expand tourism economy and supporting infrastructure • Redevelop strategic commercial areas of College Station • Have land available for business development • Maintain and enhance retail economy • Develop and enhance medical and health care corridor MEANS TO CITIZENS • Opportunities to work near home. • Community partners working together. • Opportunity to start and grow a business in College Station. • Quality job opportunities for residents. 7 • Convenience for shopping, entertainment and jobs. 4. Best City to Live In the United States OBJECTIVES • Develop a reputation: “cool place” to live for attracting and retaining young professionals • Maintain personal safety and security for College Station residents • Expand leisure and recreational venues, programs and services responsive to the needs of all generations • Continue as a place that is attractive for retirees MEANS TO CITIZENS • Being safe and secure at home, in the neighborhood and throughout the community • Choices for your leisure time • Convenience – you can stay in the community during your leisure activities • Others desire to live in College Station, businesses desire to come here • Protection of property and home values 5. Green Sustainable City OBJECTIVES • Reduce overall per capita water consumption • Increase renewable green energy in a portion of purchased power while reducing the overall energy consumption • Develop mechanisms to reuse water in the community • Reduce the overall per capita volume of waste generated in the community • Develop environmentally sound, economically feasible means to dispose of waste • Reduce global warming emissions in the city operations through realistic targets • Expand open, green spaces throughout the community • Incorporate LEED or equivalent standards in development regulations and building codes • Become recognized as a leader in application of green and sustainability concepts to the City and community MEANS TO CITIZENS • City acting as an environmental steward • Creating a culture in the community that embraces sustainability • Changing daily living patterns • Conservation and preservation of College Station’s natural resources • Attractive, beautiful community 6. Exceptional Multi Modal Transportation OBJECTIVES • Provide an efficient public and private transportation network to ensure mobility and safety to our residents • Implement state-of-the-art transportation management programs and systems • Improve the operational efficiency of existing transportation networks • Expand multi use trail system within College Station • Secure state and federal transportation funds to improve the transportation system • Expand road capacity to accommodate traffic volume at the existing level of service • Increase traffic and pedestrian safety throughout the city • Maintain high quality city streets consistent with City’s policy MEANS TO CITIZENS • Predictable, acceptable travel times within College Station • Mobility choices • Leveraging city resources to improve the City’s transportation system 8 • Safer travel within College Station • Quality, well-maintained city streets City of College Station Policy Agenda 2009‐2010 Top Priority • Convention Center: Design, Financing Plan, Financial Impact Analysis, Business Plan • Long-Term Water Plan: Development • Long-Term Financial Plan with Projections: Development • City Hall: Public Education, Direction, Location, Timing, Next Steps • Landfill: Direction, City Action High Priority • Comprehensive Plan: Implementation Ordinances • Signature Event for City of College Station: Direction, Funding • UDO Oversight Committee: Definition, Direction, Revision • Northgate Pedestrian Safety Project: Direction • Redevelopment: Areas, Plans, City Actions City of College Station Management Agenda 2009‐2010 Top Priority • Marketing and Communications Plan: Development and Action Steps • Water Conservation Program: Enhancements • Bryan/College Station Regional Mobility Initiative – Traffic Signal Synchronization: Funding • Neighborhood Quality of Life Index: Definition, Development • Fire Station #6 (University Drive): Location, Design • Green and Sustainable Initiatives: Direction, Funding High Priority • Community Policing: Expansion • Core Services Plan: Identification, Development (“Right Sizing”) • Wolf Pen Creek Festival Ground: Funding • Sustainability Coordinator: Position • Medical Corridor Study: Completion College Station Growth Trends The following sections highlight some of the key factors used in the preparation of the FY10 budget. These include a summary of the City’s key economic indicators and the financial forecast. Economic Indicators Effects of the national economy are being felt at the local level. Growth and revenue streams have flattened and in some cases declined. Historically, this growth has provided some of the additional resources needed to maintain service levels to the citizens and visitors of College Station. Indicators of growth include population increases, building activity, unemployment rate, ad valorem tax revenues, and sales tax revenues. The City will continue to monitor economic conditions this next year, and if sales tax and other revenues do not perform as forecasted certain proposals in the budget will be delayed, or will not occur. 9 The 1990 Census reported the population of College Station to be 52,456. The 2000 Census reported the population to be 67,890. In 2006 the population Census count was 74,125. The current estimated population, provided by Planning & Development Services, through June 2009, is 91,649. This is a 35% increase in population since 2000, and a 75% increase since 1990. The population is projected to grow by approximately two percent per year over the next five years. 1. Building Permits and Development: In 2008 the value of building permits issued was approximately $319 million. The new property value added to the ad valorem tax base in 2008 was approximately $292 million. In 2009, the new property value added to the tax base is approximately $210 million. Both single family and multifamily residential construction has slowed. From January through September 2009, 416 new residential construction permits were issued. Commercial construction has slowed down as well. From January through September 2009, 23 new commercial construction permits were issued. Through September 2009 total permits for new construction issued are down 20% from September 2008. From January through September 2009, the City issued permits with a value of approximately $88 million. From January through September of 2009, $28 million in commercial construction was permitted and approximately $60 million in residential construction was permitted. 2. Unemployment Rate: The most recent statistics available from the Texas Work Force Commission show an unemployment rate of 6.0%. 3. Ad Valorem Valuations: Ad valorem tax values remained relatively level from the mid 1980’s until 1991. Beginning in 1995, total taxable assessment rose from approximately $1.5 billion to over $5 billion in 2008- 2009. The certified values for FY2009-2010 are $5,391,382,080. This represents an increase of $367,227,867 or 7.31% over FY09. Of this increase, 56% or $206,897,846 is due to new value being added to the tax rolls, and 44% or $160,330,021 is due to increases in existing values. Increases in ad valorem value are directly related to new construction in the City. Current residential and commercial projects underway are anticipated to 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 100,000 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 *2010 *2011 *2012 *2013 *2014 College Station Population The above graph shows population growth in College Station over the last ten years and projects an average 2% growth from 2010 - 2014. 102 108 138 101 127 126 161 165 70 90 100 44 38 49 115 31 57 75 154 30 40 50 0 50 100 150 200 250 300 350 2001 2002 2003 2004 2005 2006 2007 2008 2009 est 2010 est 2011 estMillionsValue of New Development Residential Commercial The above chart gives an overview of development over the last 10 years as well as the forecasted growth through 2011. 10 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 the Debt Service Fund of the City. This increase provides additional revenues needed to meet increasing service demands associated with growth in the City. These include needs for both capital projects and operating and maintenance costs of providing services to a growing City. The ad valorem tax rate approved for FY10 totals 43.94¢ per $100 valuation. This is the same as the FY09 tax rate. 4. Sales Tax Revenues: Sales tax is the largest single revenue source for the General Fund, accounting for approximately 36% of General Fund revenues. College Station has seen sales tax numbers decline. The sales tax revenue received in FY08 was 10% above the FY07 actual. The City collected $1,624,295 for the month of September 2009 (August sales); this is a 14% decrease in revenue from same month last year. Sales Tax Revenue for FY09 decreased from FY08 by $380,269. Sales tax revenues in FY10 are projected to be down by an additional $150,000. This reduction is a reflection of the slowdown in the economy and the impact it is beginning to have locally. 5. Total Utility Revenues: Utility revenues continue to increase from year to year. Changes in revenues have been affected by increased purchased power costs, rate changes, and weather conditions. Economic and fiscal indicators show the local economy has been affected by the slowing national economy. This relatively flat growth and decrease in revenues made it difficult to balance expenditures. In order to maintain most current service levels staff identified certain budget reductions to offset the decline in revenues. The savings brought forward in FY09 amount to $954,175. The approved FY10 base budget was reduced $1.9 million, and of this amount $1.2 million was reduced from the General Fund base budget. Monitoring is done in order to better respond to economic conditions that may indicate additional weakening or recovery in the local economy. Any such weakening could adversely affect the fiscal health of the City. If the economy does have an adverse effect on the City’s fiscal health, choices on revenues and expenditures will have to be made to address the impact. Fiscally conservative estimates are being made in forecasting future revenues. This approach is important to ensure that any additional slowdown in growth, or change in economic conditions does not significantly 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 Council over a number of years. The forecast has become an integral part of the planning and budget preparation processes. The forecast provides an opportunity to think strategically about the best ways to address growing service demand issues in the next several years. It also serves as the foundation for continued financial planning in the next 12 to 18 months. An overview of the financial forecast was reviewed with Council as part of the budget review process, and Council will continue to be updated throughout the next fiscal year. It will be critical to monitor revenues and expenditures closely in the next fiscal year so the City can provide services. Currently these include increased public safety needs, pressure on the transportation system, demands for Parks and Recreation services, Planning and Development Services, and other services. Using the financial forecast the City will see if the economic conditions will allow the implementation of certain programs approved in the FY10 budget. If revenues remain flat or decline next year it will be necessary to consider further budget reductions. In $12.7 $13.5 $13.8 $15.0 $15.4 $16.7 $18.0 $19.8 $19.8 $19.6 $20.0 $20.4 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0 20.0 22.0 24.0 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 est FY10 est FY11 est FY12 estMillions of $Sales Tax Revenue This chart shows sales tax revenues received by the City of College Station. 11 addition, 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. Efforts continue to examine new and different revenue streams to help fund services. Property Tax Rate The approved tax rate of 43.94¢ per $100 of valuation allows the City to fund growing demands for service. The approved tax rate provides for a diversified revenue stream for the City. College Station continues to have one of the lowest tax rates among surveyed Texas cities. Utility Rates The approved budget includes a 9% increase in Electric rates to pay for increased power supply costs, operating and non operating cost, and costs to expand the Electric Utility infrastructure. No rate increases are included for the Water, Wastewater, Drainage and Sanitation Funds. Positions in the FY10 Budget As a service providing organization, salaries and benefits account for the largest percentage of City operating expenses. College Station is similar to other cities in this respect. Human resources are also one of the primary assets of the City. When the cost of purchased power is excluded, personnel expenditures account for approximately 61% of total City operating and maintenance expenditures. The FY10 approved budget, including SLAs, funds 935 full time equivalent positions. The City accounts for temporary/seasonal funds by calculating the number of hours worked and approximating the number of Full Time Equivalent (FTE) positions. The approved budget includes approximately 66 FTE temp/seasonal positions. The Parks Department makes extensive use of these funds for seasonal programs and other departments also utilize these resources. The above chart shows the change in the number of positions over the last 10 years. 786.25 804.75 804.5 804.75 832.75 867.25 886.75 904 935 935 2001 2002 2003 2004 2005 2006 2007 2008 2009 Rev. 2010 Appr. Full Time Equivalent Positions $‐$0.20 $0.40 $0.60 $0.80 $1.00 Sugar Land Round Rock New Braunfels Conroe College Station Lewisville Flower Mound Euless Longview Missouri City Allen Mission Temple Odessa League City Bryan Victoria Pearland Pharr Port Arthur San Angelo 2009 Ad Valorem Tax Rate Comparison of Texas Cities with a Population 50,000 ‐100,000 O&M Rate Debt Rate Source: 2009 Annual TML Taxation and Debt Survey College Station continues to have one of the lowest tax rates among surveyed Texas cities with a population of 50,000 to 100,000. 12 Approved Pay Changes The approved FY10 budget includes $400,000 in approved pay adjustments for City staff. This is anticipated to be implemented April 1, 2010. Only the non-management staff below the Management Team, Assistant Directors, and Division Managers will be eligible for these approved pay increases in FY10. The approved FY10 budget also includes funds to implement recommendations from the pay classification study and the minimal adjustments to the pay scale. These pay changes may go into effect halfway through the fiscal year. This provides an opportunity to assess the state of the economy and to make sure revenues are going to meet approved expenditures next fiscal year. If revenues do not meet expenditures then the implementation of the pay changes may be delayed, or will not occur. Also included in the approved budget is the implementation of the first phase of a step pay plan in the College Station Police Department. It is anticipated that implementing the step pay plan will allow the Police Department to be more competitive in recruiting and hiring new officers. The first phase is anticipated to go into effect January 1, 2010. Capital Improvement Projects The approved Capital Improvements Budget for FY10 totals $53,210,063 for all funds that include capital projects. This budget amount does not, however, reflect all projected capital expenditures for FY10. 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 FY10 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 previously appropriated are included as new appropriations in the FY10 budget. The total projected to be spent on capital projects including both new appropriations as well as existing appropriations is approximately $89,000,000. In FY10 it is anticipated that there will be considerable expenditures for both general government and utility capital projects. Significant infrastructure rehabilitation and improvement projects are scheduled in FY10. Other projects underway include a number of street projects from the 2003 and 2008 bond authorizations such street rehabilitation and extension projects, facility, park and fire station projects. There are a number of Water and Wastewater capital projects that will incur expense in FY10. These projects are discussed in greater detail later in the budget overview and in the capital projects section of this document. 13 Net Budget Expenditure Comparison The following table shows the approved net operating and maintenance expenditures for FY10. Expenditures are budgeted to be $206,289,205, a 2.51% increase over the FY09 original budget. Transfers from the fund balance for capital projects in FY10 are budgeted to be $9,700,000, and the net approved capital budget is 43,510,063. The latter two items will provide a total of $53,210,063 of new budget appropriation for capital projects. The total approved budget is $259,499,268. This represents a 4.15% increase over the FY09 original budget. Fund Approved FY09 Budget Approved FY10 Budget Percent Change General Fund 54,024,840 54,023,038 0.00% Combined Utilities 106,972,072 114,778,903 7.30% Sanitation 6,968,495 6,776,443 -2.76% BVSWMA 10,069,570 5,598,996 -44.40% Drainage 1,480,284 1,233,654 -16.66% General Debt Service 12,050,130 12,222,459 1.43% Hotel Tax 2,229,826 4,456,982 99.88% Parking Fund 846,312 1,618,638 91.26% Parks Xtra Education 106,755 112,507 5.39% Police Seizure 20,501 20,796 1.44% Wolf Pen Creek TIF - - N/A Municipal Court Funds 292,641 336,160 14.87% Business Park Fund 250,000 250,000 0.00% Community Development 4,024,517 2,873,865 -28.59% Red Light Camera 1,067,090 1,889,328 77.05% Cemetery Perpetual Care - - N/A Memorial Cemetery Endowment Fund 75,000 75,000 0.00% Memorial Cemetery Fund 750,526 - -100.00% ARRA Fund - 22,436 N/A Total O&M Expenditures 201,228,559 206,289,205 2.51% Combined Utilities 7,350,000 9,700,000 31.97% Community Development - - N/A Hotel Tax Fund 7,000,000 - -100.00% Fund Balance/Working Xfers to CIP 14,350,000 9,700,000 -32.40% General Gov’t CIP 3,120,689 18,945,296 507.09% Utilities CIP 20,984,193 17,058,497 -18.71% BVSWMA CIP 7,212,448 2,495,132 -65.41% Special Revenue CIP 1,075,628 1,611,138 49.79% Wolf Pen TIF CIP 1,196,115 3,400,000 184.25% Total Capital Expenditures 33,589,073 43,510,063 29.54% TOTAL $ 249,167,632 $ 259,499,268 4.15% 14 Budget Overview The text below focuses on the various City departments and functions provided by each department. The majority of the departmental budgets below reflect FY10 approved reductions amounting to $1.9 million. Governmental Funds Police Department $14,215,466 The Police Department provides a number of services that help to keep the community safe. Services provided include: 1) police patrol with certified police officers who are assigned to specific areas of the city and who are equipped with police vehicles and all necessary equipment; 2) criminal investigation for the investigation of reported crimes; 3) animal control; 4) communications and emergency medical dispatch support for police, fire and EMS; 5) short term jail/detention facilities that reduce the processing time of arrests; and 6) a recruiting and training division that serves as a support and training function for the Department. There are two approved SLAs in the Police Department totaling $489,989. The first SLA is for $139,989, which will partially fund the second phase of the Police Blue Print. The second SLA is for $350,000, which will fund the implementation of the Step Pay System. The Police Department has identified a variety of needs including increased staffing and equipment. Implementation of the second phase of the Blue Print SLA would provide funding to address those needs, which will allow for an increase in the level of service provided and response to community need. Funding the step pay system will allow the Police Department to be more competitive in recruiting and hiring new officers. Fire Department $11,462,357 The Fire Department provides services to College Station, City of Bryan—through an automatic aid program—and to rural areas around College Station through mutual aid agreements. The Fire Department operates out of five stations located throughout the City. The basic services provided by the Fire Department include: 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; and 4) hazardous material response. There are two approved service level adjustments in the Fire Department totaling $628,157. The first SLA is for $236,734, which will set aside a portion of funding for future operations and maintenance costs for Fire Station Six. The second SLA is for $391,423 for the purchase of 48 Self Contained Breathing Apparatus (SCBA’s) and supplies required to upgrade 19 additional SCBA's. Departmental training, funding for replacement parts, and a computer that is required for the flow testing of 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 2005 2006 2007 2008 2009 Est. Calls for Service The above graph illustrates calls for service. A “Call for Service” is defined as any event or situation, reported by a citizen that requires a response from the Police Department. 0 1,000 2,000 3,000 4,000 5,000 6,000 2004 2005 2006 2007 2008 2009 estNumber of IncidentsIncidents Dispatched EMS FIRE The above graph illustrates incidents responded to by the Fire Department over the last several years. 15 the equipment is included in this SLA. The Fire department will be submitting an application to the Federal Emergency Management Agency (FEMA) for a grant to reimburse the City for a portion of the purchase price of the equipment. Public Works Department $7,462,930 The Public Works Department maintains streets, drainage, and the City’s traffic control system. It is also responsible for refuse collection, engineering and construction, as well as fleet and facilities maintenance. Funds in the amount of $200,000 are approved for thoroughfare street rehabilitation projects. These funds were received as restitution as part of the resolution of legal action this past year and are approved to go back into street maintenance. The Traffic Engineering Division conducts and reviews traffic engineering studies & plans; manages College Station’s red light camera program, CARES; and evaluates on-street parking throughout the City. Additionally, the Traffic Engineering Division engages in public education, special programs, and project management of related capital projects. 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 minor building construction and remodeling activities. The Division also utilizes facility repair funds to ensure facilities and equipment are repaired and replaced in a timely manner. The Streets 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 coordinates with Engineering and the Capital Projects Department to plan and develop major street projects. The Streets Division also provides routine pothole patching and other maintenance services. The Streets Division measures the effectiveness of this service by determining whether 95% of the streets in the City have a grade of “C” or better, using the Pavement Management System. The Streets FY10 Approved budget includes one service level adjustment in the amount of $200,000 to fund the maintenance and repair of City streets. Drainage issues impact health and public safety, as well as transportation and mobility. Service levels for the Drainage Division provide a drainage maintenance program that keeps the storm water carrying capacity of the system adequate in College Station. Right of way mowing and creek cleaning are the primary ways this service is provided. The Drainage Fund covers expenditures in the General Fund pertaining to Drainage operations. The Traffic Signs & Markings and Traffic Signals Divisions in College Station service and maintain integral traffic flow control mechanisms throughout the City. The system is critical to City operations, most notably during peak traffic times such as the very busy Texas A&M football season. These divisions are also responsible for maintaining and repairing traffic signals and school warning devices in order to provide safe and efficient movement of vehicles and pedestrians. Capital Projects Department $892,932 The Capital Projects Department (CPD) is responsible for the administration of the City’s capital improvement plan. This includes the building of projects proposed as part of bond elections such as streets, fire stations, libraries, and others. Some of the capital projects for public utilities such as Electric, Water, Wastewater and Drainage are also handled in this department. Parks and Recreation Department $9,069,889 The Parks and Recreation Department is responsible for College Station park facilities and recreational programs. Among the services provided are athletics, recreation and instruction programs for youth and adults, and cemetery maintenance. Also provided are programs and special events at the Wolf Pen Creek Amphitheater and other park locations throughout the City. The Parks and Recreation 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. 16 Parks’ Xtra Education provides citizens of all ages the opportunity to enhance their quality of life through various continuing education programs. The above graphs illustrate the fluctuations in attendance at pool facilities and the Conference Center. The Parks Special Facilities Division is responsible for the Lincoln Center, Conference Center, and all Pool facilities. Beginning in 2008, Special Facilities began to oversee the Larry J. Ringer Library facility. The Parks Recreation Division oversees Athletics, Senior Services, Special Events, Wolf Pen Creek Amphitheater and Concessions operations. The Kids Klub after school care program, operated in collaboration with College Station Independent School District (CSISD), is also within this division. The Parks Operations Division maintains park facilities. An essential operation of this division is maintenance associated with operating City and Neighborhood parks such as Woodland Hills, Edelweiss Gartens, University Park and Nantucket Park. The Forestry Division, through horticultural and landscaping efforts, ensures that City property is maintained in an aesthetically pleasing manner. The City Cemetery and the new Memorial Cemetery are included in the property maintained by the Forestry Division. Larry J. Ringer Library $1,080,589 The Larry J. Ringer Library facility is overseen by the City’s Parks and Recreation Department. This facility is operated in collaboration with City of Bryan, which provides staffing for the College Station facility. The above graph illustrates the circulation of the College Station Library over the last several years. 0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 2004 2005 2006 2007 2008 2009 est Pool Attendance 0 20,000 40,000 60,000 80,000 100,000 2005 2006 2007 2008 2009 est Conference Center Attendance 0 100,000 200,000 300,000 400,000 500,000 2004 2005 2006 2007 2008 2009 est Library Circulation 17 Planning and Development Services Department $2,698,317 The Planning and Development Services Department provides oversight for development planning within the City of College Station. Planning and Development Services also reinforces compliance with zoning, subdivision, and drainage regulations as well as other City ordinances. This department works with citizens and other City departments to ensure City development in a manner consistent with policies established by Council. The addition of Neighborhood Services in FY09 has allowed for increased interaction of neighborhoods, property owners, tenant associations, TAMU, and others. Code Enforcement also joined Planning and Development in FY 09. Code Enforcement is the central force behind community enhancement in the City. The FY10 budget does not include any Service Level Adjustments (SLAs) for the department. Information Technology Department $4,117,715 Information Technology implements and maintains the technology and computer based information systems used by all City Departments. The Information Technology division includes IT Administration, Management Information Services (MIS), Geographic Information Services (GIS), E-Government, and Communication Services. FY10 will be the first year that Communication Services is budgeted in the General Fund. This will allow for better overall department management. The MIS division implements and supports computing platforms and applications for all City Departments, including Computer Aided Dispatch (911) for Public Safety and connectivity to the Internet. The GIS division is responsible for the coordination of all geographic data and its presentation to the public. The E- Government division is responsible for the City website, interactive web service provision, and the City’s Intranet. The FY10 approved budget for Information Technology does not include any additional service levels. Funding is included in the approved budget for the Brazos Valley Wide Area Communications System (BVWACS) which was approved in FY 2009. Fiscal Services Department $3,206,341 The Fiscal Services Department provides Fiscal Administration, Accounting, Purchasing, and Budgeting services to the City. This department also oversees the operations of Municipal Court and Utility Customer Service. Fiscal Service Administration handles cash and debt issues for the City while ensuring all funds are prudently invested. The Accounting and Purchasing Divisions work closely together to ensure that purchases are made and recorded according to guidelines. Municipal Court collects fines and fees for the City while providing the City with administration for cases filed for enforcement of Class C misdemeanors. The Office of Budget and Strategic Planning prepares, monitors, and reviews the annual budget. The budget office also coordinates the City’s strategic planning process, which is closely tied to the City’s budget. General Government Department $4,206,026 The General Government Department includes many of the administrative functions of the City. The Mayor and Council Division accounts for expenditures related to Council functions such as education and training. The approved budget for this division in FY10 is $80,395. The City Secretary Division is responsible for elections, records management, City Council support and other activities. The FY10 approved budget is $399,654. This includes $35,000 service level adjustment to cover costs associated with a special election on November 3, 2009 related to the Red Light Camera ordinance. The Internal Auditor Division conducts independent financial and performance audits to provide the Council and the Mayor with objective information to assist in determining whether governmental operations are adequately controlled and to assure that a high degree of public accountability is maintained. The approved FY10 budget is $118,547. 18 The City Manager Division is responsible for the day to day operations of the City, making recommendations to the City Council, and providing short and long-term direction to the organization. The FY10 City Manager’s approved budget is $792,705. The Legal Division provides legal services and support to City Council and City staff. Among the services provided by this office are legal advice, contract writing, and litigation. The approved Legal Office budget is $1,021,575. The Economic Development Division is responsible for coordinating economic development activities in College Station. The Economic Development FY10 approved operating budget is $566,082. The Public Communications Division provides for the dissemination of City information through various media outlets. The total FY10 approved budget is $625,005. The Human Resources Division assists in recruiting and hiring qualified candidates for City positions. The division also provides employee training and administers the compensation and benefits program. The Risk Management function within Human Resources seeks to limit the exposure of the City to physical and financial losses through a number of programs that address worker safety. Risk Management was added to the Human Resources division in FY08 and the salary and benefits budget was moved to the Worker’s Compensation and Property Casualty Funds in FY09. The approved Human Resources budget for FY10 is $602,063. Other General Fund Expenditures $1,942,542 There are a number of expenditures budgeted in the General Fund that do not fall under the purview of any one department. Miscellaneous expenditures within the governmental funds include $778,883 approved for public agency funding, $690,659 for contingency transfers and other charges, $200,000 approved for landfill legal costs, and $273,000 for pay adjustments. Debt Service Fund $12,222,459 The Debt Service Fund is used to account for ad valorem tax revenue collected to pay for authorized general government debt. The debt service portion of the ad valorem tax totals 22.9433¢ per $100 valuation, which accounts for 52% of the tax levy. Economic Development Fund $967,000 The City created an Economic Development Fund to account for resources and expenditures directed at providing incentives for businesses and industries that are planning to locate in College Station. Resources set aside for economic development purposes will be transferred into this fund and remain in the fund until expended. In FY10, $967,000 is budgeted in this fund for economic development incentives and related expenditures. Business Park Fund $250,000 Resources are included in the budget for economic development activities. In FY10, it is projected that $250,000 will be expended in the Business Park Fund for the TIPs project. Parks Xtra Education Fund $112,507 The Parks Xtra Education Fund was established in FY96 and is a joint effort between the City of College Station and College Station Independent School District to provide community based education programs. The FY10 approved Parks Xtra Education budget for program expenditures is $96,474. $15,661 is included for the Xtra Education portion of the General and Administrative (G&A) transfer to cover the cost of internal services such as Human Resources, Accounting and Budget. Efficiency Time Payment Fee Fund $9,685 The City is authorized by the State Legislature to collect fees on traffic tickets written by the City. There are four fees collected by Municipal Court. This fund is used for the purpose of improving the efficiency of the administration of justice in College Station. 19 Memorial Cemetery Fund $0 This fund accounts for two thirds of cemetery lot sales as well as other revenue that is collected through the Memorial Cemetery and Aggie Field of Honor. The fund also accounts for expenditures on projects that take place at this location. There are no expenditures budgeted in this fund for FY10. Enterprise Funds Electric Fund $90,652,684 The Electric Division is responsible for providing cost efficient and reliable electric service to the citizens, businesses and institutions in College Station. Reliable electric service is necessary to ensure continued prosperity of the City. Water Fund $19,517,622 The City of College Station has the capacity to produce approximately 26 million gallons per day of potable water. The Water Division has developed high standards of reliability that assures customers’ needs are met with a water supply that meets or exceeds 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. An SLA totaling $20,000 is included for the Water Fund in FY10. This SLA is for Storage Area Network (SAN) drives. The SAN drives will allow the utility to perform incremental and full backups of the database that is used for the process control of the plant and for reporting to meet the Texas Commission of Environmental Quality (TCEQ) and the Environmental Protection Agency (EPA) requirements. The SAN drives will also allow the utility to perform all server configurations and all control programs. Wastewater Fund $14,308,597 Effective sanitary sewer collection and treatment is essential to public health in an urban environment. Over the last several decades, standards have increased for this infrastructure. Past upgrades to the Carters Creek Wastewater Treatment Plant were directly related to 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 FY10 Approved Budget includes $70,000 for two SLAs in the Wastewater Division. The first SLA, in the amount of $48,000, is for the purchase of a forklift for the Lick Creek Treatment Plant. The forklift will be used to move palletized materials, heavy equipment, and the grit and detritus containers at Lick Creek Wastewater Treatment Plant. The second SLA is for the purchase of portable flow monitors. The flow monitors are an integral part of the Capacity, Management, Operation, and Maintenance (CMOM) program required by EPA to eliminate wastewater overflows that may result in fines. This SLA totals $22,000. Sanitation Fund $6,776,443 The Sanitation Division of Public Works provides services that meet the City’s solid waste collection needs. These services include providing residential containers, curbside recycling, brush and grass clipping collection, street sweeping and the removal of waste. Commercial services are also provided to local businesses and offers collection in small and large containers. Customers with greater volumes have the option of using roll-off containers that are serviced by front load collection equipment. The operating portion of the Sanitation fund for residential and commercial operations is approved for FY10 to be $6,047,299. Non-operating expenditures are approved to be $729,144. Revenues for FY10 in the fund are estimated to be $7,182,159. 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 2004 2005 2006 2007 2008 2009 estIn TonsRefuse Collected Residential Commercial 20 Parking Enterprise Fund $1,618,638 The Parking Enterprise Fund accounts for parking operations in the City. This includes the parking lot, parking garage and on-street parking. The approved FY10 budget for parking operations is $623,188. This amount includes three approved SLAs totaling $110,236. $63,570 in SLA funding is approved for operations & maintenance of the recently completed Northgate Restroom facility, $17,000 is included for increased public safety presence at the Northgate Parking Garage during weekends, and $29,666 is included for additional District Management equipment and supplies. Capital expenditures in the amount of $350,000 are also included. In addition, $541,070 is included for the debt service payment related to the construction of the parking garage. Parking fund revenues are projected to be $1,198,685 in FY10. Special Revenue Funds Hotel Tax Fund $4,456,982 The City receives a tax of 7% on room rental rates from persons staying in hotels within the City. The City’s use of Hotel Tax funds is limited by State law to be used for the promotion of tourism in the City of College Station. The approved FY10 budget includes $250,982 for City Operations including Wolf Pen Creek Operations and other Parks programs and events that are eligible for Hotel Tax Funds. Additionally, $2,700,000 of Hotel Tax Funds are appropriated for the future development of a Convention Center. Funding for Outside Agencies eligible for Hotel Tax funding is also included in the FY10 approved budget. Community Development Fund $2,873,865 Community Development helps provide low cost housing and other public assistance through Community Development Block Grant and Home 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. American Recovery Reinvestment Act Fund $22,436 The American Recovery and Reinvestment Act (ARRA) Fund accounts for revenue received and expenditures made by the City through the American Recovery and Reinvestment Act enacted in 2009. These funds are used primarily for one-time equipment and other purchases. Red Light Camera Fund $1,889,328 The Texas Legislature passed SB 1119 which became effective on September 1, 2007. This bill authorizes and controls the municipal use of red light camera equipment and was codified in the Texas Transportation Code, Section 707.003. Revenue sharing provisions are mandatory: after accounting for program expenditures, one half of all revenues received must be remitted to the state. The state will be using their portion of the revenue received to fund regional trauma centers. The remaining revenue retained by the City must be spent on traffic safety programs, intersection improvements, pedestrian safety programs, public safety programs and/or traffic enforcement programs. The City implemented the red light camera program in calendar year 2008 with 4 monitored intersections. In FY09, cameras were added to 5 additional intersection approaches. Note: On November 3, 2009, an election was held in which the majority of the voters voted to end the red light camera program. Wolf Pen Creek TIF Fund $3,400,000 The Wolf Pen Creek Tax Increment Finance (TIF) Zone generates revenues that must be utilized within the Wolf Pen Creek District. In FY10, expenditures totaling $3,400,000 are projected to be spent on capital improvements in the Wolf Pen Creek area. These improvements include the construction of a festival site and water feature. Court Technology Fee Fund $68,580 The Court Technology Fee can be used to fund technology projects at the Municipal Court Facility. Approved FY10 expenditures of $68,580 will be used for technology related purchases such as computer hardware and software for court facilities. Two SLA’s totaling $28,580 were approved in FY10. The first SLA in the amount of $18,580 is for an automated system to notify defendants of being delinquent and setting up a payment plan. The 21 second is for a regional crime database in the amount of $10,000 to share local warrant information throughout Brazos County. Court Security Fee Fund $160,529 The Court Security Fee is used to fund security projects at the Municipal Court building. In FY10 expenditures totaling $160,529 are approved for this fund. Juvenile Case Manager Fee Fund $97,366 The Juvenile Case Manager Fee is used to fund the salary and benefits of a Juvenile Case Manager, as well as cover the salary and benefits of staff time spent administering Teen Court. In FY10 expenditures totaling $97,366 are approved for this fund. Police Seizure Fund $20,796 The Police Seizure Fund accounts for revenues and expenditures related to property seized by College Station Police Department. Revenues are budgeted at $10,339 for FY10 and expenditures at $20,796. Memorial Cemetery Endowment Fund $75,000 This fund accounts for the remaining one third of the sales of cemetery lots that are accrued through the Memorial Cemetery Fund, which includes the Aggie Field of Honor. FY10 expenditures include $75,000 for the continued marketing efforts of the new cemetery. Cemetery Perpetual Care Fund $0 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. There are no expenditures anticipated in this fund in FY10. Internal Service Funds The City has established several internal service funds for areas where goods and services are provided to City departments on a cost-reimbursement basis. The Internal Service Funds include the Insurance Funds, the Equipment Replacement Fund, the Utility Customer Service Fund, and Fleet Maintenance Fund. The Communications Services division will be moved to the General Fund in FY10, and will no longer be an Internal Service Fund. Each of these funds receives revenues from City departments to which services are provided. Base budget revenues for the funds reflect the above policies. Internal Service funds have revenues transferred from departmental budgets on a monthly basis to ensure that funds are available to fund related expenses. Insurance Funds The City of College Station has four funds for insurance purposes, all of which are self-funded. Property Casualty Fund $1,333,845 The Property Casualty Fund ensures that the City can adequately cover potential property and liability losses. The FY10 estimated revenues for the Property Casualty fund are $978,533. Approved expenditures total $1,333,845. Employee Benefits Fund $7,531,932 The Employee Benefits Fund is self-funded and provides medical coverage to covered City employees. Estimated revenues for the employee benefits fund total $7,171,170 for FY10, and budgeted expenditures total $7,531,932. Workers Compensation Fund $474,856 The Workers Compensation Fund provides coverage against losses sustained through on the job injuries to employees. Revenues anticipated in the Workers Compensation fund are $914,510; expenditures total $474,856. 22 Unemployment Compensation Fund $33,990 Revenues in the Unemployment Compensation Fund are estimated to be $35,877. Expenditures in this fund are expected to be $33,990. Equipment Replacement Fund $3,494,524 The City has a fund that serves to accumulate resources for the replacement of vehicles and large motorized equipment, the telephone and radio systems, to provide replacement assets for the existing major technological infrastructure, and the replacement of copiers. The anticipated revenues total $4,076,002; expenditures total $3,494,524. Utility Customer Service Fund $2,272,476 The Utility Customer Service Division is the primary interface with the City’s utility customers. Responsibilities include setting up customer accounts, connecting and disconnecting utility services, reading meters, billing and collecting utility customer accounts and addressing customer concerns. The division has an SLA totaling $9,900. This SLA is for an automated notification system to notify delinquent customers prior to the disconnection date. The chart to the right illustrates the number of annual utility bills generated over the last several years. Fleet Maintenance Fund $1,545,726 The Public Works Fleet Services Division manages the vehicle and equipment fleet. The division also performs preventive maintenance and vehicle repair. The City maintains a fleet of vehicles and heavy equipment to provide services to the citizens of College Station. Some of these services include Police and Fire response, Solid Waste Collection, Public Utilities, Building Inspection, and Parks operations. In FY10, revenues in the Fleet Fund are projected to be $1,575,355. The FY10 budgeted expenditures are $1,545,726. Communication Services Fund $0 The Communications Division is responsible for the implementation and maintenance of the network infrastructure, telephone, voice radio, data radio (mobile data) and paging systems and any other system requiring connectivity for communications. All of Communication’s personnel, supplies, and maintenance is budgeted in the General Fund in the Information Technology department for FY10 forward. This will allow for all IT divisions to be in the General Fund and will create greater departmental management controls. Brazos Valley Solid Waste Management Agency (BVSWMA) Fund $8,094,128 BVSWMA was formed under a joint solid waste management agreement between the Cities of College Station and Bryan. The agency is responsible for providing solid waste disposal services within all appropriate guidelines and regulations. Revenues in the BVSWMA Fund are projected to be $12,848,708. Approved expenditures total $8,094,128. This includes operations and maintenance, non-departmental and appropriations for capital expenditures. Included is $1,098,800 is included for the purchase of vehicles and equipment that are due for replacement. These include a roll-off truck; a 4 wheel drive ½ ton truck; a dozer, which is to be upgraded from a loader; and $100,000 for a heavy equipment mechanic service truck. Also included in the BVSWMA approved budget are SLAs totaling $260,800. The first SLA, in the amount of $188,800, is to fund the costs associated with the transition of landfill operations from the Rock Prairie Road Landfill to the Twin Oaks Landfill in Grimes County. These costs include seven additional roll-off containers, two storage/work buildings, furniture and equipment, an additional Paradigm scale software license and procurement of general moving and heavy equipment specialty hauling. The second approved SLA is for the purchase of a diesel powered portable light tower. This light 320 340 360 380 400 420 440 460 2003 2004 2005 2006 2007 2008 2009 estThousandsAnnual Utility Bills 23 tower will assist in providing employee and customer safety during limited visibility operations. This SLA is for $12,000. The final SLA is for a GPS Peer to Peer CAES Upgrade and is in the amount of $60,000. Capital Project Funds $53,210,063 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 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. For FY10, operating funds from both the Water and Wastewater Funds in the amount of $9,700,000 are projected to be used to fund capital projects in lieu of the issuance of additional debt. Other resources to fund capital projects include the Wolf Pen Creek Tax Increment Financing District, the Drainage Utility and Parkland Dedication Funds. Each provides resources that will be used to complete a number of projects over the next five years. General Government Capital Projects The following is a brief summary of some of the key general government projects included for FY10. More details of these projects can be found in the capital project summaries preceding each capital projects section in the budget document. Street Capital Projects Street Rehabilitation Projects In FY10, funds in the amount of $1,684,013 are included for the Tauber and Stasney street rehabilitation project. These streets are located in the Northgate area. The project includes the rehabilitation of Tauber Street and Stasney Street from University Drive to Cherry Street as well as the design and construction of new sidewalks on College Main. The project also includes the water and wastewater line rehabilitation. Funds in the amount of $417,225 are also projected in FY10 for other rehabilitation projects that may arise in the Northgate area. These funds reflect the balance of the Church Avenue rehabilitation project, which came in under budget. The construction funds for these Northgate area rehabilitation projects were authorized as part of the 2003 GO bond election. Street Extension Projects $12,793,835 is the estimated expenditure included in the FY10 Approved Budget for various street extension and widening projects. Funds in the amount of $1,700,000 are included for the extension of Holleman Drive. This project calls for Holleman Drive to be extended from Jones Butler Road to FM 2818. An estimated $807,061 is included for extension of Discovery Drive. $1,704,313 is projected for the extension of Victoria Avenue. Victoria Avenue will be extended from Southern Plantation Drive to connect with William D. Fitch Parkway (SH 40), aligning with the existing Victoria Avenue on the south side of William D. Fitch Parkway (SH 40). The roadway will be a major collector consisting of two travel lanes and a center turn lane with bike lanes, sidewalks, landscaping and storm drainage. An estimated $360,865 is projected for the extension of Penberthy Boulevard. The project extends Penberthy Boulevard from the Luther Street / Jones Butler intersection across A&M property to the George Bush Drive / Penberthy Boulevard intersection. The project includes an equestrian crossing to accommodate University operations and a traffic signal will be installed at the George Bush Drive and Penberthy Boulevard intersection. The approved budget also includes $989,110 for the Rock Prairie Road Widening project. These funds will be used for design and right-of-way acquisition costs related to the future widening of Rock Prairie Road. Construction funds are not included in the project budget. $115,000 is the projected FY10 expenditure for the Rock Prairie Road West right-of-way project. This project includes the purchase of additional right-of-way from State Highway 6 to Normand Drive to provide for the future widening of that section of Rock Prairie Road. In addition, $5,707,500 is projected for the phase II of construction to Barron Road from Decatur Drive to William D. Fitch Parkway. This project will upgrade Barron Road from a two lane rural highway to a four lane road with sidewalks, raised center median, landscaping, storm sewers and street lighting. $882,695 has been included for the completion of phase II of the widening of William D. Fitch Parkway. This project will widen William D. Fitch Parkway between Pebble 24 Creek Parkway and Rock Prairie Road. Finally, $527,291 is included for other street extension projects that may arise or for projects that may go over budget. These funds came from the Dartmouth Extension project which was completed under budget. Street TxDOT Projects $596,399 is the estimated FY10 expenditure streetscaping along Texas Avenue. This streetscaping follows the completion of the TxDOT Texas Avenue Widening project. Traffic Projects The FY10 Approved Budget includes an estimated $670,272 for new traffic signal projects and traffic signal communication projects. Included is an estimated $615,587 for new signals throughout the City. A signal warrant study was recently completed, the results of which have indicated the need for new signals at the following locations: William D. Fitch Parkway (SH40) at Barron Road, William D. Fitch Parkway (SH40) at Arrington Road, Texas Avenue at Krenek Tap Road, George Bush East at Dominik and SH30 at Copperfield. These are proposed to be the locations of the next new signals. In addition, $54,685 is included in the budget for traffic signal communication projects. These projects support traffic signal connectivity as well as other City data and voice services. 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. $318,488 is the projected expenditure for the completion of the City’s bike loop. This project will consist of signed bike routes, on-street bike lanes, and off-street bike paths to link the Texas A&M campus, City of College Station parks and local housing areas. In addition, the project will include improvements for pedestrians and bicyclists at the Longmire/FM 2818 intersection. A portion of the expenditures for the Bike Loop project will be reimbursed by TxDOT as part of an Intermodal Surface Transportation Efficiency Act (ISTEA) grant received by the City. Also included in the FY10 Approved Budget is an estimated $249,550 for City of College Station Beautification Improvements. This project includes the addition of trees and other beautification improvements along the University Drive and Highway 6 entrance point. As new development occurs, sidewalks are an important aspect that must be considered. In FY10, $100,000 is included for sidewalk improvements throughout the City. Finally, $500,000 is included for the completion of the hike and bike trail as identified by the Hike and Bike Task Force. Parks and Recreation Capital Projects In FY10, funds in the amount of $2,285,840 are estimated for Parks and Recreation capital improvement projects. Included is $140,840 for field redevelopment projects. A portion of the funds will be used for replacement and repairs to numerous athletic facilities throughout the City. Items include drinking fountains, shade covers, light and base replacement, as well as fence and bleacher repairs. Remaining funds will be used for turf repair on other athletic parks. The funds for these projects are collected from the fees paid by players and teams from both City leagues and outside user groups. The funds are used to pay for replacement items and facility upgrades at City athletic facilities. Funds in the amount of $464,000 are estimated in FY10 for the completion of Creek View neighborhood park. This park will be constructed adjacent to Creek View Elementary. $270,000 is estimated to be issued for improvements to various neighborhood parks throughout the City. The approved improvements include improvements at Emerald Forest Park, a walking loop at Anderson Park and a running surface at Brothers Pond Park. $815,000 is estimated for the construction of a skate park. An additional $500,000 is included for the purchase of land for neighborhood parks. Finally, $96,000 is included for the design of improvements at Beachy Central Park. These include a new concession complex and restroom building. General Government & 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. The two main divisions within this category are public facilities and technology projects. In FY10, it is projected that $6,009,409 will be spent on public facility projects. Included in this amount is $660,000 for design and improvements of City Hall facilities. $4,200,000 is estimated for the construction of Fire Station #6. Fire Station #6 will serve the busy University Drive corridor. Funds in the amount of $932,000 have been included 25 for the expansion of the Larry J. Ringer library. It is estimated that the library will be expanded by approximately 15,000 square feet with an additional 16,000 square feet of parking. $20,000 is included for the purchase of library books. The funds for the purchase of these books come from donations collected for this purpose. Finally, $197,409 is included for other facility projects that may arise or for projects that may go over budget. These funds came from the Fire Station #3 relocation project which was completed under budget. The FY10 Approved Budget also includes a projected expenditure of $4,436,257 for technology projects. An estimated expenditure of $3,900,000 has been included for the replacement of the City’s 800 MHz radio system. A portion of the budget for this project ($2,310,000) came from the Equipment Replacement Fund where they were set aside for this purpose. The remainder will come from CO’s. The City, along with a number of local entities, was awarded a federal grant that will help fund a County-wide radio system. The funds received for this project will be used toward the City’s portion of the system. $110,000 is projected for the Wireless Infrastructure project which will provide funds for the installation of equipment that will allow wireless access by City employees at various locations throughout the City. $150,000 is projected for Server Consolidation. This project provides additional hardware to accommodate the increasing demands for additional electronic storage and the software to better manage the data. The hardware upgrades will permit a doubling of the current storage allotted to each employee. $221,000 is projected for a Fiber Optic Infrastructure project. This project will support the installation of fiber optic cable to continue expansion of the city's network to new buildings and facilities, and to permit the connection of existing facilities that are not currently on the network. A projected $55,000 is included for the CAD hardware operating system upgrade project. The current CAD operating system was installed in 2003. This project will change the server hardware, and replace the operating system used from AIX (UNIX) to a Windows based system. This change will enable greater support, less expensive hardware, and greater flexibility. Finally, $257 is projected for miscellaneous IT projects. These funds reflect remaining balances of closed projects for which debt was issued. Drainage Capital Projects Drainage capital projects are funded by revenue generated through a drainage utility fee that is collected from residential and commercial utility users. The FY10 drainage capital projects budget includes a projected expenditure of $1,762,099 for capital improvements. Significant projects include a projected $1,048,200 for Bee Creek IV and V. This project is for storm drainage improvements to the flow capacity of Bee Creek Tributary “A.” These improvements include bank stabilization from Brothers Boulevard to Longmire Drive. $463,899 is projected for Greenways land acquisition throughout the City. The City’s Greenways Master Plan calls for future trail development in urban and suburban greenways. $200,000 is included for Minor Drainage Improvement projects. These funds are used for minor unscheduled drainage projects that arise throughout the fiscal year. $50,000 is included for Stormwater Mapping projects. These funds will be used for mapping of the City’s stormwater infrastructure. Convention Center Capital Projects The Convention Center Fund accounts for the receipt and expenditure of funds received by the City for the operation and maintenance of a convention center. In FY10, there is budgeted expenditure of $750,000 in the Convention Center Fund. $376,385 is budgeted for convention center project expenditures. $100,000 of which is for the completion of a study that will provide recommendations as to the feasibility of a new convention center. In addition, funds in the amount of $276,385 have been included for future design costs. $223,615 is included for the debt service payment that will cover the debt that has been issued to date toward the land and design of the convention center. These funds will be transferred to the debt service fund out of which the debt service payment will be made. In addition, funds in the amount of $150,000 have been estimated for maintenance costs related to the Chimney Hill property on which the convention center will be built. These expenses will be offset by lease revenue received from existing tenants. Utility Capital Projects The following is a brief summary of some of the utility capital projects projected for FY10. These capital projects are funded either through existing revenues from these funds or through the issuance of utility revenue bonds. 26 Electric Capital Projects $8,932,210 is the approved appropriation for electric capital projects in FY10. As the electric capital projects are considered competitive matter under Texas Senate Bill No. 7, details of these projects cannot be outlined in this summary, but have been provided to the City Council. Water Capital Projects In FY10, $12,948,894 is the approved new appropriation for water capital projects. Water production projects include an estimated FY10 expenditure of $13,285,000. This includes $4,500,000 for construction of phase I of the Parallel Wellfield Collection Line. This water line will run parallel to the existing water line which is currently operating at maximum capacity. The parallel line will increase system capacity. $1,000,000 is included for the purchase of land for future well sites. As capacity needs grow, the City is preparing for the construction of new wells. A component of this is the land acquisition for new future wells. Also included in the FY10 Approved Budget are funds in the amount of $4,875,000 for the construction of Well #8 and funds in the amount of $2,000,000 for construction of the Well #8 Collection Line. The additional capacity is required to meet Texas Commission on Environmental Quality (TCEQ) regulations for pumping capacity to match the projected population. $400,000 is included for the design of the high service water pump improvements. This project will replace the existing high service pumps #3 and #4 with higher capacity fixed speed pumps. This project is in response to analysis of the water system capacities in relation to TCEQ requirements. An additional $400,000 is included for the removal, inspection, and rehabilitation of the pumps and motors for two Simsboro water wells. The pumps in these two wells have reached their expected service life and need to be inspected and rehabilitated. $110,000 is projected for the completion of the Supervisory Control and Data Acquisition (SCADA) system replacement. SCADA is a system that allows for computerized control over plant operations and remote facilities. This project will replace the control equipment that has exceeded its useful life. Funds in the amount of $5,134,824 are projected to be expended on Distribution projects in FY10. This includes $100,000 of general oversize participation (OP) funds. These funds are used to help meet future capacity needs by oversizing water lines above the minimum size required to serve a development. $2,650,000 is included in the FY10 budget for construction on the Reclaimed Water project. This is a multi-phase project to deliver irrigation water to major users in College Station. Phase I includes delivery of reclaimed water to Veterans Park. $865,759 is the projected FY10 expenditure for the Wellborn Widening project. This project was for the relocation of water lines outside of future pavement areas in conjunction with Wellborn Widening. A final phase is expected to be completed in FY10. A portion of the expenditures for this project will be reimbursed by TxDOT. It is estimated that $2,930,408 will be received over the next two fiscal years. 80% estimated to be received in FY10 and the balance in FY11 following the completion of the project. $127,007 is included for the design of the Barron Road water line extension. This project is for the installation of water lines along Barron Road. Construction is estimated for FY11. A projected expenditure of $366,000 is included for land acquisition related to the construction of water lines in annexed areas along Raymond Stotzer West. This project will provide water to areas along Raymond Stotzer West. $150,000 is included for the relocation and improvements to water lines along Barron Road from Decatur Drive to William D. Fitch Parkway. In addition, $217,500 is included for water line improvements along Victoria Avenue. These last two projects will be completed in conjunction with the corresponding street extension projects. $25,000 is included for the land acquisition related to the project that will provide a connection of the 24” water line at Graham Road to the 24” water line at Barron Road. This is needed for the proper operation of the distribution system. An estimated $299,500 is included for land acquisition related to the relocation of the water line for TxDOT's future widening of University Drive East. Water lines will need to be relocated into an easement outside of the right-of-way. A portion of the funds expended on this project will be eligible for reimbursement from TxDOT. Finally, $334,058 is included for the William D. Fitch Parkway East project. This project is for the installation of a water line to serve the annexed area along William D. Fitch Parkway. Construction is estimated to be completed in FY10. Rehabilitation projects included in the FY10 Approved Budget include $120,000 for the adjustments to water lines that will occur as part of the Bee Creek IV and V drainage project which will provide storm drainage improvements to the flow capacity of Bee Creek Tributary "A." An estimate of $77,688 is included for the replacement of water lines along Tauber Street and Stasney Street. This project is being completed in connection with the Streets rehabilitation project. The existing infrastructure is being replaced and capacity should increase as a result. $1,436,866 is projected for the South Knoll/The Glade project. This project is for the replacement of water lines in 27 the area bounded by Haines, Southwest Parkway, Glade and Langford. These aging lines were identified in a 2003 water study as in need of replacement. In addition, $1,267,823 has been estimated for the Southwood 5-7 project. This project is for the replacement of water lines in an area bounded by Southwest Parkway, Harvey Mitchell Parkway, Welsh and Shadowood. Contingency in the amount of $150,000 has been included in the FY10 Approved Budget. These funds will be available for use on unanticipated projects as well as to offset project overruns. Finally, $360,000 has been included for the meter replacement program that was implemented in FY08. This program is for the replacement of water meters on a routine basis to ensure efficient water readings. The FY10 Approved Budget includes an estimated $7,000,000 in current revenues that will be transferred from operations to fund water capital projects. Additionally, a debt issue of $12,025,000 is projected in FY10 for water capital projects. Wastewater Capital Projects The FY10 Approved Budget includes $4,877,393 in new appropriations for numerous wastewater capital projects. Collection projects include $100,000 for oversize participation and planning. These funds are available to meet future anticipated capacity in the construction of wastewater lines above the minimum size needed to serve the development. $557,000 is the estimated expenditure for land acquisition related to the construction of wastewater lines in annexed areas along Raymond Stotzer West. Due to annexation, development and expected future development, wastewater services are necessary. $300,000 is the projected expenditure for the Koppe Bridge Lift Station project. This project is for the construction of a force main sewer line from the existing Koppe Bridge Lift Station to Creek Meadow Lift Station. This project will allow for the Meadow Creek Package Plant to be taken off line. $307,790 is estimated for the Westminster sewer line construction. This project is being completed in conjunction with TxDOT’s widening of Wellborn Road from FM 2818 to Barron and the line will serve properties along Wellborn Road and Barron Road. An expenditure of $475,000 is estimated for the Nantucket Gravity Sewer project. This project will include the installation of a gravity sewer line. $300,000 is projected for engineering associated with the Lick Creek Parallel Trunk Line – Phase I. This project involves the replacement of a trunk line in Lick Creek Park. This trunk line serves areas south of Barron Road. $23,381 is included for wastewater line improvements along Victoria Avenue. In addition, $100,000 is included for the relocation and improvements to wastewater lines along Barron Road from Decatur Drive to William D. Fitch Parkway. These last two projects will be completed in conjunction with the corresponding street extension projects. An estimated $291,094 is included for the Emerald Parkway/Bent Oak project. This project will provide for new alignment of approximately 1,000 feet of 24 inch wastewater collection line will be installed to provide better flow hydraulics and will have sealed and bolted manholes. $300,000 is projected for the adjustments to wastewater lines that will occur as part of the Bee Creek IV and V drainage project which will provide storm drainage improvements to the flow capacity of Bee Creek Tributary "A." An estimate of $261,820 is included for replacement of wastewater lines along Tauber Street and Stasney Street. This project is being completed in connection with the Streets rehabilitation project. Funds totaling $1,361,513 are projected for the South Knoll/The Glade project. This project is for the replacement of wastewater lines in the area bounded by Haines, Southwest Parkway, Glade and Langford. These aging lines were identified in a 2003 wastewater study as in need of replacement. Finally, $1,537,094 has been included for the Southwood 5-7 project. This project is for the replacement of wastewater lines in an area bounded by Southwest Parkway, Harvey Mitchell Parkway, Welsh and Shadowood. Funds in the amount of $4,041,476 have been projected for Treatment and Disposal projects. $500,000 is included for headworks improvements at the Carters Creek Wastewater Treatment Plant (CCWWTP). These improvements include the replacement of the motorized bar screens, replacement of the grit bridges, overhaul of the shaftless screw conveyor and the installation of mixers in the wells at the end of the grit bridges. In addition, $310,000 is projected for the construction of catwalks around the Lick Creek clarifiers. The catwalks will provide safe access for the operators to operate and maintain the clarifiers. An estimated $363,280 is included for centrifuge improvements at the Lick Creek Wastewater Treatment Plant (LCWWTP). Improvements include installing a larger sludge discharge hopper, a sludge conveyor and a work platform around the centrifuge. $400,000 is included for completion of the Lick Creek Holding Tank Improvements. This project will ultimately expand the size of the waste sludge holding tank at the Lick Creek Wastewater Treatment Plant. An additional $600,000 is estimated for ATAD improvements at the CCWWTP. This includes replacing the ATAD motor operated valves. $200,000 is projected for Lick Creek 28 Return Activated Sludge Improvements. This project is for the hiring of an engineer to modify the existing pumps, flow measurement and sludge waste set up and for the implementation of necessary modifications. Funds in the amount of $155,196 are estimated for the SCADA replacement project. This project will replace the control equipment that has exceeded its useful life. $890,000 is the projected expenditure for the Carters Creek Lab and SCADA Building project. The existing building no longer meets laboratory standards. The funds estimated in FY10 will be for the construction of the new building. In addition, $123,000 is estimated for Process Control Improvements at LCWWTP. This project will be for the purchase and installation of improved process control instrumentation at the Plant. An additional $80,000 has been included in FY10 for the installation of SCADA at the new lift stations. This will allow for monitoring and alarming of the new lift stations. Also included is $300,000 for remote plant security. This project will address the physical access and monitoring of these plants. $120,000 has been included for the Carters Creek Fiber Optic Ring. This project will implement a redundant Fiber Ring to Carters Creek Wastewater Treatment Plant. This will eliminate the spur and provide two paths of data into the Plant and will also eliminate extended outages of data loss from the LCWWTP. Finally, contingency in the amount of $150,000 has been included in the FY10 Approved Budget. These funds will be available for use on unanticipated projects as well as to offset project overruns. A total of $2,700,000 in current revenues from operations is estimated to be used to fund wastewater capital projects. Additionally, a debt issue of $7,600,000 is projected in FY10 for wastewater capital projects. Special Revenue Capital Projects The following is a brief summary of some of the key special revenue projects scheduled for FY10. Parkland Dedication Capital Projects The Parkland Dedication Funds account for the receipt and expenditure of funds received by the City from residential land developers who dedicate land, or money in lieu of land, for use in the development of neighborhood parks in residential areas. The projects in the Parkland Dedication Capital Improvement Projects Funds are funded using the dedicated parkland funds. Parkland dedication funds must be used for the development of parks within the zone to which the funds are dedicated. In FY10, appropriations in the amount of $861,138 are included in the budget. Total expenditures are estimated at $1,060,918 for projects that are anticipated to be completed in the various park zones. Funds in the amount of $12,500 are included for improvements at Parkway Park. $167,780 is projected in Zone 6 for the development of Southwest Park. This park will have amenities found in typical neighborhood parks such as a playground, walks and picnic tables. $53,000 is the estimated FY10 expenditure for phase III of John Crompton Park and $63,000 is projected for improvements at Emerald Forest Park. Additional funds are projected in a number of Park zones but have not yet been obligated to specific projects. These funds will be obligated to specific projects within these zones throughout the fiscal year as the projects arise. Funds not used in the fiscal year will carry over to future fiscal years. Additional O&M Costs The FY10 Approved Budget includes a number of capital projects that have been recently completed and have added operations and maintenance (O&M) expense. In particular, the City’s general fund has been and will continue to be impacted by capital projects as they come online. In some situations, the O&M cost of a project is minimal and can be absorbed by the City department that is benefiting the most from the project. In other situations, the O&M cost is more significant and funding for these additional expenses is addressed through the Service Level Adjustment (SLA) process. In these situations, SLAs are submitted for the O&M needs of the capital projects and funding is considered as part of the budget process. Departments are expected to consider the impact of current and planned capital improvement projects on operations and maintenance (O&M) budgets. This analysis is a component of the 5-year Strategic Business Plans that are completed by all City departments. Projections as to the impact of capital projects on O&M budgets that are included in the Strategic Business Plans are used by the Finance Office in financial forecasting. 29 Due to the limited availability of funds for FY10, increases in budgets for O&M related to capital projects were minimal. Instead, departments were asked to evaluate current operations and make adjustments that would allow service levels to be met without a corresponding increase in budget. More detailed sheets that reflect the estimated O&M costs associated with the capital projects have been included following each of the CIP sections in this budget document. It is anticipated that the availability of funding for O&M costs will be limited in upcoming years. Therefore, departments will continue to evaluate current operations before increases in budget will be approved. Recommendations may also be made to delay projects for which O&M funding does not exist. Conclusion The previous discussion provided an overview of the approved FY10 budget and key changes from the FY09 budget. The following sections of the budget document provide additional discussion of the approved budget by fund. 30 City of College Station Fiscal Year Comparison Summary FY10 Approved FY10 Approved Net Operating % Change Fiscal Year 2009-2010 Total Funds Total Appropriation Transfers and Capital from Prior Approved Budget Available of Funds in Budget Fiscal Year General Fund 62,130,126$ 60,355,104$ (6,332,066)$ 54,023,038$ 0.00% Debt Service Fund 16,831,470 12,222,459 - 12,222,459 1.43% Economic Development Fund 1,505,276 967,000 (967,000) - N/A Parks Xtra Education Fund 96,541 112,507 - 112,507 5.39% Municipal Court Funds 1,052,285 336,160 - 336,160 14.87% Police Seizure Fund 38,281 20,796 - 20,796 1.44% Utility Funds 130,686,900 114,778,903 - 114,778,903 7.30% Sanitation Fund 8,533,878 6,776,443 - 6,776,443 -2.76% Parking Enterprise Fund 2,308,312 1,618,638 - 1,618,638 91.26% BVSWMA Fund 10,910,381 5,598,996 5,598,996 -44.40% Hotel Tax Fund 5,777,820 4,456,982 - 4,456,982 99.88% Community Development Fund 3,220,747 2,873,865 2,873,865 -28.59% Red Light Camera 2,139,315 1,889,328 1,889,328 77.05% Insurance Funds 16,580,531 9,374,623 (9,374,623) - N/A Utility Customer Service Fund 2,356,808 2,272,476 (2,272,476) - N/A Internal Services Funds 10,663,241 5,040,250 (5,040,250) - N/A Drainage Fund 3,576,195 1,233,654 - 1,233,654 -16.66% Business Park Fund 631,640 250,000 - 250,000 0.00% Cemetery Perpetual Care Fund 1,699,199 - - - N/A Memorial Cemetery Endowment Fund 395,500 75,000 - 75,000 0.00% Memorial Cemetery Fund 857,557 - - - -100.00% ARRA of 2009 Fund 22,436 22,436 - 22,436 N/A Subtotal of Operations & Maintenance 282,014,439$ 230,275,620$ (23,986,415)$ 206,289,205$ 2.51% Utility Funds Transfer to CIP 9,700,000 9,700,000 - 9,700,000 31.97% Community Development Transfer to CIP - - - - N/A Hotel Tax Fund Transfer to CIP - - - - -100.00% Capital Transfers to CIP 9,700,000$ 9,700,000$ -$ 9,700,000$ -32.40% General Government Capital Imp. Proj.36,421,145$ 18,945,296$ -$ 18,945,296$ 507.09% Utility Capital Improvement Projects 42,806,832 26,758,497 (9,700,000) 17,058,497 -18.71% BVSWMA Capital Improvement Projects 8,495,840 2,495,132 - 2,495,132 -65.41% Special Revenue Capital Imp. Proj.5,780,725 1,611,138 - 1,611,138 49.79% Wolf Pen Creek TIF Capital Imp. Proj. 3,702,836 3,400,000 - 3,400,000 184.25% Subtotal of Capital Expenditures 97,207,378$ 53,210,063$ (9,700,000)$ 43,510,063$ 29.54% Totals 388,921,817$ 293,185,683$ (33,686,415)$ 259,499,268$ 4.15% FY09 Approved FY09 Approved Net Operating % Change Fiscal Year 2008-2009 Total Funds Total Appropriation Transfers and Capital from Prior Approved Budget Available of Funds in Budget Fiscal Year General Fund 62,256,185$ 60,803,746$ (6,778,906)$ 54,024,840$ 6.65% Debt Service Fund 18,694,506 14,464,475 (2,414,345) 12,050,130 9.38% Economic Development Fund 1,845,060 842,127 (842,127) - N/A Parks Xtra Education Fund 118,731 106,755 - 106,755 6.50% Municipal Court Funds 1,123,434 292,641 - 292,641 17.08% Police Seizure Fund 52,722 20,501 - 20,501 2.51% Utility Funds 126,486,125 106,972,072 - 106,972,072 12.66% Sanitation Fund 8,123,487 6,968,495 - 6,968,495 7.77% Parking Enterprise Fund 1,757,063 846,312 - 846,312 16.88% BVSWMA Fund 20,195,573 10,069,570 - 10,069,570 144.41% Hotel Tax Fund 3,359,008 2,229,826 - 2,229,826 -58.93% Community Development Fund 6,609,750 4,024,517 - 4,024,517 4.56% Red Light Camera 1,298,260 1,067,090 - 1,067,090 376.91% Insurance Funds 15,291,856 8,147,572 (8,147,572) - N/A Utility Customer Service Fund 2,374,622 2,240,294 (2,240,294) - N/A Internal Services Funds 10,153,393 5,963,859 (5,963,859) - N/A Drainage Fund 3,537,530 1,480,284 - 1,480,284 71.24% Business Park Fund 933,628 250,000 - 250,000 -50.00% Cemetery Perpetual Care Fund 1,650,150 - - - N/A Memorial Cemetery Endowment Fund 973,284 75,000 - 75,000 N/A Memorial Cemetery Fund 1,173,740 750,526 - 750,526 130.58% Subtotal of Operations & Maintenance 288,008,107$ 227,615,662$ (26,387,103)$ 201,228,559$ 11.46% Utility Funds Transfer to CIP 7,350,000 7,350,000 - 7,350,000 75.00% Community Development Transfer to CIP - - - - NA Hotel Tax Fund Transfer to CIP 7,000,000 7,000,000 - 7,000,000 NA Capital Transfers to CIP 14,350,000$ 14,350,000$ -$ 14,350,000$ 239.24% General Government Capital Imp. Proj.31,579,745$ 3,120,689$ -$ 3,120,689$ -74.76% Utility Capital Improvement Projects 38,476,455 28,334,193 (7,350,000) 20,984,193 -14.07% BVSWMA Capital Improvement Projects 7,212,448 7,212,448 - 7,212,448 154.11% Special Revenue Capital Imp. Proj.9,049,542 8,075,628 (7,000,000) 1,075,628 51.29% Wolf Pen Creek TIF Capital Imp. Proj.2,559,826 1,196,115 - 1,196,115 -0.29% Subtotal of Capital Expenditures 88,878,016$ 47,939,073$ (14,350,000)$ 33,589,073$ -19.12% Totals 391,236,123$ 289,904,735$ (40,737,103)$ 249,167,632$ 10.11% 11/18/2009 16:21 31 General Fund 20.82% Debt Service Fund 4.71% Parks Xtra Education Fund 0.04% Municipal Court Funds 0.13% Police Seizure Fund 0.01% Utility Funds 44.23% City of College Station Net Budget ‐$259,499,268 Sanitation Fund 2.61% Parking Enterprise Fund 0.62% BVSWMA Fund 2.16% Hotel Tax Fund 1.72% Community Development Fund 1.11% Red Light Camera 0.73% Drainage Fund 0.48% Business Park Fund 0.10% Memorial Cemetery Endowment Fund 0.03% ARRA of 2009 Fund 0.01% Utility Funds Transfer to CIP 3.74% General Government CIP 7.30% Utility CIP 6.57% BVSWMA CIP 0.96% Special Revenue CIP 0.62% Wolf Pen Creek TIF CIP 1.31% 32 33 2009‐2010 Approved Annual Budget Combined Summary of Revenues & Expenditures With Comparisons to 2008‐09 Budget Governmental Funds Enterprise Funds Special Revenue Funds General Fund Debt Service (1) Other (2) Utilities Sanitation Parking Enterprise BVSWMA Hotel Tax Community Development ARRA of 2009 Red Light Camera (3) Court Funds Police Seizure BEGINNING BALANCE 7,983,406$ 4,062,470$ 2,570,726$ 21,497,332$ 1,351,719$ 1,109,627$ 6,557,513$ 1,982,820$ 1,374,317$ -$ 117,776$ 772,781$ 27,943$ REVENUES: Ad Valorem Tax 11,261,094 12,284,028 - - - - - - - - - - - Sales Tax 19,624,512 - - - - - - - - - - - - Other Taxes 2,676,000 - - - - - - 3,767,000 - - - - - Licenses & Permits 1,017,900 - - - - - - - - - - - - Intergovernmental 202,305 - - - - - - - 1,846,430 22,436 - - - Charges for Services 3,069,844 - 94,759 116,098,454 7,166,437 1,175,341 6,598,000 - - - - - - Fines, Forfeits & Penalties 3,233,872 - 7,000 - - 9,000 - - - - 2,020,950 230,000 10,000 Investment Earnings 275,000 170,000 52,046 568,777 9,678 10,100 120,000 26,000 - - 589 7,500 339 Other 525,600 - 750,843 2,222,337 6,044 4,244 130,000 2,000 - - - - - Return on Investment 12,254,762 - - - - - - - - - - - - Transfers In - 223,615 3,310,000 - - - 6,000,708 - - - - - - Long Term Debt Issuance - - - - - - - - - - - - Total Revenues 54,140,889$ 12,677,643$ 4,214,648$ 118,889,568$ 7,182,159$ 1,198,685$ 12,848,708$ 3,795,000$ 1,846,430$ 22,436$ 2,021,539$ 237,500$ 10,339$ TOTAL AVAILABLE RESOURCES 62,124,295 16,740,113 6,785,374 140,386,900 8,533,878 2,308,312 19,406,221 5,777,820 3,220,747 22,436 2,139,315 1,010,281 38,282 EXPENDITURES: General Government 4,206,026 - - - - - - - - - - - - Fiscal Services 3,206,341 - - - - - - - - - - - - Police 14,215,466 - - - - - - - - - - - - Fire 11,462,357 - - - - - - - - - - - - Planning & Development Services 2,698,317 - - - - - - - - - - - - Public Works 7,462,930 - - - - - - - - - - - - Parks & Recreation 9,069,889 - - - - - - - - - - - - Information Services 4,117,715 - - - - - - - - - - - - Library 1,080,589 - - - - - - - - - - - - Utilities - - - 84,726,583 - - - - - - - - - CIP Department 892,932 - - - - - - - - - - Projects/Direct Capital - - - 758,660 - - - - - - - - - Sanitation - - - - 5,403,519 - - - - - - - - Parking Enterprise - - - - - 973,188 - - - - - - - BVSWMA - - - - - - 4,164,863 - - - - - - CitDlt 2 605 236Community Development - - - - - - - - 2,605,236 - - - - Outside Agency Funding 427,383 - - - 60,240 - 1,456,000 169,413 - - - - Debt Service - 12,202,459 - 13,113,017 - 541,070 - - - - - - - Return on Investment - - - 11,538,118 716,644 - - - - - - - - Contingency 523,159 - 372 389,685 48,115 1,313 156,509 50,000 - - 2,022 900 - Internal Services - - - - - - - - - - - - - Self-Insurance - - - - - - - - - - - - Other/Other Transfers 339,204 20,000 1,063,474 1,886,195 164,656 - 1,007,786 2,700,000 - 22,436 1,847,099 325,575 20,000 General & Administrative Transfers (5,679,270) - 25,346 2,366,645 383,269 103,067 269,838 250,982 99,216 - 40,207 - 796 CIP Expenditures Less G&A Xfers* - - 750,000 - - - 2,495,132 - - - - - - Transfers to CIP Funds - - - 9,700,000 - - - - - - - - - Total Expenditures 54,023,038$ 12,222,459$ 1,839,192$ 124,478,903$ 6,776,443$ 1,618,638$ 8,094,128$ 4,456,982$ 2,873,865$ 22,436$ 1,889,328$ 326,475$ 20,796$ Change in Fund Balance 117,851 455,184 2,375,456 (5,589,335) 405,716 (419,953) 4,754,580 (661,982) (1,027,435) - 132,211 (88,975) (10,457) ENDING FUND BALANCE 8,101,257$ 4,517,654$ 4,946,182$ 15,907,997$ 1,757,435$ 689,674$ 11,312,093$ 1,320,838$ 346,882$ -$ 249,987$ 683,806$ 17,486$ (1) Other Governmental Funds comprised of the Economic Development, Parks Xtra Education, Memorial Cemetery, Convention Center, Efficiency Time Payment Funds (2) Utilities comprised of the Electric, Water and Wastewater Funds (3) Court Funds comprised of Court Technology, Court Security and Juvenile Case Manager Funds (4) Governmental Funds comprised of Streets, Parks, Facilities & Technology, Business Park, and Drainage Funds (5) Internal Services Funds comprised of Fleet Maintenance, Utility Customer Service, and Equipment Replacement (6) Self-Insurance Funds comprised of Workers Compensation, Employee Benefits, Property Casualty and Unemployment Funds *Total CIP expenditures reflected does not include General and Administative transfers. General and Administrative transfers are reflected on a separate line. 34 Budget Year Current Year Prior Year Capital Projects Funds Internal Services Funds Total Less Transfers Net Total Adopted Amended Actual Parkland Dedication Wolf Pen Creek TIF Cemetery Perpetual Mem Cemetery Endowment (4) Governmental Funds (2) Utility Funds (5) Internal Services (6) Self Insurance All Funds All Funds 2009-2010 2008-2009 2008-2009 2007-2008 1,188,689$ 2,500,412$ 1,657,199$ 222,899$ 21,655,580$ 2,416,506$ 5,161,023$ 7,480,441$ 91,691,179$ (12,641,464)$ 79,049,715$ 98,125,698$ 98,125,698$ 132,737,117$ - 1,182,424 - - - - - - 24,727,546 - 24,727,546 23,105,808 23,105,808 20,670,112 - - - - - - - - 19,624,512 - 19,624,512 20,558,859 20,558,859 19,824,512 - - - - - - - - 6,443,000 - 6,443,000 5,989,800 5,989,800 6,095,358 - - - - - - - - 1,017,900 - 1,017,900 1,113,500 1,113,500 1,154,903 - - - - - 2,344,326 - - 4,415,497 - 4,415,497 5,089,095 5,281,907 1,948,416 - - - - 1,948,900 - 220,198 - 136,371,933 - 136,371,933 126,915,128 126,915,128 118,008,431 - - - - - - 7,687 - 5,518,509 - 5,518,509 4,930,480 4,930,480 4,093,557 8,000 20,000 17,000 2,700 159,000 46,000 99,405 105,104 1,697,238 - 1,697,238 3,480,087 3,480,087 5,050,268 300,000 - 25,000 169,901 - - - 1,564,718 5,700,687 - 5,700,687 10,103,334 10,244,975 9,336,817 - - - - - - - - 12,254,762 - 12,254,762 10,966,801 10,966,801 10,353,489 - - - - - 9,700,000 7,633,880 7,430,268 34,298,471 (34,298,471) - - - - - - - - 16,865,500 28,300,000 - 45,165,500 - 45,165,500 28,360,000 40,683,000 35,770,000 308,000$ 1,202,424$ 42,000$ 172,601$ 18,973,400$ 40,390,326$ 7,961,170$ 9,100,090$ 297,235,555$ (34,298,471)$ 262,937,084$ 240,612,892$ 253,270,345$ 232,305,863$ 1,496,689 3,702,836 1,699,199 395,500 40,628,980 42,806,832 13,122,193 16,580,531 388,926,734 (46,939,935) 341,986,799 338,738,590 351,396,043 365,042,980 - - - - - - - - - 4,206,026 - 4,206,026 4,347,691 4,464,685 4,431,062 - - - - - - - - 3,206,341 - 3,206,341 3,375,611 3,231,038 3,343,997 - - - - - - - - 14,215,466 - 14,215,466 14,306,878 14,308,120 13,155,250 - - - - - - - - 11,462,357 - 11,462,357 11,606,479 11,734,266 11,200,791 - - - - - - - - 2,698,317 - 2,698,317 2,938,471 3,018,193 2,277,722 - - - - - - - - 7,462,930 - 7,462,930 7,998,597 7,721,036 7,276,896 - - - - - - - - 9,069,889 - 9,069,889 9,187,624 9,197,353 8,881,958 - - - - - - - - 4,117,715 - 4,117,715 3,402,779 3,361,513 3,318,493 - - - - - - - - 1,080,589 - 1,080,589 1,130,871 1,150,599 993,102 - - - - - - - - 84,726,583 - 84,726,583 79,041,065 79,225,849 73,775,665 - - - - - - - - 892,932 - 892,932 883,807 876,793 838,136 - - - - - - - - 758,660 - 758,660 6,161,023 6,198,406 2,467,249 - - - - - - - - 5,403,519 - 5,403,519 5,841,863 5,841,863 5,509,267 - - - - - - - - 973,188 - 973,188 507,342 556,190 477,854 - - - - - - - - 4,164,863 - 4,164,863 4,605,503 4,617,503 4,296,706 2 605 236 2 605 236 3 764 295 3 764 295 1 488 794 Permanent - - - - - - - - 2,605,236 - 2,605,236 3,764,295 3,764,295 1,488,794 - - - - - - - - 2,113,036 - 2,113,036 2,654,790 2,754,790 2,742,101 - - - - - - - - 25,856,546 - 25,856,546 24,636,603 24,636,603 23,153,229 - - - - - - - - 12,254,762 - 12,254,762 10,966,801 10,966,801 10,303,435 - - - - - - - - 1,172,075 - 1,172,075 787,000 624,265 - - - - - - - 7,312,726 - 7,312,726 (7,312,726) - - - - - - - - - - - 9,334,623 9,334,623 (9,334,623) - - - - (14,388) - - 75,000 (417,275) (184,587) - - 8,855,175 (1,007,000) 7,848,175 3,083,465 5,656,147 3,742,543 14,388 - - - 1,900,929 184,587 - 40,000 - - - - - 861,138 3,400,000 - - 18,945,296 26,758,497 - - 53,210,063 (9,700,000) 43,510,063 33,589,073 46,547,324 51,900,133 - - - - - - - - 9,700,000 - 9,700,000 14,350,000 14,350,000 - 861,138$ 3,400,000$ -$ 75,000$ 20,428,950$ 26,758,497$ 7,312,726$ 9,374,623$ 286,853,617$ (27,354,349)$ 259,499,268$ 249,167,631$ 264,803,632$ 309,350,048$ (553,138) (2,197,576) 42,000 97,601 (1,455,550) 13,631,829 648,444 (274,533) 10,381,938 (6,944,122) 3,437,816 (8,554,739) (11,533,287) (77,044,185) 635,551$ 302,836$ 1,699,199$ 320,500$ 20,200,030$ 16,048,335$ 5,809,467$ 7,205,908$ 102,073,117$ (19,585,586)$ 82,487,531$ 89,570,959$ 86,592,411$ 55,692,932$ Total Revenues 217,771,584$ -$ 217,771,584$ Transfers In 34,298,471 (34,298,471) - Long Term Debt Issuance 45,165,500 - 45,165,500 Decrease in Fund Balance (10,381,938) 6,944,122 (3,437,816) Total Appropriations 286,853,617$ (27,354,349)$ 259,499,268$ 35 City of College Station All Funds Operations & Maintenance Summary EXPENDITURE BY FUND Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from FUND FY08 FY09 FY09 FY10 FY10 FY09 to FY10 General Fund 55,879,297$ 59,333,060$ 59,347,032$ 57,295,623$ 58,612,562$ -1.21% Xtra Education Fund 98,801 96,474 95,217 96,474 96,474 0.00% Court Security Fund 23,937 154,848 137,167 159,835 159,835 3.22% Juvenile Case Mgr Fund - 84,346 81,121 97,160 97,160 15.19% ARRA Fund - - 92,235 22,436 22,436 N/A Red Light Camera Fund 175,539 1,030,401 905,691 1,759,500 1,774,500 72.21% Community Development 317,404 341,814 285,262 280,351 280,351 -17.98% Parking Enterprise Fund 557,078 556,190 554,567 862,952 973,188 74.97% Electric Fund 63,581,015 70,219,628 69,845,127 75,886,319 76,215,360 8.54% Water Fund 4,203,436 4,635,272 4,360,775 4,324,936 4,344,936 -6.26% Wastewater Fund 4,536,387 5,218,435 5,092,370 4,905,988 4,975,988 -4.65% Sanitation Fund 5,509,267 5,841,863 5,560,278 5,403,519 5,403,519 -7.50% Property Casualty 51 107,932 87,932 105,393 105,393 -2.35% Employee Benefits 3,210 69,800 32,400 69,400 69,400 -0.57% Workers Comp 40,500 174,085 118,285 121,834 121,834 -30.01% Utility Customer Service Fund 2,135,813 2,220,921 2,281,018 2,223,353 2,233,253 0.56% Fleet Fund 1,606,988 1,564,948 1,618,094 1,540,673 1,540,673 -1.55% Communications Fund 651,964 804,644 714,003 - - -100.00% BVSWMA Fund 4,296,706 4,617,503 4,436,106 2,805,263 4,164,863 -9.80% COMBINED FUND TOTAL 143,617,393$ 157,072,164$ 155,644,680$ 157,961,009$ 161,191,725$ 2.62% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 53,348,664$ 57,142,584$ 56,479,272$ 57,422,168$ 57,901,416$ 1.33% Supplies 6,606,885 6,476,110 6,238,461 5,444,337 5,547,165 -14.34% Maintenance 5,787,167 6,352,084 6,234,917 5,375,410 5,409,093 -14.85% Purchased Services 74,950,347 84,169,869 83,876,223 88,416,306 89,291,540 6.08% Capital Outlay 2,924,330 2,931,517 2,815,807 1,302,788 3,042,511 3.79% COMBINED FUND TOTAL 143,617,393$ 157,072,164$ 155,644,680$ 157,961,009$ 161,191,725$ 2.62% PERSONNEL SUMMARY BY FUND Revised Proposed Approved % Change in Actual Actual Budget Base Budget Budget Budget from FUND FY07 FY08 FY09 FY10 FY10 FY09 to FY10 General Fund 620.25 637.50 652.75 659.75 659.75 1.07% Xtra Education Fund - - - - - 0.00% Court Security Fund - - 2.50 2.50 2.50 0.00% Juvenile Case Mgr Fund - - 1.75 1.75 1.75 0.00% ARRA Fund - - - - - 0.00% Red Light Camera Fund - - 1.00 1.00 1.00 0.00% Community Development - 4.00 4.50 4.50 4.50 0.00% Parking Enterprise Fund 9.00 9.00 8.00 8.00 8.00 0.00% Electric Fund 61.50 64.50 68.50 68.50 68.50 0.00% Water Fund 30.00 30.00 29.00 29.00 29.00 0.00% Wastewater Fund 46.00 46.00 49.00 49.00 49.00 0.00% Sanitation Fund 36.50 35.00 35.25 35.25 35.25 0.00% Property Casualty - - 1.50 1.50 1.50 0.00% Employee Benefits - - 1.00 1.00 1.00 0.00% Workers Comp - - 1.50 1.50 1.50 0.00% Utility Customer Service Fund 29.50 29.50 29.50 29.50 29.50 0.00% Fleet Fund 15.00 15.00 15.00 15.00 15.00 0.00% Communications Fund 6.00 6.00 7.00 - - -100.00% BVSWMA Fund 27.50 27.50 27.25 27.25 27.25 0.00% COMBINED FUND TOTAL 881.25 904.00 935.00 935.00 935.00 0.00% 36 Analysis of Tax Rate Fiscal Year 2009‐2010 Approved Approved FY 09 FY 10 Assessed Valuation of Real and Exempt Property $5,726,153,143 $6,235,564,687 (Based on 100% of Market Value) Less: Exempt Property $539,969,838 $654,168,327 Less: Agricultural Loss $74,249,560 $99,640,840 Less: Over 65 and Veterans Exemptions $60,692,260 $70,097,132 Less: House Bill 366 $116,552 $128,177 Less: Abatements $11,361,271 $9,168,088 Less: Proration $941,750 $501,052 Less: Freeport $14,667,699 $10,478,991 Taxable Assessed Value $5,024,154,213 $5,391,382,080 Freeze Taxable NA $343,688,768 Freeze Adjusted Taxable NA $5,047,693,312 O&M and Debt Service Portion $4,946,071,349 $5,322,008,668 TIF Captured Value $78,082,864 $69,373,412 Total $5,024,154,213 $5,391,382,080 Apply Tax Rate per/$100 Valuation 0.4394/$100 0.4394/$100 Freeze Actual Tax NA $1,447,374 Amount lost to Tax Freeze NA $69,529 Total Tax Levy $22,076,134 $23,626,939 Estimate 100% Collection $22,076,134 $23,626,939 Revised Tax Rate Per Percent Estimated $100 Valuation Of Levy Collections Debt Service 0.229433 **52.2%$12,177,656 Estimate General Fund 0.209967 **47.8%$11,144,456 Estimate TIF #1 0.439400 100%$304,827 Estimate ** These represent the current tax rate. 37 Analysis of Property ValuationsAnalysis of Property ValuationsAnalysis of Property Valuations Ail TtlM kt Et TtlT blAppraisalTotal Market Exempt Total TaxableAppraisalTotal Market Exempt Total Taxable Y Vl ti Vl Vl *Year Valuation Value Value * 2000 2 661 115 250 345 752 888 2 315 362 36220002,661,115,250 345,752,888 2,315,362,362 2001 2 870 510 984 380 950 901 2 489 560 08320012,870,510,984 380,950,901 2,489,560,083 2002 3 151 961 166 428 395 713 2 723 565 45320023,151,961,166 428,395,713 2,723,565,453 2003 3,522,272,128 493,364,734 3,028,907,39420033,522,272,128 493,364,734 3,028,907,394 2004 3,847,854,578 556,723,136 3,291,131,44220043,847,854,578 556,723,136 3,291,131,442 2005 4 260 094 126 614 609 545 3 645 484 58120054,260,094,126 614,609,545 3,645,484,58120054,260,094,126 614,609,545 3,645,484,581 2006 4 698 557 824 643 387 278 4 055 170 54620064,698,557,824 643,387,278 4,055,170,546,,,,,,,, 2007 5 223 363 290 677 645 842 4 545 717 44820075,223,363,290 677,645,842 4,545,717,448 2008 5 726 153 143 701 998 930 5 024 154 21320085,726,153,143 701,998,930 5,024,154,213 2009 6 235 564 687 844 182 607 5 391 382 08020096,235,564,687 844,182,607 5,391,382,080 City of College Station Ad Valorem Tax ValuationCityofCollegeStationAdValoremTaxValuationCity of College Station Ad Valorem Tax ValuationCity of College Station Ad Valorem Tax Valuation 6,000 City of College Station Ad Valorem Tax Valuation 5,000 6,000 City of College Station Ad Valorem Tax Valuation 5,000 6,000 City of College Station Ad Valorem Tax Valuation 4 000 5,000 6,000 City of College Station Ad Valorem Tax Valuation 4 000 5,000 6,000 City of College Station Ad Valorem Tax Valuation 4,000 5,000 6,000 $City of College Station Ad Valorem Tax Valuation 4,000 5,000 6,000 $City of College Station Ad Valorem Tax Valuation 3,000 4,000 5,000 6,000 ONS $City of College Station Ad Valorem Tax Valuation 3,000 4,000 5,000 6,000 ONS $City of College Station Ad Valorem Tax Valuation 2 000 3,000 4,000 5,000 6,000 ILLIONS $City of College Station Ad Valorem Tax Valuation 2 000 3,000 4,000 5,000 6,000 ILLIONS $City of College Station Ad Valorem Tax Valuation 2,000 3,000 4,000 5,000 6,000 MILLIONS $City of College Station Ad Valorem Tax Valuation 1,000 2,000 3,000 4,000 5,000 6,000 MILLIONS $City of College Station Ad Valorem Tax Valuation 1,000 2,000 3,000 4,000 5,000 6,000 MILLIONS $City of College Station Ad Valorem Tax Valuation 0 1,000 2,000 3,000 4,000 5,000 6,000 MILLIONS $City of College Station Ad Valorem Tax Valuation 0 1,000 2,000 3,000 4,000 5,000 6,000 MILLIONS $City of College Station Ad Valorem Tax Valuation 0 1,000 2,000 3,000 4,000 5,000 6,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009MILLIONS $City of College Station Ad Valorem Tax Valuation 0 1,000 2,000 3,000 4,000 5,000 6,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009MILLIONS $City of College Station Ad Valorem Tax Valuation 0 1,000 2,000 3,000 4,000 5,000 6,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009MILLIONS $City of College Station Ad Valorem Tax Valuation 0 1,000 2,000 3,000 4,000 5,000 6,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009MILLIONS $City of College Station Ad Valorem Tax Valuation 0 1,000 2,000 3,000 4,000 5,000 6,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009MILLIONS $City of College Station Ad Valorem Tax Valuation * Assessed value is 100% of the estimated value. 0 1,000 2,000 3,000 4,000 5,000 6,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009MILLIONS $City of College Station Ad Valorem Tax Valuation Assessed value is 100% of the estimated value. 0 1,000 2,000 3,000 4,000 5,000 6,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009MILLIONS $City of College Station Ad Valorem Tax Valuation 38 Citizens of College Station Mayor and City Council City Attorney Harvey Cargill, Jr. City Secretary Connie Hooks Municipal Court Judge Edward J. Spillane III Internal Auditor Ty Elliott Appointed Boards & Commissions City Manager Glenn Brown Assistant City Manager Kathy Merrill Police Department Jeff Capps, Interim Police Chief Fire Department R.B. Alley III, Fire Chief Information Technology Ben Roper, Director Human Resources Alison Pond, Director Public Communications & Marketing Jay Socol, Director Electric Utility David Massey, Director Assistant City Manager David Neeley Fiscal Services Jeff Kersten, Chief Financial Officer Parks & Recreation Tony Cisneros, Director Public Works Mark Smith, Director Water Services David Coleman, Director Capital Improvement Projects Chuck Gilman, Director Planning & Development Services Bob Cowell, Director Economic & Community Development David Gwin, Director City of College Station Summary Organizational Chart As of October, 2009 39 Citizens of College Station Mayor and City Council City of College Station Detailed Organizational Chart As of October, 2009 City Attorney City Secretary City Manager Municipal Judges Internal Auditor Appointed Boards and Commissions Assistant City Manager Electric Utility Assistant City Manager Fire Department Police Department Information Technology Human Resources Public Communications and Marketing Administration Emergency Management Suppression Prevention Emergency Medical Services (EMS) Administration Uniform Patrol Criminal Investigations Special Services Quartermaster Communications/ Jail Recruiting/ Training Information Services Administration E-Government Geographic Information Services Mail Services Management Information Systems Communications Services Fiscal Services Planning & Development Services Economic & Community Development Parks & Recreation Public Works Water Services Capital Projects Administration Treasurer Accounting Purchasing Budget & Strategic Planning Municipal Court Utility Customer Service Planning Administration Building Inspection Development Coordination Code Enforcement Planning Neighborhood Services Transportation Planning Greenways Geographic Information Services Economic Development Community Development Northgate District Management Administration Recreation Special Facilities Operations Forestry Library Administration Traffic Engineering Facilities Maintenance Streets & Drainage Maintenance Traffic Signs & Signals Engineering Fleet Services Sanitation BVSWMA Plant Operations Field Operations Environmental Services Water Resources GIS & Asset Management 40 Strategic Planning and Budget Process – FY 2009‐2010 January Personnel summaries and skill level data is sent to City departments to begin preparation of the Salary and Benefits portion of the budget. Budget staff meets to go over general action plans for the upcoming budget season and assign duties and responsibilities. Preliminary work begins on upcoming fiscal year budget. February Requests for fixed cost information as well as vehicle and equipment replacement data is sent out to the City departments. March Budget analysts prepare Department and Fund summaries, prepare and update the computer system, and finalize predetermined budget amounts for fixed costs. Develop forecasts April Budget department kicks off new budget year with City departments. Analysts begin preliminary work with Departments and assist Departments in preparing their budget submittal. May Department budgets are due back to the Budget Office. Budget Analysts review base budget requests and requests for increases in funding via service level adjustments (SLAs). June City Council participates in a Strategic Planning Retreat to review mission and vision statements and identify strategic priorities for the upcoming fiscal year. Prepare Proposed Budgets. July Budget Staff prepares Proposed Budgets and meets with Department Directors and City Manager to discuss budget requests. Prepare Proposed Budget Document. August Present Proposed Budget to City Council. Review Proposed Operating and Capital Improvement Program. September Public Hearing on Proposed Budget. Council adoption of FY10 Budget. Council adoption of Tax Rate. October Prepare Approved Budget Document November ‐ December Reviews and Special Projects. Monitor Budget. 41 42 General Fund The General Fund accounts for all activities typically considered governmental functions of the City. These include Public Safety, Public Works, Parks and Recreation, as well as Planning and Development Services. Also included are the primary support services for these areas such as Fiscal Services, Information Technology, and administrative services in General Government. The General Fund is budgeted using the current financial resources measurement focus and the modified accrual basis of accounting. This is the same measurement focus and basis of accounting used for governmental fund financial statement reporting. Revenues are recognized 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 FY10 General Fund revenues are $54,140,889. This is a 2.09% increase over the FY09 revised budget. This increase is due to normal growth and increases in existing values influencing Ad Valorem tax values and Return on Investment from the City’s enterprise funds. Due to the economic downturn that has been occurring since late 2008, Sales Tax revenues are projected to decrease 0.76% from the FY09 year-end estimate. Revenue projections are realistic estimates relative to historical trends and consider economic variables that affect the City’s revenue stream. Revenue streams such as Sales Tax, which in the past have seen steady and consistent growth, are flat or even declining in some cases. Appendix D provides historic data on all General Fund revenue categories. Major revenue estimates and assumptions are explained below. 1. Property Taxes in FY10 are projected to be $11,261,094. The anticipated revenues are based on an operations and maintenance tax rate of 20.9967 cents per $100 valuation. 2. Sales Tax is projected to be $19,624,512 in FY10; this projection is a 4.54% decrease from the FY09 revised budget. Sales Tax revenue estimates are based on analysis of historic revenues and expected future retail sales and employment. As previously noted, Sales Tax revenue growth has flattened out in comparison to past years. Sales tax is the largest revenue stream in the General Fund, and makes up approximately 36% of overall General Fund revenues. 3. Mixed Drink and Franchise Taxes are projected to be $2,676,000, which is 1.76% above the FY09 revised budget. Franchise taxes include phone, cable, and natural gas. 4. Permit Revenue for FY10 is projected to be $1,017,900. This is an estimated reduction in projected permit revenue by 8.59% in fiscal year 2010. This decrease is mostly from a decrease in building permits issued due to the recent economic downturn. 5. Intergovernmental Revenues are projected to be lower than the year-end estimate in FY09. Among the intergovernmental revenues the City anticipates receiving are reimbursement from TAMU for staffing Fire Station #4, and reimbursement from City of Bryan, TAMU, and Brazos County for a portion of the staff assistant position for the Joint Emergency Operations Center. As grants are received, the FY10 budget will be amended for those amounts. 6. Parks and Recreation revenues are projected to be $1,099,500 in FY10. This is a 5.12% increase from the FY09 revised budget due primarily to proposed fee increases. 7. Other Service Charges include miscellaneous charges and fees from various departments within the general fund, including Development Services, Police, Fire, and Municipal Court. These revenues are projected to be $1,970,344 in FY10, which is less than the prior year due primarily to an anticipated decrease in Development fees. 8. Fines, Forfeits, and Penalties are principally ticket and court fines from Municipal Court. These fines are generated primarily through traffic citations. Fines, forfeits, and penalties are projected to be $3,233,872 in FY10, which is in line with FY09 estimated year-end results. 43 9. Investment earnings are projected to be $275,000 in FY10. This projection is 38.89% less than the FY09 revised budget amount, and is due primarily to the recent economic downturn. 10. Miscellaneous Revenues include such items as rents and royalties, various donations, collection service fees, sale of abandoned property, sale of fixed assets, etc. The FY10 Approved Budget is $525,600. 11. Return on Investment (ROI) transfers from the enterprise funds are budgeted to be $12,254,762 for FY10. This is an 11.74% increase above the FY09 revised budget. Net Expenditures for FY10 are approved at $54,023,038 or 1.79% below the FY09 revised budget. The approved General Fund budget includes limited additional funds for public safety, street maintenance, and minimal salary increases. $489,989 is budgeted in the Police Department for the implementation of a portion of the Police Blue Print that resulted from the recommendations of the Management Review that was completed in FY09 and for the first phase of a Step Pay plan for the Police Department. Additionally, funds in the amount of $236,734 are approved to begin setting aside funds for the future operations of Fire Station #6. The Approved Budget also includes $391,423 in the Fire Department for the replacement and upgrade of the Self Contained Breathing Apparatus. A grant is being applied for that could assist in funding a portion of this cost. $200,000 is budgeted in Public Works for thoroughfare street rehabilitation projects. These funds were received as restitution as part of the resolution of legal action this past year and are approved to go back into street maintenance. Additional funds in the amount of $273,000 are included in the approved budget as pay plan contingency. These SLAs are not to be implemented until well into the fiscal year. This will provide an opportunity to assess the state of the economy and to make sure estimated revenues are going to meet approved expenditures this fiscal year. If revenues do not meet expenditures, then these increases in service levels will be delayed, or will not occur. A total of 659.75 positions are included in the approved General Fund budget. This is the same as the FY10 Base Budget and is a net increase of 7 positions over the FY09 Revised Budget. This increase in positions is a result of the City’s Communications division moving from a separate internal service fund into the General Fund. A full listing of personnel can be found in Appendix C. 44 City of College Station General Fund Fund Summary 11/19/2009 7:33 11/19/200 FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 Beginning Fund Balance 10,794,461$ 10,227,379$ 10,227,379$ 7,983,406$ 7,983,406$ REVENUES: Ad Valorem Tax 8,651,989$ 9,668,376$ 9,668,376$ 11,266,925$ 11,261,094 16.47% Sales Tax 19,824,512 20,558,859 19,774,512 19,624,512 19,624,512 -4.54% Mixed Drink & Franchise 2,509,846 2,629,800 2,726,424 2,676,000 2,676,000 1.76% Licenses & Permits 1,154,903 1,113,500 919,310 1,017,900 1,017,900 -8.59% Intergovernmental 497,700 411,706 677,695 202,305 202,305 -50.86% Parks & Recreation 962,628 1,045,910 1,021,832 1,099,500 1,099,500 5.12% Other Charges for Services 1,830,368 2,065,080 2,043,813 1,970,344 1,970,344 -4.59% Fines, Forfeits & Penalties 3,412,827 3,544,000 3,201,853 3,233,872 3,233,872 -8.75% Investment Earnings 495,602 450,000 250,000 275,000 275,000 -38.89% Miscellaneous 488,681 580,000 533,475 525,600 525,600 -9.38% Return on Investment 10,353,489 10,966,801 10,966,801 12,254,762 12,254,762 11.74% TOTAL REVENUES 50,182,545$ 53,034,032$ 51,784,090$ 54,146,720$ 54,140,889$ 2.09% TOTAL FUNDS AVAILABLE 60,977,006$ 63,261,411$ 62,011,469$ 62,130,126$ 62,124,295$ -1.80% EXPENDITURES: Police Department 13,155,250$ 14,308,120$ 14,308,120$ 13,725,477$ 14,215,466$ -0.65% Fire Department 11,200,791 11,734,266 11,734,266 10,834,200 11,462,357 -2.32% Public Works Department 7,276,896 7,721,036 7,721,036 7,262,930 7,462,930 -3.34% CIP Department 838,136 876,793 876,793 892,932 892,932 1.84% Parks & Recreation Department 8,881,958 9,197,353 9,211,325 9,045,357 9,069,889 -1.39% Public Library 993,102 1,150,599 1,150,599 1,141,328 1,080,589 -6.08% Planning & Development Services 2,277,722 3,018,193 3,018,193 2,698,317 2,698,317 -10.60% Information Technology 3,318,493 3,361,513 3,361,513 4,117,715 4,117,715 22.50% Fiscal Services 3,343,997 3,231,038 3,231,038 3,206,341 3,206,341 -0.76% General Government 4,431,062 4,464,685 4,464,685 4,171,026 4,206,026 -5.79% General Fund Landfill Legal Costs 161,890 269,464 269,464 200,000 200,000 -25.78% Pay Plan Contingency - - - - 273,000 N/A Total Operating Expenditures 55,879,297$ 59,333,060$ 59,347,032$ 57,295,623$ 58,885,562$ -0.75% General & Administrative Transfers (6,696,157)$ (6,778,907)$ (6,778,907)$ (6,332,066)$ (6,332,066)$ -6.59% Public Agency Funding 656,542$ 778,938$ 778,938$ 778,883$ 778,883$ -0.01% Other/Other Transfers Out 932,717 596,000 606,000 440,500 440,500 -26.09% Special Projects 155,000 - - - - Contingency - 100,293 75,000 250,159 250,159 149.43% Total Other Financing Sources (Uses)1,744,259$ 1,475,231$ 1,459,938$ 1,469,542$ 1,469,542$ -0.39% TOTAL EXPENDITURES 50,927,399$ 54,029,384$ 54,028,063$ 52,433,099$ 54,023,038$ -0.01% Increase (Decrease) In Fund Balance (744,854) (995,352) (2,243,973) 1,713,621 117,851 Measurement Focus Adjustment 177,772 Ending Fund Balance 10,227,379$ 9,232,027$ 7,983,406$ 9,697,027$ 8,101,257$ 45 General Fund Sources Ad Valorem Tax 20.80% Sales Tax 36.25% General Fund ‐Sources Mixed Drink & Franchise 4.94% Licenses & Permits 1.88% IntergovernmentalParks & Recreation Other Charges for Fines, Forfeits & l Investment Earnings % Miscellaneous 0.97% Return on Investment 22.63% 0.37%Recreation 2.03% Services 3.64% Penalties 5.97% 0.51% Fire Department 18.99% Public Works Department 12.37%CIP Department 1 48% General Fund ‐Uses Police Department 23.55% 1.48% Parks & Recreation Department 15.03% Public Library 1 89%1.89% Planning & Development Services 4.47% Information Technology 6 82% Other/Other Transfers Out 0.41%6.82% Fiscal Services 5.31% General Government 6.97% General Fund Landfill Costs 0.33% Other 0.45% Pay Plan Contingency 1.29% Public Agency Funding 0.73% 46 City of College Station General Fund Operations & Maintenance Summary EXPENDITURE BY DEPARTMENT Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DEPARTMENT FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Police 13,155,250$ 14,308,120$ 14,308,120$ 13,725,477$ 14,215,466$ -0.65% Fire 11,200,791 11,734,266 11,734,266 10,834,200 11,462,357 -2.32% Public Works 7,276,896 7,721,036 7,721,036 7,262,930 7,462,930 -3.34% CIP 838,136 876,793 876,793 892,932 892,932 1.84% Parks and Recreation 8,881,958 9,197,353 9,211,325 9,045,357 9,069,889 -1.39% Library 993,102 1,150,599 1,150,599 1,141,328 1,080,589 -6.08% Planning and Development Services 2,277,722 3,018,193 3,018,193 2,698,317 2,698,317 -10.60% Information Technology 3,318,493 3,361,513 3,361,513 4,117,715 4,117,715 22.50% Fiscal Services 3,343,997 3,231,038 3,231,038 3,206,341 3,206,341 -0.76% General Government 4,431,062 4,464,685 4,464,685 4,171,026 4,206,026 -5.79% General Fund Landfill Cost 161,890 269,464 269,464 200,000 200,000 -25.78% GENERAL FUND TOTAL 55,879,297$ 59,333,060$ 59,347,032$ 57,295,623$ 58,612,562$ -1.21% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CATEGORY FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 38,822,325$ 40,928,286$ 40,926,707$ 41,676,937$ 42,105,144$ 2.88% Supplies 2,867,145 2,803,742 2,784,838 2,344,653 2,433,515 -13.20% Maintenance 4,125,726 4,458,034 4,444,474 3,759,364 3,762,247 -15.61% Purchased Services 9,371,359 10,781,060 10,825,117 9,335,677 9,775,541 -9.33% Capital Outlay 692,742 361,938 365,896 178,992 536,115 48.12% GENERAL FUND TOTAL 55,879,297$ 59,333,060$ 59,347,032$ 57,295,623$ 58,612,562$ -1.21% PERSONNEL BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DEPARTMENT FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Police 164.50 166.50 177.50 177.50 177.50 0.00% Fire 116.00 123.00 122.00 122.00 122.00 0.00% Public Works 72.00 62.00 64.00 64.00 64.00 0.00% CIP - 11.00 10.00 10.00 10.00 0.00% Parks and Recreation 124.50 131.00 133.00 133.00 133.00 0.00% Library - - - - - N/A Planning and Development Services 28.50 29.50 39.50 39.50 39.50 0.00% Information Technology*28.25 26.25 26.25 33.25 33.25 26.67% Fiscal Services 44.50 44.25 40.50 40.50 40.50 0.00% General Government 42.00 44.00 40.00 40.00 40.00 0.00% GENERAL FUND TOTAL 620.25 637.50 652.75 659.75 659.75 1.07% * Communications Services moved from the Communication Fund to the General Fund in FY10. 47 POLICE DEPARTMENT CITY OF COLLEGE STATION POLICY & ACCREDITATION 48 City of College Station Police Department Summary EXPENDITURE BY DEPARTMENT Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Police Administration 1,038,845$ 923,413$ 923,413$ 994,051$ 1,022,051$ 10.68% Uniform Patrol 5,671,169 6,456,420 6,456,420 6,343,267 6,609,049 2.36% Criminal Investigation 1,673,788 1,683,927 1,683,927 1,569,037 1,614,537 -4.12% Recruiting and Training 458,601 445,815 445,815 453,009 473,000 6.10% Quartermaster Division 1,721,522 2,245,342 2,245,342 1,710,197 1,763,913 -21.44% Communication / Jail 1,421,406 1,558,588 1,558,588 1,604,466 1,649,966 5.86% Special Services 778,356 670,708 670,708 718,252 739,252 10.22% Information Services 391,563 323,907 323,907 333,198 343,698 6.11% DEPARTMENT TOTAL 13,155,250$ 14,308,120$ 14,308,120$ 13,725,477$ 14,215,466$ -0.65% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 10,781,801$ 11,482,590$ 11,483,229$ 11,585,940$ 11,996,910$ 4.48% Supplies 468,849 555,866 555,772 375,305 427,067 -23.17% Maintenance 409,506 489,749 489,893 269,002 271,885 -44.48% Purchased Services 1,472,663 1,683,901 1,683,212 1,474,310 1,498,684 -11.00% Capital Outlay 22,431 96,014 96,014 20,920 20,920 -78.21% DEPARTMENT TOTAL 13,155,250$ 14,308,120$ 14,308,120$ 13,725,477$ 14,215,466$ -0.65% PERSONNEL BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Police Administration 9.00 9.00 11.00 10.00 10.00 -9.09% Uniform Patrol 81.50 81.50 90.50 92.50 92.50 2.21% Criminal Investigation 19.00 19.00 21.00 20.00 20.00 -4.76% Recruiting and Training 4.00 4.00 4.00 4.00 4.00 0.00% Quartermaster Division 1.00 1.00 1.00 1.00 1.00 0.00% Communication / Jail 29.00 31.00 32.00 33.00 33.00 3.13% Special Services 13.00 13.00 9.00 9.00 9.00 0.00% Information Services 8.00 8.00 9.00 8.00 8.00 -11.11% DEPARTMENT TOTAL 164.50 166.50 177.50 177.50 177.50 0.00% Service Level Adjustments One-Time Recurring Total Police Phase 1 - Portion of Step Pay Plan - 350,000 350,000 Police Portion of Blue Print - Patrol Sergeant (July implementation) 15,966 21,313 37,279 Police Portion of Blue Print - 3 Patrol Officers (July implementation) 48,838 53,872 102,710 Police SLA TOTAL 64,804$ 425,185$ 489,989$ Economic Conditions will drive much of what happens in FY 2010. The proposals for new programs will not be implemented until at least six months into the year, and only if revenues meet the budget estimates. 49 POLICE DEPARTMENT ADMINISTRATION Description & Budget Explanation The Administration Division is responsible for the administrative support of all divisions in the Police Department. 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:FY08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Complaints are investigated within 30 days of assignment.84%90%90% 95% Efficiency - The Department stays within budget overall.100%100%100% 100% Output - Percent chapters of policy reviewed annually per (CALEA)100%100%70% 100% Communications for Law Enforcement Act. 50 POLICE DEPARTMENT UNIFORM PATROL Description & Budget Explanation: The Uniform Patrol Division is responsible for providing police patrol and traffic enforcement duties. 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - service provided. N/A 85% 85% 90% Efficiency - Percent of time Patrol Officers' time that is Available 13% 40% 45% 45% Obligated 87% 60% 55% 55% - Average response time on high priority calls.6:06 6:00 6:30 6:15 - Average response time on low priority calls.10:08 10:00 11:00 10:30 - Community Oriented Projects resolved within 30 days. N/A 85% 45%N/A Output - No. of high priority calls handled 5,103 4,900 7,020 7,000 - No. of low priority calls handled 45,340 45,000 45,970 46,000 - No. of Total calls handled. 57,661 62,000 56,854 57,000 - No. of Community Oriented Projects addressed. N/A 60 40 60 Percent of citizens satisfied with 51 Program Name: Special Enforcement Section Service Level: Provide traffic safety through various means in a professional manner. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - service provided. N/A 85% 85% 85% Efficiency - N/A 600 hrs. 440 hrs. 300 hrs. - N/A 400 hrs. 700 hrs. 300 hrs. Output - N/A 360 690 600 N/A 900 1245 1,250 - No. of directed traffic patrols/ N/A 500 990 350 N/A 700 1,600 1,200 No. of directed traffic patrols N/A N/A N/A 200 No. of TRASER calls. N/A N/A N/A 250 No. of TRASER contacts.N/A N/A N/A 400 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 08 FY09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percent of citizens satisfied with servic 81% 85% 85% 85% Efficiency - Percent of on-duty, animal calls responded to within 15 minutes. 76% 75% 77% 75% Output - Calls for service per year 5,345 5,500 5,872 6,000 - No. of animals handled per year 2,033 2,000 1,700 2,000 - No. of special events participated N/A N/A N/A 4 contacts. in per year. Directed Patrols/TRASERS. No. of school zone enforcement contacts. Percent of citizens satisfied with TRASERS worked. No. of enforcement contacts during No. of school zone enforcement calls. Average number of hours spent in School Enforcement zones. Ave. number of hours spent on Directed Traffic Patrols & TRASERS. 52 POLICE DEPARTMENT CRIMINAL INVESTIGATION Description & Budget Explanation: The Criminal Investigation Division is responsible for the investigation of serious criminal offenses within the City of College Station. Program Name: Criminal Investigations Service Level:1) To provide effective and efficient investigation of serious criminal offenses within a 2) To provide critical event counseling and advocacy to crime victims and witnesses. 3) To review all offense and arrest reports for thoroughness and accuracy. Performance Measures:FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - 80% 75% 75% 80% - 71% 75% 75% 75% - 26% 25% 25% 25% - 72% 75% 75% 75% - 100% 100% 100% 100% -18,247 17,000 19,000 19,500 - 2,635 2,500 2,450 2,500 - 1,876 1,800 1,950 1,900 - 497 500 500 500Number of cases cleared by arrest: Output Percent of serious crime victims who receive personal contact from Crime Victims' Advocate: Number of cases reviewed: Number of cases assigned: Percent cleared cases that are cleared by arrest: Percent of assigned cases disposed Number of cases cleared: reasonable amount of time. Percent satisfied on customer survey: Percent cleared on follow-up cases: Efficiency of within 60 days: 53 POLICE DEPARTMENT RECRUITING AND TRAINING Description & Budget Explanation: The Recruiting and Training Division recruits, selects and trains sworn and civilian employees. Additionally, the Division provides continuing training to employees. Program Name: Recruiting & Training Service Level: To provide continuing education and training for the enhancement of the professional skills of employees. Performance Measures:FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percentage of sworn employees that receive an average of 40 hours of in-house training each.100%100%100%100% - Percentage of sworn applicants background checks completed within 3 weeks. N/A 95%24%80% - Percentage of civilian employees that receive an average of 10 hours of in-house training each.N/A 100%100%100% - Percentage of civilian applicants background checks completed within 3 weeks. N/A 95%86%80% Efficiency - Avg. number of training hours provided per sworn employee, including part-time employees and FTO Program.160 184 180 180 -127 200 180 180 per civilian employee, including part-time employees and FTO Programs. Output - No. of in-house training hours 20,889 18,000 21,000 20,000 - No. of sworn applicants processed 528 500 400 500 - No. of recruiting trips 19 15 20 15 - Orientation/Trainng hours Sworn N/A 2560 3200 3,100 - Orientation/Trainng hours Civilian N/A 1080 1000 1,100 -No. of outside training hours 5,935 7,400 7,400 7,500 Avg. number of training hours provided 54 POLICE DEPARTMENT QUARTERMASTER Description & Budget Explanation: The Quartermaster Division is responsible for maintenance, equipment, and supplies 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 equipment needs. Program Name: Quartermaster Service Level: Provide equipment, supplies and maintenance for the Department. Performance Measures:FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - % satisfied on employee survey.94% 94% 95% 95% Efficiency - % of Supply requests filled within 5 working days.99% 95% 95% 97% Output - No. of supply requests filled within 5 working days.858 950 960 960 55 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. Program Name: Public Safety Communications Service Level: Processing of Police, Fire, and EMS calls for service. Performance Measures:FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - % satisfied on Citizen Survey.97%90%95%90% Efficiency - Percent of priority 1 police calls dispatched within 3 minutes.98%95%97%95% - Percent of priority 1 fire calls dispatched within 1 minute.95%95%95%95% - Percent of 911 calls answered N/A N/A N/A 95% within 10 seconds. Output - Phone calls processed monthly.22,752 24,000 22,250 23,363 - Phone calls processed monthly (8am-5pm).11,543 12,240 11,378 11,915 - 911 phone calls monthly 1,695 1,650 2,021 2,121 - Total police incidents monthly.9,999 10,900 10,500 11,025 - Total fire incidents monthly.536 536 550 577 56 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Length of time jailers are dedicated to jail operations 99%100%100%100% - Length of time jailers are dedicated to dispatch 1%0%0%0% Efficiency - Percent of priority 4 calls handled by Division.4%5%5%5% Output - No. of meals served 3,159 3,553 3,150 3,200 - Average number of hours detainees held 10 10 10 10 - No. of reports taken by Division monthly. 120 80 135 125 -No. of prisoners processed monthly.576 589 525 550 57 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. 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. In FY 2010 the SRO's will not teach Tech-Prep Criminal Justice classes. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Annual faculty and staff survey approval rate. 98% 95% 90% 90% Efficiency - Percentage of students enrolled receiving a passing (70%) grade. 93% 90% 95% 0% Output - No. of students in Tech-Prep Criminal Justice Courses. 326 390 305 0 - No. of at-risk students helped with mentoring sessions. 835 750 233 700 58 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. FY 2010 D.A.R.E. is not being taught, it is now "CS 50" College Station 5th graders and officers. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Annual faculty and staff survey approval rate. 100% 95% 90% 90% Efficiency - Percentage of students in 5th grade D.A.R.E. program that scored at least 70% on final written exam. 93% 90% 96% 90% Output - No. of students taught in the 5th Grade curriculum. 620 725 768 700 Program Name: Crime Prevention and Community Safety Service Level: To facilitate the exchange of expertise and experience; to promote good practice; and to help identify successful strategies for addressing issues of crime, crime prevention and reduction, and overall community safety and security. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percentage of citizens that feel "Safe" or "Very Safe" in the city, based on annual Citizen Survey. N/A 90% 90% 90% Efficiency - Percentage of follow-up action requested by those citizens that have attended a Crime Prevention program or presentation. N/A 5% 1% 3% Output - No. of Programs and Presentations made N/A 180 165 150 -No. of citizens attending. N/A 3,600 3,000 2,500 59 POLICE DEPARTMENT INFORMATION SERVICES Description & Budget Services The Information Services Division is responsible for processing and maintaining police records and evidence. 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percent satisfied on annual customer survey. N/A 90% 90% 90% - Percent of time that all incoming records/ evidence are processed correctly. 99% 99% 99% 99% Efficiency - Percent of time reports and supplements rec'd by 8 a.m. are processed by 2 p.m. 84% 85% 85% 85% - Percent of time mail requests are answered within 48 hours of receipt N/A 95% 95% 95% Output - No. of reports processed annually. 16,095 15,321 16,166 16,974 - No. of Record Technicians used to process reports. 3 3 3 3 - No. of boxes scanned (avg 5000 pages per box) N/A 12 12 12 - No. of evidence/property items processed annually. 10,043 9,316 11,134 11,690 - No. of evidence/property items disposed annually. N/A N/A N/A 6,000 60 FIRE DEPARTMENT CITY OF COLLEGE STATION CITY MANAGER FIRE CHIEF ASSISTANT FIRE CHIEF EMERGENCY MANAGEMENT COORDINATOR FIRE MARSHAL TRAINING DIVISION QUARTERMASTER FIRE INSPECTION FIRE INVESTIGATION ASSISTANT E.M. COORDINATOR STAFF ASSISTANT SECRETARY RESEARCH & PLANNING PUBLIC INFORMATION ACCREDITATION STAFF ASSISTANT “A” SHIFT “B” SHIFT “C” SHIFT ASSISTANT CITY MANAGER PUBLIC EDUCATION 61 City of College Station Fire Department Summary EXPENDITURE BY DIVISION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Fire Administration 494,645$ 502,956$ 502,956$ 473,648$ 473,648$ -5.83% Emergency Management 422,463 286,064 286,064 281,259 281,259 -1.68% Fire Suppression 6,762,149 7,573,748 7,573,748 6,885,380 7,276,803 -3.92% Fire Prevention* 866,898 725,518 725,518 654,548 654,548 -9.78% Emergency Medical Services 2,654,636 2,645,980 2,645,980 2,539,365 2,776,099 4.92% DEPARTMENT TOTAL 11,200,791$ 11,734,266$ 11,734,266$ 10,834,200$ 11,462,357$ -2.32% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 9,082,580$ 9,151,204$ 9,151,204$ 9,195,433$ 9,195,433$ 0.48% Supplies 552,093 565,694 565,727 411,547 440,847 -22.07% Maintenance 319,591 390,217 390,212 168,001 168,001 -56.95% Purchased Services 1,167,770 1,627,259 1,627,186 1,059,219 1,300,953 -20.05% Capital Outlay 78,757 (108) (63) - 357,123 330769.44% DEPARTMENT TOTAL 11,200,791$ 11,734,266$ 11,734,266$ 10,834,200$ 11,462,357$ -2.32% PERSONNEL BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Fire Administration 5.00 5.00 5.00 5.00 5.00 0.00% Emergency Management 3.00 3.00 3.00 3.00 3.00 0.00% Fire Suppression 67.00 74.00 77.00 78.00 78.00 1.30% Fire Prevention* 10.00 10.00 6.00 6.00 6.00 0.00% Emergency Medical Services 31.00 31.00 31.00 30.00 30.00 -3.23% DEPARTMENT TOTAL 116.00 123.00 122.00 122.00 122.00 0.00% * Code Enforcement moved to Planning & Development in FY09. Service Level Adjustments One-Time Recurring Total Fire Portion of Funding for Station 6 - Future O&M - 236,734 236,734 Fire Self Contained Breathing Apparatus Replacement & Upgrade 366,423 25,000 391,423 Fire SLA TOTAL 366,423$ 261,734$ 628,157$ Economic Conditions will drive much of what happens in FY 2010. The proposals for new programs will not be implemented until at least six months into the year, and only if revenues meet the budget estimates. 62 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. Program Name: Administration Service Level: Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - 100% 98% 100% 98% Efficiency - The department operates within Approved budget. 100% 97% 97% 97% Output - 100% 90% 100% 100% - 100% 100% 100% 100% - N/A 90% 100% 90% - N/A 90% 100% 100% - N/A 90% 90% 90% Monthly battalion chiefs meetings conducted. Quarterly operations division meetings conducted Weekly department management team meeting conducted Provide comprehensive planning, operational oversight, interdepartment communication, and budget preparation and monitoring for all divisions and functions within the Fire Department. Ensure other divisions within the department regularly monitor and report their performance measures. Percent of policies annually reviewed and revised as needed. Quarterly company officers meetings conducted. 63 FIRE DEPARTMENT HOMELAND SECURITY & EMERGENCY MANAGEMENT Description & Budget Explanation: The Division of Homeland Security & Emergency Management is responsible for protecting the city from all hazards through coordinating emergency and/or disaster training, mitigation, preparedness, planning, response and recovery. Program Name: Homeland Security and Emergency Management Service Level:Coordinate Homeland Security and Emergency Management efforts to provide for disaster training, mitigation, preparedness, planning, response and recovery for all hazards in the City. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - State Rating for Planning Preparedness N/A Advanced Advanced Advanced - State Rating for Training Preparedness N/A Intermediate Intermediate Intermediate - State Rating for Exercise Preparedness N/A Intermediate Intermediate Intermediate - Homeland Security grant management N/A Advanced Advanced Advanced IAW State & Federal Guidelines Efficiency - Percentage of Annexes Updated N/A 100% 100% 100% - Number of Exercises participated in N/A 3 3 3 Output - Number of Public Information N/A 30 36 30 & Education Hours - Number of Attendees of Public N/A 1500 1725 1500 Information & Education - Staff complete 2 State/Federal N/A 6 6 6 Approved Courses - Conduct Emergency Operations N/A 6 7 6 Related Training Events - Conduct annual Emergency Management N/A 1 1 1 Academy. 64 FIRE DEPARTMENT FIRE SUPPRESSION Description & Budget Explanation: The Fire Suppression Division provides emergency response to fire, aircraft, EMS, rescue and hazardous materials incidents. Training is another major portion of the Fire Operations function, this includes training with neighboring agencies to allow a more integrated emergency response to the community Additionally, Fire Suppression assists Fire Prevention with the majority of public education programs. 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 08 FY 09 FY 09 FY 10 Actual Revised 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 32% 33% 30% 30% <6 64% 65% 70% 70% <5 44% 38% 42% 42% <4 27% 25% 25% 25% <3 5% 5% 8% 8% - Percent of time fire damage is confined to the room/structure of origin. 98% 96% 98% 96% - Percent of time a stop loss*** on Haz-Mat incidents are achieved within 1 hour of on scene time. 99% 98% 98% 98% Output - Total number of unit responses. 2,820 3,470 3,500 3,850 - Total number of incidents. 1,992 2,420 2,350 2,585 *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 Emergency Medical Service (EMS) Hazardous Materials (Haz - Mat) 65 Service Level: Provide non emergency services to enhance the survivability of citizens, visitors and emergency response personnel in our community. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Output - Total no. of station tours 160 150 150 150 - Total no. of station tour visitors 1,300 1,500 1,400 1,500 - Staff hours committed to station tours 560 500 460 500 - Total no. of public education appearances 170 150 160 150 - Staff hours committed to public education appearances 2,100 2,000 1,900 2,000 - Staff hours committed to reviewing SOP's / SOG's 750 750 720 750 - Total no. of EMS riders 230 200 225 200 - Staff hours committed to EMS riders. 2,050 2,400 2,300 2,400 Standard Operating Procedures (SOP's) Standard Operating Guidelines (SOG's) 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Required/actual continuing education hours: Fire 2200 / 8497 2040/ 2040 2200 / 4500 2200 / 2200 ARFF (Aircraft Rescue Fire Fighting) 120 / 132 120/ 120 120 / 239 120 / 120 Haz-Mat (Hazardous Materials) 270 / 1246 216 /216 270 / 600 216 / 216 - No. of required/actual certifications maintained. 223 / 322 230 / 330 230 / 330 230 / 330 - No. of joint training hours with outside agencies 190 75 130 100 Output - No. of TXFIRS reports generated by CSFD* 6,230 6,600 6,704 7,374 - No. of total fire training hours 9,875 2,700 8,400 5,000 *TXFIRS reports now generated on every response College Station Fire Department (CSFD) Texas Fire Incident Reporting System (TXFIRS) 66 FIRE DEPARTMENT FIRE PREVENTION Description & Budget Explanation: 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percent of time acceptance tests are conducted within 1 working day of requests. 98% 98% 98% 98% - Percent of time new business final inspections are held within one working day of requests. 100% 100% 100% 100% Efficiency - No. of inspections per month per officer. 75 25 25 30 - Per capita operating expenditures (for all Fire Prevention activities).* $8.91 $6.63 $6.63 $7.24 Output - Total # of new construction-and redevelopment sites. 1,166 600 600 400 - No. of systems tests conducted per year. 506 150 175 100 - No. of fire safety inspections of businesses. 947 550 600 600 - Major violation complaint to response time. 1 Day 1day 1 day 1 day - Minor violation complaint to response time. 1 day 3 days 2 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percent of time fire cause and origin are determined when an investigator is called 92% 98% 92% 92% Service Level: Provide public safety education programs. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percent of class participants satisfied or very satisfied with public safety education programs. 98% 98% 98% 98% - Percent of College Station Citizens receiving public safety education programs 25% 19% 20% 20% Output - No. of participants in fire safety classes. 22,187 15,000 20,000 20,000 - No. of fire safety classes. 229 170 170 170 The Fire Prevention 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. Fire Prevention is involved in the development process including attendance in pre- application conference (PAC) meetings, site plans reviews, fire sprinkler, alarm systems plan reviews and testing. Inspection of new buildings to ensure compliance with the fire code for certificates of occupancy. Public safety and education programs are provided to the citizens of College Station. 67 FIRE DEPARTMENT EMERGENCY MEDICAL SERVICE (EMS) Description & Budget Explanation: The Emergency Medical Service division provides emergency response to medically related emergency calls for assistance in College Station and South Brazos County. Automatic and mutual aid agreements with neighboring entities allow more integrated EMS response to the community. Training and quality assurance are also a major function of the division. Program Name: Emergency Medical Services Service Level: Provide timely response, prompt patient assessment, quality treatment, and transport. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised 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 34% 30% 46% 46% <6 65% 70% 52% 50% <5 51% 53% 33% 33% <4 28% 28% 15% 15% <3 2% 3% 5% 5% - Percent of time patient's condition remained the same or improved during transport. 96% 96% 98% 96% Output - No. of ALS/BLS responses.** 1897 / 2820 1953 / 2656 2318 / 3286 2535 / 3361 - Total no. of unit responses. 5,369 5,150 5,886 6,474 - Total no. of incidents. 4,718 4,620 5,360 5,896 *Dispatch time is tracked in Police Department's Communication Service Level. Service Level: Coordinate training, medical direction, and support necessary to provide timely response, prompt patient assessment, quality treatment and transport. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Required/actual continuing education hours: EMT-Basic 20 / 40 20 / 20 20 / 20 20 / 20 EMT-Intermediate 28 / 40 28 / 28 28 / 28 28 / 28 EMT-Paramedic 36 40 36 / 36 36 / 36 36 / 36 - Percent of EMS patient reports reviewed for maintained. 258 /299 260 / 300 260 / 300 263 / 303 - No. of staff hours committed to protocol review 675 1,000 1,000 1,100 Output - No. of EMS patient reports generated by CSFD. 4,718 4,620 5,360 5,896 -No. of EMS training hours.4,312 3,500 3,500 3,500 Emergency Medical Technician (EMT) **Advanced life support (ALS) treatment including the administration of medications, defibrillation/cardio version (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. 68 PUBLIC WORKS CITY OF COLLEGE STATION CITY MANAGER DIRECTOR ASST. DIRECTOR PUBLIC WORKS ASST.DIR.PUB.WRKS. BVSWMA DIRECTOR CITY ENGINEER FACILITIES MAINTENANCE TRAFFIC SYSTEMS STREETS & DRAINAGE FLEET SERVICES BVSWMA ADMINISTRATION ADMINISTRATION BVSWMA OPERATIONS ASSISTANT CITY MANAGER TRAFFIC ENGINEERING SANITATION 69 City of College Station Public Works Department Summary EXPENDITURE BY DIVISION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Public Works Administration* 427,774$ 559,028$ 559,028$ 432,077$ 432,077$ -22.71% Traffic Engineering**- - - 119,762 119,762 N/A Facilities Maintenance 1,179,358 1,344,785 1,344,785 1,292,982 1,292,982 -3.85% Streets Maintenance 3,098,209 3,027,498 3,027,498 2,796,804 2,996,804 -1.01% Drainage Maintenance 726,575 1,085,556 1,085,556 862,110 862,110 -20.58% Traffic Signs and Markings 358,442 251,432 251,432 333,304 333,304 32.56% Public Works Engineering* 818,860 786,984 786,984 758,544 758,544 -3.61% Traffic Signals 667,678 665,753 665,753 667,347 667,347 0.24% DEPARTMENT TOTAL 7,276,896$ 7,721,036$ 7,721,036$ 7,262,930$ 7,462,930$ -3.34% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 3,397,947$ 3,569,223$ 3,569,230$ 3,662,751$ 3,662,751$ 2.62% Supplies 421,677 283,801 283,696 338,546 338,546 19.29% Maintenance 2,032,960 2,101,581 2,101,695 1,985,159 1,985,159 -5.54% Purchased Services 1,404,287 1,753,535 1,753,437 1,276,474 1,476,474 -15.80% Capital Outlay 20,025 12,896 12,978 - - -100.00% DEPARTMENT TOTAL 7,276,896$ 7,721,036$ 7,721,036$ 7,262,930$ 7,462,930$ -3.34% PERSONNEL SUMMARY BY ACTIVITY Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Public Works Administration* 7.00 4.00 5.00 4.00 4.00 -20.00% Traffic Engineering** 0.00 0.00 0.00 2.00 2.00 N/A Facilities Maintenance 7.00 7.00 7.00 7.00 7.00 0.00% Streets Maintenance 22.00 22.00 22.00 22.00 22.00 0.00% Drainage Maintenance 11.00 11.00 12.00 12.00 12.00 0.00% Traffic Signs and Markings 3.00 3.00 3.00 3.00 3.00 0.00% Public Works Engineering*17.00 10.00 10.00 9.00 9.00 -10.00% Traffic Signals 5.00 5.00 5.00 5.00 5.00 0.00% DEPARTMENT TOTAL 72.00 62.00 64.00 64.00 64.00 0.00% * Resources moved to CPD Department FY08, $561,801, representing 10 FTE personnel, related supplies, maintenance and purchased services. ** 1 Personnel FTE moved from Engineering to Traffic Engineering in FY10 Service Level Adjustments One-Time Recurring Total Public Works Portion of Street Rehabilitation Project 2009-2010 200,000 - 200,000 Public Works SLA TOTAL 200,000$ -$ 200,000$ Economic Conditions will drive much of what happens in FY 2010. The proposals for new programs will not be implemented until at least six months into the year, and only if revenues meet the budget estimates. 70 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. Program Name: Administration Service Level:Provide prompt and reliable service to our customers both internal and external. Performance Measures FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Dashboard Indicator -% variance of expenditure to budget N/A 5.00% 2.50% 5.00% Effectiveness -Percent of internal customers satisfied on customer survey. 95% 95% 95% 95% Efficiency -% of reports submitted on time N/A 100% 100% 100% Output -No. of quarterly reports annually.4444 71 PUBLIC WORKS TRAFFIC ENGINEERING Description & Budget Explanation: Program Name: Traffic Engineering Service Level:Provide prompt and reliable service to our customers. Performance Measures FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Dashboard Indicator -# violations per month N/A 1,900 1,000 2,250 Effectiveness -% decreases in right angle crashes N/A 25% 25% 25% Efficiency -% of reports submitted on time N/A 100% 100% 100% Output -No. of reports submitted N/A 1 1 1 The Traffic Engineering Division is primarily responsible for conducting/reviewing traffic engineering studies or plans (i.e., signal warrant studies and traffic control plan), managing College Station’s red light camera program, CARES, and evaluation of on-street parking. In addition to these responsibilities, other activities for this division include public education, special programs (i.e., traffic calming), and project management of related capital projects. 72 PUBLIC WORKS FACILITIES MAINTENANCE Description & Budget Explanation: The Facilities Maintenance Division is responsible for the maintenance of the City's office spaces and buildings. Program Name: Facilities Maintenance Service Level:Maintain clean, safe, and comfortable working environment for City employees, customers, and citizens. Performance Measures FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness -Percent satisfied on customer survey.87%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%5%4% 5% -Work orders per employee.350 460 400 450 -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.2,097 2,400 2,000 2,500 -Total No. of labor hours to Work orders.9,750 10,000 10,000 10,000 -Labor hrs to preventative maintenance.1,952 2,000 2,000 2,000 -No of labor hrs to maintenance projects.1,960 2,000 2,000 2,000 -No of labor hours to emergency repairs.179 280 300 320 73 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. Program Name: Street Maintenance Service Level: Provide regular maintenance and care of city streets. Performance Measures FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Workload Indicators - Asphalt Failure Repairs: Square Feet 500000 500,000 500,000 500,000 - Pothole Operations: # of potholes repaired 20546 22,000 22,000 See line below - Pothole Operations: # of square feet repaired N/A N/A N/A 5,000 - Street Sweeping: # of curb miles 6955 6,500 6,500 6,500 - Seal Coat Pavement: # of lane miles 30 30 30 30 - Overlay Program: # of lane miles 15 5 5 5 Efficiency Indicators - Sq. Ft. of Asphalt per Man Hour N/A 65.00 65.00 65.00 Effectiveness Indicators - Percentage of Planned Seal Coat Program N/A 100%100%100% - Percentage of Planned Overlay Program N/A 100%100%100% 74 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. Program Name: Drainage Maintenance Service Level: Provide a drainage maintenance program that keeps the storm carrying capacity of the system adequate in College Station. Performance Measures FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Workload Indicators - Drainage Maintenance: # of linear feet cleaned N/A 3,000 3,000 3,000 - Drainage Maintenance: # of linear feet improved N/A 1,000 1,000 1,000 - ROW Mowing: # of curb miles 4,693 5,000 5,000 5,000 - Finish Mowing: # of curb miles N/A 3,000 3,000 3,000 - Herbicide Spraying: # of curb miles 606 1,000 1,000 1,000 - Mosquito Control: # of dunks / # of gallons applied N/A 350 / 10 350 / 10 350 / 10 Efficiency Indicators - Curb Miles per man hour of mowed ROW N/A 2.50 2.50 2.50 Effectiveness Indicators - Percentage of Creeks Cleaned during year N/A 50%50% 50% 75 PUBLIC WORKS TRAFFIC SIGNS AND MARKINGS Description & Budget Explanation: This division is responsible for the installation and maintenance of traffic signs and pavement markings. 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Missing stop sign replacement time 1 hr 1 hr 1 hr 1 hr - Replacement time for all other regulatory signs 72 hr 72 hrs 72 hrs 72 hrs Efficiency - Cost per work order N/A $250 $300 $350 - No. of work orders per employee 515 530 525 535 Output - Total No. of work orders per year 1,547 1,600 1,575 1,605 -No. of stop signs replaced 235 375 325 300 76 PUBLIC WORKS ENGINEERING Description & Budget Explanation: Engineering is responsible for the administration of the applicable engineering regulations specifically involving the engineering review and permitting of development projects as well as oversight of the inspection of construction of all public infrastructure with Development and CIP projects. Also manage FEMA floodplains, ROW Abandonmens, Oversized Participation, Oil and Gas Permits, Impact Fees, TxDOT permits, driveway permits, surety documents, TCEQ permits, etc. Program Name: Engineering Service Level: Provide excellent customer service protecting the public interest thorough, efficient engineering standards, processes, and review of permitting of development projects including ensuring quality construction through inspection of public infrastructure. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Valuation of Development Permits N/A $1,085,620 $1,547,131 $1,593,545 Issued / Inspector - Valuation of Capital Improvement N/A $1,648,000 $4,925,960 $5,073,739 Projects requiring Inspection / Inspector - Total Valuation of Permits and Projects N/A $2,733,620 $6,473,091 $6,667,284 requiring Inspection / Inspector - Feedback on concerns internally and N/A 0 0 0 externally in Writing Efficiency - Number of Development Permits N/A 48 44 45 Issued per review Engineer - Valuation of Development Permits N/A $2,172,000 $6,453,656 $6,647,265 Issued per review Engineer Output - Number of Development Permits Issued N/A 119 83 85 - Valuation of Development Permits Issued N/A $5,428,100 $16,134,139 $16,618,163 - Valuation of Capital Improvement N/A $8,240,000 $24,629,802 $25,368,697 requiring Inspection - Total Valuation of Permits and Projects N/A $13,668,100 $32,365,457 $33,336,420 requiring Inspection 77 PUBLIC WORKS TRAFFIC SIGNALS Description & Budget Explanation: The Traffic Division is responsible for the repair and maintenance of traffic signals. 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percentage of system available 100.00%100%100%100% Efficiency - Cost per work order N/A $320 $375 $400 - Cost per intersection N/A $5,200 $5,500 $5,700 - Total system downtime per year (5 hour power outage)0 hr 0 hr 0 hr 0 hr - Response time to after-hours calls 1 hr 1 hr 1 hr 1 hr Output - No. of maintenance and repair work orders 1,333 1,500 1,400 1,575 - No. of signal heads replaced & repaired 82 40 50 25 - No. of operation hours per year 525,600 525,600 533,563 533,563 78 CAPITAL PROJECTS DEPARTMENT CITY OF COLLEGE STATION . PROJECT MANAGER PROJECT MANAGER PROJECT MANAGER PROJECT MANAGER PROJECT MANAGER PROJECT MANAGER ASSISTANT DIRECTOR LAND AGENT ADMIN. PROF. DIRECTOR ASSISTANT LAND AGENT ASST. CITY MANAGER CITY MANAGER 79 City of College Station Capital Projects Department Summary EXPENDITURE BY DIVISION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Capital Projects* 838,136$ 876,793$ 876,793$ 892,932$ 892,932$ 1.84% DEPARTMENT TOTAL 838,136$ 876,793$ 876,793$ 892,932$ 892,932$ 1.84% EXPENDITURES BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 756,780$ 826,290$ 826,290$ 841,914$ 841,914$ 1.89% Supplies 15,924 10,063 10,063 6,613 6,613 -34.28% Maintenance 6,590 6,250 6,250 1,508 1,508 -75.87% Purchased Services 58,842 34,190 34,190 42,897 42,897 25.47% Capital Outlay - - - - - N/A DEPARTMENT TOTAL 838,136$ 876,793$ 876,793$ 892,932$ 892,932$ 1.84% PERSONNEL SUMMARY BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Capital Projects* - 11.00 10.00 10.00 10.00 0.00% DEPARTMENT TOTAL - 11.00 10.00 10.00 10.00 0.00% *Resources moved from Public Works Department in FY08 in the amount of $561,801 80 CAPITAL PROJECTS DEPARTMENT Description & Budget Explanation: The Capital Projects Department is responsible for managing a significant portion of the capital projects that are included in the City’s capital improvement plan (CIP). Capital projects managed by this department include Street, Park, Facility, Utility and Drainage projects. Program Name: Capital Project Management Service Level:Deliver quality projects to the citizens of College Station within the defined scope, timeline and budget. Performance Measures FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness† Change order percentage relative to construction contract amount: - Construction contract of $249,000 or less N/A N/A N/A 5% or less - Construction contract of $250,000 - $999,000 N/A N/A N/A 4% or less - Construction contract of $1 million or greater N/A N/A N/A 3% or less Percent to budget at various project phases: - Conceptual Phase Budget N/A N/A N/A ± 45% - Preliminary Design Phase Budget N/A N/A N/A ± 30% - Detailed Design Phase Budget N/A N/A N/A ± 15% Efficiency† Percentage of funds encumbered/expended in the year that the funds are estimated: - Percentage of funds encumbered in year estimated N/A N/A N/A 95% - Percentage of funds expended in year estimated N/A N/A N/A 90% Program Name: Land Acquisition Service Level:Acquire real property, easements and right-of-way in a timely manner . Performance Measures FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness† Amount of time spent on land acquisition: - Land acquisition on small assignments (1 - 5 parcels) N/A N/A N/A 9 months or less - Land acquisition on medium assignments (6-15 parcels) N/A N/A N/A 16 months or less - Land acquisition on large assignments (16-25 parcels) N/A N/A N/A 24 months or less † Assumes the CMO, City Council, and Client Department (PW, Elec, WS, etc) do not initiate a change that alters the scope, schedule, or budget of the project or assignment. Performance measure does not apply to projects in Northgate or involve the acquisition of land or easements owned by private utility companies (entities other than CSU or Water Services). 81 ADMINISTRATION CITY MANAGERASSISTANT CITY MANAGER CITY MANAGER RECREATION PARKS OPERATIONS WEST DISTRICTCEMETERY FORESTRY FORESTRY DISTRICT ASSISTANT DIRECTOR OPERATIONS DISTRICT EAST SOUTH DIRECTOR FACILITIES YOUTH RECREATION CONFERENCE CENTER AQUATICS LINCOLN CENTER SPECIAL INSTRUCTION LIBRARY HERITAGE PROGRAMS SENIOR SERVICES ATHLETICS PROGRAMS & SPECIAL EVENTS CONCESSIONS H/M PROGRAMS H/M ATHLETIC EVENTS KIDS KLUB FACILITIES YOUTH RECREATION CONFERENCE CENTER AQUATICS LINCOLN CENTER SPECIAL INSTRUCTION LIBRARY HERITAGE PROGRAMS PARKS AND RECREATION CITY OF COLLEGE STATION 82 City of College Station Parks and Recreation Department Summary EXPENDITURE BY DIVISION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Administration 871,872$ 835,282$ 858,403$ 819,480$ 819,480$ -1.89% Recreation 1,827,062 1,946,927 2,015,036 1,993,464 1,993,464 2.39% Special Facilities*2,258,365 2,247,283 2,356,712 2,164,220 2,188,752 -2.60% Parks Operations 2,485,475 2,671,544 2,522,119 2,621,237 2,621,237 -1.88% Forestry 1,439,184 1,496,317 1,459,055 1,446,956 1,446,956 -3.30% DEPARTMENT TOTAL 8,881,958$ 9,197,353$ 9,211,325$ 9,045,357$ 9,069,889$ -1.39% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 5,459,354$ 5,780,212$ 5,770,050$ 5,857,358$ 5,874,595$ 1.63% Supplies 745,146 702,064 691,618 606,552 614,352 -12.49% Maintenance 440,698 447,073 433,326 345,435 345,435 -22.73% Purchased Services 2,228,808 2,268,004 2,312,500 2,236,012 2,235,507 -1.43% Capital Outlay 7,952 - 3,831 - - N/A DEPARTMENT TOTAL 8,881,958$ 9,197,353$ 9,211,325$ 9,045,357$ 9,069,889$ -1.39% PERSONNEL SUMMARY BY ACTIVITY Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Administration 10.50 10.50 10.50 10.50 10.50 0.00% Recreation 16.50 16.50 17.50 17.50 17.50 0.00% Special Facilities*44.50 44.50 45.50 45.50 45.50 0.00% Parks Operations 39.00 40.00 40.00 40.00 40.00 0.00% Forestry 14.00 19.50 19.50 19.50 19.50 0.00% DEPARTMENT TOTAL 124.50 131.00 133.00 133.00 133.00 0.00% * Heritage Programs moved from Public Communications to Parks Special Facilities in FY09. 83 PARKS AND RECREATION ADMINISTRATION Description & Budget Explanation: Program Name: Administration Service Level: Provide departmental administration, customer service, facility rentals, cemetery sales and records administration, all program registration and support, design and administration for all approved capital projects and graphic support. Administration of all Parks and Recreation Advisory Board and Cemetery Advisory Committee meetings. FY 08 FY 09 FY 09 FY10 Performance Measures: Actual Revised Estimate Approved -Ongoing compliance with requirements for Agency Accreditation N/A 98% 98% 98% - Number of cost centers monitored. 24 24 24 24 - Number of Capital Projects over $50,000 N/A N/A 19 19 - Number of construction projects under $50,000 N/A N/A 9 9 - Percentage of drafting/graphics work orders completed satisfactorily 97% 95% 95% 97% - Number of acres of neighborhood and mini park land per 1,000 citizens** 3.42 3.53 3.6 3.46 - Number of acres of community park land per 1,000 citizens** 3.02 3.43 3.3 3.48 Workload & Efficiency Indicators - Number of CIP projects completed.21 N/A 17 TBD - Number of work orders for assistance completed by Parks Planning 514 380 380 380 - Number of work orders for assistance completed per Park Planner N/A 126 125 125 - Number of CIP assistance projects (landscape irrigation design) 8 10 6 10 - Number of publications produced 205 200 200 200 - Number of pavilion and athletic field rentals administered N/A 950 950 950 - Total revenue generated from pavilion rentals $31,000 $30,000 $30,000 $30,000 - Number of program registrations administered N/A 4,500 4,500 4,500 - Number of Cemetery transactions administered***1,876 3,500 3,500 3,500 The Administration Division provides design and administration for all approved Parks capital improvement projects and provides graphics support. The Division serves as a primary customer contact point, and provides administrative assistance to other Departments and Divisions. **Population estimates received from Office of Planning and Development Services. (Formula: Current population is divided by 1,000 = X . Park acreage divided by X = Acres per 1,000) *** Cemetery transaction administered total = the number of paperwork generated for: space sales, transfers, and interments, the number of documents scanned, data input into the cemetery database, monument permits scanned, and all above QA'd by a second person. 84 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. Program Name: Athletics Service Level: Provide athletic programs to meet the needs and desires of citizens of all ages, interests and skill levels; host high quality athletic events that will attract out-of-town visitors to our community & increase the economic prosperity of the local community through athletic events that will generate tourist dollars, assist organizations with planning and conducting athletic events that also attract tourist and generate economic growth in our community. Performance Measures: FY 08 FY 09 FY 09 FY10 Actual Revised Estimate Approved Effectiveness - Percent satisfied on customer survey: 98% 96% 98% 98% Adult Softball In Session 96% 100% 98% Adult Flag Football 100% 96% 100% 98% Girls Fast pitch Softball 100% 96% 100% 98% Youth Basketball 97% 96% 96% 98% Swim Team 100% 96% 98% 98% Youth Flag Football 92% 96% 98% 98% Adult Volleyball 100% 96% 100% 98% Youth Volleyball 100% 96% 100% 98% Swim Clinic 100% 96% 98% 98% Challenger Sports Program 100% 96% 100% 98% Efficiency - No. of adult teams City Leagues 786 650 650 650 - No. of youth participants City Leagues 4,183 2,750 3,000 3,000 - No. of participants for sponsored tournaments 5,872 5,000 7,000 8,000 - % Cost recovery for Leagues and Events N/A 35% 35% 35% Output - Total revenue. $280,000 $280,000 $280,000 -No of City Sponsored & Serviced Events 19 8 35 15 - No of Hotel Room nights generated from City Sponsored and Supported Events 7,376 6,800 6,800 7,000 * Reductions in City Sponsored and Serviced Events is from the elimination of the Men's Fast Pitch Tournament as part of a budget reduction. 85 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percentage of satisfied customers on survey. 98% 98% 99% 98% Efficiency - Total No. of Senior Citizen Programs Offered. * 140 18 70 70 - Total No. of Senior Special Events Offered. 20 4 10 7 - Total No. of Senior Participants Served. 8,934 3,000 5,500 5,000 * Reduced due to new way of counting programs 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 and vocal music, dance, drama, and other arts related, to the presentation, performance, execution and exhibition of these major art forms. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percentage satisfied on promoter survey. 97% 95% 97% 95% Efficiency - No. of participants at WPC events. 33,593 38,500 39,000 38,500 - No. of participants, non WPC events. - % cost recovery from rentals ** N/A 50% 50% 50% Output -Total programs and special events revenue. - No. of events at WPC amphitheater. 16 18 18 18 - No. of City programs offered (non WPC). 14 7 5 5 - No. of assisted non city programs/events. 5 5 5 5 * No of Participants will decrease since 3 concerts were cancelled in FY 07 and one more approved cancelled in FY 08. ** Does not count City Activities for which there is no charge 86 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percent satisfied on customer survey 97% 95% 95% 95% (parents and Kids Klub participants). Efficiency -No. of CSISD students served by 1,035 950 1,038 1,025 Kids Klub. - Maintain a counselor to student ratio of 1:12 Number of Counselors. (Months Met) 9 9 9 9 Program Name: Concessions Service Levels: Provide a variety of food service options at various city facilities and events to enhance the customers experience as well as improving the quality of those events. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percent satisfied on customer survey N/A 95% 95% 95% Efficiency -Percentage of costs recovered N/A 70% 65% 70% - Average Score on Health Department Inspections N/A 94% 94% 94% 87 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, Insturction, and Historic Programs. 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percentage of satisfied customers on survey. 98% 98% 99% 98% Efficiency - Total No. of Instructional Classes Offered 686 380 380 380 - Percent expenditures covered by 58% 55% 55% 55% revenue in Instructions. - Percent expenditure covered by 100 100 100 100 revenue in Xtra Ed. - Total No. of Xtra Ed. Classes Offered. 395 370 380 340 Output - Revenues from Xtra Education Classes N/A $84,000 $87,000 $83,000 - Revenues from Instructional activities N/A $125,000 $126,000 $125,000 - Total no. of Instructional participants. 3,538 3,400 3,200 3,000 -No. of Xtra Ed Catalogs distributed.100,000 100,000 100,000 100,000 - Total no. of Xtra Ed Participants.3,010 2,870 2,800 2,500 - No. of American Red Cross Certified lessons N/A 280 280 280 -Number of seasonal employees supervised 30 60 65 65 FTEs = seasonal $10,947.86/1850/avg. hourly rate(8.76)+2 fulltimers = 2.68 FTEs 88 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 08 FY 09 FY 09 FY10 Actual Revised Estimate Approved Effectiveness - Percent satisfied on customer survey. NA 98% 98% 98% - Meet standards on all International Pool & Waterpark life guard audits.Exceeds Standars Exceeds Standards Exceeds Standards Exceeds Standards Efficiency - Percentage of expenditures covered by revenues. 35% 35% 35% 35% - Average annual cost per participant $6.00 $6.70 $6.70 $6.70 (as per AS400). Output - Revenue. $309,335 $270,000 $270,000 $270,000 - No. of customers. 142,605 130,000 130,000 130,000 - National Pool & Waterpark audits. 3 3 3 3 - Conduct a minimum of 4 hours/ month/ guard staff safety training . 3,000 3,000 3,000 3,000 - Guard staff licensed through Ellis & Assoc. 100 100 100 100 - No. of rentals: 357 476 476 476 Theme Parties 3 N/A N/A N/A After Hours Parties 130 N/A N/A N/A Catered Pizza Parties 5 N/A N/A N/A Pavilion Parties 219 N/A N/A N/A Number of seasonal employees supervised 30 90 90 90 FTEs = seasonal $96,138.18/1,850/avg. hourly rate(8.76)+2 fulltimers = 7.93 FTEs Notes: Bad weather has a huge effect on these outputs and should be considered during review of such. . 89 Program Name: Conference Center Service Level: Provide a clean, convenient 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 and catering service coordination. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percentage satisfied on customer survey. 99% 99% 99% 99% Efficiency - Percentage of expenditures covered by revenues. 45% 35% 33% 35% - Average No. of customers based on 355 days of operation. 223 202 202 208 Output - Total Revenue. $143,230 $120,000 $115,000 $120,000 - No. of customers. 79,360 72,000 72,000 74,000 - No. of days the parking lot is overflowing. 98 N/A 88 N/A -Number of rentals: Commercial 455 350 200 250 Non-Commercial 1,170 800 1,377 1,400 Internal/City Depts. @ no charge 405 475 498 520 CSISD use @ no charge 87 35 30 35 Internal Users at No Charge: No. of internal City users & CSISD at no charge 15,752 14,000 16,000 18,000 Potential $ from internal City users & CSISD at n/c 44,205 35,000 44,000 46,000 9 11 10 11 FTEs = seasonal $20,302.22/1,850/avg. hourly rate(8.76)+3 fulltimers = 4.25 FTEs Number of seasonal employees supervised = 9 90 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 08 FY 09 FY 09 FY10 Actual Revised Estimate Approved Effectiveness - Percentage satisfied on customer survey. 90% 99% 90% 99% Efficiency - Cost per participant (Exp. vs Participation) $4.29 $4.25 $4.25 $4.50 - Percentage of expenditures covered by revenues. 9.70% 10.00% 9.00% 10.00% - Staff to youth ratio. 1:10 1:10 1:12 1:10 Output - Revenue. $39,004 $32,000 $29,000 $33,000 - No. of days open. 346 355 355 356 No. of Leisure, Recreation, & Sport activities N/A 130 140 150 - No. of memberships sold 679 650 675 700 No. of memberships retained N/A 500 500 550 - No. of participants. 93,501 75,000 80,000 85,000 Number of seasonal employees supervised 26 25 25 27 FTEs = seasonal $44,546.42/1,850/avg. hourly rate(8.76)+ 3 fulltimers = 5.75 FTEs 91 Program Name: Recreation Youth (EXIT) Service Level: Utilizing city-owned and operated teen center, 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percentage satisfied on customer survey. 98% 95% 98% 95% Efficiency - No. of Teen Center members. 311 325 325 325 - No. of participants served through leisure/rec. activities. 14,448 15,500 15,000 15,500 - No. of participants served through educational activities. 811* 1,500 800 1,500 - Staff to youth ratio. 1 to 8 1 to 8 1 to 8 1 to 8 Output - No. of leisure/rec. activities provided. 337 400 400 400 - No. of educational programs provided. 41* 50 50 50 - Revenue generated through fees to participants. N/A $5,000 $5,000 $5,000 No. of memberships retained N/A 85% 85% 85% - No. of participants. 15,259 17,000 17,000 17,000 - No. of memberships sold. 128** 250 250 250 - No. of days Teen Center open. 253 260 260 260 - No. of rentals for external adult groups 81 75 75 75 - No. of rentals for external youth groups / Individuals 55 75 75 75 -Number of seasonal employees supervised 14 20 20 20 FTEs = seasonal $30339.66/1,850/avg. hourly rate(8.76)+ 1 fulltime = 2.87 FTEs *Younglife outgrow our facility and stopped mtg. with us. ** Co-sponsored LRC memberships 92 PARKS AND RECREATION SPECIAL FACILITIES ‐ HISTORIC PRESERVATION Description & Budget Explanation: Program Name: Heritage Programs Service Level: FY08 FY 09 FY 09 FY 10 Performance Measures: Actual Revised Estimate Approved Effectiveness -Total no. of pages scanned for Project Hold 2,688 6,000 6,000 6,000 - Total no. of persons attending Historic Lunch Lectures 939 1,100 1,100 1,100 - Total no. of volunteer hours worked 348 500 500 500 -Total no. of historic markers awarded 10 12 6 6 - Total no. of awards granted 1 1 1 1 Efficiency - Average estimated cost per person for lunch lectures 5.95$ 7.00$ 6.75$ 7.25$ - Total estimated dollars contributed for lunch lectures 3,390$ 5,500$ 3,700$ 4,000$ Output -Total no. of Exploring History Lunch Lectures 8 11 11 11 - Total no. of community presentations 28 5 32 32 -Total no. of persons in attendance at community presentations N/A N/A N/A 1,000 - Total no. of oral history interviews 4 10 10 10 - Total no.of exhibits or exhibitions 1 2 2 2 The Historic Preservation programs include the Historic Preservation Committee work products: Project HOLD, Exploring History Lunch Lecture series, the Historic Marker program and the Oral History project. To aid in the collection and preservation of the history of the City of College Station and its environs, and to provide for education of citizens on the history of this City. 93 PARKS AND RECREATION OPERATIONS Description & Budget Explanation: The Operations Division is responsible for grounds maintenance, facilities repairs and replacements, and program support. 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 FY 08 FY 09 FY 09 FY10 Actual Revised Estimate Approved Effectiveness -N/A N/A N/A N/A - Percent of overall park maintenance standards met. 91.0% 90.0% 92.0% 90.0% Efficiency - No. of acres per full-time employee. 19.8 16.3 18 17.4 - Cost per regularly maintained acre. N/A $4,015 $4,006 $3,910 Output - No. of acres regularly maintained. 633.1 662.8 666.4 694.8 - No. of pavilions regularly maintained. 7 7 7 7 - No. of play courts regularly maintained. 38.5 41.5 39.5 41.5 - No. of athletic fields regularly maintained. 46 46 46 46 - No. of park lights regularly maintained. 1,826 1,953 1,862 1,896 - No. of parks mowed and trimmed. 40 53 43 48 -No. of play units inspected and maintained.49 57 57 61 - No. of special event ceremonies supported.92 100 110 100 Percent satisfied or very satisfied on annual citizens' survey. 94 PARKS AND RECREATION FORESTRY Description & Budget Explanation: The Forestry Division is responsible for the maintenance of the municipal cemeteries, and the maintenance of municipal trees, irrigation systems, and landscaped areas throughout the parks system, at municipal facilities, and selected streetscape areas. Program Name: Cemetery Service Level: Provide grounds maintenance and customer service for the municipal cemetery system. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Workload Indicators - Revenue generated by space sales College Station Municipal Cemetery: $68,400 $15,000 $74,100 $23,750 Memorial Cemetery of College Station: $591,800 $1,697,850 $228,500 $800,700 - Number of burials College Station Municipal Cemetery: 109 90 90 45 Memorial Cemetery of College Station: N/A N/A 50 50 Efficiency Indicators - Percent satisfied on annual citizen survey: N/A 95% N/A 95% Effectiveness Indicators - College Station Municipal Cemetery: 114 25 78 25 Memorial Cemetery of College Station Municipal: 49 103 30 106 AFOH: 304 800 100 350 Number of spaces (standard size only) sold per year 95 Program Name: Forestry Service Level: Provide landscape and grounds maintenance operations throughout the park system and other municipal facilities, and provide support for special events, programs, and activities. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Workload Indicators - No. of labor-hours on Urban Forest Management: 2,045 3,700 3,700 3,700 - No. of labor-hours on horticultural maintenance: 3,221 3,700 3,700 3,700 - No. of labor-hours on irrigation system checks, repairs, and improvements: 2,511 3,700 3,700 3,700 - No. of labor-hours on special events: 2,011 3,000 4,000 3,000 Efficiency Indicators - Percent satisfied on annual citizen survey. N/A 95% N/A 95% Effectiveness Indicators - On-going compliance with the requirements for N/A Yes Yes Yes agency accreditation 96 COLLEGE STATION LIBRARY CITY OF COLLEGE STATION CITY MANAGER PARKS AND RECREATION DIRECTOR COMMUNITY LIBRARIAN ASSISTANT CITY MANAGER SPECIAL FACILITIES 97 City of College Station Library Department Summary EXPENDITURE BY DIVISION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DEPARTMENT FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Library 993,102$ 1,150,599$ 1,150,599$ 1,141,328$ 1,080,589$ -6.08% DEPARTMENT TOTAL 993,102$ 1,150,599$ 1,150,599$ 1,141,328$ 1,080,589$ -6.08% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits -$ -$ -$ -$ -$ N/A Supplies 1,097 1,030 1,030 667 667 -35.24% Maintenance 11,130 11,240 11,240 1,908 1,908 -83.02% Purchased Services 940,875 1,022,929 1,022,929 1,098,753 1,038,014 1.47% Capital Outlay 40,000 115,400 115,400 40,000 40,000 -65.34% DEPARTMENT TOTAL 993,102$ 1,150,599$ 1,150,599$ 1,141,328$ 1,080,589$ -6.08% PERSONNEL SUMMARY BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DEPARTMENT FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Library - - - - - N/A DEPARTMENT TOTAL - - - - - N/A 98 PARKS AND RECREATION LIBRARY SERVICES Description & Budget Explanation: The Library is responsible for library services in Brazos County. Program Name: Library Services Service Level: Provide a helpful, friendly, customer oriented library service to Brazos County residents. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percent satisfaction level of high or very high on citizen survey. 87% 88% 90% 90% - Collection Turnover Rate. 4.5 5.3 5 5 Efficiency - Collection per staff (21 staff) 4,900 4,900 4,900 4,900 - Library cost per capita (91,009 in Januar $9.90 $11.00 $11.00 $12.54 Circulation per capita (91,009 in Januar 5.00 5.00 5.00 4.95 Output - Circulation. 372,000 475,000 441,813 450,000 - Collection size. 86,000 87,000 87,000 88,000 - Reference transactions. 14,000 10,000 10,000 15,000 - Number of Library visitors. 190,000 210,000 210,000 223,782 99 PLANNING & DEVELOPMENT SERVICES CITY OF COLLEGE STATION CITY MANAGER DIRECTOR ASSISTANT DIRECTOR ASSISTANT DIRECTORPLANNING ADMINISTRATOR PLANNING CODE ENFORCEMENT BUILDING GREENWAYS TRANSPORTATION NEIGHBORHOOD SERVICES DEVELOPMENT COORDINATION GIS 100 City of College Station Planning and Development Services Department Summary EXPENDITURE BY DIVISION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Administration* 1,792,248$ 560,642$ 569,642$ 312,361$ 312,361$ -44.29% Building 485,474 503,432 503,432 497,901 497,901 -1.10% Development Coordination - 486,760 477,760 491,479 491,479 0.97% Code Enforcement** - 483,507 483,507 415,837 415,837 -14.00% Planning - 621,792 621,792 609,445 609,445 -1.99% Neighborhood Services*** - 85,588 85,588 97,907 97,907 14.39% Transportation - 101,272 101,272 93,936 93,936 -7.24% Greenways**** - 77,382 77,382 79,390 79,390 2.59% Geographic Info. Services - 97,818 97,818 100,061 100,061 2.29% DEPARTMENT TOTAL 2,277,722$ 3,018,193$ 3,018,193$ 2,698,317$ 2,698,317$ -10.60% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 1,682,210$ 2,391,779$ 2,400,753$ 2,335,788$ 2,335,788$ -2.34% Supplies 61,381 90,257 81,405 77,842 77,842 -13.76% Maintenance 32,021 57,887 57,760 21,362 21,362 -63.10% Purchased Services 489,785 444,751 444,756 263,325 263,325 -40.79% Capital Outlay 12,325 33,519 33,519 - - -100.00% DEPARTMENT TOTAL 2,277,722$ 3,018,193$ 3,018,193$ 2,698,317$ 2,698,317$ -10.60% PERSONNEL SUMMARY BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Administration* 21.25 22.25 3.00 3.00 3.00 0.00% Building 7.25 7.25 7.00 7.00 7.00 0.00% Development Coordination - - 8.00 9.00 9.00 12.50% Code Enforcement** - - 8.00 7.00 7.00 -12.50% Planning - - 8.50 8.50 8.50 0.00% Neighborhood Services*** - - 1.00 1.00 1.00 0.00% Transportation - - 1.00 1.00 1.00 0.00% Greenways**** - - 1.00 1.00 1.00 0.00% Geographic Info. Services - - 2.00 2.00 2.00 0.00% DEPARTMENT TOTAL 28.50 29.50 39.50 39.50 39.50 0.00% * In FY09, Admin. split into Admin., Dev. Coordination, Planning, Geographic Info. Services, Transportation and Greenways. ** In FY09, Code Enforcement moved from the Fire Department to Planning and Development. *** In FY09, Neighborhood Services moved from Public Communications to Planning and Development. **** In FY08, Greenways moved from Parks to Planning and Development. 101 PLANNING & DEVELOPMENT SERVICES ADMINISTRATION Description & Budget Explanation: Note: *The Administration Division was divided up into additional cost centers in FY09 to provide better cost accounting. Program Name: Administration Service Level: Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Workload Indicators - N/A 32 36 38 - N/A $2.42 mil $2.42 mil $2.8 mil Efficiency Indicators -Percent of operating budget recovered through fees** N/A 62%60% 66% -N/A 32 36 38 Effectiveness Indicators - N/A 10 10 10 - N/A 100%100%100% Note: **Indicates a new perfomance measure effective FY '09 (per the SBP) Administration is responsible for providing support and leadership to the Planning, Building, Development Coordination, Transportation, Greenways, and GIS functions. Many of the implementation plans within the City Council's strategic plan are overseen by this division. Administration establishes and monitors the successful application of the Department's budget, engages in educational outreach opportunities, as well as disseminates important development information to the community. Provide effective leadership for the Department. Efficiently manage all Department activities. Percent of staff participating in professional No. of staff supervised** No. of staff supervised** $ of operating budget No. of newsletter articles prepared annually** 102 PLANNING & DEVELOPMENT SERVICES DEVELOPMENT SERVICES Description & Budget Explanation: Program Name: Building Service Level: Perform thorough and efficient building plan review, inspection services and permit administration. Perform efficient administration of property maintenance code. Performance Measures: FY 08 FY 09 FY 09 FY10 Actual Revised Estimate Approved Effectiveness -% of commercial plans reviewed within 5 days. 92% 90% 94% 90% -99% 98% 99% 98% -N/A 0 0 1 -N/A 95% 99 95% -N/A 1 0 3 Efficiency - 92% 90% 95% 90% -15 14 12 13 Output -132 270 150 240 -13,188 13,900 11,200 13,100 -3,395 3,723 2,800 3,275 - N/A 100 100 100 -N/A 3 2 3 -N/A 6 6 10 -N/A 18 20 20 Note: ** Indicates a new performance measure effective FY '09 (per the SBP) The Development Services Division is responsible for providing support and leadership to the planning, building, and development coordination functions. Building and Development Coordination are included within the Development Services Division which is responsible for processing, reviewing, and coordinating all new public and private development within the City. % of buildings inspected within one half day of request. Periodic minor amendments** % of single family permits reviewed within 24 hrs. No. of inspections per day per inspector. Update and adopt new codes within 18 months of publication** % of complaints regarding unsafe structures responded to within one week** Multi-family and commercial plans reviewed. Annual inspections performed. No. of articles prepared** No. of building inspections per inspector. % of building department personnel maintaining minimum established educational training hours** No. of construction board meetings** No. of presentations** 103 Program Name: Development Coordination Service Level: Performance Measures: FY 08 FY 09 FY 09 FY10 Actual Revised Estimate Approved Workload Indicators -N/A 22,025 22,000 22,000 -N/A N/A 5,000 5,200 -N/A 610 450 500 -6,647 8,300 8,000 8,000 -13,814 13,115 11,200 13,100 -91 52 82 90 -N/A 50 60 60 -N/A 168 160 165 -N/A 1,350 1,300 1,310 -N/A 150 126 130 -N/A 70 100 100 -N/A N/A 12,000 12,000 - No. of PACs N/A 130 100 100 -2.2 mil 2 mil 2 mil 2 mil Efficiency Indicators -N/A 7,342 2,750 2,750 -487 560 750 750 -2,216 2,700 2,667 2,750 -4,605 3,750 4,233 4,367 -23 16 18 20 -N/A 48 60 60 -N/A 48 80 83 -N/A $670,000 $670,000 $670,000 Effectiveness Indicators -N/A 33% 33% 66% -100% 100% 100% 100% -100% 100% 100% 100% -100% 100% -100% 100% 100% 100% Input - No. of staff 8899 Note: * Indicates a new performance measure effective FY '09 (per the SBP) ** Indicates a new performance measures for FY '10 No. of public notifications (ads)* No. of customer contacts per support staff* No. of easements processed* No. of public notifications processed per Staff Assistant* No. of commission, board, and special meetings coordinated per Staff Assistant No. of development submittals processed per CSR No. of building permits processed per CSR No. of public hearing signs posted* No. of inspections processed per CSR No. of open records requests* No. of code enforcement letters** Amount of fees processed No. of development and engineering projects No. of building permits Provide comprehensive administrative support to all department staff, including Public Works Engineering staff, as well as the P&Z Commission and all other Boards and Committees. Process all permits and inspection requests, as well as all development submittals in a timely manner. Coordinate with various entities to secure appropriate addresses for all developing properties in College Station. No. of customer contacts* No. of rental registrations** % of meeting minutes prepared within two meeting cycles % of inspections input within one hour % of staff participating in professional development No. of easements* % of CSRs certified as Permit Technicians* % of notifications processed within deadlines Amount of fees processed per CSR* No. of public notices (letters)* No. of inspections No. of comm., board, and special meetings 104 Program Name: Code Enforcement Service Level: Ensure a healthy and safe community through the timely, proactive, and reactive enforcement of property standards, codes and ordinances. FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved - Percent of staff time spent on proactive code enforcement. 98% 96% 95% 96% - Percent of cases resolved within 30 days. 98% 57% 97% 97% - Percent of cases resolved by voluntary compliance. 98% 90% 99% 99% - % of cases requiring administrative action. 2% 5% 1% 1% Efficiency - No. of cases resolved per code officer. 3,122 2,000 1,900 2,000 Output - Total no. of cases. 11,885 7,400 11,870 12,463 - No. of cases resolved. 12,474 7,200 11,398 11,967 - No. of proactive cases. 11,630 7,000 11,326 11,892 - No. of cases taking 30 days or more. 113 250 328 312 - 12,043 7,150 11,436 12,007 - No. of cases requiring administrative action. 160 1,500 34 32 - No. of Weeds & Grass cases. 1,482 800 484 508 - No. of Open storage cases. 807 600 1,356 1,423 - No. of sanitation related cases. 6,794 1,500 6,782 7,121 - No. of Junk/abandoned vehicle cases. 272 110 254 266 - No. of landscape and land-use zoning cases. 39 50 240 252 - No. of signs-handbills zoning cases. 652 500 746 783 - No. of parking tickets issued. 196 200 222 233 - No. of other code enforcement cases. 1,839 1,500 2,008 2,108 - No. of inter-departmental (joint) cases. 51 25 154 161 - No. of personal contacts. 9,460 6,000 1,748 1,835 *Premise cases are nuisance issues like weeds and grass, junk vehicles, and litter. They also include zoning, sanitation and drainage ordinances. No. of cases resolved by voluntary compliance. 105 PLANNING & DEVELOPMENT SERVICES PLANNING Description & Budget Explanation: * The Planning Division and the Cost Center were created in FY09 (separated out of the Admin). Program Name: Planning Service Level:The Planning function is multifaceted and responsible for maintaining, monitoring and implementing the City's Comprehensive Plan, as well as having project management functions for the thorough and efficient review of platting, zoning and other development cases. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Workload Indicators -387 309 312 321 -91 52 82 90 -329 206 248 255 -N/A 173 202 208 -N/A 10 16 12 -N/A 1854 1398 1440 -N/A 426 384 396 -N/A 3 34 19 -15 18 23 20 -N/A 14 33 36 -N/A 19 120 224 Efficiency Indicators -N/A 52 45 46 -N/A 50% 43% 43% -N/A 41 36 37 -N/A 35 29 30 -N/A 73% 14% 43% -No. of planner-on-call contacts per planner N/A 265 200 206 Effectiveness Indicators - -% of small area plans completed within (9) months -N/A 0 424 0 -N/A 0 2 3 -N/A 100%100% 100% -N/A 71%63%63% -No. of staff 9 7.5 8.5 8.5 No. of development review projects No. of staff reports / coversheets produced % of development review cases reviewed within five (5) working days. Community Education: No. of presentations No. of meetings with other community orgs. Community Education: No. of outreach articles, brochures, etc No of Certification Maintenance credits/credit equilivavents No. of administrative permits 90%N/A Difference between comp time and time taken by planners Planning is responsible for providing expertise in the field of urban planning to City leadership, citizens, developers, and City staff. Planning will provide current and long-range planning services through the Development Services Division and Community and Neighborhood Planning Division functions to help create a community that enhances and protects the quality of life in College Station. % of planners maintaining minimum educational training % of professional staff AICP % City Council appointees participating in prof. training No. of board and commission presentations per planner No. of staff reports per planner % of planners maintaining 6+ weeks of vacation/comp No. of development review projects reviewed per Planner 89% No. of board and commission meetings No. of presentations to boards and commissions No. of code amendments No. of Planner on call contacts No. of collaborative projects with other community 89% 106 PLANNING & DEVELOPMENT SERVICES COMMUNITY & NEIGHBORHOOD PLANNING Description & Budget Explanation: * This is a new Division and three new cost centers (that were separated out of Admin) to provide for better cost accounting. Program Name: Neighborhood Services Service Level: Develop and administer a neighborhood services program that includes association support, Historic Preservation Committee support, planning, hosting related events. Performance Measures:FY 08 FY09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Number of neighborhoods using Mosquito Abatement Program 2 15 10 10 - Number of NEW neighborhood associations registered 4 15 10 12 Efficiency - Average estimated cost per person for sponsored events $12.00 $10.00 $10.00 $10.00 - Dollars reimbursed for Mosquito Abatement $253 $3,500 $600 $800 - Dollars disbursed for Gateway Grants $0 $15,000 $15,000 $15,000 Output - Number of Neighborhood Events sponsored 7 15 10 8 - Total number of registered Neighborhood Associations 57 63 70 75 Program Name: Transportation Service Level: Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Workload Indicators -N/A 20 12 15 -N/A 18 6 12 -N/A 6 4 6 - No. of Comp Plan updates supported annually** N/A 2 2 2 Efficiency Indicators -N/A 100% 100% 100% -N/A 20% 10% 20% Input -1112 Community & Neighborhood Planning evaluates current conditions, identifies trends, projects future issues and opportunities and aids the community in planning to achieve its goals for the future. No. of TIAs reviewed annually** No. of newsletter articles written annually** Percent of thoroughfares counted annually** Plans and implements a multi-modal transportation system that provides a high degree of mobility for citizens and visitors to the City of College Station. To lead long-range planning efforts related to transportation and to provide support as different aspects of the transportation system are implemented through land acquisition and the development review process. No. of TxDOT permits processed annually** Percent of staff participating in professional** training No. of staff 107 Program Name: Greenways Service Level: Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness -N/A 10 10 10 Input - No. of staff N/A 1 1 1 Program Name: GIS Mapping Service Level: Produce professional, accurate, high-quality data, maps, programs and analyses in a responsive, timely and efficient manner. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Workload Indicators -382 245 325 275 -10% 5 5 5 -1 N/A N/A N/A Efficiency Indicators -N/A 90 90 90 -N/A 90 90 90 Effectiveness Indicators -N/A N/A N/A N/A -100% 100% 100% 100% -N/A 1 0 0 Input -3222 Note: * Indicates a performance measure that will be discontinued beginning FY '09 (per the SBP) ** Indicates a new performance measure effective FY '09 (per the SBP) No. of items completed from Dept. GIS needs assessment* Percent of staff participating in GIS or other professional training No. of staff Maintain, update, and implement the Greenways Master Plan. Preserve greenways and park land through the development process and processing of targeted greenway acquisitions. No. of acres/year acquired for greenways** No. of plans, studies, updates, and special projects supported No of SAMS and aerials produced for development cases annually GIS training seminars/sessions/programs offered* Number of GISP certified staff** Percent of routine map requests produced W/I 24 hours** Percent of GIS database updates completed W/I 5 days of 108 INFORMATION TECHNOLOGY CITY OF COLLEGE STATION CITY MANAGER DIRECTOR ASSISTANT DIRECTOR COMMUNICATIONS MIS IT SUPPORT CENTER MAIL COMMUNICATION SERVICES COORDINATOR SENIOR COMMUNICATIONS TECHNICIAN COMMUNICATIONS TECH NETWORK ANALYST MICROCOMPUTER COORDINATOR MICROCOMPUTER SPECIALIST E-GOV GIS BUSINESS SYSTEMS MANAGER SYSTEMS ANALYST E-GOV COORDINATOR E-GOV TECHNICIAN GIS COORDINATOR GIS INTERN GIS TECHNICIAN NETWORK ADMIN 109 City of College Station Information Technology Department Summary EXPENDITURE BY DIVISION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Information Technology Administration 571,957$ 464,211$ 464,211$ 447,529$ 447,529$ -3.59% E-Government 150,683 166,268 166,268 156,598 156,598 -5.82% Geographic Information Services 190,713 210,670 210,670 207,668 207,668 -1.42% Mail * 85,836 78,065 78,065 106,481 106,481 36.40% Management Information Services 2,319,304 2,442,299 2,442,299 2,461,235 2,461,235 0.78% Communication Services*** - - - 738,204 738,204 N/A DEPARTMENT TOTAL 3,318,493$ 3,361,513$ 3,361,513$ 4,117,715$ 4,117,715$ 22.50% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 1,798,122$ 1,867,374$ 1,867,337$ 2,306,806$ 2,306,806$ 23.53% Supplies 274,820 323,044 323,080 280,577 280,577 -13.15% Maintenance 715,922 851,938 851,993 954,682 954,682 12.06% Purchased Services 195,054 251,057 251,003 457,578 457,578 82.26% Capital Outlay 334,575 68,100 68,100 118,072 118,072 73.38% DEPARTMENT TOTAL 3,318,493$ 3,361,513$ 3,361,513$ 4,117,715$ 4,117,715$ 22.50% PERSONNEL SUMMARY BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Information Technology Administration * 5.00 5.00 5.00 5.00 5.00 0.00% E-Government 2.00 2.00 2.00 2.00 2.00 0.00% Geographic Information Services 2.50 2.50 2.50 2.50 2.50 0.00% Mail - 1.75 1.75 1.75 1.75 0.00% Management Information Services 15.00 15.00 15.00 16.00 16.00 6.67% Communication Services*** - - - 6.00 6.00 N/A Community Programs ** 1.75 - - - - N/A Neighborhood Services ** 1.50 - - - - N/A Historic Programs ** 0.50 - - - - N/A DEPARTMENT TOTAL 28.25 26.25 26.25 33.25 33.25 26.67% * In FY08 the Mail portion of the Print Mail fund was added as an IT General Fund division. ** The Community Programs, Neighborhood Services, and Historic Programs divisions were added to the Information Technology Department in FY07 but moved to Public Communications in FY08. *** The Communications Services division of the Information Technology department moved from the Communication Fund to the General Fund in FY10. 110 INFORMATION TECHNOLOGY Description & Budget Explanation: Performance Measures*FY08 FY09 FY 09 FY 10 Actual Revised Estimate Approved Admin/Support Center -Percent Satisfied on IT Customer Satisifaction Survey N/A 85% 85% 85% -Percent total help calls closed by Support Center N/A 35% 35% 35% GIS -Percent Satisfied on IT Customer Satisifaction Survey N/A 85% 85% 85% -Percent GIS system availability N/A 99% 99% 99% E-Government -Percent Satisfied on IT Customer Satisifaction Survey N/A 85% 85% 85% - Percent Web site maintenance requests responded to within 1 business day N/A 100% 100% 100% Communications -Percent satisfied on IT Customer Satisifaction Survey N/A 85% 85% 85% -Percent Tier 1 Server and equipment uptime N/A 99.9% 99.9% 99.9% (*As identified in the IT Business Continuity and Recovery Plan) -Percent critial system* availablility connectivity, paging system). N/A 99.9% 99.9% 99.9% (*800 MHz radio system, fiber optic network, telephone system, network MIS -Percent Satisfied on IT Customer Satisifaction Survey N/A 85% 85% 85% - Percent Completion of E-Help work order projects, including Capital projects, by established completion date (System Analysts)N/A 99% 99% 99% - Percent support calls responded to within established criteria (Micros) N/A 99% 99% 99% - Cost per Call (Micros) N/A $175 $175 $175 - Percent Tier 1 Server and equipment* uptime (Network Analysts) [*As identified in the IT Business Continuity and Recovery Plan]N/A 99.9% 99.9% 99.9% - Percent Virtual Server CPU Utilization Rate (Network Analysts)N/A 40-55% 40-55% 40-55% - Achieve designated Percent per year server environment cost reduction for 5 years - base cost $7,020 (Network Analysts)N/A 5% 5% 5% Mail -Percent Satisfied on IT Customer Satisifaction Survey N/A 85% 85% 85% * Information Technolgy has realigned their performance measures to better reflect the Strategic Plan. The level of customer service, as judged by our customers, should be the overreaching performance measurement for all Department Divisions. The additional performance measures deal primarily with our response time to customer service requests and server\critical system uptimes. The Information Technology department provides services in the following divisions. Administraion / Action center provides a help desk and City- wide technology support. E-Government maintains and updateds the City Internet and Intranet sites. Geographic Informations Services creates and maintains the City's Geographic Information System (GIS). Management Information Servics (MIS) manages all of the computers, networks, operating systems and applications for all City users. 111 FISCAL SERVICES CITY OF COLLEGE STATION CITY MANAGER CHIEF FINANCIAL OFFICER BUDGET & STRATEGIC PLANNING ASST. FINANCE DIRECTOR ASST. FINANCE DIRECTOR UTILITY CUSTOMER SERVICE TREASURER ACCOUNTING ADMINISTRATION PURCHASING MUNICIPAL COURT 112 City of College Station Fiscal Services Department Summary EXPENDITURE BY DIVISION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY08 to FY09 Fiscal Administration 517,076$ 587,139$ 587,139$ 582,795$ 582,795$ -0.74% Accounting 833,360 780,359 780,359 761,811 761,811 -2.38% Purchasing 326,696 335,100 335,100 325,077 325,077 -2.99% Budget and Strategic Planning 353,864 383,162 383,162 387,617 387,617 1.16% Municipal Court* 1,313,001 1,145,278 1,145,278 1,149,041 1,149,041 0.33% DEPARTMENT TOTAL 3,343,997$ 3,231,038$ 3,231,038$ 3,206,341$ 3,206,341$ -0.76% EXPENDITURES BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY08 to FY09 Salaries & Benefits 2,508,045$ 2,420,991$ 2,419,991$ 2,420,369$ 2,420,369$ -0.03% Supplies 62,176 54,006 54,531 51,988 51,988 -3.74% Maintenance 44,547 45,760 45,765 7,344 7,344 -83.95% Purchased Services 716,904 706,689 707,159 726,640 726,640 2.82% Capital Outlay 12,325 3,592 3,592 - - -100.00% DEPARTMENT TOTAL 3,343,997$ 3,231,038$ 3,231,038$ 3,206,341$ 3,206,341$ -0.76% PERSONNEL SUMMARY BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Fiscal Administration 3.50 3.50 3.50 4.50 4.50 28.57% Accounting 11.00 10.00 10.00 9.00 9.00 -10.00% Purchasing 4.00 4.00 4.00 4.00 4.00 0.00% Budget and Strategic Planning 5.00 5.00 5.00 5.00 5.00 0.00% Municipal Court* 21.00 21.75 18.00 18.00 18.00 0.00% DEPARTMENT TOTAL 44.50 44.25 40.50 40.50 40.50 0.00% *2 FTE's from Municipal Court will be paid out of the Court Security Fee Fund beginning in FY09 *1.75 FTE's from Municipal Court will be paid out of the Juvenile Case Manager Fee Fund beginning in FY09 113 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. 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Annual internal survey of satisfaction rate. N/A N/A N/A N/A Efficiency -Percent of all contracts reviewed within 2 working days of receipt. 92% 95% 93% 95% -Percent of reports completed within 20 working days of the 75% 100% 100% 100% end of the period. Output -No. of contracts reviewed annually. 346 375 380 390 -No. of quarterly investment reports.3444 Program Name: Treasury Service Level:Administer cash and debt operations of City through management of cash flows, investments, and payments. Performance Measures FY 08 FY 09 FY09 FY 10 Actual Revised Estimate Approved Effectiveness -Portfolio rate of return as a percentage of similarly weighted average maturity treasury notes. N/A 100% 100% 100% Efficiency -Percent of available cash invested. N/A 99% 99% 99% Output -Annual dollar amount of investment income earned. N/A $3,480,000 $1,500,000 $1,300,000 -Provide monthly investment market-to-market report. 9 12 12 12 114 FISCAL SERVICES ACCOUNTING Description & Budget Explanation: The Accounting Division is responsible for processing, recording, and reporting all financial transactions of the City. Program Name: Accounting Service Level:Provide accurate and timely information to customers. Performance Measures FY 08 FY 09 FY09 FY 10 Actual Revised 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 Efficiency -Percent of month-end transactions recorded by the 10th business day of each month. 95% 95% 99% 95% -Complete and submit CAFR to GFOA by March 31 No (a) Yes Yes Yes -Complete financial statements by January 31 No (a) Yes Yes Yes (a) We were granted a 30 day extension. Service Level:Process and record all financial transactions for the City in an accurate, efficient, and timely manner. Performance Measures:FY 08 FY 09 FY09 FY 10 Actual Revised Estimate Approved Effectiveness -Percent of vendor invoices paid within 30 days of invoice date. 99% 90% 99% 99% -Receive an unqualified audit opinion from external auditors. Yes Yes Yes Yes -Clearing account reconciled by the 15th working day after the period close Yes Yes Yes Yes -Contributed capital properly captured and recorded quarterly No Yes Yes Yes -Capital asset inventory properly updated and maintained Yes Yes Yes Yes -Annual physical inventory N/A Yes No Yes -Intergovernmental reports submitted on time Yes Yes Yes Yes Efficiency -Hours spent keying in other's time sheets 60.00 240.00 240.00 240 -Hours spent stuffing paper pay stubs for direct deposit payroll 60.00 240.00 240.00 240 Output -No. of p-card transactions processed 18,514 18,514 20,000 20,000 -No. of vendor invoices paid with EFT 1526 1526 500 1,500 -No. of A/P paper-check transactions.34,652 34,652 35,000 34,000 -No. of A/P checks.12,206 12,206 -No. of vendor invoices paid.21,916 21,916 22,000 22,000 - No. of Manual Payroll Checks including Gainsharing 1,021 1,021 1,000 1,000 -No. of payroll direct deposit "checks"26,323 26,323 27,000 27,000 -Amounts collected.8,800,044 9,000,000 9,000,000 9,000,000 -No. of credit card/ACH deposits processed 78,000 78,000 85,000 95000 -No. red light camera transactions 7,443 7,443 8,500 14,000 -No. of billing transactions.10,731 10,731 11,000 11000 -No. of cash receipt transactions.22,289 22,289 20,000 20000 -No. of general ledger reconciliations.400 400 450 450 115 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. Program Name: Purchasing Service Level:Acquire quality goods and services in a timely and efficient manner within legal parameters for continued City operations. Performance Measures FY 08 FY 09 FY 09 FY10 Actual Revised Estimate Approved Effectiveness -Satisfaction percentage on annual survey of departments. 85% 90% 90% 90% -Satisfaction percentage on annual vendor survey. 95%N/A1 N/A 95% -Percent of total expenditures done through cooperative purchasing agreements. 5% 8% 8% 10% -Percent of City's purchase transactions processed through field purchase orders and procurement cards. 96% 96% 96% 96% -Percent of City's dollars handled through the purchasing department for commodities and services. 91% 91% 91% 90% -Percent of total dollars utilizing blanket contracts. 21% 25% 23% 25% -Percent of active suppliers accounting for 80% of City expenditures. 3% 4% 4% 4% Efficiency -Average cost per purchase order. $278 $280 $285 $295 Output -Total dollar value of all City purchases. $85,082,290 $85,000,000 $80,000,000 $85,000,000 -No. of cooperative agreements in which the City participates. 14 22 22 24 -No. of FPO’s and procurement card transactions processed by departments. 26,026 32,000 26,500 28,000 -Dollar value of P.O.’s processed by Purchasing staff. $77,676,750 $90,000,000 $80,000,000 $85,000,000 -No. of the following purchasing activities: one-time bids 71 85 85 85 annual bids 29 30 26 30 formal contracts/agreements 310 325 300 300 -Total Number of active suppliers 1,923 2,200 2,000 2,000 1 External Vendor Survey is conducted bi-annually 116 Service Level:Effectively and efficiently manage and dispose of surplus assets to obtain the greatest value for the City. Performance Measures:FY 08 FY 09 FY 09 FY 10 Actual Revised 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.22% 25%22%22% -% of original value of heavy equipment and vehicles recovered through disposal methods.23% 25%21%22% Output -Net amount received after expenses of disposition.$411,946 $275,000 $450,000 $350,000 117 FISCAL SERVICES OFFICE OF BUDGET AND STRATEGIC PLANNING Description & Budget Explanation: Program Name: Budget Preparation, Monitoring and Review Service Level: Prepare, monitor and review all aspects of the annual budget. Performance Measures FY08 FY09 FY09 FY10 Actual Revised Estimate Approved Effectiveness -98% 98% 98% 98% -Yes Yes Yes Yes Output -N/A 27 27 27 -quarterly quarterly quarterly quarterly -11 11 11 11 -N/A 35 35 35 -N/A 4 4 4 -No. of Outside Agency contracts Managed N/A 15 15 15 -No. of Outside Agency reports submitted and reviewed N/A 15 15 15 No. Budget analysis and reports to City Council and Dept. Directors through annual Budget workshops Prepare and distribute operations financial reports to management Prepare & analyze CIP financial reports for distribution to management annually No. of Approved Budget Reports prepared and distributed within 90 day of Council approval The Office of Budget and Strategic Planning is responsible for preparing, monitoring and reviewing the City’s annual budget. The office works to ensure the overall policy goals of the City are reflected in fund allocation and spending. The office facilitates City Strategic Planning efforts, which involves working with City Council and departments to actively plan for future growth. Ongoing organizational reviews are also conducted to strive towards continuous improvement of city processes. Prepare & analyze 5 year revenue & expenditure forecasts monthly Percent of operating expenditures to budget for Budget Annual budget document meets requirements for GFOA reporting excellence? 118 FISCAL SERVICES MUNICIPAL COURT Description & Budget Explanation: 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Input -29,017 30,000 27,000 27,000 Effectiveness - 80%80%80%80% - 80%80%80%80% Output -31,950 30,000 26,000 26,000 Program Name: Court Collections Service Level:Provide quick and efficient collection of funds from citations issued by public safety officials. Performance Measures:FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness -46%47%48%48% Efficiency -$2,543,683 $2,700,000 $2,700,000 $2,700,000 -$3,031,990 $3,100,000 $3,100,000 $3,100,000 -$197 $175 $175 $175 Output -$5,575,673 $5,800,000 $5,368,016 $5,368,016 Municipal Court provides a competent court system with quality service through the utilization of effective and efficient operating procedures. Total Number of Citations Issued No. of cases disposed. Percent of citizen survey respondents rating Court personnel as somewhat or very Percent of citizens survey respondents rating Court personnel as somewhat or very Percent of payments collected by Court Collection Staff Amount collected by Court Collections Staff Amount collected by walkins Amount collected per citation Total Amount Collected 119 Program Name: Hearing Process Service Level:Maintain effective and efficient court procedures in order to earn a high level of public confidence. Performance Measures:FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness -Percent of case paperwork prepared with notification to all parties ready at least 3 weeks prior to trial.98%98%98%98% Output -1,766 1,800 1,800 1,800 -342 400 400 400 -521 500 250 250 No. of contested cases set. No. of summons issued. No. of subpoenas issued. 120 GENERAL GOVERNMENT CITY OF COLLEGE STATION CITY COUNCIL CITY MANAGER ASSISTANT CITY MANAGER ECONOMIC & COMMUNITY DEVELOPMENT ASSISTANT CITY MANAGER HUMAN RESOURCES PUBLIC COMMUNICATIONS & MARKETING CITY SECRETARY LEGALINTERNAL AUDITOR 121 City of College Station General Government Department Summary EXPENDITURE BY DIVISION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Mayor & Council 71,379$ 92,259$ 92,259$ 80,395$ 80,395$ -12.86% City Secretary’s Office 411,052 438,406 438,406 364,654 399,654 -8.84% Internal Auditor 127,058 119,266 119,266 118,547 118,547 -0.60% City Manager’s Office 757,164 830,712 830,712 792,705 792,705 -4.58% Legal 934,508 960,227 960,227 1,021,575 1,021,575 6.39% Economic Development 416,335 562,080 562,080 566,082 566,082 0.71% Community Programs* 104,178 105,825 105,825 - - -100.00% Public Communications ** 804,344 659,782 659,782 625,005 625,005 -5.27% Human Resources *** 805,044 696,128 696,128 602,063 602,063 -13.51% DEPARTMENT TOTAL 4,431,062$ 4,464,685$ 4,464,685$ 4,171,026$ 4,206,026$ -5.79% EXPENDITURES BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 3,355,486$ 3,438,623$ 3,438,623$ 3,470,578$ 3,470,578$ 0.93% Supplies 263,982 217,917 217,916 195,016 195,016 -10.51% Maintenance 112,761 56,339 56,340 4,963 4,963 -91.19% Purchased Services 598,205 719,281 719,281 500,469 535,469 -25.55% Capital Outlay 100,628 32,525 32,525 - - -100.00% DEPARTMENT TOTAL 4,431,062$ 4,464,685$ 4,464,685$ 4,171,026$ 4,206,026$ -5.79% PERSONNEL SUMMARY BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Mayor & Council - - - - - N/A City Secretary’s Office 5.00 5.00 5.00 5.00 5.00 0.00% Internal Auditor - 1.00 1.00 1.00 1.00 0.00% City Manager’s Office 6.50 5.50 5.50 5.50 5.50 0.00% Legal 9.00 10.00 10.00 10.00 10.00 0.00% Economic Development 2.00 5.50 7.00 7.00 7.00 0.00% Community Programs* - 1.00 1.00 - - -100.00% Public Communications ** 3.00 6.00 4.50 5.50 5.50 22.22% Human Resources *** 10.00 10.00 6.00 6.00 6.00 0.00% Community Development 6.50 - - - - N/A DEPARTMENT TOTAL 42.00 44.00 40.00 40.00 40.00 0.00% * The Community Programs division merged with Public Communications in FY10. ** Neighborhood Services moved to P&DS and Historic Programs moved to Parks from Public Communications beginning in FY09. *** Risk Management moved from HR to the Worker's Comp & Property Casualty funds in FY09 *** The Benefits Coordinator position moved from HR to the Employee Benefits fund for FY09 122 GENERAL GOVERNMENT CITY SECRETARY Description & Budget Explanation: Program Name: Council Services Service Level:Provide coordination and timely administrative support to the Council and Mayor. Performance Measures FY08 FY09 FY09 FY10 Actual Revised Estimate Approved Efficiency -No. of City-Wide Committee agendas 387 250 291 290 -No. of Council public activities 206 278 177 210 -No. of Mayor appointments & presentati resentations 194 288 450 470 -No. of Council minutes prepared 44 49 40 45 Program Name: Public Records and Information Service Level:To maintain and provide public information in an efficient manner. Performance Measures: FY08 FY09 FY09 FY10 Actual Revised Estimate Approved Efficiency -No. of birth and death records reported to State Health Dept. 1,917 1,505 1,550 1,950 -No. of birth certificate request processed 889 772 700 850 -No. of death certificate request processed. 2,431 2,148 1,998 2,300 -Median No. of days for open records request to be completed. 6 6 6 6 -No. of open records request received.155 137 110 120 -No. of Legal Notices Published 85 73 67 71 The City Secretary Department provides services to the citizens of College Station and administrative support to the City Council in fulfilling its duties and responsibilities. 123 GENERAL GOVERNMENT AUDITOR Description & Budget Explanation: Program Name: Internal Auditor Service Level: Performance Measures: FY08 FY09 FY09 FY10 Actual Revised Estimate Approved Effectiveness - National Knighton Audit Award N/A Yes No Yes - Receive the CFE Designation N/A Yes Yes Yes Each fiscal year, the City Internal Auditor prepares an audit plan to serve as a guide to allocate scarce audit resources to areas that will most benefit the City of College Station. The City Internal Auditor executes the audit plan under the direction of the City Audit Committee and reports audit findings and recommendations to the City Council. The City Internal Auditor is responsible for conducting audits of all departments, offices, boards, activities, and agencies of the city to independently determine if; indications of fraud, abuse, or illegal acts are present; management has established adequate internal controls to safeguard city assets; and city resources and public funds are utilized economically, efficiently, and effectively. The Internal Auditor also determines if financial and other reports are being provided that disclose fairly, accurately, and fully all information that is required by law. 124 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. Program Name: Administration Service Level:Facilitate communication between the Council, citizens, and staff on City related matters. Performance Measures:FY08 FY09 FY09 FY10 Actual Revised Estimate Approved Effectiveness -Overall satisfaction with City services on Citizen Survey.N/A 95%N/A N/A -Maintenance of City of College Station bond rating.Aa1/AA Aa1/AA- Aa1/AA Aa1/AA Output -No. of meetings w/CSISD.2 4 3 4 -No. of meetings with City of Bryan/Brazos Co.12 24 12 12 -No. Of meetings with Chamber of Commerce/Econ Development Corp.12 12 12 12 -No. of Council Updates written.61 45 45 45 -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. 125 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. 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. 126 GENERAL GOVERNMENT PUBLIC COMMUNICATIONS Description & Budget Explanation: Program Name: Public Communications Service Level: Provide timely & accurate city information to residents, media & general public through a variety of methods. Performance Measures FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness Internal survey of city depts. N/A Yes Yes Yes External survey of media, residents N/A Yes Yes Yes Industry survey of benchmark cities, overall pr profession N/A Yes Yes Yes Local, state & national awards N/A Yes Yes Yes Efficiency Department operates within Approved budget Yes Yes Yes Yes Department evaluates tools (web analytics, e-news subscribers, etc.) Yes Yes Yes Yes Output New releases distributed as needed Yes Yes Yes Yes Write speeches, editorials, industry-publ. articles Yes Yes Yes Yes Manage regularly scheduled radio-TV interviews Yes Yes Yes Yes Coordinate media relations, press inquiries Yes Yes Yes Yes Update website as needed (content, imagery, links, video stream, e-alerts) Yes Yes Yes Yes Coordinate annual citizens academy Yes Yes Yes Yes Assist city depts. with marketing/PR/gfx of events/programs/services Yes Yes Yes Yes Publish weekly e-newsletter Yes Yes Yes Yes Photograph events/presentations Yes Yes Yes Yes Publish monthly resident newsletter Yes Yes Yes Yes Publish annual citizens guide Yes Yes Yes Yes Produce TV19 news programs Yes Yes Yes Yes Cover public meetings for TV19 Yes Yes Yes Yes Update TV19 community bulletin board Yes Yes Yes Yes Coordinate use of social media (FB, Twitter, YouTube) N/A Yes Yes Yes Manage city advertising (COC, airport, etc.) Yes Yes Yes Yes Update news hotline & LPAM radio station N/A Yes Yes Yes The Public Communications Department is responsible for the city's website, TV19, marketing, media relations and all external communications. 127 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, including all obligations of the city, for a home rule city, such as College Station, at $2.50 per $100 valuation. The FY09 tax rate to finance general governmental services, including debt service is 43.94 cents per $100 of 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 issued by the City of College Station has earned ratings* from Moody’s and Standard & Poor’s as shown to the right. Revenues in the Debt Service Fund are anticipated to decrease in FY10 by 14.91% from the FY09 revised budget. This primarily reflects a change in the method by which the CO debt for the utilities is paid. The CO portion of the utility debt was previously paid out of the debt service fund and funds for this debt were transferred into the debt service fund from the utility funds to offset the payment. In FY10, the utility portion of the debt will be paid directly out of the utility funds; therefore, a transfer into the debt service fund is not included in the debt service fund budget. The proposed FY10 debt service portion of the tax rate is 22.9433 cents per $100 of valuation. Total revenues projected to pay on the City’s existing debt in FY10 are $12,677,643. Total expenditures out of the Debt service fund are estimated to be $12,222,459. Of that total, expenditures on General Obligation Bonds are proposed at $6,647,932 and Certificates of Obligation at $5,554,527. An additional $20,000 is included for agent fees associated with issuing debt. In November 2003, the citizens of College Station approved $38,405,000 in future General Obligation Bond (GOB) authorization for streets, traffic, police and fire station projects, the City Center project, and parks projects including the second phase of Veterans Park. A small amount of the 03 GOB debt remains to be issued. In November of 2008, voters approved $76,950,000 in future GOB authorization for streets, traffic, fire station projects, the Library expansion project, and parks and recreation projects including an addition at the Lincoln Center and the Lick Creek Park Nature Center. In FY09, $3,335,000 in General Obligation debt was issued. In FY10, it is projected that $16,440,500 in General Obligation Bonds will be issued. These funds are proposed be used as follows: $9,472,500 for Street and Transportation projects $100,000 for Traffic Signals projects $100,000 for Sidewalk Improvement projects $1,586,000 for Parks and Recreation projects $250,000 for City Hall facility improvements $4,000,000 for Fire Station #6 $932,000 for the Library Expansion It is also anticipated that the City will issue $425,000 in Certificates of Obligation for General Government Capital projects. This debt is expected to be used for technology projects. The FY10 estimated ending fund balance is anticipated to increase 11% when compared to the FY09 estimated ending fund balance. While ad valorem tax revenues are anticipated to be lower than the FY09 estimate, investment earnings and transfers Bond Type Standard & Poor's Moody's General Obligation AA+ Aa3 Utility Revenue A+A1 Certificates of Obligation AA Aa3 128 in are anticipated to be slightly higher than the FY09 estimates. In addition, expenditures are anticipated to be lower in FY10 than in FY09, primarily because the Parking Garage debt payment will be paid out of the Parking Garage Fund in FY10, rather than being paid out of the Debt Service Fund as it was in FY09. Each year an analysis is done to determine what resources are needed and if refunding and call options are available and in the best interest of the City. Based on the most recent analysis, refunding will likely be recommended in FY10. The following section contains a schedule of requirements and a summary of requirements for all General Obligation Bonds and Certificates of Obligation. The detailed information for each individual GOB and CO is found in Appendix H. The schedule of requirements and the individual detailed information for all Utility Revenue Bonds are also found in Appendix H. * The ratings are standard ratings of Moody’s and S&P. The highest rating available on S&P is AAA and the lowest “investment grade” debt issue is BBB. In contrast, Moody’s highest rating is Aaa and the lowest “investment grading" is Bbb. 129 City of College Station Debt Service Fund Summary 11/18/09 4:58 PM FY09 FY09 FY10 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Approved Budget from Actual Budget Estimate Base Budget SLAs Budget FY09 to FY10 Beginning Fund Balance 3,466,058$ 3,817,694$ 3,817,694$ 4,062,470$ -$ 4,062,470$ REVENUES Ad Valorem Taxes 11,012,440$ 12,285,432$ 12,285,432$ 12,284,028$ -$ 12,284,028$ -0.01% Investment Earnings 350,744 200,000 100,000 170,000 - 170,000 -15.00% Other - - - - - - N/A Transfers 1,422,163 2,414,345 180,350 223,615 - 223,615 -90.74% Total Revenues 12,785,347$ 14,899,777$ 12,565,782$ 12,677,643$ -$ 12,677,643$ -14.91% Total Funds Available 16,251,405$ 18,717,471$ 16,383,476$ 16,740,113$ -$ 16,740,113$ -10.56% EXPENDITURES & TRANSFERS General Obligation Bonds 6,898,413$ 7,490,790$ 7,490,790$ 6,647,932$ -$ 6,647,932$ -11.25% Certificates of Obligation 5,524,077 6,953,685 4,544,668 5,554,527 - 5,554,527 -20.12% Agent Fees, Other Costs 11,221 20,000 - 20,000 - 20,000 0.00% Transfer Out - - 285,548 - - - N/A Advance Refunding - - - - - - N/A Total Operating Expenses/Transfers 12,433,711$ 14,464,475$ 12,321,006$ 12,222,459$ -$ 12,222,459$ -15.50% Increase in Fund Balance 351,636$ 435,302$ 244,776$ 455,184$ -$ 455,184$ Ending Fund Balance 3,817,694$ 4,252,996$ 4,062,470$ 4,517,654$ -$ 4,517,654$ Debt Service Fund Sources Debt Service Fund Uses Ad Valorem Taxes 97% Investment Earnings 1% Other 0%Transfers 2% Debt Service Fund ‐Sources General Obligation Bonds 54.39% Certificates of Obligation 45.45% Agent Fees, Other Costs 0.16% Debt Service Fund ‐Uses 130 Issue Principal Interest Total G.O.B. Series 1998 360,000 26,980 386,980 G.O.B. Series 1999 365,000 149,461 514,461 G.O.B. Series 2000 420,000 33,955 453,955 G.O.B. Series 2001 180,000 79,885 259,885 G.O.B. Series 2002 270,000 208,346 478,346 G.O.B. Series 2003 210,000 135,450 345,450 G.O.B. Series 2004 1,125,000 387,108 1,512,108 G.O.B. Series 2005 185,000 193,500 378,500 G.O.B. Series 2006 225,000 284,734 509,734 G.O.B Series 2006 Refunding 310,000 436,650 746,650 G.O.B. Series 2007 90,000 123,481 213,481 G.O.B. Series 2008 265,000 351,694 616,694 G.O.B. Series 2009 95,000 136,687 231,687 TOTAL 4,100,000$ 2,547,932$ 6,647,932$ DEBT SERVICE FY 2009‐2010 ALL SERIES GENERAL OBLIGATION BONDS SUMMARY OF REQUIREMENTS 131 FISCAL YEAR PRINCIPAL INTEREST TOTAL DUE EACH YEAR PRINCIPAL OUTSTANDING AS OF OCTOBER 1 FY 10 4,100,000 2,547,932 6,647,932 59,145,000 FY 11 4,430,000 2,340,411 6,770,411 55,045,000 FY 12 4,590,000 2,131,025 6,721,025 50,615,000 FY 13 4,525,000 1,931,352 6,456,352 46,025,000 FY 14 4,360,000 1,735,033 6,095,033 41,500,000 FY 15 4,345,000 1,541,905 5,886,905 37,140,000 FY 16 4,180,000 1,353,909 5,533,909 32,795,000 FY 17 4,395,000 1,165,799 5,560,799 28,615,000 FY 18 3,265,000 1,004,079 4,269,079 24,220,000 FY 19 2,525,000 881,193 3,406,193 20,955,000 FY 20 2,650,000 768,168 3,418,168 18,430,000 FY 21 2,790,000 647,798 3,437,798 15,780,000 FY 22 2,435,000 532,409 2,967,409 12,990,000 FY 23 2,565,000 422,306 2,987,306 10,555,000 FY 24 2,310,000 312,679 2,622,679 7,990,000 ALL SERIES GENERAL OBLIGATION BONDS SCHEDULE OF REQUIREMENTS DEBT SERVICE ,,,,,,, FY 25 1,900,000 216,486 2,116,486 5,680,000 FY 26 1,560,000 137,528 1,697,528 3,780,000 FY 27 1,065,000 77,649 1,142,649 2,220,000 FY 28 895,000 32,818 927,818 1,155,000 FY 29 260,000 6,045 266,045 260,000 0 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 FY 10FY 12FY 14FY 16FY 18FY 20FY 22FY 24FY 26FY 28G.O.B. PRINCIPAL & INTEREST PRINCIPAL INTEREST 132 DEBT SERVICE SUMMARY OF REQUIREMENTS CERTIFICATES OF OBLIGATION ALL SERIES FY 2009‐2010 ISSUE - PRINCIPAL GENERAL DEBT ASSOCIATED EQUIP REPL ASSOCIATED PARKING ENTERPRISE ASSOCIATED ELECTRIC FUND ASSOCIATED WATER FUND ASSOCIATED WASTE WATER FUND ASSOCIATED NEW MUNICIPAL CEMETERY ASSOCIATED CONVENTION CENTER ASSOCIATED BVSWMA ASSOCIATED TOTAL C.O. Series 2000 165,000 - - - - - - - - 165,000 C.O. Series 2000 A - - 310,000 - - - - - - 310,000 C.O. Series 2001 75,000 - - - - - - - - 75,000 C.O. Series 2002 540,000 - - - - - - - - 540,000 C.O. Series 2003A 35,000 - - - - - - - - 35,000 C.O. Series 2004 - - - 200,275 - 169,725 - - - 370,000 C.O. Series 2005 215,000 260,000 - - - - 60,000 - - 535,000 C.O. Series 2006 220,000 - - - - - 90,000 - - 310,000 C.O. Series 2007 75,000 - - - - - 20,000 - - 95,000 C.O. Series 2008 105,000 - - 210,000 215,000 70,000 210,000 - - 810,000 C.O. Series 2009 1,775,000 - - 200,000 215,000 - 10,000 95,000 355,000 2,650,000 TOTAL PRINCIPAL 3,205,000$ 260,000$ 310,000$ 610,275$ 430,000$ 239,725$ 390,000$ 95,000$ 355,000$ 5,895,000$ ISSUE - INTEREST C.O. Series 2000 4,228 - - - - - - - - 4,228 C.O. Series 2000 A - - 231,070 - - - - - - 231,070 C.O. Series 2001 51,673 - - - - - - - - 51,673 C.O. Series 2002 367,263 - - - - - - - - 367,263 C.O. Series 2003A 22,945 - - - - - - - - 22,945 C.O. Series 2004 - - - 174,599 - 147,965 - - - 322,564 C.O. Series 2005 118,699 3,900 - - - - 13,176 - - 135,775 C.O. Series 2006 275,726 - - - - - 33,987 - - 309,713 C.O. Series 2007 97,893 - - - - - 26,976 - - 124,869 C.O. Series 2008 106,049 - - 272,851 280,916 89,504 274,738 - - 1,024,058 C. O. Series 2009 57,015 - - 276,436 297,399 - 21,647 128,615 402,255 1,183,366 TOTAL INTEREST 1,101,489$ 3,900$ 231,070$ 723,886$ 578,315$ 237,469$ 370,523$ 128,615$ 402,255$ 3,777,522$ TOTAL PAYMENT 4,306,489$ *263,900$ *541,070$ 1,334,161$ 1,008,315$ 477,194$ 760,523$ *223,615$ **757,255$ 9,672,522$ *This portion of the CO debt will be paid put of the debt service fund. The remaining CO debt will be paid directly out of the fund with which the debt is associated. **Convention Center associated debt will be paid out of the Debt Service Fund, but funds for the debt service payment will be transferred into the Debt Service Fund from the Convention Center Fund. 133 FISCAL YEAR PRINCIPAL INTEREST TOTAL DUE ANNUALLY PRINCIPAL OUTSTANDING AS OF OCTOBER 1 FY 10 5,895,000 3,777,521 9,672,522 90,860,000 FY 11 4,065,000 3,556,783 7,621,783 84,965,000 FY 12 4,270,000 3,397,298 7,667,298 80,900,000 FY 13 4,495,000 3,230,167 7,725,167 76,630,000 FY 14 4,715,000 3,052,543 7,767,543 72,135,000 FY 15 4,975,000 2,860,716 7,835,716 67,420,000 FY 16 5,110,000 2,652,428 7,762,428 62,445,000 FY 17 4,775,000 2,438,394 7,213,394 57,335,000 FY 18 5,025,000 2,224,866 7,249,866 52,560,000 FY 19 5,305,000 2,001,341 7,306,341 47,535,000 FY 20 5,570,000 1,760,423 7,330,423 42,230,000 FY 21 4,190,000 1,547,288 5,737,288 36,660,000 FY 22 4,405,000 1,364,988 5,769,988 32,470,000 FY 23 4,630,000 1,170,558 5,800,558 28,065,000 FY 24 4,810,000 963,126 5,773,126 23,435,000 FY 25 4,360,000 752,916 5,112,916 18,625,000 FY 26 4 295 000 552 591 4 847 591 14 265 000 ALL SERIES CERTIFICATES OF OBLIGATION SCHEDULE OF REQUIREMENTS DEBT SERVICE FY 26 4,295,000 552,591 4,847,591 14,265,000 FY 27 3,960,000 365,122 4,325,122 9,970,000 FY 28 3,920,000 185,549 4,105,549 6,010,000 FY 29 2,090,000 48,070 2,138,070 2,090,000 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 FY 10FY 12FY 14FY 16FY 18FY 20FY 22FY 24FY 26FY 28C.O. PRINCIPAL & INTEREST PRINCIPAL INTEREST 134 Economic Development Fund The Economic Development 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 in the Appendix. Revenues for the Economic Development Fund are collected from the General Fund, Water, Wastewater, Sanitation, and the Business Park Funds. The FY10 total transfers in to the fund total $610,000. Investment earnings of approximately $20,000 are anticipated in FY10 and $50,000 in funding from the College Station Medical Center is anticipated for a Medical Corridor Study. The Economic Development Fund 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 operations. $655,000 is available in the FY10 Approved Budget for cash assistance. As indicated in the table to the right, $50,000 is included for Research Valley Partnership (RVP) marketing. In addition, expenditures of $250,000 will be used for Research Valley Partnership Texas A&M Institute for Pre-Clinical Studies, $300,000 will be available for Northgate Radakor, and $55,000 will be available for other economic development prospects. If uncommitted at year-end, these funds will contribute to the fund balance carried over from year to year. This flexibility allows the City to recruit new and existing business, and ensures that College Station has a diverse and vibrant economy. Additionally, there is one Approved SLA in the Economic Development Fund totaling $300,000. This SLA will provide the resources to contract with an outside consultant for the assessment, planning, and design of a Medical Corridor District in the area of the College Station Medical Center and the intersection of State Highway 6 and Rock Prairie Road. This SLA will be funded by $250,000 of City of College Station Economic Development funds and $50,000 in funding from the College Station Medical Center. Total budgeted expenditures for FY10 are $967,000. Organization FY09 Year End Est FY10 Budget RVP Marketing 50,000 50,000 RVP TIPS 250,000 250,000 Northgate Radakor 206,100 300,000 Other 45,000 55,000 Total $551,100 $655,000 Economic Development Cash Assistance 135 City of College Station Economic Development Fund Fund Summary 11/19/2009 11:42 FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY08 to FY09 BEGINNING BALANCE 1,325,911$ 896,874$ 896,874$ 825,276$ 825,276$ REVENUES Operating transfers General Fund 715,000$ 315,000$ 315,000$ 315,000$ 315,000$ 0.00% Water Fund 12,500 12,500 12,500 12,500 12,500 0.00% Wastewater Fund 20,000 20,000 20,000 20,000 20,000 0.00% Sanitation Fund 12,500 12,500 12,500 12,500 12,500 0.00% Business Park Fund 500,000 250,000 250,000 250,000 250,000 0.00% Investment Earnings 62,810 20,000 24,000 20,000 20,000 0.00% Other Revenues - - - - 50,000 N/A Total Revenues 1,322,810$ 630,000$ 634,000$ 630,000$ 680,000$ 7.94% Total Funds Available 2,648,721$ 1,526,874$ 1,530,874$ 1,455,276$ 1,505,276$ -1.41% EXPENDITURES & TRANSFERS Cash Assistance 418,851$ 842,127$ 551,100$ 655,000$ 655,000$ -22.22% Other 1,332,998 154,498 154,498 12,000 312,000 101.94% Total Operating Expenses & Xfers 1,751,849 996,625 705,598$ 667,000$ 967,000$ -2.97% Increase/Decrease in Fund Balance (429,039)$ (366,625)$ (71,598)$ (37,000)$ (287,000)$ -21.72% GAAP Adjustment 2 Ending Fund Balance 896,874$ 530,249$ 825,276$ 788,276$ 538,276$ General Fund 52% Water Fund 2% Wastewater Fund 3% Sanitation Fund 2% Business Park Fund 41% Economic Development Fund ‐Sources Cash Assistance 68% Other 32% Economic Development Fund ‐Uses 136 City of College Station Parks Xtra Education Fund Summary FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 Beginning Fund Balance 33,129$ 16,328$ 16,328$ 1,642$ 1,642$ REVENUES Xtra Education Revenues 85,803$ 94,759$ 88,303$ 94,759$ 94,759$ 0.00% Investment Earnings 835 824 500 100 100 -87.86% Other (20) - - - - 0.00% Total Revenues 86,618$ 95,583$ 88,803$ 94,859$ 94,859$ -0.76% Total Funds Available 119,747 111,911$ 105,131$ 96,501$ 96,501$ -13.77% EXPENDITURES Xtra Education Programs 98,801$ 96,474$ 93,208$ 96,474$ 96,474$ 0.00% Pay Plan Contingency - - - - 372 N/A General & Administrative Transfer 4,619 10,281 10,281 15,661$ 15,661 52.33% Total Expenditures 103,420$ 106,755$ 103,489$ 112,135$ 112,507$ 5.39% Increase/Decrease in Fund Balance (16,802)$ (11,172)$ (14,686)$ (17,276)$ (17,648)$ Measurement Focus Adjustment 1$ Ending Fund Balance 16,328$ 5,156$ 1,642$ (15,634)$ (16,006)$ dgudaace 6,3 8$5, 56$,6$(5,63)$( 6,006)$ Established in FY96, 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 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 in the Appendix. Registration fees provide the primary funding for the Parks Xtra Education Fund. Revenues are projected to be $94,859 in FY10. Expenditures for FY10 are approved in the amount of $112,507. These funds include $96,474 to cover the cost of instructors, supplies, equipment, and various other program-related expenses. $372 is included for an approved pay plan contingency. The remaining $15,661 is allocated for general and administrative transfer related to expenses incurred by the program. Xtra Education Revenues 99.89% Investment Earnings 0.11% Parks Xtra Education Fund ‐Sources Xtra Education Programs 85.75% Pay Plan Contingency 0.33% G&A Transfer 13.92% Parks Xtra Education Fund ‐Uses 137 City of College Station Parks Xtra Education Fund Operations & Maintenance Summary EXPENDITURE BY ACTIVITY Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DEPARTMENT FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Parks Xtra Education 98,801$ 96,474$ 95,217$ 96,474$ 96,474$ 0.00% FUND TOTAL 98,801$ 96,474$ 95,217$ 96,474$ 96,474$ 0.00% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 8,907$ 10,835$ 9,127$ 10,835$ 10,835$ 0.00% Supplies 9,916 14,080 9,669 14,080 14,080 0.00% Maintenance - - - - - N/A Purchased Services 79,978 71,559 76,421 71,559 71,559 0.00% Capital Outlay - - - - - N/A FUND TOTAL 98,801$ 96,474$ 95,217$ 96,474$ 96,474$ 0.00% PERSONNEL SUMMARY BY ACTIVITY Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DEPARTMENT FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Parks Xtra Education - - - - - 0.00% FUND TOTAL - - - - - 0.00% 138 City of College Station Efficiency Time Payment Fee Fund Summary 11/19/2009 10:48 FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 Beginning Fund Balance 39,720$ 36,165$ 36,165$ 34,658$ 34,658$ REVENUES Efficiency Time Payment Fees 8,540$ 9,000$ 7,000$ 7,000$ 7,000$ -22.22% Interest Earnings 1,490 1,300 1,193 346 346 -73.38% Total Revenues 10,030$ 10,300$ 8,193$ 7,346$ 7,346$ -28.68% Total Funds Available 49,750$ 46,465$ 44,358$ 42,004$ 42,004$ EXPENDITURES Operating Expenditures 5,385$ -$ -$ -$ -$ N/A General & Administrative Transfer 8,200 9,700 9,700 9,685 9,685 -0.15% Total Expenditures 13,585$ 9,700$ 9,700$ 9,685$ 9,685$ -0.15% Increase (Decrease) in Fund Balance (3,555)$ 600$ (1,507)$ (2,339)$ (2,339)$ Ending Fund Balance 36,165$ 36,765$ 34,658$ 32,319$ 32,319$ Efficiency Time Payment Fees 95% Interest Earnings 5% Efficiency Time Payment Fund ‐Sources G&A Transfer 100% Efficiency Time Payment Fund ‐Uses The Efficiency Time Payment Fee can be used for the purpose of improving the efficiency of the administration of justice in College Station. Anticipated revenues in FY10 total $7,346. The only expenditures budgeted are for the general and administrative transfer in the amount of $9,685. 139 DRAFT ######## 11/19/09 7:24 AM FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget From Actual Budget Estimate Base Budget Budget FY08 to FY09 REVENUES Lot Sales 299,150$ 1,173,740$ 280,354$ 344,950$ 344,950$ (70.61%) Investment Earnings 1,923 - 7,500 8,000 8,000 N/A Other - - - - - N/A Total Revenues 301,073$ 1,173,740$ 287,854$ 352,950$ 352,950$ (69.93%) EXPENDITURES Operations and Maintenance -$ -$ -$ -$ -$ N/A General & Administrative Transfers 9,800 - - - - N/A Advertising 23,171 51,829 51,829 - - (100.00%) Capital Outlay - 640,000 - - - (100.00%) Transfers / Debt Service - 110,526 - - - (100.00%) Total Expenditures 32,971$ 802,355$ 51,829$ -$ -$ (100.00%) Increase/Decrease in Fund Balance 268,102$ 371,385$ 236,025$ 352,950$ 352,950 Beginning Fund Balance 480$ 268,582$ 268,582$ 504,607$ 504,607$ Ending Fund Balance 268,582$ 639,967$ 504,607$ 857,557$ 857,557$ City of College Station Memorial Cemetery Fund Fund Summary 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. The Memorial Cemetery Fund accounts for two thirds of the sales of cemetery lots and other revenues that are accrued through the new Memorial Cemetery, which includes the Aggie Field of Honor. For FY10, estimated revenue earnings are included at $352,950. Revenues are anticipated from the sale of lots at the new site, as well as from investment earnings. The FY10 estimated ending fund balance is anticipated to increase 70% when compared to the FY09 estimated ending fund balance. This is a result of additional anticipated lot sales. In addition, no expenditures are budgeted for FY10 in this fund. Lot Sales 98% Investment Earnings 2% Memorial Cemetery Fund ‐Sources 140 Governmental Capital Improvement Project Budgets On an annual basis, the City of College Station prepares a five-year Capital Improvements Program (CIP). The CIP is presented for City Council review as part of the annual budget process. The program consolidates all anticipated capital needs for which funding authorization exists. The program is divided into several sections depending on the services provided and the funding source. Two categories of capital expenditures are defined by the City. The first category of capital expenditure is for major capital projects. Major capital projects are projects that cost more than $50,000 and provide a fixed asset or equipment that has a useful life of three years or more. The second category of capital expenditure is for minor capital projects. Minor capital projects are projects that cost more than $5,000 and less than $50,000 and provide a fixed asset or equipment that has a useful life of three years or more. The City only has legal authority to issue General Obligation (GO) debt after a successful citizen referendum. 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 most recent General Obligation bond election was held in November of 2008. Voters approved $76,950,000 in General Obligation Bond (GOB) authorization to be issued over 7-years for streets, traffic, and fire station projects, the Library expansion project, and parks projects including an addition at the Lincoln Center and the Lick Creek Park Nature Center. In November 2003, the citizens of College Station approved $38,405,000 in GOB authorization for street, traffic, police and fire station projects, the City Center project, and parks projects including the second phase of Veterans Park. A small amount of the 03 GOB debt remains to be issued. In FY09, the City issued $3,335,000 in GOB debt for various General Government capital projects. Of this, $1,050,000 was issued for street, traffic and sidewalk projects. This included $455,000 for traffic signal and safety improvement projects. An additional $100,000 was issued for oversize participation projects. These funds will be used toward building increased capacity into the streets that are being constructed by developers. $100,000 will be used for various sidewalk improvements throughout the City. $270,000 was issued for the design of the Victoria Avenue extension and $125,000 was issued for the design of the hike and bike trail completion. In addition, $1,535,000 was issued for Park projects. This included $200,000 for the skate park design, $515,000 for the construction of the Creek View neighborhood park, $500,000 for the purchase of land for neighborhood parks and $320,000 for improvements to various neighborhood parks throughout the City. Finally, $750,000 in GOB debt was issued for the design of Fire Station #6. This fire station will serve the busy University Drive corridor. The FY10 Approved Budget includes the projected issuance of $16,440,500 in GO’s. Included is $9,672,500 for street, sidewalk, traffic and transportation projects. This includes $1,080,000 for street oversize participation projects. These funds will be used toward building increased capacity into the streets that are being constructed by developers. An additional $100,000 has been included for sidewalk improvements throughout the City and $100,000 is included for new traffic signal projects. $5,707,500 is projected for the phase II construction of Barron Road from Decatur Drive to William D. Fitch Parkway. An additional $1,700,000 is projected to be used toward the construction of Victoria Avenue extension. Victoria Avenue will be extended from Southern Plantation Drive and will be connected with William D. Fitch Parkway (SH40). $370,000 is projected for the design of the Penberthy extension. This project will extend Penberthy Boulevard from the Luther Street / Jones Butler intersection across A&M property to the George Bush Drive / Penberthy Boulevard intersection. $500,000 is included to be issued for land acquisition and construction related to the hike and bike trail completion. Funds will be used to construct the Bee Creek West/South project which has been identified by the Hike and Bike Task Force. Finally, $115,000 is estimated to be issued for the purchase of right-of-way along Rock Prairie Road West to provide for future widening. FY10 GOB debt in the amount of $1,586,000 is projected for Parks projects. This includes $720,000 for the construction of a skate park. An additional $500,000 is included for the purchase of land for neighborhood parks. $270,000 is estimated to be issued for improvements to various neighborhood parks throughout the City. The proposed improvements include a walking loop at Anderson Park and a running surface at Brothers Pond Park. Additionally, $96,000 is included for the design of improvements at Beachy Central Park. These include a new concession complex and restroom building. 141 Facility projects for which debt is projected to be issued in FY10 include Fire Station #6 in the amount of $4,000,000. This fire station will serve the University Drive corridor. Debt for the design and construction of the station is scheduled to be issued over three fiscal years. $250,000 is scheduled to be issued for design of City Hall facility improvements. Finally, $932,000 is projected to be issued for the design of the library expansion. Construction is expected to occur in FY11 and FY12. The City has statutory authority, and City Council policy allows for the use of non-voter authorized debt instruments such as certificates of obligation and contract obligations (generally referred to as CO's). City Council policy allows the City to use such instruments for capital items such as the following: • The purchase and replacement of major computer systems and other technology-based items that have useful lives of not more than ten years. • The purchase and replacement of major equipment items such as fire fighting equipment. The City has, however, developed policies and procedures to provide almost all of this equipment without issuing debt. • The purchase of land and development of land for economic development uses. In FY09, the City issued $31,315,000 in CO debt. Included was $3,250,000 for a variety of General Government Capital projects. $540,000 was included for construction costs related to completion of the new City cemetery. The cemetery was completed in FY09. Funds in the amount of $70,000 were issued for the purchase of a new scheduling system for the Police Department. $2,490,000 was included for the replacement of the City’s 800 MHz radio system. The current total budget for this project is $4,885,000. The additional funds for the project came from funds set aside in the Equipment Replacement Fund for the replacement of the radio system. In addition, $150,000 was issued for a Fiber Optic Infrastructure project. This project will support the installation of fiber optic cable to continue expansion of the city's network to new buildings and facilities, and to permit the connection of existing facilities that are not currently on the network. CO debt was also issued for the Convention Center project. A total of $3,200,000 was issued for this project. $2,600,000 was for a portion of the land cost of this project. The additional cost of the land was paid for with Hotel Tax funds. Additionally, $600,000 was issued for the design of the Convention Center project. In addition to the CO debt issued for General Government projects, $10,240,000 in CO debt was issued for the construction of the new Brazos Valley Solid Waste Management Agency (BVSWMA) landfill. However, as the City of Bryan has 50% ownership in BVSWMA, it is anticipated that the City of Bryan will issue debt in FY10 for half of this amount. It is proposed that half of the CO debt previously issued by the City of College Station will be used for BVSWMA and the remaining half will be used by the City of College Station’s Water, Wastewater and/or Electric Utilities to fund capital projects. It is projected that the debt service on the debt issued for the landfill will be paid from tipping fees and other revenue generated by the landfill. Utility debt service will be paid with revenue generated by the Utilities. $14,475,000 in CO debt was issued for Utility projects. Utility Revenue Bond debt is typically used for the Utility projects. However, based on the recommendations from the City’s financial advisors, and due to the marketability of the bonds as well as the volatility of the bond market, CO debt was issued for these projects in FY09. $6,975,000 was issued for Electric projects and $7,500,000 was issued for Water projects. Finally, $150,000 was issued to cover debt issuance costs. The FY10 Approved Budget includes the issue of $425,000 in CO debt for General Government projects. The amount includes $150,000 for a Server Consolidation project. This project provides additional hardware to accommodate the increasing demands for additional electronic storage and the software to better manage the data. The hardware upgrades will permit a doubling of the current storage allotted to each employee. In addition, $220,000 is projected to be issued for a Fiber Optic Infrastructure project. This project will support the installation of fiber optic cable to continue expansion of the city's network to new buildings and facilities, and to permit the connection of existing facilities that are not currently on the network. Finally, $55,000 is projected to be issued for the CAD hardware operating system upgrade. This project will change the server hardware, and replace the operating system used from AIX (UNIX) to a Windows based system. This change will enable greater support, less expensive hardware, and greater flexibility. Combined Utility Revenue Bonds are traditionally issued to provide for capital expansion and replacements for the various utility services. In FY10, either Utility Revenue Bonds or Certificates of Obligation will be issued for Utility capital projects. Funds in the amount of $12,025,000 are estimated for Water capital projects and funds in the amount of $7,600,000 are estimated for Wastewater capital projects. 142 GOVERNMENTAL CAPITAL PROJECTS Below are descriptions of the governmental capital projects included in the FY10 Approved Budget. The funds expended on these projects are considered significant and nonroutine. STREETS, TRAFFIC, SIDEWALKS AND TRAIL CAPITAL PROJECTS Street Rehabilitation Projects In FY10, funds in the amount of $1,684,013 are included for the Tauber and Stasney street rehabilitation project. These streets are located in the Northgate area. The project includes the rehabilitation of Tauber Street and Stasney Street from University Drive to Cherry Street as well as the design and construction of new sidewalks on College Main. The project also includes the water and wastewater line rehabilitation. Funds in the amount of $417,225 are also projected in FY10 for other rehabilitation projects that may arise in the Northgate area. These funds reflect the balance of the Church Avenue rehabilitation project, which came in under budget. The construction funds for these Northgate area rehabilitation projects were authorized as part of the 2003 GO bond election. Street Extension Projects $12,793,835 is the estimated expenditure included in the FY10 Approved Budget for various street extension and widening projects. Funds in the amount of $1,700,000 are included for the extension of Holleman Drive. This project calls for Holleman Drive to be extended from Jones Butler Road to FM 2818. An estimated $807,061 is included for extension of Discovery Drive. $1,704,313 is projected for the extension of Victoria Avenue. Victoria Avenue will be extended from Southern Plantation Drive to connect with William D. Fitch Parkway (SH40), aligning with the existing Victoria Avenue on the south side of William D. Fitch Parkway (SH40). The roadway will be a major collector consisting of two travel lanes and a center turn lane with bike lanes, sidewalks, landscaping and storm drainage. An estimated $360,865 is projected for the extension of Penberthy Boulevard. The project extends Penberthy Boulevard from the Luther Street / Jones Butler intersection across A&M property to the George Bush Drive / Penberthy Boulevard intersection. The project includes an equestrian crossing to accommodate University operations and a traffic signal will be installed at the George Bush Drive and Penberthy Boulevard intersection. The approved budget also includes $989,110 for the Rock Prairie Road Widening project. These funds will be used for design and right-of-way acquisition costs related to the future widening of Rock Prairie Road. Construction funds are not included in the project budget. $115,000 is the projected FY10 expenditure for the Rock Prairie Road West right-of-way project. This project includes the purchase of additional right-of-way from State Highway 6 to Normand Drive to provide for the future widening of that section of Rock Prairie Road. In addition, $5,707,500 is projected for the phase II of construction to Barron Road from Decatur Drive to William D. Fitch Parkway. This project will upgrade Barron Road from a two lane rural highway to a four lane road with sidewalks, raised center median, landscaping, storm sewers and street lighting. $882,695 has been included for the completion of phase II of the widening of William D. Fitch Parkway. This project will widen William D. Fitch Parkway between Pebble Creek Parkway and Rock Prairie Road. Finally, $527,291 is included for other street extension projects that may arise or for projects that may go over budget. These funds came from the Dartmouth Extension project which was completed under budget. Street TxDOT Projects $596,399 is the estimated FY10 expenditure streetscaping along Texas Avenue. This streetscaping follows the completion of the TxDOT Texas Avenue Widening project. Traffic Projects The FY10 Approved Budget includes an estimated $670,272 for new traffic signal projects and traffic signal communication projects. Included is an estimated $615,587 for new signals throughout the City. A signal warrant study was recently completed, the results of which have indicated the need for new signals at the following locations: William D. Fitch Parkway (SH40) at Barron Road, William D. Fitch Parkway (SH40) at Arrington Road, Texas Avenue at Krenek Tap Road, George Bush East at Dominik and SH30 at Copperfield. These are proposed to be the locations of the next new signals. In addition, $54,685 is included in the budget for traffic signal communication projects. These projects support traffic signal connectivity as well as other City data and voice services. Sidewalks and Trail 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. $318,488 is the projected expenditure for the completion of the City’s bike loop. This project will consist of signed bike routes, on-street bike lanes, and off-street bike paths to link the Texas A&M campus, City of College Station parks and local housing areas. In addition, the project will include improvements for pedestrians and bicyclists at the Longmire/FM 2818 intersection. A portion of the expenditures for the 143 Bike Loop project will be reimbursed by TxDOT as part of an Intermodal Surface Transportation Efficiency Act (ISTEA) grant received by the City. Also included in the FY10 Approved Budget is an estimated $249,550 for City of College Station Beautification Improvements. This project includes the addition of trees and other beautification improvements along the University Drive and Highway 6 entrance point. As new development occurs, sidewalks are an important aspect that must be considered. In FY10, $100,000 is included for sidewalk improvements throughout the City. Finally, $500,000 is included for the completion of the hike and bike trail as identified by the Hike and Bike Task Force. PARKS AND RECREATION CAPITAL PROJECTS In FY10, funds in the amount of $2,285,840 are estimated for Parks and Recreation capital improvement projects. Included is $140,840 for field redevelopment projects. A portion of the funds will be used for replacement and repairs to numerous athletic facilities throughout the City. Items include drinking fountains, shade covers, light and base replacement, as well as fence and bleacher repairs. Remaining funds will be used for turf repair on other athletic parks. The funds for these projects are collected from the fees paid by players and teams from both City leagues and outside user groups. The funds are used to pay for replacement items and facility upgrades at City athletic facilities. Funds in the amount of $464,000 are estimated in FY10 for the completion of Creek View neighborhood park. This park will be constructed adjacent to Creek View Elementary. $270,000 is estimated to be issued for improvements to various neighborhood parks throughout the City. The proposed improvements include improvements at Emerald Forest Park, a walking loop at Anderson Park and a running surface at Brothers Pond Park. $815,000 is estimated for the construction of a skate park. An additional $500,000 is included for the purchase of land for neighborhood parks. Finally, $96,000 is included for the design of improvements at Beachy Central Park. These include a new concession complex and restroom building. 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. The two main divisions within this category are public facilities and technology projects. In FY10, it is projected that $6,009,409 will be spent on public facility projects. Included in this amount is $660,000 for design and improvements of City Hall facilities. $4,200,000 is estimated for the construction of Fire Station #6. Fire Station #6 will serve the busy University Drive corridor. Funds in the amount of $932,000 have been included for the expansion of the Larry J. Ringer library. It is estimated that the library will be expanded by approximately 15,000 square feet with an additional 16,000 square feet of parking. $20,000 is included for the purchase of library books. The funds for the purchase of these books come from donations collected for this purpose. Finally, $197,409 is included for other facility projects that may arise or for projects that may go over budget. These funds came from the Fire Station #3 relocation project which was completed under budget. The FY10 Approved Budget also includes a projected expenditure of $4,436,257 for technology projects. An estimated expenditure of $3,900,000 has been included for the replacement of the City’s 800 MHz radio system. A portion of the budget for this project ($2,310,000) came from the Equipment Replacement Fund where they were set aside for this purpose. The remainder will come from CO’s. The City, along with a number of local entities, was awarded a federal grant that will help fund a County-wide radio system. The funds received for this project will be used toward the City’s portion of the system. $110,000 is projected for the Wireless Infrastructure project which will provide funds for the installation of equipment that will allow wireless access by City employees at various locations throughout the City. $150,000 is projected for Server Consolidation. This project provides additional hardware to accommodate the increasing demands for additional electronic storage and the software to better manage the data. The hardware upgrades will permit a doubling of the current storage allotted to each employee. $221,000 is projected for a Fiber Optic Infrastructure project. This project will support the installation of fiber optic cable to continue expansion of the city's network to new buildings and facilities, and to permit the connection of existing facilities that are not currently on the network. A projected $55,000 is included for the CAD hardware operating system upgrade project. The current CAD operating system was installed in 2003. This project will change the server hardware, and replace the operating system used from AIX (UNIX) to a Windows based system. This change will enable greater support, less expensive hardware, and greater flexibility. Finally, $257 is projected for miscellaneous IT projects. These funds reflect remaining balances of closed projects for which debt was issued. DRAINAGE PROJECTS Drainage capital projects are funded by revenue generated through a drainage utility fee that is collected from residential and commercial utility users. The FY10 drainage capital projects budget includes a projected expenditure of $1,762,099 for capital improvements. Significant projects include a projected $1,048,200 for Bee Creek IV and V. This project is for storm drainage improvements to the flow capacity of Bee Creek Tributary “A.” These improvements include bank stabilization from Brothers Boulevard to Longmire Drive. $463,899 is projected for Greenways land acquisition throughout the City. The City’s Greenways Master Plan calls for future trail development in urban and suburban greenways. $200,000 is included for Minor Drainage Improvement projects. These funds are used for minor unscheduled drainage projects that arise throughout 144 the fiscal year. $50,000 is included for Stormwater Mapping projects. These funds will be used for mapping of the City’s stormwater infrastructure. CONVENTION CENTER CAPITAL PROJECTS The Convention Center Fund accounts for the receipt and expenditure of funds received by the City for the operation and maintenance of a convention center. In FY10, there is budgeted expenditure of $750,000 in the Convention Center Fund. $376,385 is budgeted for convention center project expenditures. $100,000 of which is for the completion of a study that will provide recommendations as to the feasibility of a new convention center. In addition, funds in the amount of $276,385 have been included for future design costs. $223,615 is included for the debt service payment that will cover the debt that has been issued to date toward the land and design of the convention center. These funds will be transferred to the debt service fund out of which the debt service payment will be made. In addition, funds in the amount of $150,000 have been estimated for maintenance costs related to the Chimney Hill property on which the convention center will be built. These expenses will be offset by lease revenue received from existing tenants. ADDITIONAL O&M COSTS The FY10 Approved Budget includes a number of governmental capital projects that have been recently completed and have added operations and maintenance (O&M) expense. In particular, the City’s general fund has been and will continue to be impacted by capital projects as they come online. In some situations, the O&M cost of a project is minimal and can be absorbed by the City department that is benefiting the most from the project. In other situations, the O&M cost is more significant and funding for these additional expenses is addressed through the Service Level Adjustment (SLA) process. In these situations, SLAs are submitted for the O&M needs of the capital projects and funding is considered as part of the budget process. Departments are expected to consider the impact of current and planned capital improvement projects on operations and maintenance (O&M) budgets. This analysis is a component of the 5-year Strategic Business Plans that are completed by all City departments. Projections as to the impact of capital projects on O&M budgets that are included in the Strategic Business Plans are used by the Finance Office in financial forecasting. The FY10 Approved Budget includes setting aside funds that will be used toward the anticipated O&M costs associated with the opening of Fire Station #6. $236,734 was set aside in the FY10 budget for this purpose. Funds will continue to be allocated each year so that the station can be operated once opened. Due to the limited availability of funds for FY10, other increases in budgets for O&M related to governmental capital projects were not included. Instead, departments were asked to evaluate current operations and make adjustments that would allow service levels to be met without a corresponding increase in budget. A more detailed sheet at the end of this section reflects the estimated O&M costs associated with the governmental capital projects. It is anticipated that the availability of funding for the O&M costs will be limited in upcoming years. Therefore, departments will continue to evaluate current operations before increases in budget will be approved. Recommendations may also be made to delay projects for which O&M funding does not exist. 145 GENERAL GOVERNMENT STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT REVISED APPROVED PROJECT BUDGET APPROPRIATIONS FY 08-09 FY 09 -10 NUMBER AMOUNT THROUGH FY08 APPROPRIATIONS APPROPRIATIONS BEGINNING FUND BALANCE:24,388,395 10,922,774 ADDITIONAL RESOURCES: GENERAL OBLIGATION BONDS (03 GOB)1,603,000 1,080,000 GENERAL OBLIGATION BONDS (08 GOB)- 8,592,500 CERTIFICATES OF OBLIGATIONS - INTERGOVERNMENTAL TRANSFERS - - INTRAGOVERNMENTAL TRANSFERS 130,671 - INVESTMENT EARNINGS 279,000 77,000 OTHER - SUBTOTAL ADDITIONAL RESOURCES 2,012,671$ 9,749,500$ TOTAL RESOURCES AVAILABLE 26,401,066$ 20,672,274$ STREET REHABILITATION PROJECTS COLLEGE PARK/BREEZY HEIGHTS (SOUTHSIDE)ST0507 2,454,520 2,454,520 - - 2 NORTHGATE STREET REHAB ST0518 417,225 417,225 - - 1/2 TAUBER AND STASNEY REHAB/NG SIDEWALKS ST0505 2,252,110 2,252,110 - - CLOSED PROJECTS SUBTOTAL 5,123,855 -$ -$ STREET EXTENSION PROJECTS 2 OVERSIZE PARTICIPATION ST0519 576,611 256,046 - - 2 MANUEL DRIVE OP ST0802 27,004 27,004 - - 2 HOLLEMAN EXTENSION OP ST0913 2,000,000 700,565 39,435 - DISCOVERY DRIVE EXTENSION ST0804 2,000,000 2,000,000 - - EAGLE AVENUE EXTENSION ST0809 825,000 825,000 - - 3 VICTORIA AVENUE EXT ST0903 2,455,000 - 300,000 2,155,000 3 PENBERTHY EXTENSION ST0905 3,283,500 8,500 - 360,865 ROCK PRAIRIE ROAD PROJECTS - 2 ROCK PRAIRIE RD WIDENING - DESIGN & ROW ST0417 2,969,000 1,921,490 1,047,510 - 3 ROCK PRAIRIE RD WEST ROW ST1025 740,000 - - 115,000 BARRON ROAD PROJECTS - * BARRON ROAD RIGHT OF WAY ST0006 431,000 431,000 - - 2 BARRON ROAD REHABILITATION ST0409 3,000,000 3,000,000 - - 3 BARRON ROAD WIDENING PHASE II ST1026 11,415,000 - - 11,415,000 3 BARRON ROAD EAST/LAKEWAY TBD 15,135,000 - - - WILLIAM D. FITCH PKWY ROAD PROJECTS - 2 WILLIAM D. FITCH PKWY WIDENING PH II ST0520 4,530,000 4,530,000 - - ** CLOSED PROJECTS 125,000 SUBTOTAL 13,699,605 1,386,945$ 14,170,865$ STREET TXDOT PROJECTS TX AVE STREETSCAPE PH II ST9915 975,552 975,552 - - WELLBORN RD WIDENING LANDSCAPING - 2818 to 40 ST0812 96,859 96,859 - - CLOSED TXDOT PROJECTS - - - SUBTOTAL 1,072,411 -$ -$ BUDGET APPROPRIATIONS 146 GENERAL GOVERNMENT STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT EXPENDITURES ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED THROUGH FY07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 21,807,526 24,388,395 10,922,774 2,881,868 1,185,866 895,120 625,120 331,120 9,415,000 655,000 1,080,000 440,000 - - - - - 395,000 8,592,500 8,702,500 4,745,000 7,841,000 9,939,000 8,570,000 1,817,160 - - - - - - - - - - - - - - 143,563 130,671 - - - - - - 793,773 400,000 77,000 30,000 20,000 15,000 31,000 16,000 41,392 - - - - - - - 12,210,888$ 1,580,671$ 9,749,500$ 9,172,500$ 4,765,000$ 7,856,000$ 9,970,000$ 8,586,000$ 34,018,414$ 25,969,066$ 20,672,274$ 12,054,368$ 5,950,866$ 8,751,120$ 10,595,120$ 8,917,120$ 199,024 41,241 2,214,255 - - - - - - - - - 417,225 - - - - - 109,161 185,444 273,492 1,684,013 - - 1,207,551 96,023 - - - - - - 308,185$ 1,434,236$ 2,583,770$ 2,101,238$ -$ -$ -$ -$ -$ - - - - 280,000 296,611 - - - - 4,991 22,013 - - - - - - - - 300,000 1,700,000 - - - - - - 46,919 1,146,020 807,061 - - - - - - 3,273 821,727 - - - - - - - - 264,550 1,704,313 486,137 - - - - - - 8,500 360,865 1,417,000 1,497,135 - - - 693,937 47,980 121,610 989,110 1,111,363 5,000 - - - - - - 115,000 118,000 122,000 126,000 129,000 130,000 230,103 48,153 152,744 - - - - - - 384,088 87,145 2,528,767 - - - - - - - - - 5,707,500 5,707,500 - - - - - - - - - 1,685,000 4,280,000 4,495,000 4,675,000 - 306,316 3,340,989 882,695 - - - - - 4,623,807 555,291 527,291 - - - - - 1,308,128$ 5,168,582$ 9,262,211$ 12,793,835$ 9,120,000$ 3,605,746$ 4,406,000$ 4,624,000$ 4,805,000$ 315,926 63,227 - 596,399 - - - - - - 92,984 - - 3,875 - - - - - 484,200 382,054 315,926$ 640,411$ 382,054$ 596,399$ 3,875$ -$ -$ -$ -$ PROJECTED EXPENDITURES 147 GENERAL GOVERNMENT STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT REVISED APPROVED PROJECT BUDGET APPROPRIATIONS FY 08-09 FY 09 -10 NUMBER AMOUNT THROUGH FY08 APPROPRIATIONS APPROPRIATIONS BUDGET APPROPRIATIONS TRAFFIC PROJECTS * VIDEO DETECTION - 2009 ST0907 35,116 35,116 - - 2 TRAFFIC SYSTEM SAFETY IMPR.ST0511 41,370 41,370 - - 2 LINCOLN/FOSTER IMPROVEMENTS ST0909 46,220 46,220 - - 2 BIRMINGHAM/LONGMIRE IMP ST0908 120,000 20,000 100,000 - 2 SCHOOL ZONE/PEDESTRIAN FLASHERS ST0916 20,000 20,000 - 2 NEW TRAFFIC SIGNAL PROJECTS (2003 GOB)ST0512 579,807 260,587 71,157 248,063 2 NEW SIGNAL WARRANT STUDY ST0912 39,400 - 39,400 - 2 UNIVERSITY/COPPERFIELD SIGNAL ST0914 200,000 200,000 - - 2 WELLBORN/CAPSTONE SIGNAL STUDY ST0917 1,380 - 1,380 - SIGNAL @ GB DRIVE EAST & DOMINIK ST0205 133,000 133,000 - - 3 NEW TRAFFIC SIGNAL PROJECTS (2008 GOB)ST1027 3,000,000 - - 100,000 2 TRAFFIC SIGNAL COMMUNICATIONS ST0411 82,240 82,240 - - 2 SIGNAL CONTROLLERS FOR FIBER ST0915 23,000 23,000 - - 2 TEXAS AVENUE FIBER ST0906 35,000 35,000 - - CLOSED PROJECTS SUBTOTAL 896,533 211,937$ 348,063$ SIDEWALKS & TRAILS 2005 BIKE LOOP - BIKE LOOP COMPLETION ST0530 327,202 327,202 - - MISC. BIKE TRAILS - BIKE LOOP COMPLETION ST9803 169,000 169,000 - - 2 HIKE AND BIKE TRAILS - LONGMIRE IMPROVEMENTS ST0521 1,033,624 1,033,624 - - COCS BEAUTIFICATION IMPROVEMENTS ST0515 324,000 324,000 - - 2 SIDEWALK IMPROVEMENTS (2003 GOB) ST0517 14,112 14,112 - - 2 LINCOLN SIDEWALKS ST0910 149,167 49,167 100,000 - 3 SIDEWALK IMPROVEMENTS (2008 GOB) ST1028 300,000 - - 100,000 3 HIKE AND BIKE TRAIL COMPLETION ST0904 1,000,000 - 333,000 667,000 3 LICK CREEK HIKE AND BIKE TRAIL TBD 4,410,000 - - - 3 UNIVERSITY DR PEDESTRIAN IMP Ph II TBD 7,055,000 - - - CLOSED PROJECTS SUBTOTAL 1,917,105 433,000$ 767,000$ CAPITAL PROJECTS SUBTOTAL 22,709,509 2,031,882$ 15,285,928$ OTHER 57,000 - LEGISLATIVE CONSULTING - - DEBT ISSUANCE COSTS 11,000 45,000 GENERAL & ADMIN. CHARGES 424,682 415,624 TOTAL EXPENDITURES 2,524,564$ 15,746,552$ ENDING FUND BALANCE:23,876,502$ 4,925,722$ * - Indicates projects funded through November 1998 G.O. Bond Authorization ** - Closed Projects includes balance of ST0211 - Dartmouth Extension. 1 - Funded through CDBG Funds. 2 - Indicates projects funded through 2003 G.O. Bond Authorization 3 - Indicates projects funded through 2008 G.O. Bond Authorization 148 GENERAL GOVERNMENT STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT EXPENDITURES ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED THROUGH FY07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 PROJECTED EXPENDITURES - - 35,116 - - - - - - - - 41,370 - - - - - - - - 46,220 - - - - - - - - 120,000 - - - - - - - - 20,000 - - - - - - - - 64,220 515,587 - - - - - - - 39,400 - - - - - - - - 200,000 - - - - - - - - 1,380 - - - - - - 33,373 - - - 99,627 - - - - - - - 100,000 500,000 600,000 600,000 600,000 600,000 22,430 5,125 - 54,685 - - - - - - - 23,000 - - - - - - - - 35,000 - - - - - - 422,303 211,407 - - - - - - 55,803$ 427,428$ 837,113$ 670,272$ 599,627$ 600,000$ 600,000$ 600,000$ 600,000$ 1,236 (1,021) 326,987 - - - - - - - 34,610 - 134,390 - - - - - 6,243 55,783 787,500 184,098 - - - - - - - 74,450 249,550 - - - - - 14,112 - - - - - - - - - - 149,167 - - - - - - - - - 100,000 100,000 100,000 - - - - - 125,000 500,000 375,000 - - - - - - - - 225,000 525,000 2,020,000 1,640,000 - - - - - - - 815,000 3,075,000 3,165,000 783,310 31,358 - - - - - - 21,591$ 872,682$ 1,494,462$ 1,168,038$ 700,000$ 625,000$ 2,835,000$ 4,715,000$ 3,165,000$ 2,009,633$ 8,543,338$ 14,559,610$ 17,329,782$ 10,423,502$ 4,830,746$ 7,841,000$ 9,939,000$ 8,570,000$ 228,381 57,000 - - - - - - 37,045 - - - - - - - 15,588 5,000 45,000 45,000 25,000 35,000 50,000 40,000 805,667 424,682 415,624 400,000 200,000 250,000 275,000 250,000 9,630,019$ 15,046,292$ 17,790,406$ 10,868,502$ 5,055,746$ 8,126,000$ 10,264,000$ 8,860,000$ 24,388,395$ 10,922,774$ 2,881,868$ 1,185,866$ 895,120$ 625,120$ 331,120$ 57,120$ 149 GENERAL GOVERNMENT PARKS AND RECREATION PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT REVISED APPROVED PROJECT BUDGET APPROPRIATIONS FY 08-09 FY 09-10 NUMBER AMOUNT THROUGH FY08 APPROPRIATIONS APPROPRIATIONS BEGINNING FUND BALANCE:$1,815,256 $870,686 ADDITIONAL RESOURCES: GENERAL OBLIGATION BONDS (2003 GOB)- - GENERAL OBLIGATION BONDS (2008 GOB)2,225,000 1,586,000 CERTIFICATES OF OBLIGATIONS - - INTERGOVERNMENTAL TRANSFERS - - INTRAGOVERNMENTAL TRANSFERS 86,896 - INVESTMENT EARNINGS 28,000 5,000 OTHER 86,700 110,800 SUBTOTAL ADDITIONAL RESOURCES $2,426,596 $1,701,800 TOTAL RESOURCES AVAILABLE $4,241,852 $2,572,486 PARKS AND RECREATION PROJECTS FIELD REDEVELOPMENT PK0300 ANNUAL 8,700 26,800 140,840 # VETERANS PARK PHASE II PK0501 6,922,000 6,922,000 - - ADAMSON POOL BATH HOUSE REPLACEMENT PK0701 1,332,830 1,332,830 - - 1 CREEK VIEW NEIGHBORHOOD PARK PK0906 515,000 - 515,000 - 1 NEIGHBORHOOD PARK IMPROVEMENTS PK0910 284,000 - - 270,000 1 PEBBLE CREEK BBALL PAVILION PK0914 246,423 - 246,423 - 1 EMERALD FOREST PARK IMPROVEMENTS PK0713 47,000 - - - 1 NEIGHBORHOOD PK IMP - FENCING PK0917 30,000 - 30,000 - 1 ANDERSON PARK WALKING LOOP PK1002 59,000 - - - 1 BROTHERS POND PARK RUNNING SURFACE PK1003 160,000 - - - 1 MERRY OAKS PARK AREA LIGHTS TBD 15,000 - - - 1 LEMONTREE PARK SWING SET TBD 15,000 - - - 1 SKATE PARK PK0911 920,000 - 920,000 - 1 NEIGHBORHOOD PARKS REVOLVING FUND PK0912 1,000,000 - 500,000 500,000 1 BEACHY CENTRAL PARK IMPROVEMENTS PK1001 930,000 - - 96,000 1 LICK CREEK PK IRON BRIDGE TRAIL COMPL TBD 100,000 - - - 1 LINCOLN CENTER ADDITION TBD 4,285,000 - - - 1 EAST DISTRICT MAINTENANCE SHOP REP TBD 1,645,000 - - - 1 LICK CREEK NATURE CENTER TBD 2,495,000 - - - CLOSED PROJECTS 5,227 198,054 187,177 CAPITAL PROJECTS SUBTOTAL $8,268,757 $2,436,277 $1,194,017 MISCELLANEOUS - - DEBT ISSUANCE COST - 10,000 GENERAL & ADMIN. CHARGES 74,211 65,665 TOTAL EXPENDITURES $2,510,488 $1,269,682 ENDING FUND BALANCE:$1,731,364 $1,302,804 * - FUNDED THROUGH COMMUNITY DEVELOPMENT BLOCK GRANT # - Indicates projects funded through 2003 G.O. Bond Authorization 1 - Indicates projects funded through 2008 G.O. Bond Authorization BUDGET APPROPRIATIONS 150 GENERAL GOVERNMENT PARKS AND RECREATION PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT EXPENDITURES ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED THROUGH FY07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 $2,344,047 1,815,256 870,686 210,981 187,706 167,127 $145,577 $7,037 40,000 - - - - - - - - 1,535,000 1,586,000 1,539,000 3,990,000 383,000 3,757,000 1,440,530 - - - - - - - - - - - - - - - 579,603 96,973 - - - - - - 65,893 31,000 5,000 3,000 4,000 4,000 10,000 10,000 77,415 94,000 110,800 113,000 115,300 117,600 120,000 122,400 $2,203,441 $1,756,973 $1,701,800 $1,655,000 $4,109,300 $504,600 $3,887,000 $132,400 $4,547,488 $3,572,229 $2,572,486 $1,865,981 $4,297,006 $671,727 $4,032,577 $139,437 171,659 77,936 1,300 140,840 99,275 94,879 129,150 233,540 88,258 6,205,333 663,615 53,052 - - - - - - 74,200 9,429 1,249,201 - - - - - - - - 51,000 464,000 - - - - - - - - 4,000 280,000 - - - - - - 246,423 - - - - - - - - - 47,000 - - - - - - - 30,000 - - - - - - - - - 59,000 - - - - - - - - 160,000 - - - - - 15,000 - - - - 15,000 - - 105,000 815,000 - - - - - - - 500,000 500,000 - - - - - - - - 96,000 834,000 - - - - - - - - - 100,000 - - - - - - - 395,000 3,890,000 - - - - - - - - - 152,000 1,493,000 - - - - - - - 231,000 2,264,000 - - 1,952,286 381,356 - - - - - - $6,451,192 $2,703,266 $2,617,332 $2,285,840 $1,638,275 $4,084,879 $512,150 $3,990,540 $88,258 1,700 - - - - - - - 5,846 10,000 10,000 10,000 25,000 4,000 25,000 - 21,420 74,211 65,665 30,000 20,000 10,000 10,000 10,000 $2,732,232 $2,701,543 $2,361,505 $1,678,275 $4,129,879 $526,150 $4,025,540 $98,258 $1,815,256 $870,686 $210,981 $187,706 $167,127 $145,577 $7,037 $41,179 PROJECTED EXPENDITURES 151 GENERAL GOVERNMENT FACILITIES AND TECHNOLOGY CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT REVISED APPROVED BUDGET APPROPRIATIONS FY08-09 FY09-10 AMOUNT THROUGH FY08 APPROPRIATIONS APPROPRIATIONS BEGINNING FUND BALANCE:12,308,858$ 7,091,268$ ADDITIONAL RESOURCES: GENERAL OBLIGATION BONDS (03 GOB)-$ 250,000$ GENERAL OBLIGATION BONDS (08 GOB)6,990,000 4,932,000 CERTIFICATES OF OBLIGATIONS 3,040,000 425,000 INTERGOVERNMENTAL TRANSFERS - - INTRAGOVERNMENTAL TRANSFERS 662,749 - INVESTMENT EARNINGS 172,000 47,000 OTHER - - SUBTOTAL ADDITIONAL RESOURCES 10,864,749$ 5,654,000$ TOTAL RESOURCES AVAILABLE 23,173,607$ 12,745,268$ PUBLIC FACILITIES LIBRARY BOOK DONATIONS GG9901 291,348 291,348 - - MEMORIAL CEMETERY GG9905 9,930,000 9,930,000 - - 1 CITY HALL IMPROVEMENTS GG0408 4,300,000 645,000 - 203,535 NORTHGATE IMPROVEMENTS GG0803 153,008 153,008 - - FIRST STREET FENCING GG0902 37,153 37,153 - NORTHGATE RESTROOMS GG0522 431,000 431,000 - - MUNICIPAL FACILITY IMPROVEMENTS GG0701 2,000,000 2,000,000 - - 2 FIRE STATION #6 GG0903 6,990,000 - 6,990,000 - 2 LIBRARY EXPANSION GG1010 8,385,000 - - 932,000 * CLOSED PROJECTS - FACILITY PROJECTS SUBTOTAL 13,487,509$ 6,990,000$ 1,135,535$ TECHNOLOGY PROJECTS MDT SYSTEM REPLACEMENT CO0701 100,000 100,000 - - i5 ENHANCEMENT TBD 250,000 - - - UPS REPLACEMENT CO0603 156,833 51,120 22,749 - RADIO SYSTEM REPLACEMENT CO0601 4,885,000 4,885,000 - - WIRELESS INFRASTRUCTURE CO0704 200,000 200,000 - - SERVER CONSOLIDATION CO0901 150,000 - 150,000 - FIBER OPTIC INFRASTRUCTURE CO0902 1,000,000 - 149,737 189,263 CAD HARDWARE OPERATING SYS UPGRADE CO1001 55,000 - - 55,000 ** MISC INFORMATION TECHNOLOGY PROJECTS CO0801 257 257 - - CLOSED PROJECTS 71,300 - IT PROJECTS SUBTOTAL 5,236,377$ 393,786$ 244,263$ CAPITAL PROJECTS SUBTOTAL 18,723,886$ 7,383,786$ 1,379,798$ DEBT ISSUANCE COSTS 30,000$ 27,000$ TRANSFERS - - OTHER 25,000 - GENERAL & ADMIN. CHARGES 96,427 91,147 TOTAL EXPENDITURES 7,535,213$ 1,497,945$ ENDING FUND BALANCE:15,638,394$ 11,247,323$ 1 - Indicates projects funded through 2003 G.O. Bond Authorization 2 - Indicates projects funded through 2008 G.O. Bond Authorization * - Closed projects includes balance of GG0401 - Fire Station #3 Relocation ** - Miscellaneous Information Technology Projects includes balances from closed projects. 152 GENERAL GOVERNMENT FACILITIES AND TECHNOLOGY CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT EXPENDITURES ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED THROUGH FY07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 12,509,488$ 12,308,858$ 7,091,268$ 2,181,455$ 2,778,955$ 965,790$ 926,790$ 922,790$ -$ -$ 250,000$ 3,405,000$ -$ -$ -$ -$ - 750,000 4,932,000 7,540,000 2,153,000 - - - 7,257,310 3,251,000 425,000 470,000 220,000 190,000 - - - 525,000 - - - - - - 91,417 20,825 - 27,380 21,540 36,000 - - 437,755 146,000 47,000 40,000 41,000 22,000 21,000 21,000 2,388 - - - - - - - 7,788,870$ 4,692,825$ 5,654,000$ 11,482,380$ 2,435,540$ 248,000$ 21,000$ 21,000$ 20,298,358$ 17,001,683$ 12,745,268$ 13,663,835$ 5,214,495$ 1,213,790$ 947,790$ 943,790$ 139,898 19,180 20,000 20,000 20,000 20,000 20,000 20,000 12,270 1,939,259 3,505,332 4,485,409 - - - - - - 165,396 23,139 - 660,000 2,080,000 1,371,465 - - - - 8,992 144,016 - - - - - - - - 37,153 - - - - - - - 8,899 422,101 - - - - - - 21,847 52,124 1,926,029 - - - - - - - - 307,800 4,200,000 2,150,000 332,200 - - - - - - 932,000 5,231,500 2,221,500 - - - 3,728,900 1,336,738 197,409 - - - - - 2,266,400$ 7,346,566$ 8,679,246$ 6,009,409$ 9,481,500$ 3,945,165$ 20,000$ 20,000$ 12,270$ - - - - 100,000 - - - - - - - - 250,000 - - - - 25,279 25,986 20,648 - 27,380 21,540 36,000 - - 209 75,173 259,618 3,900,000 650,000 - - - - - - 90,000 110,000 - - - - - - - - 150,000 - - - - - - 118,000 221,000 221,000 220,000 220,000 - - - - 55,000 - - - - - - - 0 257 - - - - 268,185 601,475 - - - - - - 25,488$ 369,344$ 1,089,741$ 4,436,257$ 1,248,380$ 241,540$ 256,000$ -$ -$ 7,715,910$ 9,768,988$ 10,445,666$ 10,729,880$ 4,186,705$ 276,000$ 20,000$ 12,270$ 38,141$ 20,000$ 27,000$ 55,000$ 12,000$ 1,000$ -$ -$ 4,552 - - - - - - - 60,250 25,000 - - - - - - 170,647 96,427 91,147 100,000 50,000 10,000 5,000 2,500 7,989,500$ 9,910,415$ 10,563,813$ 10,884,880$ 4,248,705$ 287,000$ 25,000$ 14,770$ 12,308,858$ 7,091,268$ 2,181,455$ 2,778,955$ 965,790$ 926,790$ 922,790$ 929,020$ 153 GENERAL GOVERNMENT BUSINESS PARK CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT REVISED APPROVED PROJECT BUDGET APPROPRIATIONS FY 08-09 FY 09-10 NUMBER AMOUNT THROUGH FY08 APPROPRIATIONS APPROPRIATIONS BEGINNING FUND BALANCE:845,640$ 615,640$ ADDITIONAL RESOURCES: CERTIFICATES OF OBLIGATIONS -$ -$ INTRAGOVERNMENTAL TRANSFERS - - INVESTMENT EARNINGS 22,000 16,000 OTHER - - SUBTOTAL ADDITIONAL RESOURCES 22,000$ 16,000$ TOTAL RESOURCES AVAILABLE 867,640$ 631,640$ BUSINESS PARK FUND CLOSED PROJECTS - - CAPITAL PROJECTS SUBTOTAL -$ -$ OTHER - - DEBT ISSUANCE COST - - TRANSFER OUT 250,000 250,000 GENERAL & ADMIN CHARGES - - TOTAL EXPENDITURES 250,000$ 250,000$ ENDING FUND BALANCE:617,640$ 381,640$ BUDGET APPROPRIATIONS 154 GENERAL GOVERNMENT BUSINESS PARK CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT EXPENDITURES ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED THROUGH FY07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 1,308,229$ 845,640$ 615,640$ 381,640$ 145,640$ 640$ 640$ 640$ -$ -$ -$ -$ -$ -$ -$ -$ - - - - - - - - 37,492 20,000 16,000 14,000 5,000 - - - - - - - - - - - 37,492$ 20,000$ 16,000$ 14,000$ 5,000$ -$ -$ -$ 1,345,721$ 865,640$ 631,640$ 395,640$ 150,640$ 640$ 640$ 640$ 81 - - - - - - - -$ 81$ -$ -$ -$ -$ -$ -$ -$ - - - - - - - - - - - - - - - - 500,000 250,000 250,000 250,000 150,000 - - - - - - - - - - - 500,081$ 250,000$ 250,000$ 250,000$ 150,000$ -$ -$ -$ 845,640$ 615,640$ 381,640$ 145,640$ 640$ 640$ 640$ 640$ PROJECTED EXPENDITURES 155 DRAINAGE UTILITY CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT REVISED APPROVED PROJECT BUDGET APPROPRIATIONS FY08-09 FY09-10 NUMBER AMOUNT THROUGH FY07 APPROPRIATIONS APPROPRIATIONS BEGINNING FUND BALANCE:3,054,197$ 2,155,212$ ADDITIONAL RESOURCES: UTILITY REVENUES 1,758,670$ 1,838,100$ INTEREST ON INVESTMENTS 39,000 14,000 BOND PROCEEDS - - INTERGOVERNMENTAL TRANSFERS - - INTRAGOVERNMENTAL TRANSFERS - - TRANSFERS OUT - - OTHER - - SUBTOTAL ADDITIONAL RESOURCES 1,797,670$ 1,852,100$ TOTAL RESOURCES AVAILABLE 4,851,867$ 4,007,312$ BEE CREEK PH. IV & V.SD0001 1,400,000$ 1,358,000 42,000 - GREENWAYS PROJECTS SD9903 3,640,000$ 3,640,000 - - MINOR DRAINAGE IMPROVEMENTS SD1002 ANNUAL - - 200,000 W. KING COLE CULVERT REPLACEMENT SD0904 265,000$ - 265,000 - COLLEGE PARK/BREEZY HEIGHTS SD0601 443,525$ 443,525 - - BUDGET APPROPRIATIONS STORMWATER MAPPING SD0523 133,000$ 33,000 50,000 17,000 MTIGATION FENCING - ARRINGTON/DECATUR SD0901 100,000$ - 100,000 - CLOSED PROJECTS 7,800 CAPITAL PROJECTS SUBTOTAL 464,800$ 217,000$ OTHER COSTS 7,200 7,200 BEE CREEK MITIGATION MONITORING/REPORTING (SD0902)20,000 36,000 DRAINAGE MAINTENANCE ANNUAL 1,163,069 862,110 DRAINAGE SLA's ANNUAL - - TRANSFERS OUT - - GENERAL & ADMIN. 501,425 542,461 TOTAL EXPENDITURES 2,156,494$ 1,664,771$ ENDING FUND BALANCE: 2,695,373$ 2,342,541$ 156 DRAINAGE UTILITY CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT EXPENDITURES ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED THROUGH FY07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 3,494,526$ 3,054,197$ 2,155,212$ 797,442$ 588,475$ 468,675$ 781,975$ 1,142,275$ 1,254,611$ 1,784,557$ 1,838,100$ 1,893,200$ 1,950,000$ 2,008,500$ 2,068,800$ 2,130,900$ 129,072 39,000 14,000 9,500 10,000 12,000 19,000 19,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 7,328 - - - - - - - 1,391,011$ 1,823,557$ 1,852,100$ 1,902,700$ 1,960,000$ 2,020,500$ 2,087,800$ 2,149,900$ 4,885,537$ 4,877,754$ 4,007,312$ 2,700,142$ 2,548,475$ 2,489,175$ 2,869,775$ 3,292,175$ 188,134 8,199 135,000 1,048,200 20,467 - - - - 2,322,851 3,250 50,000 463,899 400,000 400,000 - - - - - - 200,000 200,000 200,000 200,000 200,000 200,000 - - 265,000 - - - - - - 27,798 1,350 414,377 - - - - - - PROJECTED EXPENDITURES - - 50,000 50,000 33,000 - - - - - - 100,000 - - - - - - - 630,210 93,984 643,009$ 1,108,361$ 1,762,099$ 653,467$ 600,000$ 200,000$ 200,000$ 200,000$ 10,800 7,200 7,200 7,200 7,200 7,200 7,200 7,200 - 20,000 36,000 13,000 8,000 8,000 - - 715,471 1,085,556 862,110 888,000 914,600 942,000 970,300 999,400 - - - - - - - - - - - - - - - - 462,060 501,425 542,461 550,000 550,000 550,000 550,000 550,000 1,831,340$ 2,722,542$ 3,209,870$ 2,111,667$ 2,079,800$ 1,707,200$ 1,727,500$ 1,756,600$ 3,054,197$ 2,155,212$ 797,442$ 588,475$ 468,675$ 781,975$ 1,142,275$ 1,535,575$ 157 GENERAL GOVERNMENT CONVENTION CENTER CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT REVISED APPROVED PROJECT BUDGET APPROPRIATIONS FY08-09 FY09-10 NUMBER AMOUNT THROUGH FY08 APPROPRIATIONS APPROPRIATIONS BEGINNING FUND BALANCE:341,251$ 1,204,543$ ADDITIONAL RESOURCES: CERTIFICATES OF OBLIGATION 2,600,000$ -$ INTERGOVERNMENTAL - - INTRAGOVERNMENTAL TRANSFERS 7,141,641 2,700,000 INVESTMENT EARNINGS 8,000 23,600 OTHER - 355,892 SUBTOTAL ADDITIONAL RESOURCES 9,749,641$ 3,079,492$ TOTAL RESOURCES AVAILABLE 10,090,892$ 4,284,036$ PUBLIC FACILITIES CONVENTION CNTR GG0907 TBD -$ 9,600,000$ 376,385$ CLOSED PROJECTS CAPITAL PROJECTS SUBTOTAL 9,600,000$ 376,385$ OTHER 150,000 150,000 TRANSFER OUT 130,671 223,615 DEBT ISSUANCE COSTS - - GENERAL & ADMIN CHARGES - - TOTAL EXPENDITURES 9,880,671$ 750,000$ ENDING FUND BALANCE:210,221$ 3,534,036$ BUDGET APPROPRIATIONS 158 GENERAL GOVERNMENT CONVENTION CENTER CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT EXPENDITURES ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED THROUGH FY07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 328,188$ 341,251$ 1,204,543$ 3,534,036$ 3,363,421$ 3,435,121$ 3,508,321$ 3,582,921$ -$ 3,220,000$ -$ -$ -$ -$ -$ -$ - - - - - - - - - 7,000,000 2,700,000 - - - - - 13,389 (30,000) 23,600 53,000 71,700 73,200 74,600 76,100 - 613,948 355,892 150,000 - - - - 13,389$ 10,803,948$ 3,079,492$ 203,000$ 71,700$ 73,200$ 74,600$ 76,100$ 341,577$ 11,145,199$ 4,284,036$ 3,737,036$ 3,435,121$ 3,508,321$ 3,582,921$ 3,659,021$ 295$ -$ 9,639,985$ 376,385$ 223,615$ -$ -$ -$ -$ 326$ 326$ 9,639,985$ 376,385$ 223,615$ -$ -$ -$ -$ - 150,000 150,000 150,000 - - - - - 130,671 223,615 - - - - - - 20,000 - - - - - - - - - - - - 326$ 9,940,656$ 750,000$ 373,615$ -$ -$ -$ -$ 341,251$ 1,204,543$ 3,534,036$ 3,363,421$ 3,435,121$ 3,508,321$ 3,582,921$ 3,659,021$ PROJECTED EXPENDITURES 159 Projected Projected Projected Projected Projected Projected FY10 FY11 FY12 FY13 FY14 FY15 Comments Street/Traffic Projects Victoria Avenue Extension - - 7,000 7,210 7,426 7,649 Street Maintenance Penberthy Extension - - - 5,500 5,665 5,835 Street Maintenance Barron Road Widening Phase II - - 11,000 11,330 11,670 12,020 Street Maintenance Barron Road East/Lakeway Drive - - - - - - TBD - O&M estimated to begin FY16 W.D. Fitch Widening Phase II 11,000 11,330 11,670 12,020 12,381 12,752 Street Maintenance TX Ave Streetscaping Ph II 10,000 10,300 10,609 10,927 11,255 11,593 Landscaping and utility costs TxDOT Landscaping - Wellborn: FM 2818 to SH40 - - 12,000 12,360 12,731 13,113 Landscaping and utility costs New Traffic Signals (2003 GOB)1,800 3,654 3,764 3,877 3,993 4,113 Utility costs Signal at University/Copperfield 1,800 1,854 1,910 1,967 2,026 2,087 Utility costs Traffic Signal at George Bush/Dominik - - 1,800 1,854 1,910 1,967 Utility costs New Traffic Signals (2008 GOB)- 27,000 31,410 35,952 40,631 45,450 Utility costs COCS Beautification Improvements 12,500 12,875 13,261 13,659 14,069 14,491 Landscaping and utility costs Hike and Bike Trail Completion - - 1,000 1,030 1,061 1,093 Trail Maintenance costs Lick Creek Hike and Bike Trail - - - - - 3,000 Trail Maintenance costs University Drive Pedestrian Improvements Ph II - - - - - - TBD - O&M estimated to begin FY16 Street/Traffic Project Totals 37,100$ 67,013$ 105,423$ 117,686$ 124,817$ 135,161$ Parks Projects Veteran's Park and Athletic Complex, Phase II 390,686 390,491 402,206 414,272 426,700 439,501 Personnel (3 positions plus temp/seasonal funds); supplies; vehicle and machinery maintenance; landscaping service, utility costs; and two vehicles Creek View Neighborhood Park - 41,590 42,838 44,123 45,447 46,810 Personnel, maintenance and utility costs Pebble Creek Basketball Pavillion 2,400 2,472 2,546 2,623 2,701 2,782 Mainteinance costs Merry Oaks Park Area Lights 1,750 1,803 1,857 1,912 1,970 2,029 Maintenance and utility costs Skate Park 2,000 20,400 21,012 21,642 22,292 22,960 Maintenance and utility costs Lick Creek Park Iron Bridge Trail Completion - - - 2,200 2,266 2,334 Trail Maintenance costs Lincoln Center Addition - - - 124,800 128,544 132,400 Personnel (1 position plus temp/seasonal funds); utility costs; and facilities maintenance Lick Creek Nature Center - - - - - 300,000 Personnel (TBD); supplies; utility costs; facilities maintenance; and other services Wolf Pen Creek Festival Site and Water Feature - 170,000 175,100 180,353 185,764 191,336 Personnel, maintenance, supplies and utility costs Parks Project Totals 396,836$ 626,756$ 645,558$ 791,925$ 815,683$ 1,140,153$ Facility and Technology Projects Memorial Cemetery 148,009$ 152,449$ 157,023$ 161,733$ 166,585$ 171,583$ Personnel (3 positions); supplies; vehicle and machinery maintenance; landscaping service and utility costs; vehicles (1 truck, 1 trailer, 1 tractor one mower) City Hall - - - TBD TBD TBD TBD Northgate Improvements TBD TBD TBD TBD TBD TBD TBD Northgate Restroom Facility 10,000 10,300 10,609 10,927 11,255 11,593 Supplies, janitorial contract and utility costs Municipal Facility Improvements 32,000 32,960 33,949 34,967 36,016 37,097 Supplies, janitorial and facility maintenance and utility costs Fire Station #6 236,734 642,750 1,205,750 1,985,956 1,717,106 1,717,106 Personnel: ambulance company (9 FTE), engine company (12 FTE), ladder company (12 FTE); vehicles: ambulance, engine truck, ladder truck and command vehicle; vehicle maintenance and replacement; utility and landscaping service costs; and supplies. Estimated annual on-going cost after full implementation is approximately $2.5 million. Library Expansion - - - 138,000 142,140 146,404 Personnel (2 positions); utility costs; book replacement; and facilities maintenance MDT System Replacement - - 20,000 20,600 21,218 21,855 Maintenance contract i5 Enhancement - - 18,000 18,540 19,096 19,669 Hardware and Software maintenance contract Radio System Replacement Enhancement 69,264 130,541 210,811 219,319 228,226 228,227 Professional Services contract with BVCOG Wireless Infrastructure - 20,000 20,600 21,218 21,855 22,510 Supplies, Purchased Services and Capital Outlay Server Consolidation - 15,000 15,450 15,914 16,391 16,883 Purchased Services - contract CAD Hardware Operating System Upgrade - 15,000 15,450 15,914 16,391 16,883 Maintenance contract Facilities and Technology Project Totals 496,007$ 1,019,000$ 1,707,642$ 2,643,087$ 2,396,279$ 2,409,808$ Convention Center Convention Center - TBD TBD TBD TBD TBD Additional O&M expenses will be incurred as a component of a new convention center. However, estimates will not be available until the project is fully developed. Convention Center Project Totals -$ TBD TBD TBD TBD TBD Total Estimated O&M Costs 929,943$ 1,712,769$ 2,458,623$ 3,552,698$ 3,336,778$ 3,685,122$ Governmental Funds Capital Improvement Projects Estimated Operations and Maintenance Costs* *The Operations and Maintenance costs reflected above are estimates based on anticipated costs associated with each project. In some situations, the O&M cost of a project is minimal and can be absorbed by the City department that is benefiting the most from the project. In other situations, the O&M cost is more significant and funding for these additional expenses is addressed through the Service Level Adjustment (SLA) process. As the projects become better defined, the O&M estimates may be revised. 160 Combined Utility Funds The combined utility funds account for revenues and expenditures in the Electric, Water and Wastewater funds. The Electric, Water and Wastewater Funds’ budgets are prepared using the modified accrual basis of accounting and the current financial resources measurement focus. The budget measures the net change in working capital. The measurement focus adjustment to arrive at Actual 2008 Working Capital is necessary because the proprietary funds’ financial statements are prepared using the economic resources measurement focus and the accrual basis of accounting. The Electric Fund, the Water Fund and the Wastewater Fund account for the operation and maintenance of these Utility services that are self-supported by user fees. Electric Fund The FY10 Electric Fund revenue is estimated to be $92,138,000. Expenditures of $90,652,684 are included in the FY10 Approved Budget. A rate increase of 9% is included in the FY10 Approved Budget to meet the operating, non-operating, capital and debt service coverage requirements in the Fund. Water Fund Water Fund revenue for FY10 is estimated to be $14,377,387. This is a 3.33% increase over the FY09 year end estimate of $13,914,615. Customer growth is projected to be 3% based on historical trends, overall economic indicators and population projections; however, weather conditions may impact water consumption. In FY09, the residential water rates were converted from a flat rate to “conservation rates” or an inclined block rate structure. No rate increases are included for the Water Fund in FY10. FY10 operating expenditures in the Water Fund are projected to be $6,095,086 or 2.94% below the FY09 revised budget. An SLA totaling $20,000 is included for the Water Fund in FY10. This SLA is for Storage Area Network (SAN) drives. The SAN drives will allow the utility to perform incremental and full backups of the database that is used for the process control of the plant and for reporting to meet the Texas Commission of Environmental Quality (TCEQ) and the Environmental Protection Agency (EPA) requirements. The SAN drives will also allow the utility to perform all server configurations and all control programs. The FY10 non-operating expenditures are approved to be $13,422,536 or 45.72% above the FY09 revised non-operating budget. This is primarily due to an increase from $3,600,000 to $7,000,000 in the amount budgeted to be transferred in FY10 to the capital budget for capital projects. Also accounting for the change is an increase in the debt service payment. The FY10 estimated ending working capital is anticipated to decrease 67% when compared to the FY09 estimated ending working capital. This is due primarily to the anticipated $7,000,000 transfer to the Water capital projects fund. These funds will be used in lieu of the issuance of additional debt for Water capital projects. Wastewater Fund The total estimated Wastewater Fund revenue for FY10 is estimated to be $12,374,181. This is a 2.66% increase over the FY09 year end estimate of $12,053,767. No rate increase is included for the Wastewater Fund in the FY10 Approved Budget. Wastewater Fund operating expenditures in FY10 are approved at $5,978,960 or 2.84% less than the FY09 revised budget of $6,153,506. The FY10 Approved Budget includes $70,000 for two SLAs in the Wastewater Division. The first SLA, in the amount of $48,000, is for the purchase of a forklift for the Lick Creek Treatment Plant. The forklift will be used to move palletized materials, heavy equipment, and the grit and detritus containers at Lick Creek Wastewater Treatment Plant. The second SLA is for the purchase of portable flow monitors. The flow monitors are an integral part of the Capacity, Management, Operation, and Maintenance (CMOM) program required by EPA to eliminate wastewater overflows that may result in fines. This SLA totals $22,000. FY10 Approved Wastewater Fund non-operating expenditures are budgeted at $8,329,637 or 10.75% below the FY09 revised non-operating budget. This is primarily due to a decrease from $3,750,000 to $2,700,000 in the amount budgeted to be transferred in FY10 to the capital budget for capital projects. The FY10 estimated ending working capital is anticipated to decrease 38% when compared to the FY09 estimated ending working capital. This is due primarily to the anticipated $2,700,000 transfer to the Wastewater capital projects fund. These funds will be used in lieu of the issuance of additional debt for Wastewater capital projects. 161 Combined Utility Revenue Bonds are traditionally issued to provide for capital expansion and replacements for the various utility services. In FY09, due to the volatility of the bond market, Certificates of Obligation were issued in lieu of utility revenue bonds. In FY10, either Utility Revenue Bonds or Certificates of Obligation will be issued for Utility capital projects. Funds in the amount of $12,025,000 are included for Water capital projects and funds in the amount of $7,600,000 for included for Wastewater capital projects. 162 ELECTRIC UTILITY CITY OF COLLEGE STATION CITY MANAGER ELECTRIC UTILITY DIRECTOR ASSISTANT DIRECTOR ELECTRICAL MAPPING WORKORDER/PURCHASE REQUISITIONS ELECTRIC PLANNING UTILITY DISPATCH OPERATIONS SUPERINTENTENT SUBSTATION METERING SUPERINTENDENT ENERGY COORDINATOR UTILITY ADMINISTRATION MANAGER ELECTRIC TRANSMISSION & DISTRIBUTION SUPERINTENDENT ET&D SUPERVISORS ADMINISTRATIVE SUPPORT STAFF WAREHOUSE SUPERVISOR ET&D FOREMEN ET&D LINETECHS UDO ASSISTANT DISPATCHERS SCADA SYSTEM ANALYST SUBSTATION SUPERVISOR METERING SUPERVISOR METERING TECHNICIANS SUBSTATION TECHNICIANS ENERGY AUDITOR 163 City of College Station Electric Fund Fund Summary FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 REVENUES Total Revenues 77,490,817$ 85,961,991$ 81,543,701$ 85,185,100$ 92,138,000$ 7.18% EXPENDITURES AND TRANSFERS Total Expenditures and Transfers 76,002,864$ 83,541,170$ 82,996,669$ 90,323,643$ 90,652,684$ 8.51% Increase/Decrease in Working Capital, modified accrual budgetary basis 1,487,953$ 2,420,821$ (1,452,968)$ (5,138,543)$ 1,485,317$ Measurement Focus Adjustment (1,640,002)$ Beginning Working Capital, accrual basis of accounting 10,311,581$ 10,159,532$ 10,159,532$ 8,706,564$ 8,706,564$ Ending Working Capital, accrual basis of accounting 10,159,532$ 12,580,353$ 8,706,564$ 3,568,022$ 10,191,880$ 164 ELECTRIC FUND OPERATIONS Description & Budget Explanation: The Operations Division is responsible for the warehousing of supplies used in City operations, and the purchase and distribution of electric power to the customers of the electric utility. Program Name: Electrical Division Service Level: Provide reliable electric service to the citizens of College Station. Performance Measures FY08 FY09 FY09 FY10 Actual Revised Estimate Approved Effectiveness - Total % of time customer will be with power for the previous 12 months 99.99% 99.99% 99.99% 99.99% - Avg. outage time in min. experienced per interruption (CAIDI -Customer Average 0.82 0.39 0.36 0.25 Interruption Duration Index) - Avg. number of outages experienced per customer (SAIFI - System Average 0.27 0.18 0.44 0.30 Interruption Frequency Index) Output - Number of residential job orders consisting of temporary services installed and removed, conduit installation and service conductor 2,342 2,000 1,400 1,500 - Number of primary conductor in ft. installed 147,909 100,000 90,000 100,000 - Number of customer service job orders consisting of trouble calls, street and security light repairs, and customer concerns 1,928 2,200 1,800 2,000 - Number of commercial electric revenue meters tested 1,501 2,000 1,570 1,650 - Number of residential electric revenue meters tested 1,595 800 1,200 1,000 - Estimated average revenue savings $21,900 $15,000 $21,820 $20,645 165 Service Level:Provide education and incentives to increase existing and new home efficiencies in College Station Performance Measures FY08 FY09 FY09 FY10 Actual Revised Estimate Approved Effectiveness -Number of certified Good Cents homes and high efficiency air conditioner replacements for fiscal year 145 125 119 130 -Annual kW. Avoided/reduced 343 377 268 329 - Cumulative avoided/reduced kW based on 10 yr. equipment lifespan 41,447 35,970 38,604 38,673 - Number of on-site energy audits performed on commercial and residential 175 170 111 152 - Annual estimated savings to customer $236.67 $199.75 $224.79 $220.40 166 WATER SERVICES CITY OF COLLEGE STATION CITY MANAGER ASSISTANT CITY MANGER ENVIRONMENTAL & TRAINING MANAGER PROGRAM COORDINATOR PLANT OPERATIONS SUPERINTENDENT ASSET SYSTEM ADMINISTRATOR FIELD OPERATIONS SUPERINTENDENT DIRECTOR ASSISTANT DIRECTOR UTILITIES ANALYST GIS ANALYST SUPERVISORS CREW LEADER OPERATORS TECHNICIANS SUPPORT STAFF WATER PRODUCTION SUPERVISOR SCADA SYSTEMS ANALYST LEAD ELECTRICIAN OPERATORS TECHNICIAN ELECTRICIAN 167 City of College Station Water Fund Fund Summary 11/19/09 7:30 AM FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 REVENUES Residential 8,667,800$ 8,977,472$ 9,879,751$ 10,176,144$ 10,176,144$ 13.35% Commercial/ Industrial 2,593,545 2,440,913 3,486,257 3,590,845 3,590,845 47.11% Other Operating 498,000 534,155 308,798 318,062 318,062 -40.46% Investment Earnings 249,848 200,000 109,724 200,000 200,000 0.00% Other Non-Operating 142,841 75,000 130,085 92,337 92,337 23.12% Total Revenues 12,152,034$ 12,227,540$ 13,914,615$ 14,377,387$ 14,377,387$ 17.58% EXPENDITURES AND TRANSFERS Production* 2,013,767$ 2,262,493$ 2,256,062$ 2,148,002$ 2,148,002$ -5.06% Distribution* 2,119,752 2,179,229 2,011,456 2,048,984 2,048,984 -5.98% Direct Capital* 69,917 193,550 93,257 127,950 147,950 -23.56% General & Administrative Transfers 1,322,534 1,644,287 1,644,287 1,735,923 1,735,923 5.57% Pay Plan Contingency* - - - - 14,227 N/A Other (12,852) - - - - N/A Total Operating Expenditures & Transfers 5,513,118$ 6,279,559$ 6,005,062$ 6,060,859$ 6,095,086$ -2.94% NONOPERATING EXPENDITURES Economic Development 12,500$ 12,500$ 12,500$ 12,500$ 12,500$ 0.00% Debt Service - URB 3,922,106 3,930,349 3,930,349 3,923,216 3,923,216 -0.18% Debt Service - CO's - 513,920 513,920 1,008,315 1,008,315 96.20% Capital Projects - 3,600,000 600,000 7,000,000 7,000,000 94.44% Other 8,263 - - N/A Contingency - 45,000 - 70,000 70,000 55.56% Return on Investment 1,107,238 1,109,573 1,109,573 1,408,505 1,408,505 26.94% Total Nonoperating Expenditures 5,050,107$ 9,211,342$ 6,166,342$ 13,422,536$ 13,422,536$ 45.72% Total Expenditures & Transfers 10,563,225$ 15,490,901$ 12,171,404$ 19,483,395$ 19,517,622$ 25.99% Increase/Decrease in Working Capital, modified accrual budgetary basis 1,588,809$ (3,263,361)$ 1,743,211$ (5,106,008)$ (5,140,235)$ Measurement Focus Adjustment (1,070,809)$ Beginning Working Capital, accrual basis of accounting 5,429,058$ 5,947,058$ 5,947,058$ 7,690,269$ 7,690,269$ Ending Working Capital, accrual basis of accounting 5,947,058$ 2,683,697$ 7,690,269$ 2,584,261$ 2,550,034$ * Production, Distribution, Approved Pay Plan and Direct Capital make up the Operations & Maintenance portion of the Water Budget. Residential 70.78% Commercial/ Industrial 24.98%Other Operating 2.21% Investment Earnings 1.39% Other Non‐ Operating 0.64% Water Fund ‐Sources Production* 11.01% Distribution* 10.50%Direct Capital* 0.76% G&A Transfers 8.89% Pay Plan Contingency 0.07% Economic Development 0.06% Debt Service Transfer ‐URB 20.10% Debt Service Transfer ‐CO's 5.17%Capital Projects 35.87% Contingency 0.36% Return on Investment 7.22% Water Fund ‐Uses 168 City of College Station Water Operations & Maintenance EXPENDITURE BY ACTIVITY CENTER Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from ACTIVITY CENTER FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Production 2,013,767$ 2,262,493$ 2,256,062$ 2,148,002$ 2,148,002$ -5.06% Distribution 2,119,752 2,179,229 2,011,456 2,048,984 2,048,984 -5.98% Direct Capital 69,917 193,550 93,257 127,950 147,950 -23.56% WATER FUND TOTAL 4,203,436$ 4,635,272$ 4,360,775$ 4,324,936$ 4,344,936$ -6.26% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 1,761,679$ 1,729,657$ 1,632,357$ 1,746,650$ 1,746,650$ 0.98% Supplies 487,271 509,972 493,266 457,152 457,152 -10.36% Maintenance 110,241 105,959 104,884 82,279 82,279 -22.35% Purchased Services 1,618,107 1,947,756 1,862,851 1,732,527 1,732,527 -11.05% Other Purchased Services 156,221 148,378 174,160 178,378 178,378 0.00% Direct Capital 69,917 193,550 93,257 127,950 147,950 -23.56% WATER FUND TOTAL 4,203,436$ 4,635,272$ 4,360,775$ 4,324,936$ 4,344,936$ -6.26% PERSONNEL SUMMARY BY ACTIVITY CENTER Approved Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from ACTIVITY CENTER FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Production 5.00 5.00 5.00 5.00 5.00 0.00% Distribution 25.00 25.00 24.00 24.00 24.00 0.00% WATER FUND TOTAL 30.00 30.00 29.00 29.00 29.00 0.00% Service Level Adjustments SAN Drives 20,000$ Water Services Total 20,000$ 169 WATER FUND WATER OPERATIONS Description & Budget Explanation: The Water Operations Division is responsible for the supply and delivery of water. Program Name: Water Production & Distribution Service Level: Provide reliable water service to the citizens of College Station. Performance Measures: FY 08 FY 09 FY 09 FY10 Actual Revised Estimate Approved Effectiveness - Average customer outage duration in minutes for the previous 12 months.8.40 8.00 8.00 8.00 - Average outage time in hours experienced per interruption.0.64 1.00 1.00 1.00 - Average number of outages experienced per customer.0.007 0.03 0.03 0.03 - 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 $1.27 per 1,000 gal.$0.97 $1.43 $1.43 $1.43 - Percent of unaccounted water 9% 10% 10% 10% Output - Number of new services completed. 1,235 1,230 1,230 1,230 -Number of water meters tested.732 1,600 1,600 1,600 Service Level: Provide education and incentives to increase awareness of water and wastewater system, and reduce overall per capita consumption. Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Annual per person (capita) water use per day.158 140 140 140 - Avoided water and wastewater consumption through water education programs (million gallons)6.7 3.0 3.0 3.0 Output - Total number of customers contacted through all outreach and training programs.4,660 7,000 7,000 7,000 -Total number of customers trained on water and wastewater resource issues 955 1,000 1,000 1,000 170 Debt Service Requirements Water Fund All URB Series FISCAL YEAR PRINICIPAL INTEREST FISCAL YEAR PAYMENT PRINCIPAL OUTSTANDING OCT. 1 FY10 2,089,450 1,833,766 3,923,216 39,416,854 FY11 2,248,333 1,717,051 3,965,383 37,327,403 FY12 2,361,377 1,596,089 3,957,466 35,079,071 FY13 2,422,220 1,477,149 3,899,370 32,717,693 FY14 2,540,614 1,355,800 3,896,413 30,295,473 FY15 2,662,175 1,226,862 3,889,037 27,754,859 FY16 2,799,883 1,096,206 3,896,090 25,092,685 FY17 2,844,528 965,643 3,810,171 22,292,801 FY18 2,707,465 838,194 3,545,658 19,448,273 FY19 2,557,200 716,704 3,273,904 16,740,808 FY20 2,695,223 593,213 3,288,437 14,183,608 FY21 2,847,287 462,072 3,309,359 11,488,385 FY22 1,949,576 349,285 2,298,861 8,641,098 FY23 1,439,399 271,675 1,711,074 6,691,522 FY24 1,514,675 204,892 1,719,566 5,252,123 FY25 1,598,638 133,999 1,732,637 3,737,448 FY26 1,289,822 67,831 1,357,652 2,138,810 FY27 848,989 19,102 868,091 848,989 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 4,500,000 FY10FY11FY12FY13FY14FY15FY16FY17FY18FY19FY20FY21FY22FY23FY24FY25FY26FY27Water Debt Service INTEREST PRINICIPAL 171 City of College Station Wastewater Fund FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 REVENUES Residential 8,966,761$ 8,980,911$ 9,644,022$ 9,933,343$ 9,933,343$ 10.61% Commercial/ Industrial 2,004,960 2,043,159 1,995,409 2,055,272 2,055,272 0.59% Other Operating 204,684 234,776 208,533 214,789 214,789 -8.51% Investment Earnings 268,687 350,000 165,803 170,777 170,777 -51.21% Other Non-Operating 7,711 55,450 40,000 - - -100.00% Total Revenues 11,452,803$ 11,664,296$ 12,053,767$ 12,374,181$ 12,374,181$ 6.09% EXPENDITURES AND TRANSFERS Sewer Treatment* 2,850,689$ 3,005,236$ 3,096,115$ 2,912,507$ 2,960,507$ -1.49% Sewer Collection* 1,610,983 2,091,289 1,926,607 1,895,771 1,895,771 -9.35% Direct Capital* 74,715 121,910 69,648 97,710 119,710 -1.80% Gen/Admin Transfer 775,947 935,071 935,071 978,555 978,555 4.65% Pay Plan Contingency* - - - - 24,417 N/A Other 4,136 - - - - N/A Total Operating Expeditures and Transfers 5,316,470$ 6,153,506$ 6,027,441$ 5,884,543$ 5,978,960$ -2.84% NONOPERATING EXPENDITURES Economic Development 20,000$ 20,000$ 20,000$ 20,000$ 20,000$ 0.00% Debt Service - URB 3,842,832 3,894,298 3,894,298 3,852,721 3,852,721 -1.07% Debt Service - CO's 316,628 482,559 482,559 477,194 477,194 -1.11% Capital Projects 1,000,000 3,750,000 2,250,000 2,700,000 2,700,000 -28.00% Other - - - - - N/A Contingency - 60,000 - 60,000 60,000 0.00%gy ,,, Return on Investment 1,092,115 1,125,885 1,125,885 1,219,722 1,219,722 8.33% Total Nonoperating Expenditures 6,271,575$ 9,332,742$ 7,772,742$ 8,329,637$ 8,329,637$ -10.75% Total Expenditures and Transfers 11,588,045$ 15,486,248$ 13,800,183$ 14,214,180$ 14,308,597$ -7.60% Increase/Decrease in Working Capital, modified accrual budgetary basis (135,242)$ (3,821,952)$ (1,746,416)$ (1,839,999)$ (1,934,416)$ Measurement Focus Adjustment (135,686)$ - Beginning Working Capital, accrual basis of accounting 7,117,843$ 6,846,915$ 6,846,915$ 5,100,499$ 5,100,499$ Ending Working Capital, accrual basis of accounting 6,846,915$ 3,024,963$ 5,100,499$ 3,260,500$ 3,166,083$ * Sewer Treatment, Sewer Collection, Approved Pay Plan and Direct Capital make up the Operations & Maintenance portion of the Wastewater Budget. Residential 80% Commercial/ Industrial 17% Other Operating 2% Investment Earnings 1% Wastewater Fund ‐Sources Sewer Treatment* 20.69% Sewer Collection* 13.25% Direct Capital* 0.84% Gen/Admin Transfer 6.84% Pay Plan Contingency 0.17% Economic Development 0.14% Debt Service Transfer ‐URB 26.93% Debt Service Transfer ‐CO's 3.34% Capital Projects 18.87% Contingency 0.42%Return on Investment 8.52% Wastewater Fund ‐Uses 172 City of College Station Wastewater Operations & Maintenance Summary EXPENDITURE BY ACTIVITY CENTER Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from ACTIVITY FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Sewer Treatment 2,850,689$ 3,005,236$ 3,096,115$ 2,912,507$ 2,960,507$ -1.49% Sewer Collection 1,610,983 2,091,289 1,926,607 1,895,771 1,895,771 -9.35% Direct Capital 74,715 121,910 69,648 97,710 119,710 -1.80% WASTEWATER FUND TOTAL 4,536,387$ 5,218,435$ 5,092,370$ 4,905,988$ 4,975,988$ -4.65% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 2,238,217$ 2,654,531$ 2,615,088$ 2,679,483$ 2,679,483$ 0.94% Supplies 670,644 641,819 651,984 559,166 562,666 -12.33% Maintenance 226,231 218,116 216,317 159,118 161,618 -25.90% Purchased Services 1,326,580 1,582,059 1,539,333 1,410,511 1,452,511 -8.19% Direct Capital 74,715 121,910 69,648 97,710 119,710 -1.80% WASTEWATER FUND TOTAL 4,536,387$ 5,218,435$ 5,092,370$ 4,905,988$ 4,975,988$ -4.65% PERSONNEL SUMMARY BY ACTIVITY CENTER Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from ACTIVITY FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Sewer Treatment 24.00 24.00 25.00 25.00 25.00 0.00% Sewer Collection 22.00 22.00 24.00 24.00 24.00 0.00% WASTEWATER FUND TOTAL 46.00 46.00 49.00 49.00 49.00 0.00% Service Level Adjustments Wastewater Treatment: Lick Creek WWTP Forklift 48,000$ Wastewater Collection: Wastewater Flow Monitors - Portable 22,000 Wastewater Total 70,000$ 173 WASTEWATER FUND WASTEWATER OPERATIONS Description & Budget Explanation: The Wastewater Operations Division is responsible for the collection and treatment of wastewater in the City. Program Name: Wastewater Collection & Treatment Service Level: Provide reliable wastewater service to the citizens of College Station. Performance Measures: FY08 FY09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Average customer stoppage duration in minutes.53.00 40.00 40.00 40.00 - Average number of stoppages experienced per customer.0.002 0.003 0.003 0.003 - 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 $1.85 /1,000 gal.) $1.84 $2.09 $2.09 $2.09 Output -Number of new services completed.781 1,140 1,140 1,140 174 Debt Service Requirements Wastewater All URB Series FISCAL YEAR PRINCIPAL INTEREST FISCAL YEAR PAYMENT PRINCIPAL OUTSTANDING OCT. 1 FY10 2,492,985 1,359,736 3,852,721 29,765,369 FY11 2,467,247 1,239,435 3,706,682 27,272,385 FY12 2,541,255 1,120,038 3,661,293 24,805,137 FY13 2,513,484 1,002,535 3,516,019 22,263,882 FY14 2,435,569 886,177 3,321,747 19,750,399 FY15 2,057,104 776,122 2,833,226 17,314,829 FY16 2,160,316 672,790 2,833,106 15,257,726 FY17 2,147,920 569,836 2,717,756 13,097,410 FY18 1,912,395 474,250 2,386,645 10,949,490 FY 19 1,657,481 390,013 2,047,494 9,037,095 FY 20 1,747,639 307,436 2,055,075 7,379,614 FY 21 1,845,067 219,882 2,064,949 5,631,976 FY 22 1,003,349 150,905 1,154,254 3,786,909 FY 23 545 590 114 561 660 151 2 783 560FY 23 545,590 114,561 660,151 2,783,560 FY 24 574,303 89,100 663,402 2,237,970 FY 25 605,873 62,124 667,997 1,663,668 FY 26 639,223 33,521 672,744 1,057,795 FY 27 418,571 9,418 427,989 418,572 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 4,500,000 FY10FY11FY12FY13FY14FY15FY16FY17FY18FY 19FY 20FY 21FY 22FY 23FY 24FY 25FY 26FY 27Wastewater Debt Service PRINCIPAL INTEREST 175 Sanitation Fund The Sanitation Fund is a user-fee self-supported enterprise fund that accounts for the activities of collecting and disposing of residential and commercial refuse in the City. 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 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 budgeted using the modified accrual basis of accounting and the current financial resources measurement focus. The budget measures the net change in working capital. The measurement focus adjustment to arrive at Actual 2008 Working Capital is necessary because the proprietary fund’s financial statements are prepared using the economic resources measurement focus and the accrual basis of accounting. Revenues for the Sanitation Fund are forecasted to be $7,182,159 in FY10. This is an increase of 3.10% over the FY09 revised budget. Operating expenditures for FY10 are expected to decrease by 6.52% from the FY09 revised budget. For FY10, the Return on Investment line item, which provides a benefit to the citizens for ownership of the Sanitation operation, has been approved to increase from 7% to 10% of budgeted operating revenues. The Fiscal & Budgetary Policies in Appendix F have been changed to reflect this approved change in policy. The approved Return on Investment for FY10 is $716,644. Approved total expenditures for FY10 are $6,776,443. Historically, the Sanitation fund has provided funding for Keep Brazos Beautiful, an Outside Agency dedicated to beautification and litter abatement. The FY10 Keep Brazos Beautiful request in the amount of $60,240 is included in the FY10 Sanitation approved budget. 176 City of College Station Sanitation Fund Fund Summary FY09 FY09 FY10 FY10 % Change in 11/19/09 11:42 AM FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 REVENUES Residential 4,331,271$ 4,450,000$ 4,548,617$ 4,685,075$ 4,685,075$ 5.28% Commercial / Industrial 2,325,584 2,390,000 2,345,172 2,368,624 2,368,624 -0.89% Other Operating 124,710 113,000 109,454 112,738 112,738 -0.23% Investment Earnings 16,510 11,000 9,396 9,678 9,678 -12.02% Other Non Operating 1,610 2,000 23,836 6,044 6,044 202.20% Total Revenues 6,799,685$ 6,966,000$ 7,036,475$ 7,182,159$ 7,182,159$ 3.10% EXPENDITURES AND TRANSFERS Residential*3,140,280$ 3,451,918$ 3,282,520$ 3,106,229$ 3,106,229$ -10.01% Commercial*2,368,987 2,389,945 2,277,758 2,297,290 2,297,290 -3.88% Pay Plan Contingency - - - - 8,115 N/A General & Admin Transfers 621,732 526,892 526,894 535,425 535,425 1.62% Outside Agency Funding 40,418 60,240 60,240 60,240 60,240 0.00% Contingency - 40,000 - 40,000 40,000 0.00% Inventory Loss (52,923) - - - - N/A Total Operating Expenditures & Transfers 6,118,494$ 6,468,995$ 6,147,412$ 6,039,184$ 6,047,299$ -6.52% NONOPERATING EXPENDITURES Economic Development 12,500$ 12,500$ 12,500$ 12,500$ 12,500$ 0.00% Transfers 40,000 - - - - N/A Return on Investment 463,000 487,000 487,000 716,644 716,644 47.15% Total Non Operating Expenditures 515,500$ 499,500$ 499,500$ 729,144$ 729,144$ 45.97% Total Operating & Non Operating Expenditures 6,633,994$ 6,968,495$ 6,646,912$ 6,768,328$ 6,776,443$ -2.76% Increase/Decrease in Working Capital, modified accrual budgetary basis 165,691$ (2,495)$ 389,563$ 413,831$ 405,716$ Measurement Focus Adjustment (95,704)$ Beginning Working Capital, accrual basis of accounting 892,169$ 962,156$ 962,156$ 1,351,719$ 1,351,719$ Ending Working Capital, accrual basis of accounting 962,156$ 959,661$ 1,351,719$ 1,765,550$ 1,757,435$ *Residential and Commercial Operations make up the O&M portion of the Sanitation Fund budget Residential 65.23% Commercial / Industrial 32.98% Other Operating 1.57% Investment Earnings 0.13% Other Non Operating 0.08% Sanitation Fund ‐Sources Residential* 45.84% Commercial* 33.90% Pay Plan Contingency 0.12%General & Admin Transfers 7.90% Outside Agency Funding 0.89% Contingency 0.59% Economic Development 0.18% Return on Investment 10.58% Sanitation Fund ‐Uses 177 City of College Station Sanitation Operations & Maintenance Summary EXPENDITURE BY ACTIVITY Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Residential Collection 3,140,280$ 3,451,918$ 3,282,520$ 3,106,229$ 3,106,229$ -10.01% Commercial Collection 2,368,987 2,389,945 2,277,758 2,297,290 2,297,290 -3.88% DIVISION TOTAL 5,509,267$ 5,841,863$ 5,560,278$ 5,403,519$ 5,403,519$ -7.50% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 1,730,968$ 1,797,924$ 1,779,730$ 1,794,072$ 1,794,072$ -0.21% Supplies 564,230 462,112 305,438 295,909 295,909 -35.97% Maintenance 529,180 516,400 515,448 442,887 442,887 -14.24% Purchased Services 2,684,889 3,065,427 2,959,662 2,870,651 2,870,651 -6.35% Capital Outlay - - - - - N/A DIVISION TOTAL 5,509,267$ 5,841,863$ 5,560,278$ 5,403,519$ 5,403,519$ -7.50% PERSONNEL SUMMARY BY ACTIVITY Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from ACTIVITY FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Residential Collection 25.50 24.00 24.15 24.15 24.15 0.00% Commercial Collection 11.00 11.00 11.10 11.10 11.10 0.00% DIVISION TOTAL 36.50 35.00 35.25 35.25 35.25 0.00% 178 PUBLIC WORKS SANITATION Description & Budget Explanation: The Sanitation Division is responsible for the collection of all municipal refuse, recycling and commercial refuse. Program Name: Residential Collection Service Level: Provide residential solid waste collection to College Station citizens. Performance Measures FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percent of missed collection reports per week 0.12% 1.00% 1.00% 1.00% Efficiency - No. of labor hours per ton of household garbage 1.22 1.7 1.7 1.7 - No. of labor hours per ton of bulky waste 2.67 4.9 4.9 4.9 - No. of labor hours per ton of Clean Green 3.68 6.5 6.5 6.5 - Cost per ton of household garbage $81.95 $80.00 $80.00 $80.00 - Cost per ton of bulky waste $179.69 $240.00 $240.00 $240.00 - Cost per ton of Clean Green $247.95 $320.00 $320.00 $320.00 - Residential monthly rate $14.40 $14.40 $14.40 $14.40 Output - No. of household tons collected 13,160 17,748 17,800 18,156 - No. of bulky tons collected 6,384 5,814 5,900 6,018 -No. of Clean Green tons collected 2,647 2,652 2,700 2,754 179 Program Name: Residential Recycling Service Level: Provide residential recycling collection to College Station citizens. Performance Measures FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percent of missed collection reports per week 0.01% 1.00% 1.00% 1.00% - Percent of Residential Municipal Solid Waste (MSW) diverted annually 15.89% 22.00% 22.00% 22.00% - Lbs. Collected per household 10.3 15 15 15 Efficiency - Cost per ton, recycling $229.25 $220.00 $220.00 $220.00 - Revenue per ton, recycling $72.10 $40.00 $40.00 $40.00 - Net cost per ton, recycling (cost-revenues- avoided disposal costs)$134 $180 $180 $180 Output - No. of tons collected, recycling 1,199 1,071 1,092 1,114 - Avoided landfill costs $28,177 $28,091 $28,091 $28,651 Program Name: Commercial Collection Service Level: Provide sanitation to College Station businesses and apartments. Performance Measures FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Percent of missed collection reports 0.011% 1.000% 1.000% 1.000% Efficiency - Labor-hours per ton 0.67 1.00 1.00 1.00 - Cost per ton $45.25 $40.00 $40.00 $40.00 Output -No. of tons collected 38,709 37,080 37,080 3,819 180 FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 REVENUES Parking Fees 664,960$ 661,500$ 918,789$ 1,175,341$ 1,175,341$ 77.68% Parking Fines 8,808 16,480 7,927 9,000 9,000 (45.39%) Investment Earnings 43,319 41,200 20,000 10,100 10,100 (75.49%) Other 3,343 4,120 4,120 4,244 4,244 3.01% Total Revenues 720,430$ 723,300$ 950,836$ 1,198,685$ 1,198,685$ 65.72% EXPENDITURES Parking Operations 477,854$ 556,190$ 554,567$ 512,952$ 623,188$ 12.05% Pay Plan Contingency - - - - 1,313 N/A General & Administrative Transfers 33,692 88,970 88,970 103,067 103,067 15.84% Capital Outlay 79,224 - 50,000 350,000 350,000 N/A Debt Service - 250,000 250,000 541,070 541,070 116.43% Total Expenditures 590,770$ 895,160$ 943,537$ 1,507,089$ 1,618,638$ 80.82% Increase/Decrease in Working Capital 129,660$ (171,860)$ 7,299$ (308,404)$ (419,953)$ Measurement focus adjustment (94,658)$ -$ -$ -$ -$ Beginning Working Capital 1,067,326$ 1,102,328$ 1,102,328$ 1,109,627$ 1,109,627$ Ending Working Capital 1,102,328$ 930,468$ 1,109,627$ 801,223$ 689,674$ City of College Station Parking Enterprise Fund Fund Summary The Parking Enterprise Fund accounts for revenues and expenditures from the City’s Northgate parking facilities. These revenues come from the Patricia Street parking lot, the College Main Parking Garage, and metered street parking in the Northgate area. This fund is budgeted using the modified accrual basis of accounting and the current financial resources measurement focus. The budget measures the net change in working capital. The measurement focus adjustment to arrive at Actual 2008 Working Capital is necessary because the proprietary fund’s financial statements are prepared using the economic resources measurement focus and the accrual basis of accounting. Revenues from all parking fees and fines are estimated to be $1,184,341. Total revenues in FY10 are estimated to be $1,198,685. Approved expenditures related to parking operations are $623,188. This amount includes 3 approved SLAs totalling $110,236. $63,570 in SLA funding is approved for operations & maintenance of the recently completed Northgate Restroom facility, $17,000 is included for increased public safety presence at the Northgate Parking Garage during weekends, and $29,666 is included for additional District Managment equipment and supplies. Beginning in FY10, the Parking Enterprise fund will fully cover the debt service related to the College Main Parking Garage, totaling $541,070 in FY10. Total approved expenditures are $1,618,638. Parking Operations 38.50% Pay Plan Contingency 0.08%G&A Transfers 6.37% Capital Outlay 21.62% Debt Service 33.43% Parking Enterprise Fund ‐Uses Parking Fees 98.05% Parking Fines 0.75% Investment Earnings 0.84% Other 0.35% Parking Enterprise Fund ‐Sources 181 City of College Station Parking Enterprise Fund Summary Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Parking 557,078$ 556,190$ 554,567$ 862,952$ 973,188$ 74.97% DIVISION TOTAL 557,078$ 556,190$ 554,567$ 862,952$ 973,188$ 74.97% Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 280,861$ 296,052$ 288,725$ 278,701$ 278,701$ (5.86%) Supplies 18,131 19,335 17,107 20,166 22,032 13.95% Maintenance 22,616 21,435 24,245 36,209 48,009 123.97% Purchased Services 156,246 170,520 175,641 177,876 274,446 60.95% General Capital 79,224 48,848 48,849 350,000 350,000 616.51% DIVISION TOTAL 557,078$ 556,190$ 554,567$ 862,952$ 973,188$ 74.97% Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Parking 9.00 9.00 8.00 8.00 8.00 0.00% DIVISION TOTAL 9.00 9.00 8.00 8.00 8.00 0.00% * Two positions were transferred to the Police department in FY09 and one position was added in FY09 through a budget amendment. Service Level Adjustments One-Time Recurring Total Parking Northgate Restroom O&M -$ 63,570$ 63,570$ Parking Garage Public Safety Presence - 17,000 17,000 Parking NG District Mgmt & Parking Oper Vehicle 26,000 3,666 29,666 Parking SLA TOTAL 26,000$ 84,236$ 110,236$ EXPENDITURES EXPENDITURES BY CLASSIFICATION PERSONNEL SUMMARY 182 Utilities Capital Projects Budget On an annual basis, the City of College Station prepares a five-year Capital Improvements Program (CIP). The CIP is presented for City Council review as part of the annual budget process. The program consolidates all anticipated capital needs for which funding authorization exists. The program is divided into several sections depending on the services provided and the funding source. Two categories of capital expenditures are defined by the City. The first category of capital expenditure is for major capital projects. Major capital projects are projects that cost more than $50,000 and provide a fixed asset or equipment that has a useful life of three years or more. The second category of capital expenditure is for minor capital projects. Minor capital projects are projects that cost more than $5,000 and less than $50,000 and provide a fixed asset or equipment that has a useful life of three years or more. Traditionally, 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. In FY09, based on the recommendations from the City’s financial advisors, and due to the marketability of the bonds as well as the volatility of the bond market, Certificates of Obligation were issued in lieu of utility revenue bonds. In FY10, either Utility Revenue Bonds or Certificates of Obligation will be issued for Utility capital projects. Generally, Certificates of Obligation and Utility Revenue Bonds do not require voter approval. The debt will be repaid from revenues generated by the utilities. Funds in the amount of $12,025,000 are estimated to be issued for Water capital projects and funds in the amount of $7,600,000 are estimated to be issued for Wastewater capital projects. 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 Below are descriptions of the utility capital projects included in the FY10 Approved Budget. The funds expended on these projects are considered significant and nonroutine. Electric Capital Projects $8,932,210 is the approved appropriation for electric capital projects in FY10. As the electric capital projects are considered competitive matter under Texas Senate Bill No. 7, details of these projects cannot be outlined in this summary, but have been provided to the City Council. Water Capital Projects In FY10, $12,948,894 is the approved new appropriation for water capital projects. Water production projects include an estimated FY10 expenditure of $13,285,000. This includes $4,500,000 for construction of phase I of the Parallel Wellfield Collection Line. This water line will run parallel to the existing water line which is currently operating at maximum capacity. The parallel line will increase system capacity. $1,000,000 is included for the purchase of land for future well sites. As capacity needs grow, the City is preparing for the construction of new wells. A component of this is the land acquisition for new future wells. Also included in the FY10 Approved Budget are funds in the amount of $4,875,000 for the construction of Well #8 and funds in the amount of $2,000,000 for construction of the Well #8 Collection Line. The additional capacity is required to meet Texas Commission on Environmental Quality (TCEQ) regulations for pumping capacity to match the projected population. $400,000 is included for the design of the high service water pump improvements. This project will replace the existing high service pumps #3 and #4 with higher capacity fixed speed pumps. This project is in response to analysis of the water system capacities in relation to TCEQ requirements. An additional $400,000 is included for the removal, inspection, and rehabilitation of the pumps and motors for two Simsboro water wells. The pumps in these two wells have reached their expected service life and need to be inspected and rehabilitated. $110,000 is projected for the completion of the Supervisory Control and Data Acquisition (SCADA) system replacement. SCADA is a system that allows for computerized control over plant operations and remote facilities. This project will replace the control equipment that has exceeded its useful life. 183 Funds in the amount of $5,134,824 are projected to be expended on Distribution projects in FY10. This includes $100,000 of general oversize participation (OP) funds. These funds are used to help meet future capacity needs by oversizing water lines above the minimum size required to serve a development. $2,650,000 is included in the FY10 budget for construction on the Reclaimed Water project. This is a multi-phase project to deliver irrigation water to major users in College Station. Phase I includes delivery of reclaimed water to Veterans Park. $865,759 is the projected FY10 expenditure for the Wellborn Widening project. This project was for the relocation of water lines outside of future pavement areas in conjunction with Wellborn Widening. A final phase is expected to be completed in FY10. A portion of the expenditures for this project will be reimbursed by TxDOT. It is estimated that $2,930,408 will be received over the next two fiscal years. 80% estimated to be received in FY10 and the balance in FY11 following the completion of the project. $127,007 is included for the design of the Barron Road water line extension. This project is for the installation of water lines along Barron Road. Construction is estimated for FY11. A projected expenditure of $366,000 is included for land acquisition related to the construction of water lines in annexed areas along Raymond Stotzer West. This project will provide water to areas along Raymond Stotzer West. $150,000 is included for the relocation and improvements to water lines along Barron Road from Decatur Drive to William D. Fitch Parkway. In addition, $217,500 is included for water line improvements along Victoria Avenue. These last two projects will be completed in conjunction with the corresponding street extension projects. $25,000 is included for the land acquisition related to the project that will provide a connection of the 24” water line at Graham Road to the 24” water line at Barron Road. This is needed for the proper operation of the distribution system. An estimated $299,500 is included for land acquisition related to the relocation of the water line for TxDOT's future widening of University Drive East. Water lines will need to be relocated into an easement outside of the right-of-way. A portion of the funds expended on this project will be eligible for reimbursement from TxDOT. Finally, $334,058 is included for the William D. Fitch Parkway East project. This project is for the installation of a water line to serve the annexed area along William D. Fitch Parkway. Construction is estimated to be completed in FY10. Rehabilitation projects included in the FY10 Approved Budget include $120,000 for the adjustments to water lines that will occur as part of the Bee Creek IV and V drainage project which will provide storm drainage improvements to the flow capacity of Bee Creek Tributary "A." An estimate of $77,688 is included for the replacement of water lines along Tauber Street and Stasney Street. This project is being completed in connection with the Streets rehabilitation project. The existing infrastructure is being replaced and capacity should increase as a result. $1,436,866 is projected for the South Knoll/The Glade project. This project is for the replacement of water lines in the area bounded by Haines, Southwest Parkway, Glade and Langford. These aging lines were identified in a 2003 water study as in need of replacement. In addition, $1,267,823 has been estimated for the Southwood 5-7 project. This project is for the replacement of water lines in an area bounded by Southwest Parkway, Harvey Mitchell Parkway, Welsh and Shadowood. Contingency in the amount of $150,000 has been included in the FY10 Approved Budget. These funds will be available for use on unanticipated projects as well as to offset project overruns. Finally, $360,000 has been included for the meter replacement program that was implemented in FY08. This program is for the replacement of water meters on a routine basis to ensure efficient water readings. The FY10 Approved Budget includes an estimated $7,000,000 in current revenues that will be transferred from operations to fund water capital projects. Additionally, a debt issue of $12,025,000 is projected in FY10 for water capital projects. Wastewater Capital Projects The FY10 Approved Budget includes $4,877,393 in new appropriations for numerous wastewater capital projects. Collection projects include $100,000 for oversize participation and planning. These funds are available to meet future anticipated capacity in the construction of wastewater lines above the minimum size needed to serve the development. $557,000 is the estimated expenditure for land acquisition related to the construction of wastewater lines in annexed areas along Raymond Stotzer West. Due to annexation, development and expected future development, wastewater services are necessary. $300,000 is the projected expenditure for the Koppe Bridge Lift Station project. This project is for the construction of a force main sewer line from the existing Koppe Bridge Lift Station to Creek Meadow Lift Station. This project will allow for the Meadow Creek Package Plant to be taken off line. $307,790 is estimated for the Westminster sewer line construction. This project is being completed in conjunction with TxDOT’s widening of Wellborn Road from FM 2818 to Barron and the line will serve properties along Wellborn Road and Barron Road. An expenditure of $475,000 is estimated for the Nantucket Gravity Sewer project. This project will include the installation of a gravity sewer line. $300,000 is projected for engineering associated with the Lick Creek Parallel Trunk Line – Phase I. This project involves the replacement of a trunk line in Lick Creek Park. This trunk line serves areas south of Barron Road. $23,381 is included for wastewater line improvements along Victoria Avenue. In addition, $100,000 is included for the relocation and improvements to wastewater lines along Barron 184 Road from Decatur Drive to William D. Fitch Parkway. These last two projects will be completed in conjunction with the corresponding street extension projects. An estimated $291,094 is included for the Emerald Parkway/Bent Oak project. This project will provide for new alignment of approximately 1,000 feet of 24 inch wastewater collection line will be installed to provide better flow hydraulics and will have sealed and bolted manholes. $300,000 is projected for the adjustments to wastewater lines that will occur as part of the Bee Creek IV and V drainage project which will provide storm drainage improvements to the flow capacity of Bee Creek Tributary "A." An estimate of $261,820 is included for replacement of wastewater lines along Tauber Street and Stasney Street. This project is being completed in connection with the Streets rehabilitation project. Funds totaling $1,361,513 are projected for the South Knoll/The Glade project. This project is for the replacement of wastewater lines in the area bounded by Haines, Southwest Parkway, Glade and Langford. These aging lines were identified in a 2003 wastewater study as in need of replacement. Finally, $1,537,094 has been included for the Southwood 5-7 project. This project is for the replacement of wastewater lines in an area bounded by Southwest Parkway, Harvey Mitchell Parkway, Welsh and Shadowood. Funds in the amount of $4,041,476 have been projected for Treatment and Disposal projects. $500,000 is included for headworks improvements at the Carters Creek Wastewater Treatment Plant (CCWWTP). These improvements include the replacement of the motorized bar screens, replacement of the grit bridges, overhaul of the shaftless screw conveyor and the installation of mixers in the wells at the end of the grit bridges. In addition, $310,000 is projected for the construction of catwalks around the Lick Creek clarifiers. The catwalks will provide safe access for the operators to operate and maintain the clarifiers. An estimated $363,280 is included for centrifuge improvements at the Lick Creek Wastewater Treatment Plant (LCWWTP). Improvements include installing a larger sludge discharge hopper, a sludge conveyor and a work platform around the centrifuge. $400,000 is included for completion of the Lick Creek Holding Tank Improvements. This project will ultimately expand the size of the waste sludge holding tank at the Lick Creek Wastewater Treatment Plant. An additional $600,000 is estimated for ATAD improvements at the CCWWTP. This includes replacing the ATAD motor operated valves. $200,000 is projected for Lick Creek Return Activated Sludge Improvements. This project is for the hiring of an engineer to modify the existing pumps, flow measurement and sludge waste set up and for the implementation of necessary modifications. Funds in the amount of $155,196 are estimated for the SCADA replacement project. This project will replace the control equipment that has exceeded its useful life. $890,000 is the projected expenditure for the Carters Creek Lab and SCADA Building project. The existing building no longer meets laboratory standards. The funds estimated in FY10 will be for the construction of the new building. In addition, $123,000 is estimated for Process Control Improvements at LCWWTP. This project will be for the purchase and installation of improved process control instrumentation at the Plant. An additional $80,000 has been included in FY10 for the installation of SCADA at the new lift stations. This will allow for monitoring and alarming of the new lift stations. Also included is $300,000 for remote plant security. This project will address the physical access and monitoring of these plants. $120,000 has been included for the Carters Creek Fiber Optic Ring. This project will implement a redundant Fiber Ring to Carters Creek Wastewater Treatment Plant. This will eliminate the spur and provide two paths of data into the Plant and will also eliminate extended outages of data loss from the LCWWTP. Finally, contingency in the amount of $150,000 has been included in the FY10 Approved Budget. These funds will be available for use on unanticipated projects as well as to offset project overruns. A total of $2,700,000 in current revenues from operations is estimated to be used to fund wastewater capital projects. Additionally, a debt issue of $7,600,000 is projected in FY10 for wastewater capital projects. ADDITIONAL O&M COSTS The City of College Station strives to provide superior electric, water, and wastewater services to its citizens. Part of this effort includes investment in the capital that makes up the infrastructure. These investments take place in the form of capital improvement projects. Some of these improvements require additional operating and maintenance (O&M) costs. These costs are identified and ultimately become part of the cost of providing these utility services. In some situations, the O&M cost of a project is minimal and can be absorbed by the City department that is benefiting the most from the project. In other situations, the O&M cost is more significant and funding for these additional expenses is addressed through the Service Level Adjustment (SLA) process. In these situations, SLAs are submitted for the O&M needs of the capital projects and funding is considered as part of the budget process. As part of the budget process, the Water Services Department evaluated current operations to determine if adjustments could be made that would allow service levels to be met without a corresponding increase in budget. Several adjustments were 185 made in the existing budget to accommodate anticipated O&M costs related to recently completed capital projects. Funds in the amount of $12,400 were reallocated within the Water and Wastewater budgets to account for maintenance costs associated with the recently installed physical access security system and video surveillance system. In addition, $14,000 was reallocated within the funds for a service agreement related to the emergency generators that were also recently installed. Finally, funds were reallocated in the Wastewater Fund to accommodate for an increase in the lift station O&M costs. Departments are expected to consider the impact of current and planned capital improvement projects on operations and maintenance (O&M) budgets. This analysis is a component of the 5-year Strategic Business Plans that are completed by all City departments. Projections as to the impact of capital projects on O&M budgets that are included in the Strategic Business Plans are used by the Finance Office in financial forecasting. A more detailed sheet at the end of this section reflects the estimated O&M costs associated with the utility capital projects. The departments will continue to evaluate current operations before increases in budget will be approved. 186 187 ELECTRIC SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2013‐2014 FY 08-09 ACTUAL REVISED ESTIMATE FY07-08 BUDGET FY 08-09 BEGINNING FUND BALANCE:2,805,968$ 872,560$ 392,526$ SUBTOTAL ADDITIONAL RESOURCES 7,146,016$ 9,751,000$ 7,136,844$ TOTAL RESOURCES AVAILABLE 9,951,984$ 10,623,560$ 7,529,370$ TOTAL EXPENDITURES 9,717,537$ 10,188,378$ 7,089,322$ MEASUREMENT FOCUS ADJUSTMENT 158,079$ ENDING FUND BALANCE:392,526$ 435,182$ 440,048$ 188 ELECTRIC SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2013‐2014 FY 09-10 APPROVED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET FY10-11 FY11-12 FY12-13 FY13-14 440,048$ 185,838$ 301,838$ 77,838$ 179,989$ 8,678,000$ 6,313,000$ 8,688,000$ 7,599,151$ 7,113,000$ 9,118,048$ 6,498,838$ 8,989,838$ 7,676,989$ 7,292,989$ 8,932,210$ 6,197,000$ 8,912,000$ 7,497,000$ 7,167,000$ 185,838$ 301,838$ 77,838$ 179,989$ 125,989$ 189 WATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 11/19/09 1:37 PM FY10 PROJECT APPROVED APPROVED PROJECT WORK REQUEST BUDGET APPROPRIATIONS FY08-09 FY09-10 NUMBER NUMBER AMOUNT THROUGH FY08 APPROPRIATIONS APPROPRIATIONS BEGINNING FUND BALANCE:3,021,021$ 1,453,809$ ADDITIONAL RESOURCES: UTILITY REVENUE BONDS/CERTIFICATES OF OBLIGATION 10,750,000$ 12,025,000$ INTEREST ON INVESTMENTS 12,000 18,000 TRANSFERS FROM OPERATIONS 3,600,000 7,000,000 OTHER 3,525,260 2,344,326 SUBTOTAL ADDITIONAL RESOURCES 17,887,260$ 21,387,326$ TOTAL RESOURCES AVAILABLE 20,908,281$ 22,841,135$ PRODUCTION PROJECTS SOURCE AND SUPPLY PLANT - WSWOC PARALLEL WELLFIELD COLL LINE PH I - WF0352553 5,081,362 2,275,191 1,987,555 818,616 LAND ACQUISITION - WELLS WT0206 WF0377324 6,667,217 3,480,614 3,142,000 44,603 WELL #8 - WF1097966 5,120,000 - 500,000 4,620,000 WELL#8 COLLECTION LINE - WF1097967 3,000,000 - 950,000 2,050,000 WELL #9 TBD 4,727,000 - - - WELL #9 COLLECTION LINE TBD 4,131,831 - - - DOWLING ROAD 10 MG STORAGE TANK WT0117 WF0353631 7,432,856 - - - WATER PUMPING AND TREATMENT PLANT - WPWOC SANDY POINT CHEMICAL SYS REPLACEMENT - TBD 1,698,964 - - - HIGH SERVICE WATER PUMP IMPROVEMENTS WF1223117 2,500,000 - - 500,000 WELLS #1 AND #3 PUMP/MOTOR REHAB TBD 400,000 - - 400,000 COOLING TOWER EXPANSION TBD 3,170,000 - - - EMERGENCY ELECTRIC GENERATOR EXPANSION TBD 700,000 - - - WELL #1 MOTOR CONTROL CENTER REPLACEMENT TBD 580,000 - - - WELL #2 MOTOR CONTROL CENTER REPLACEMENT TBD 580,000 - - - WELL #3 MOTOR CONTROL CENTER REPLACEMENT TBD 580,000 - - - WATER GENERAL PLANT - WGWOC SCADA REPLACEMENT - WF0742940 259,476 351,751 - - WATER PLANT SECURITY - WF0466439 1,489,480 1,567,969 - - UTILITY SERVICE CENTER RENOVATIONS - TBD 348,000 - - - SCADA MAN MACHINE INTERFACE TBD 205,000 - - - COMMUNICATIONS INFRASTRUCTURE IMPROVEMENTS TBD 480,000 - - - DISTRIBUTION SCADA TBD 900,000 - - - CLOSED PROJECTS SUBTOTAL 6,579,555$ 8,433,219$ DISTRIBUTION PROJECTS TRANSMISSION AND DISTRIBUTION PLANT - WTWOC OVERSIZED PARTICIPATION - TBD ANNUAL - 100,000 100,000 WATER RECLAIM / IRRIGATION WT0110 WF0995711 3,606,730 575,730 - 3,031,000 WELLBORN WIDENING - WF0613546 4,250,000 4,250,000 - - BARRON ROAD WATER SERVICE EXT - WF0379197 2,383,253 2,384,475 - - RAYMOND STOTZER WEST - WF1111167 3,440,000 - 1,000,000 - EAGLE AVENUE EXT - WF1095364 101,464 92,000 - - W.D. FITCH WATER LINE EXTENSION - WF1092576 35,000 25,000 10,000 - BARRON ROAD WIDENING PHASE II - TBD 150,000 - - 150,000 VICTORIA AVENUE EXTENSION - WF1158553 228,375 - 15,000 213,375 SH 40 WATER LINE - GRAHAM TO BARRON TBD 2,586,000 - - 25,000 SH 40 WATER LINE - Iron Horse to Victoria TBD 643,000 - - - WATER RECLAMATION PHASE II TBD 1,475,000 - - - FM 60 WIDENING WATER RELOCATION TBD 2,478,000 - - 299,500 190 WATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT EXPENDITURES ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED THROUGH FY07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 11,127,771$ 3,021,021$ 1,453,809$ 848,447$ 805,436$ 250,436$ 282,541$ 600,841$ 6,900,000$ 7,535,000$ 12,025,000$ 6,750,000$ 10,800,000$ 9,000,000$ 7,300,000$ 5,250,000$ 90,141 - 18,000 7,200 9,000 4,000 7,000 7,000 - 600,000 7,000,000 600,000 1,300,000 2,250,000 2,000,000 2,050,000 124,801 7,768 2,344,326 586,082 - 1,888,900 - - 7,114,942$ 8,142,768$ 21,387,326$ 7,943,282$ 12,109,000$ 13,142,900$ 9,307,000$ 7,307,000$ 18,242,713$ 11,163,789$ 22,841,135$ 8,791,729$ 12,914,436$ 13,393,336$ 9,589,541$ 7,907,841$ 44,286 159,544 377,532 4,500,000 - - - - - 204,671 3,361,544 1,201,002 1,000,000 900,000 - - - - - - 245,000 4,875,000 - - - - - - - 1,000,000 2,000,000 - - - - - - - - - - 2,200,000 2,527,000 - - - - - - 25,000 1,975,000 2,131,831 - - 471,856 - - - - - 80,000 3,919,000 2,962,000 - - - - - - 200,000 1,498,964 - - - - - 400,000 2,100,000 - - - - - - - 400,000 - - - - - - - - - - 300,000 2,870,000 - - - - - - - - - 75,000 625,000 - - - - - - - - 580,000 - - - - - - - - 580,000 - - - - - - - - 580,000 109,173 15,303 - 110,000 25,000 - - - - 1,060,780 43,700 385,000 - - - - - - - - - - 348,000 - - - - - - - - 117,000 25,000 63,000 - - - - - - 240,000 240,000 - - - - - - - - 300,000 300,000 300,000 - 9,575,733 2,359,749 1,890,766$ 13,155,823$ 5,568,283$ 13,285,000$ 3,755,000$ 5,240,000$ 9,470,795$ 4,294,000$ 5,327,000$ - - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 41,730 36,487 400,000 2,650,000 478,513 - - - - 3,292,101 17,140 75,000 865,759 - - - - - 1,160,089 18,431 23,334 127,007 1,054,392 - - - - - - 354,000 366,000 950,000 1,770,000 - - - - - 101,464 - - - - - - - - 35,000 - - - - - - - - - 150,000 - - - - - - - 10,875 217,500 - - - - - - - - 25,000 200,000 2,361,000 - - - - - - - 90,000 553,000 - - - - - - 450,000 1,025,000 - - - - 299,500 443,500 1,735,000 - - - 191 WATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 FY10 PROJECT APPROVED APPROVED PROJECT WORK REQUEST BUDGET APPROPRIATIONS FY08-09 FY09-10 NUMBER NUMBER AMOUNT THROUGH FY08 APPROPRIATIONS APPROPRIATIONS 2002 ANNEXATION PROJECTS - ROCK P RD S OF CARTER LAKE (AREA 5)-WF0805789 178,811 434,000 - - WILLIAM D FITCH EAST (AREA 6) - WF0805807 672,000 672,000 - - NANTUCKET EAST OF HARPERS FERRY (AREA 3) TBD 95,000 - - - DONATED WATER NA CLOSED PROJECTS 1,300,000 - SUBTOTAL 2,425,000$ 3,818,875$ REHABILITATION PROJECTS: BARRON ROAD REHAB - WF0654325 100,000$ 100,000 - - BEE CREEK PHASES IV & V TBD 120,000 120,000 - - TAUBER & STASNEY - WF0625888 305,660 120,000 159,347 26,313 COLLEGE PARK/BREEZY HEIGHTS - WF0595915 1,640,000 1,640,000 - - SOUTH KNOLL/THE GLADE - WF1044480 1,725,000 900,000 825,000 - SOUTHWOOD 5-7 - WF1105425 1,492,279 - 1,507,500 - EASTGATE REHAB TBD 2,275,000 - - - MCCOLLOCH REHAB TBD 1,782,500 - - - NORTHGATE REHAB TBD 1,500,000 - - - THE KNOLL REHAB TBD 1,489,200 - - - CLOSED PROJECTS 77,756,758 SUBTOTAL 2,491,847$ 26,313$ CAPITAL PROJECTS CONTINGENCY - WF0608079 150,000$ - 140,000 150,000 METER REPLACEMENT PROGRAM WF1128579 360,000 360,000 CAPITAL PROJECTS SUBTOTAL 162,710,216 11,996,402$ 12,788,407$ (162,710,216) GENERAL AND ADMINISTRATIVE 83,757 80,487 DEBT ISSUANCE COST 106,000 80,000 TOTAL EXPENDITURES 12,186,159$ 12,948,894$ MEASUREMENT FOCUS ADJUSTMENT ENDING FUND BALANCE:8,722,122$ 9,892,241$ 192 WATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT EXPENDITURES ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED THROUGH FY07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 - 19,300 139,644 19,867 - - - - - - 3,942 - 334,000 334,058 - - - - - - - - - - - 95,000 - - 31,454 685,577 38,323 4,517,162$ 928,734$ 1,491,863$ 5,134,824$ 3,316,405$ 6,519,000$ 645,000$ 1,125,000$ 100,000$ - - 48,825 - - - - - - - - - 120,000 - - - - - 21,403 - 206,570 77,688 - - - - - 87,467 13,358 1,539,175 - - - - - - - 134 138,000 1,436,866 150,000 - - - - - - 94,569 1,267,823 129,888 - - - - - - - - - 225,000 2,050,000 - - - - - - - - - 928,100 854,400 - - - - - - 275,000 1,225,000 - - - - - - - - 776,600 712,600 49,316 3,938 108,870$ 62,808$ 2,031,077$ 2,902,377$ 279,888$ 225,000$ 2,325,000$ 2,929,700$ 1,567,000$ - - 140,000 150,000 150,000 150,000 150,000 150,000 150,000 - - 360,000 360,000 360,000 360,000 360,000 360,000 360,000 6,516,799$ 14,147,365$ 9,591,223$ 21,832,201$ 7,861,293$ 12,494,000$ 12,950,795$ 8,858,700$ 7,504,000$ 309,836 83,757 80,487 100,000 100,000 100,000 100,000 100,000 (10,825) 35,000 80,000 25,000 70,000 60,000 30,000 20,000 14,446,376$ 9,709,980$ 21,992,688$ 7,986,293$ 12,664,000$ 13,110,795$ 8,988,700$ 7,624,000$ (775,316)$ 3,021,021$ 1,453,809$ 848,447$ 805,436$ 250,436$ 282,541$ 600,841$ 283,841$ 193 WASTEWATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 11/19/09 1:37 PM FY10 PROJECT REVISED APPROVED PROJECT WORK REQUEST BUDGET APPROPRIATIONS FY08-09 FY09-10 NUMBER NUMBER AMOUNT THROUGH FY08 APPROPRIATIONS APPROPRIATIONS BEGINNING FUND BALANCE:3,415,150$ 522,649$ ADDITIONAL RESOURCES: UTILITY REVENUE BONDS/CERTIFICATES OF OBLIGATION 3,750,000$ 7,600,000$ INTEREST ON INVESTMENTS 14,000 25,000 TRANSFERS FROM OPERATIONS 3,750,000 2,700,000 INTERGOVERNMENTAL 799,539 - OTHER - - SUBTOTAL ADDITIONAL RESOURCES 8,313,539$ 10,325,000$ TOTAL RESOURCES AVAILABLE 11,728,689$ 10,847,649$ COLLECTION PROJECTS COLLECTION PLANT - SCWOC OVERSIZE PARTICIPATION -TBD 100,000 - 100,000 100,000 RAYMOND STOTZER WEST -WF1111168 3,788,000 1,978,000 - - KOPPE BRIDGE LIFT STATION WF1097963 450,000 100,000 300,000 50,000 WESTMINSTER SEWER LINE -WF0786101 359,314 27,000 - 332,314 NANTUCKET GRAVITY SEWER WF1094676 516,000 25,000 100,000 391,000 LICK CREEK PARALLEL TRUNK LINE - PHASE I WF0912284 2,825,000 25,000 317,500 117,881 VICTORIA AVENUE EXTENSION -WF1158560 25,556 - 5,000 20,556 BARRON ROAD WIDENING PH II -TBD 100,000 - - 100,000 NORTHEAST SEWER TRUNKLINE TBD 2,830,000 - - - LICK CREEK IMPACT FEE LINE TBD 1,144,000 - - - LICK CREEK PARALLEL TRUNKLINE PH II - TBD 3,896,000 - - - ANNEXATION PROJECTS ROCK P RD S OF CARTER LAKE (AREA 5) - WF0805744 221,000 221,000 - - WILLIAM D FITCH EAST (AREA 6) - WF0805756 638,000 638,000 - - CLOSED PROJECTS -- SUBTOTAL 822,500$ 1,111,751$ REHABILITATION PROJECTS: EMERALD PKWY / BENT OAK - WF0626151 297,064 150,006 147,058 - BARRON ROAD REHAB - WF0654332 10,850 100,000 - - BEE CREEK PH IV & V WASTEWATER TBD 300,000 300,000 - - TAUBER & STASNEY REHAB - WF0625893 543,129 120,000 406,671 16,458 COLLEGE PARK/BREEZY HEIGHTS - WF0595926 1,305,000 1,305,000 - - SOUTH KNOLL / THE GLADE - WF1044485 1,701,647 634,200 581,200 486,247 SOUTHWOOD 5-7 -WF1105424 1,809,221 - 1,794,000 15,221 EASTGATE REHAB TBD 3,275,000 - - - MCCULLOCH REHAB TBD 1,476,500 - - - NORTHGATE REHAB TBD 1,750,000 - - - THE KNOLL REHAB TBD 1,654,600 - - - CLOSED PROJECTS SUBTOTAL 2,928,929$ 517,926$ 194 WASTEWATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT EXPENDITURES ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED THROUGH FY07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 3,749,030$ 3,415,150$ 522,649$ 633,591$ 196,017$ 214,098$ 350,398$ 138,798$ 2,200,000$ -$ 7,600,000$ 8,500,000$ 9,250,000$ 5,100,000$ 6,750,000$ 5,500,000$ 52,192 50,000 25,000 7,900 8,700 11,300 10,800 10,800 1,000,000 2,250,000 2,700,000 300,000 1,500,000 1,400,000 1,550,000 1,150,000 734,997 - - - - - - - 880,311 - - - - - - 3,987,189$ 3,180,311$ 10,325,000$ 8,807,900$ 10,758,700$ 6,511,300$ 8,310,800$ 6,660,800$ 7,736,219$ 6,595,460$ 10,847,649$ 9,441,491$ 10,954,717$ 6,725,398$ 8,661,198$ 6,799,598$ - - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 - - 359,000 557,000 942,000 1,930,000 - - - - 150,000 300,000 - - - - - 22,743 1,781 27,000 307,790 - - - - - - 7,062 33,938 475,000 - - - - - - 10,381 - 300,000 2,150,000 364,619 - - - - - 2,175 23,381 - - - - - - - 100,000 - - - - - - - - - - 330,000 2,500,000 - - - - - - - - - 1,144,000 - - - - - 3,896,000 - - - - - 22,103 - 198,897 - - - - - - 28,379 - 609,621 - - - - - - 496,473 85,690 73,225$ 515,697$ 1,566,321$ 2,163,171$ 3,192,000$ 6,290,619$ 430,000$ 2,600,000$ 1,244,000$ 5,970 - - 291,094 - - - - - - - 10,850 - - - - - - - - - 300,000 - - - - - 19,489 - 261,820 261,820 - - - - - 85,797 6,225 1,212,978 - - - - - - - 134 110,000 1,361,513 230,000 - - - - - - 114,652 1,537,094 157,474 - - - - - - - 225,000 3,050,000 - - - - - - - - 769,100 707,400 - - - - 275,000 1,475,000 - - - - - - - 863,300 791,300 - 788,078 180,016 111,256$ 794,436$ 1,890,316$ 3,751,521$ 387,474$ 225,000$ 3,325,000$ 3,107,400$ 1,498,700$ 195 WASTEWATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 11/19/09 1:37 PM FY10 PROJECT REVISED APPROVED PROJECT WORK REQUEST BUDGET APPROPRIATIONS FY08-09 FY09-10 NUMBER NUMBER AMOUNT THROUGH FY08 APPROPRIATIONS APPROPRIATIONS TREATMENT & DISPOSAL PROJECTS TREATMENT & DISPOSAL/PUMPING PLANT - SPWOC CARTERS CREEK CLARIFIER IMPROVEMENTS WF1104545 372,000 205,000 167,000 - CARTERS CREEK HEADWORKS IMP WF1223116 2,500,000 125,000 - 375,000 CARTERS CREEK SERVICE WATER IMP WF0930104 447,000 450,000 - - LICK CREEK CLARIFIER CATWALKS WF1042497 387,500 200,000 50,000 137,500 - SLUDGE TREATMENT & DISPOSAL/PUMPING PLANT - SSWOC - LICK CREEK CENTRIFUGE IMPROVEMENTS WF1142617 400,000 50,000 - 350,000 LICK CREEK SLUDGE HOLDING TANK IMP WF1142618 500,000 97,514 - 402,486 CARTERS CREEK ATAD IMPROVEMENTS WF1104547 914,000 - 900,000 14,000 CARTERS CREEK BAR SCREENS WF1136522 50,000 50,000 - - CC GRAVITY THICKENER - WF1104543 281,000 - 281,000 - LICK CREEK RETURN ACTIVATED SLUDGE MODIFICATIONS WF1142623 250,000 - 60,000 190,000 CC CENTRIFUGE IMPROVEMENTS TBD 2,178,000 - - - CC BLOWER BLDGS IMPROVEMENTS TBD 420,000 - - - COLLEGE STATION SLUDGE FACILITY TBD 5,500,000 - - SEWER GENERAL PLANT - SGWOC SCADA REPLACEMENT - WF0742950 445,340 362,000 - 83,340 CARTERS CREEK FUELING STATION TBD 150,000 - - - CARTERS CREEK LAB AND SCADA BUILDING WF1129844 940,000 - 100,000 840,000 CARTER CREEK PROCESS CONTROL IMPROVEMENTS WF1104553 330,000 35,000 295,000 - LICK CREEK PROCESS CONTROL IMPROVEMENTS WF1142624 203,000 - 105,500 97,500 SCADA - NEW LIFT STATIONS TBD 240,000 - - 80,000 REMOTE PLANT SECURITY -WF1219655 300,000 - - 300,000 LAND ACQUISITION - CCWWTP TBD 2,000,000 - - - LAND ACQUISITION - LCWWTP -TBD 2,000,000 - - - CC FIBER RING TBD 450,000 - - 120,000 LICK CREEK GENERATOR REPLACEMENT TBD 700,000 - - - CC ELECTRICAL IMPROVEMENTS -TBD 1,300,000 - - - CCWWTP MAINTENANCE BLDG TBD 330,000 - - - CC EQUIPMENT SHED TBD 480,000 - - - UTILITY SERVICE CENTER RENOVATIONS TBD 348,000 - - - CLOSED PROJECTS 55,431,721 SUBTOTAL 1,958,500$ 2,989,826$ CAPITAL PROJECTS CONTINGENCY TBD - 150,000 150,000 CAPITAL PROJECTS SUBTOTAL 110,763,442 5,859,929$ 4,769,503$ (46,862,972) GENERAL AND ADMINISTRATIVE 82,227 77,890 DEBT ISSUANCE COST 37,500 30,000 TOTAL EXPENDITURES 5,979,656$ 4,877,393$ MEASUREMENT FOCUS ADJUSTMENT ENDING FUND BALANCE:5,749,033$ 5,970,256$ 196 WASTEWATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT EXPENDITURES ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED THROUGH FY07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 - - 372,000 - - - - - - - - - 500,000 2,000,000 - - - - - - 447,000 - - - - - - - 1,806 75,694 310,000 - - - - - - - 36,720 363,280 - - - - - - - 100,000 400,000 - - - - - - - 214,000 600,000 100,000 - - - - - - 50,000 - - - - - - - - 281,000 - - - - - - - - 50,000 200,000 - - - - - - - - - 1,263,000 915,000 - - - - - - - - - 250,000 170,000 - - - - - - 150,000 2,350,000 3,000,000 - - 34,144 81,000 175,000 155,196 - - - - - - - - - 150,000 - - - - - - 50,000 890,000 - - - - - - - 330,000 - - - - - - - 80,000 123,000 - - - - - - - - 80,000 80,000 80,000 - - - - - - 300,000 - - - - - - - - - - 2,000,000 - - - - - - - - - 2,000,000 - - - - - 120,000 - 330,000 - - - - - - - - - - 70,000 630,000 - - - - 750,000 550,000 - - - - - - - 240,000 90,000 - - - - - - - 480,000 - - - - - - - - 348,000 - - - - - 2,278,082 122,533 34,144$ 2,360,888$ 2,383,947$ 4,041,476$ 5,411,000$ 3,965,000$ 2,400,000$ 2,590,000$ 3,630,000$ - - 150,000 150,000 150,000 150,000 150,000 150,000 150,000 218,625$ 3,671,021$ 5,990,584$ 10,106,168$ 9,140,474$ 10,630,619$ 6,305,000$ 8,447,400$ 6,522,700$ 290,418 82,227 77,890 50,000 50,000 50,000 50,000 50,000 (6,583) - 30,000 55,000 60,000 20,000 25,000 20,000 3,954,856$ 6,072,811$ 10,214,058$ 9,245,474$ 10,740,619$ 6,375,000$ 8,522,400$ 6,592,700$ (366,213)$ 3,415,150$ 522,649$ 633,591$ 196,017$ 214,098$ 350,398$ 138,798$ 206,898$ 197 Projected Projected Projected Projected Projected Projected FY10 FY11 FY12 FY13 FY14 FY15 Comments Water Projects Well #8 - 67,500 69,525 71,611 73,759 75,972 Supplies and utility costs Well # 8 Collection Line - 4,300 4,429 4,562 4,699 4,840 Line Maintenance Well #9 - - - - 67,500 69,525 Supplies and utility costs Well #9 Collection Line - - - - 4,300 4,429 Line Maintenance Dowling Road 10 MG Storage Tank - - - - - - TBD - O&M estimated to begin FY16 SPPS Chemical System Replacement - - - - 35,200 36,256 Personnel (1 FTE), supplies and utility costs High Service Water Pump Improvements - - 229,473 236,357 243,448 250,751 Supplies and utility costs Cooling Tower Expansion - - - - 80,000 61,000 Supplies and utility costs Emergency Electric Generator Expansion - - - - - - TBD - O&M estimated to begin FY16 SCADA Man Machine Interface - - - - 7,500 7,725 Software maintenance contract Water Plant Security 6,200 6,386 6,578 6,775 6,978 7,187 Repairs and software consultations Reclaimed Water - Irrigation Phase I - - 76,000 78,280 80,628 83,047 Personnel (1 FTE), supplies, vehicle maintenance, training, utility costs and vehicle (1 pickup truck) Raymond Stotzer - - - 12,800 13,184 13,580 Supplies and utility costs Reclaimed Water - Irrigation Phase II - - - - - 31,500 Supplies and utility costs FM60 Widening Water Line Relocation - - - 12,800 13,184 13,580 Supplies and utility costs Water Project Totals 6,200$ 78,186$ 386,005$ 423,185$ 630,380$ 659,392$ Wastewater Projects Koppe Bridge Lift Station -$ 11,000$ 11,330$ 11,670$ 12,020$ 12,381$ Utility costs Nantucket Gravity Sewer - 200 206 212 219 225 Utility costs Emerald Parkway/Bent Oak - 6,200 3,125 3,219 3,315 3,415 Line Maintenance Carters Creek Clarifier Improvements 2,700 2,781 2,864 2,950 3,039 3,130 Supplies and maintenance Carters Creek Headworks Improvements - - 83,500 86,005 88,585 91,243 Supplies, maintenance contract and utility costs Carters Creek Service Water Improvements 28,000 28,840 29,705 30,596 31,514 32,460 Supplies, maintenance contract and utility costs SCADA Replacement - 13,000 13,390 13,792 14,205 14,632 Maintenance and service contract Carters Creek Lab and SCADA Building - 900 927 955 983 1,013 Janitorial, Maintenance, Utility costs Land Acquisition - CCWWTP - - - 6,000 6,180 6,365 Land maintenance costs Land Acquisition - LCWWTP - - - - 6,000 6,180 Land maintenance costs Wastewater Project Totals 30,700$ 62,921$ 145,048$ 155,399$ 166,061$ 171,043$ BVSWMA Projects RPR Gas Recovery and Final Cover 7,000 7,210 7,426 7,649 7,879 8,115 Maintenance and supplies for flare system Transition Costs for Twin Oaks 188,800 - - - - - 7 roll-off containers, 2 storage/work buildings, furniture and equipment, scale software license and procurement of general moving and heavy equipment specialty hauling Twin Oaks Buildings and Infrastructure - TBD TBD TBD TBD TBD Twin Oaks Cell Construction - TBD TBD TBD TBD TBD Twin Oaks Landfill Communications - TBD TBD TBD TBD TBD Twin Oaks Compost Facility - - - - TBD TBD BVSWMA Project Totals 195,800$ 7,210$ 7,426$ 7,649$ 7,879$ 8,115$ Total Estimated O&M Costs 232,700$ 148,317$ 538,479$ 586,233$ 804,320$ 838,549$ Enterprise Funds Capital Improvement Projects Estimated Operations and Maintenance Costs* *The Operations and Maintenance costs reflected above are estimates based on anticipated costs associated with each project. In some situations, the O&M cost of a project is minimal and can be absorbed by the City department that is benefiting the most from the project. In other situations, the O&M cost is more significant and funding for these additional expenses is addressed through the Service Level Adjustment (SLA) process. As the projects become better defined, the O&M estimates may be revised. The estimated O&M costs of the new landfill are currently under review. It is anticipated that a significant portion of the O&M costs of the new landfill will be offset with the closing of the existing landfill. 198 Hotel Tax Fund The primary funding source for the Hotel Tax Fund is the Hotel tax, a consumption type tax authorized under state statute. This tax allows the City to collect up to its current tax rate of 7% on rental income of hotels and motels within the city limits. The use of funds derived from the Hotel Tax Fund can only be spent if the following two-part test is met. I. Every expenditure must directly enhance and promote tourism and the convention and hotel industry. II. Every expenditure must clearly fit into one of eight statutorily provided categories for expenditure of local hotel occupancy tax revenues. 1. Funding the establishment, improvement, or maintenance of a convention or visitor information center. 2. Paying for the administrative costs for facilitating convention registration. 3. Paying for tourism related advertising, and promotion of the city or its vicinity. 4. Funding programs that enhance the arts. 5. Funding historical restoration or preservation projects. 6. Sporting events where the majority of participants are tourists in cities located in a county with a population of 290,000 or less. 7. Enhancing and upgrading existing sport facilities or fields for certain municipalities 8. Funding transportation systems for tourists 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 Tax Fund revenue is projected to increase by 10.48% over the FY09 revised budget to $3,795,000. Total expenditures and transfers out of the Hotel Tax Fund are budgeted to be $4,456,982. This is a 52.07% decrease from the FY09 revised budget due to the the removal of $7,000,000 in one-time expenditures related to the purchase of land for a future Convention Center. In FY10, $2,700,000 is budgeted to be transferred to the Convention Center Fund for the Convention Center project. Additionally, the Hotel Tax fund includes $1,456,000 in Outside Agency Funding Expenditures. Outside Agencies receiving funding from the Hotel Tax Fund include the Bryan/College Station Convention & Visitors Bureau, the Arts Council of Brazos Valley, the George Bush Presidential Library Foundation, and the Memorial for all Veterans of the Brazos Valley. This total amount reflects a 14.35% decrease from the FY09 revised budget. 199 City of College Station Hotel Tax Fund Fund Summary 11/19/09 2:28 PM FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 Beginning Fund Balance 5,666,904$ 7,579,646$ 7,579,646$ 1,982,820$ 1,982,820$ REVENUES Taxes 3,585,512$ 3,360,000$ 3,658,000$ 3,767,000$ 3,767,000$ 12.11% Investment Earnings 284,054 75,000 25,000 26,000 26,000 -65.33% Other 2,025 - - 2,000 2,000 N/A Total Revenues 3,871,591$ 3,435,000$ 3,683,000$ 3,795,000$ 3,795,000$ 10.48% Total Funds Available 9,538,495$ 11,014,646$ 11,262,646$ 5,777,820$ 5,777,820$ -47.54% EXPENDITURES & TRANSFERS City Operations: Parks Programs & Events 428,696$ 529,826$ 529,826$ 250,982$ 250,982$ -52.63% Convention Center Capital - 7,000,000 7,000,000 2,700,000 2,700,000 -61.43% Other 14,003 20,000 - - - -100.00% Total City Operations Expenditures 442,699$ 7,549,826$ 7,529,826$ 2,950,982$ 2,950,982$ -60.91% Outside Agency Funding Expenditures: B/CS Convention & Visitors Bureau 1,060,000$ 1,160,000$ 1,160,000$ 1,107,000$ 1,107,000$ -4.57% Arts Council of Brazos Valley 296,500 340,000 340,000 289,000 289,000 -15.00% Northgate District Association 37,500 - - - - N/A George Bush Presidential Library Foundation 100,000 100,000 100,000 50,000 50,000 -50.00% Veterans Memorial -100,000 100,000 10,000 10,000 -90.00%Veterans Memorial 100,000 100,000 10,000 10,000 90.00% Total Outside Agency Funding Expenditures 1,494,000$ 1,700,000$ 1,700,000$ 1,456,000$ 1,456,000$ -14.35% Contingency -$ 50,000$ 50,000$ 50,000$ 50,000$ 0.00% Total Operating Expenses & Transfers 1,936,699$ 9,299,826$ 9,279,826$ 4,456,982$ 4,456,982$ -52.07% Measurement Focus Adjustment (22,150) Increase (Decrease) in Fund Balance 1,934,892$ (5,864,826)$ (5,596,826)$ (661,982)$ (661,982)$ Ending Fund Balance 7,579,646$ 1,714,820$ 1,982,820$ 1,320,838$ 1,320,838$ Taxes 99.26% Investment Earnings 0.69%Other 0.05% Hotel Tax Fund ‐Sources Parks Programs & Events 5.63% Convention Center Capital 60.58% Total Outside Agency Funding Expenditures 32.67% Contingency 1.12% Hotel Tax Fund ‐Uses 200 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 low and moderate income citizens. The City has submitted an action plan to HUD for FY10 to receive the Community Development Block Grant (CDBG) and the Home Grant. The CDBG program is a federal entitlement program that provides 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) individuals. Community Development Block Grant funds are allocated to projects including housing assistance and rehabilitation, demolition projects and acquisitions. Other elegible expenditures include interim assistance, public service agency funding and Code Enforcement activities. The City currently uses Home Grant funds for owner-occupied rehabilitation assistance and down payment assistance. Funds are also approved for Community Development Housing Organizations (CHDO) activities, new construction, and Tenant Based Rental Assistance (TBRA). Community Development Funds are also used for capital projects in areas that qualify for these funds. Both 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. 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. For FY10, the City anticipates receiving $3,220,747 in total authorizations from the federal government. This amount is comprised of new authorizations and unspent authorizations from the prior fiscal year. The City anticipates receiving $1,129,425 in CDBG funds. HOME funds total $717,005. Approved appropriations for FY10 total $2,873,865. Of this total, $1,226,538 is allocated for CDBG elegible expenditures and $1,647,327 is for Home grant expenditures. 201 City of College Station Community Development Fund Fund Summary FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 BEGINNING FUND BALANCE 1,015,617$ 733,906$ 733,906$ 1,374,317$ 1,374,317$ REVENUES Grants Community Development Block Grant 517,462$ 2,563,184$ 2,563,184$ 1,129,425$ 1,129,425$ -55.94% Home Grant 652,160 1,461,333 1,461,333 717,005 717,005 -50.93% Recaptured Funds 281,094 20,000 20,000 - - -100.00% Total Revenues 1,450,716$ 4,044,517$ 4,044,517$ 1,846,430$ 1,846,430$ -54.35% TOTAL FUNDS AVAILABLE 2,466,333$ 4,778,423$ 4,778,423$ 3,220,747$ 3,220,747$ -32.60% EXPENDITURES AND TRANSFERS Community Development Block Grant Housing Assistance/Rehab 1,062$ 97,629$ 8,656$ 89,194$ 89,194$ -8.64% Clearance/Demolition 10,996 10,000 - 10,000 10,000 0.00% Acquisitions 15,697 1,948,126 2,103,802 661,071 661,071 -66.07% Interim Assistance - 5,000 - 5,000 5,000 0.00% Public Service Agency Funding 184,695 165,612 169,582 169,413 169,413 2.30% Code Enforcement - Planning & Dev.94,401 116,000 98,134 85,416 85,416 -26.37% Code Enforcement - Econ. & Comm. Dev.- - - 37,031 37,031 Administrative Fees 214,220 220,817 179,190 169,413 169,413 -23.28% Public Facilities Projects 532,182 - 156,446 - - N/A Total CDBG Expenditures 1,053,253$ 2,563,184$ 2,715,810$ 1,226,538$ 1,226,538$ -52.15% Home Grant Housing Assistance/Rehab (329)$ 101,585$ -$ 107,159$ 107,159$ 5.49% Homebuyer’s Assistance 37,705 126,000 65,998 105,000 105,000 -16.67% CHDO 91,780 562,598 110,000 560,149 560,149 -0.44% New Construction 432,546 461,778 437,195 632,805 632,805 37.04% Tenant Based Rental Assistance 34,300 50,000 13,700 33,915 33,915 -32.17% CHDO Operating Expenses - 94,812 15,197 118,246 118,246 24.72% Administrative Fees 66,469 64,560 46,206 90,053 90,053 39.49% Total Home Expenditures 662,471$ 1,461,333$ 688,296$ 1,647,327$ 1,647,327$ 12.73% Non-reimbursed Expenses 889$ -$ -$ -$ -$ N/A Total Non-reimbursed Expenditures 889$ -$ -$ -$ -$ N/A Total Operating Expenses & Transfers 1,716,613$ 4,024,517$ 3,404,106$ 2,873,865$ 2,873,865$ -28.59% Expenditures Under (Over) Revenues (265,897)$ 20,000$ 640,411$ (1,027,435)$ (1,027,435)$ Measurement Focus Adjustment (15,814) - - - - ENDING FUND BALANCE 733,906$ 753,906$ 1,374,317$ 346,882$ 346,882$ Community Development Block Grant 61% Home Grant 39% Community Development Fund ‐Sources Total CDBG Expenditures 43% Total Home Expenditures 57% Community Development Fund ‐Uses 202 City of College Station Community Development Operations & Maintenance Summary EXPENDITURE BY DEPARTMENT Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DEPARTMENT FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Community Development 317,404$ 341,814$ 285,262$ 280,351$ 280,351$ -17.98% DIVISION TOTAL 317,404$ 341,814$ 285,262$ 280,351$ 280,351$ -17.98% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 275,523$ 293,551$ 244,905$ 241,214$ 241,214$ -17.83% Supplies 1,078 3,996 1,507 3,497 3,497 -12.49% Maintenance 8,530 7,960 7,960 - - -100.00% Purchased Services 32,273 36,307 30,890 35,640 35,640 -1.84% Capital Outlay - - - - - N/A DIVISION TOTAL 317,404$ 341,814$ 285,262$ 280,351$ 280,351$ -17.98% PERSONNEL BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Community Development 0.0 4.0 4.5 4.5 4.5 0.00% DIVISION TOTAL 0.0 4.0 4.5 4.5 4.5 0.00% *Community Development personnel was accounted for in the General Fund until FY08 203 Description & Budget Explanation: Line of Business: Facilitate Strong and Effective Partnerships with Public Service Agencies Service Levels:1) Funding and oversight of health and human service programs 2) Provide technical assistance 3) Attend and participate in stakeholder meetings 4) Assess program efficacy Performance Measures FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Efficiency -Number of desk / on-site monitorings* 7 40 31 34 Output - Number of programs provided technical assistance ** N/A 16 12 16 - Number of social service programs funded ** N/A 9 9 8 - Total clients assisted ** 3,411 1,488 0 0 * Includes technical assistance provided to both agencies funded by the City and those seeking funding and receiving assistance in program assessment and development ** As level or reduced CDBG funding is expected, the number of public service agency programs funded is likely to remain the same. Ultimately, the number of programs funded and monitored and number of clients served is recommended by the JRFRC and approved by City Council based on local need Line of Business: Provide Affordable Housing Service Levels:1) Promote new affordable housing 2) Renovate or replace existing sub-standard housing 3) Demolish dilapidated housing 4) Facilitate the provision of Tenant-Based Rental Assistance Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Efficiency - Percentage of HOME disbursed on eligible projects N/A 80% 0% 80% Output - Home buyers counseling 45 45 45 45 -Home buyers assistance 10 10 4 6 - TBRA Applications processed 87 87 55 - Affordable units replaced, renovated, or constructed * 20 4 1 5 - Dilapidated structures demolished 2 2 3 2 Habitat for Humanity and other affordable housing developers, to include Housing Tax Credit prospects. COMMUNITY DEVELOPMENT The Community Development Division is responsible for providing affordable housing and public assistance to benefit low/moderate Income individuals through the Community Development Block Grant (CDBG) and HOME Investment Partnership grants from the U. S. Department of Housing and Urban Development. Programs include housing rehabilitation, down payment assistance, public facility improvements, public service agency assistance, and general administrative oversight. Community Development was moved to the Community Development Fund in FY 08. * Affordable units include owner-occupied repaired and replaced units, as well as newly constructed affordable units built by: the City, CHDO, 204 Program Name: Development of Public Facilities and Infrastructure Service Levels:1) Identify and assess public facility projects 2) Prioritize projects 3) Perform environmental reviews and other clearance approvals 4) Monitor bid process and provide project oversight Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Output - Number of projects identified and funded 10 0 4 0 - Number of citizen input opportunities facilitated * N/A 2 6 0 - Number of compliance procedures initiated / completed ** N/A 1 6 0 - Number of infrastructure projects completed *** 8 0 4 0 * Number of public hearings, neighborhood meetings and website and published notices are examples of citizen input opportunities *** Number of projects may include those currently approved and underway from previous budget years Program Name: Neighborhood Reinvestment and Development Service Levels:1) Identify and provide funding for code enforcement and reinvestment efforts 2) Engage and educate citizens and neighborhood groups 3) Encourage sustainable development / redevelopment 4) Facilitate inter-departmental cooperation Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Output - Number of code enforcement cases processed 2,486 3,000 6,039 4,000 - Technical assistance provided * N/A 12 0 12 - Contact with neighborhood groups ** N/A 2 2 2 - Contact with other City departments and stakeholders *** N/A 3 0 3 * Technical assistance includes coordinating of meetings with neighborhood representatives and appropriate city staff and providing advice to facilitate neighborhood reinvestment telephone, email, regular mail and/or personal meetings *** Stakeholders include involved City departments, neighborhood representatives and developers Program Name: Grant Planning, Implementation and Administration Service Levels:1) Perform budget, payroll and payment reconciliation and processing 2) Provide effective interdepartmental and external communication 3) Perform and publish mandatory reviews, reports and publications Performance Measures: FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness - Resources Secured $1,142,480 $1,104,086 $1,142,480 $1,129,492 CDBG / HOME $664,681 $645,600 $664,681 $717,005 Efficiency - Major plans and reports completed and submitted on time * N/A 10 13 10 - Percentage of grant resources allocated for administration ** N/A 20% 16% 15% Output -Pre-bid / pre-construction meetings *** N/A 0 5 4 - Project-based stakeholders engaged N/A 4 5 4 * Includes Annual Action Plan and Budget, CAPER, Labor Relations Reports and Environmental Reviews *** Includes pre-bid and pre-construction meetings for both public facility projects, housing and demolitions projects ** Contacts include public hearings in low-income neighborhoods, and meetings with neighborhood representatives / organizations via ** Administrative expenses are projected to drop slightly due to increased staffing efficiencies and anticipated reductions in future grant allocations ** Number of environmental reviews, labor relations reviews and bidding processes completed . No Public Facility activities will be funded in FY 10 so that resources can be focused on the a mixed-use development 205 City of College Staiton ARRA Fund Fund Summary ############# FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 Beginning Fund Balance -$ -$ -$ -$ -$ REVENUES Byrne Justice Assistance Grant -$ -$ 92,235$ 22,436$ 22,436$ N/A Total Revenues -$ -$ 92,235$ 22,436$ 22,436$ N/A Total Funds Available -$ -$ 92,235$ 22,436$ 22,436$ N/A EXPENDITURES Byrne Justice Assistance Grant -$ -$ 92,235$ 22,436$ 22,436$ N/A General & Administrative Transfer - - - - - N/A Total Expenditures -$ -$ 92,235$ 22,436$ 22,436$ N/A Increase (Decrease) in Fund Balance -$ -$ -$ -$ -$ Ending Fund Balance -$ -$ -$ -$ -$ ARRA Fund ‐Sources ARRA Fund ‐Uses 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. The American Recovery and Reinvestment Act (ARRA) Fund accounts for revenue received and expenditures made by the City through the American Recovery and Reinvestment Act enacted in 2009. These funds are used primarily for one-time equipment and other purchases. ARRA Fund revenues and expenditures are estimated to be $22,436 in FY10. Byrne Justice Assistance Grant 100% Byrne Justice Assistance Grant 100% 206 Red Light Camera Fund This fund is budgeted using the modified accrual basis of accounting. Under this basis, revenues are recognized when they become measurable and available to finance expenditures of the current period. Expenditures are recognized when the related fund liability is incurred with the exception of several items. The full listing of these exceptions can be found in the Financial Policies. The Texas Legislature passed SB 1119 which became effective on September 1, 2007. This bill authorizes and controls the municipal use of red light camera equipment and was codified in the Texas Transportation Code, Section 707.003. Revenue sharing provisions are mandatory: after accounting for program expenditures, one half of all revenues received must be remitted to the state. The state will be using their portion of the revenue received to fund regional trauma centers. The remaining revenue retained by the City must be spent on traffic safety programs, intersection improvements, pedestrian safety programs, public safety programs and/or traffic enforcement programs. The City implemented the red light camera program in calendar year 2008 with 4 monitored intersections. In FY09, cameras were added to 5 additional intersection approaches. Note: On November 3, 2009, an election was held in which the majority of the voters voted to end the red light camera program. 207 City of College Station Red Light Camera Fund Summary FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 Beginning Fund Balance -$ 184,467$ 184,467$ 117,776$ 117,776$ REVENUES Red Light Camera Citations 393,011$ 1,075,000$ 890,000$ 2,020,950$ 2,020,950$ 100.00% Investment Earnings 2,752 - 9,000 589 589 N/A Total Revenues 395,763$ 1,075,000$ 899,000$ 2,021,539$ 2,021,539$ 88.05% Total Funds Available 395,763$ 1,259,467$ 1,083,467$ 2,139,315$ 2,139,315$ 69.86% EXPENDITURES & TRANSFERS Vendor Service Fees 140,900$ 323,000$ 323,000$ 513,000$ 513,000$ 58.82% E-transaction fees - 39,143 33,263 58,715 58,715 50.00% Payment to State - 384,000 236,868 668,214 668,214 74.01% Transfer Out 28,233 45,000 60,000 72,599 72,599 61.33% General & Administrative Transfers - - - 40,207 40,207 Traffic Improvements and Public Safety Programs 34,639 379,258 312,559 519,571 534,571 40.95% Pay Plan Contingency - - - - 2,022 Total Operating Expenditures and Transfers 203,772$ 1,170,401$ 965,691$ 1,872,306$ 1,889,328$ 61.43% Increase/Decrease in Fund Balance 191,991$ (95,401)$ (66,691)$ 149,233$ 132,211$ -238.58% Measurement Focus Adjustment (7,524) Ending Fund Balance 184,467$ 89,066$ 117,776$ 267,009$ 249,987$ Red Light Camera Citations 99.97% Investment Earnings 0.03% Red Light Camera Fund ‐Sources Vendor Service Fees 27.18% E‐transaction fees 3.11%Payment to State 35.41% Transfer Out 3.85%G&A Transfers 2.13% Traffic Improv. and Public Safety Programs 28.32% Red Light Camera Fund ‐Uses 208 City of College Station Red Light Camera Operations & Maintenance Summary EXPENDITURE BY DEPARTMENT Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DEPARTMENT FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Red Light Camera 175,539$ 1,030,401$ 905,691$ 1,759,500$ 1,774,500$ 72.21% DIVISION TOTAL 175,539$ 1,030,401$ 905,691$ 1,759,500$ 1,774,500$ 72.21% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits -$ 40,212$ 41,693$ 53,827$ 53,827$ 33.86% Supplies 894 500 102,005 52,500 52,500 10400.00% Maintenance - 113,000 60,800 325,694 340,694 201.50% Purchased Services 174,645 - 876,689 701,193 1,284,979 1,284,979 46.57% Capital Outlay - - - 42,500 42,500 N/A DIVISION TOTAL 175,539$ 1,030,401$ 905,691$ 1,759,500$ 1,774,500$ 72.21% PERSONNEL BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Red Light Camera 0.0 0.0 1.0 1.0 1.0 0.00% DIVISION TOTAL 0.0 0.0 1.0 1.0 1.0 0.00% Service Level Adjustments Total Red Light Camera Permanent Traffic Count Stations 15,000$ Red Light Camera SLA TOTAL 15,000$ 209 ########## FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 BEGINNING BALANCE 1,630,174$ 1,586,438$ 1,586,438$ 2,500,412$ 2,500,412$ REVENUES Ad Valorem Taxes COCS 246,893$ 254,000$ 254,600$ 304,827$ 304,827$ 20.01% Ad Valorem Taxes CSISD 478,707 495,000 494,349 600,997 600,997 21.41% Ad Valorem Taxes Brazos County 226,247 233,000 231,025 276,599 276,599 18.71% Investment Earnings 50,393 10,000 35,000 20,000 20,000 100.00% Total Revenues 1,002,239$ 992,000$ 1,014,974$ 1,202,423$ 1,202,423$ 21.21% TOTAL FUNDS AVAILABLE 2,632,413$ 2,578,438$ 2,601,412$ 3,702,836$ 3,702,836$ 43.61% EXPENDITURES & TRANSFERS Additional Capital Projects WPC Festival Site/Water Feature 3,500 1,196,115 100,000 3,400,000 3,400,000 184.25% Debt Service 1,042,475 - - - - N/A Other - - 1,000 - - N/A Total Expenditures & Transfers 1,045,975$ 1,196,115$ 101,000$ 3,400,000$ 3,400,000$ 184.25% Increase (Decrease) in Fund Balance (43,736)$ (204,115)$ 913,974$ (2,197,577)$ (2,197,577)$ 976.64% ENDING FUND BALANCE 1,586,438$ 1,382,323$ 2,500,412$ 302,836$ 302,836$ City of College Station Wolf Pen Creek TIF Fund Fund Summary Ad Valorem Taxes CSISD 50% Ad Valorem Taxes Brazos County 23% Wolf Pen Creek TIF Fund ‐Sources Wolf Pen Creek TIF Fund ‐Uses The Wolf Pen Creek (WPC) 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 $1,182,423 is based on an estimate of the anticipated captured value in the TIF to be generated in FY10. An additional $20,000 in investment earnings is also anticipated. In FY10, expenditures totaling $3,400,000 are projected to be spent on capital improvements in the Wolf Pen Creek area. These improvements include the construction of a festival site and water feature. The FY10 estimated ending fund balance is anticipated to decrease 88% when compared to the FY09 estimated ending fund balance. This is a result of the expenditure of funds on the WPC Festival Site/Water Feature project. The WPC TIF will expire December 31, 2009 and the majority of the remaining TIF funds will be used for this project. Ad Valorem Taxes COCS 25% Ad Valorem Taxes CSISD 50% Ad Valorem Taxes Brazos County 23% Investment Earnings 2% Wolf Pen Creek TIF Fund ‐Sources WPC Festival Site/Water Feature 100% Wolf Pen Creek TIF Fund ‐Uses 210 Municipal Court Fee Funds The College Station Municipal Court collects a number of special fees that are authorized by the Texas State Legislature. These fees are the Court Technology Fee, Court Security Fee, Time Efficiency Payment Fee, and Juvenile Case Manager Fee. These fees are paid by those who pay tickets at College Station Municipal Court. These funds are prepared using the modified accrual basis of accounting. This accounting method realizes revenues when they become measurable and available to finance expenditures for 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 Fund The Court Technology Fee can be used to fund technology projects at the Municipal Court Facility. Projects can include enhancements and improvements to the Municipal Court computer system and other improvements that involve technology. Revenues in the Court Technology Fund are generated from Court Technology Fees and are expected to be $75,000 in FY10. Approved expenditures of $68,580 will be used for technology related purchases such as computer hardware and software for court facilities. This includes a approved amount of $28,580 for two SLAs. The first SLA in the amount of $18,580 is for an automated system to notify defendants of being delinquent and setting up a payment plan. The second is for a regional crime database in the amount of $10,000 to share local warrant information throughout Brazos County. Court Security Fee Fund The Court Security Fee can be used to fund security projects at the Municipal Court building. Revenues in the fund are anticipated to be $52,926 in FY10. Approved expenditures total $160,529 for court security personnel in this fund. This includes an approved pay plan contingency amount of $694. Juvenile Case Manager Fee Fund The Juvenile Case Manager Fee is used to fund the salary and benefits of a Juvenile Case Manager, as well as cover the salary and benefits of staff time spent administering Teen Court. Revenues in the Juvenile Case Manager Fund are anticipated to be $106,354 in FY10. $97,366 is approved for salary and benefits for the Juvenile Case Manager position and the Community Programs Assistant position. This includes an approved pay plan amount for $206. 211 City of College Station Court Technology Fee Fund Summary 11/19/2009 10:51 FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 Beginning Fund Balance 197,703$ 267,742$ 267,742$ 327,093$ 327,093$ REVENUES Court Technology Fees 85,166$ 89,000$ 74,455$ 75,000$ 75,000$ -15.73% Investment Interest 9,964 9,000 6,030 3,220 3,220 -64.22% Total Revenues 95,130$ 98,000$ 80,485$ 78,220$ 78,220$ -20.18% Total Funds Available 292,833$ 365,742$ 348,227$ 405,313$ 405,313$ EXPENDITURES Court Technology Projects 25,091$ 40,000$ 17,387$ 40,000$ 68,580$ 71.45% General & Administrative Transfer - 3,747 3,747 - - -100.00% Total Expenditures 25,091$ 43,747$ 21,134$ 40,000$ 68,580$ 56.77% Increase (Decrease) in Fund Balance 70,039$ 54,253$ 59,351$ 38,220$ 9,640$ Ending Fund Balance 267,742$ 321,995$ 327,093$ 365,313$ 336,733$ Court Technology Fee Fund ‐Sources Court Technology Fees 96% Investment Interest 4% Court Technology Fee Fund Sources Court Technology Projects 100% Court Technology Fee Fund ‐Uses 212 City of College Station Court Security Fee Fund Fund Summary ############ FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 BEGINNING FUND BALANCE 343,966$ 291,628$ 291,628$ 210,282$ 210,282$ REVENUES Court Security Fees 63,903$ 67,000$ 50,000$ 51,000$ 51,000$ -23.88% Investment Interest 12,519 13,000 5,821 1,926 1,926 -85.18% Other - - - - - N/A Total Revenues 76,422$ 80,000$ 55,821$ 52,926$ 52,926$ -33.84% Total Funds Available 420,388$ 371,628$ 347,449$ 263,208$ 263,208$ EXPENDITURES Court Security $ 23,937 154,848$ 154,848$ 159,835$ 159,835$ 3.22% General & Administrative Transfers 104,825 - - - - N/A Pay Plan Contingency - - - - 694 N/A Transfers Out - - - - - N/A Total Expenditures 128,762$ 154,848$ 137,167$ 159,835$ 160,529$ 3.67% Increase (Decrease) in Fund Balance (52,340)$ (74,848)$ (81,346)$ (106,909)$ (107,603)$ Measurement Focus Adjustment 2$ Ending Fund Balance 291,628$ 216,780$ 210,282$ 103,373$ 102,679$ Court Security Fees 96.36% Investment Interest 3.64% Court Security Fee Fund ‐Sources Court Security 99.57% Pay Plan Contingency 0.43% Court Security Fee Fund ‐Uses 213 City of College Station Court Security Operations & Maintenance Summary EXPENDITURE BY DEPARTMENT Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DEPARTMENT FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Court Security 23,937$ 154,848$ 137,167$ 159,835$ 159,835$ 3.22% DIVISION TOTAL 23,937$ 154,848$ 137,167$ 159,835$ 159,835$ 3.22% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits -$ 138,848$ 132,607$ 159,835$ 159,835$ 15.12% Supplies - - - - - N/A Maintenance - 16,000 4,000 - - -100.00% Purchased Services - - 560 - - N/A Capital Outlay 23,937 - - - - N/A DIVISION TOTAL 23,937$ 154,848$ 137,167$ 159,835$ 159,835$ 3.22% PERSONNEL BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Court Security*0.0 0.0 2.5 2.5 2.5 0.00% DIVISION TOTAL 0.0 0.0 2.5 2.5 2.5 0.00% *Court Security personnel was accounted for in the General Fund until FY09 214 City of College Station Juvenile Case Manager Fee Fund Fund Summary 11/19/2009 10:50 FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 Beginning Fund Balance 169,345$ 209,943$ 209,943$ 235,406$ 235,406$ REVENUES Juvenile Case Manager Fees 112,669$ 115,000$ 103,000$ 104,000$ 104,000$ -9.57% Interest Earnings 8,976 8,200 6,809 2,354 2,354 -71.29% Total Revenues 121,645$ 123,200$ 109,809$ 106,354$ 106,354$ -13.67% Total Funds Available 290,990$ 333,143$ 319,752$ 341,760$ 341,760$ EXPENDITURES Operating Expenditures -$ 84,346$ 84,346$ 97,160$ 97,160$ 15.19% Pay Plan Contingency - - - - 206 N/A General & Administrative Transfers 81,047 - - - - N/A Total Expenditures 81,047$ 84,346$ 84,346$ 97,160$ 97,366$ 15.44% Increase (Decrease) in Fund Balance 40,598$ 38,854$ 25,463$ 9,194$ 8,988$ Ending Fund Balance 209,943$ 248,797$ 235,406$ 244,600$ 244,394$ Juvenile Case Manager Fees 97.79% Interest Earnings 2.21% Juvenile Case Manager Fee Fund ‐Sources Operating Expenditures 99.79% Pay Plan Contingency 0.21% Juvenile Case Manager Fee Fund ‐Uses 215 City of College Station Juvenile Case Manager Operations & Maintenance Summary EXPENDITURE BY DEPARTMENT Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DEPARTMENT FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Juvenile Case Manager -$ 84,346$ 81,121$ 97,160$ 97,160$ 15.19% DIVISION TOTAL -$ 84,346$ 81,121$ 97,160$ 97,160$ 15.19% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits -$ 84,346$ 81,121$ 97,160$ 97,160$ 15.19% Supplies - - - - - N/A Maintenance - - - - - N/A Purchased Services - - - - - N/A Capital Outlay - - - - - N/A DIVISION TOTAL -$ 84,346$ 81,121$ 97,160$ 97,160$ 15.19% PERSONNEL BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Juvenile Case Manager*0.0 0.0 1.75 1.75 1.75 0.00% DIVISION TOTAL 0.0 0.0 1.75 1.75 1.75 0.00% *Juvenile Case Manager personnel was accounted for in the General Fund until FY09 216 City of College Staiton Police Seizure Fund Summary ############# FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 Beginning Fund Balance 28,351$ 38,144$ 38,144$ 27,943$ 27,943$ REVENUES Police Seizure Revenues 8,633$ 15,000$ 9,600$ 10,000$ 10,000$ -33.33% Investment Earnings 1,317 1,000 700 339 339 -66.10% Total Revenues 9,950$ 16,000$ 10,300$ 10,339$ 10,339$ -35.38% Total Funds Available 38,301 54,144$ 48,444$ 38,282$ 38,282$ -29.30% EXPENDITURES Police Seizure Programs 157$ -$ -$ -$ -$ N/A Uniform Patrol 20,000 20,000$ 20,000 20,000 0.00% General & Administrative Transfer - 501 501 796 796 58.88% Total Expenditures 157$ 20,501$ 20,501$ 20,796$ 20,796$ 1.44% Increase (Decrease) in Fund Balance 9,793$ (4,501)$ (10,201)$ (10,457)$ (10,457)$ Measurement Focus Adjustment 0$ Ending Fund Balance 38,144$ 33,643$ 27,943$ 17,486$ 17,486$ 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. The Police Seizure 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. Police Seizure Fund revenues are estimated to be $10,339 in FY10. Expenditures of $20,796 are budgeted in FY10. Police Seizure Revenues 97% Investment Earnings 3% Police Seizure Fund ‐Sources Uniform Patrol 96% G&A Transfer 4% Police Seizure Fund ‐Uses 217 DRAFT 11/30/09 2:20 PM ############ FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget From Actual Budget Estimate Base Budget Budget FY09 to FY10 REVENUES Lot Sales 199,541$ 578,111$ 91,931$ 169,901$ 169,901$ (70.61%) Investment Earnings 1,427 14,500 5,000 2,700 2,700 (81.38%) Other - - - - - N/A Total Revenues 200,968$ 592,611$ 96,931$ 172,601$ 172,601$ (70.87%) EXPENDITURES Operations and Maintenance -$ 75,000$ 75,000$ 75,000$ 75,000$ 0.00% General & Administrative Transfers - - - - - N/A Advertising - - - - - Capital Outlay - - - - - N/A Transfers / Debt Service - - - - - N/A Total Expenditures -$ 75,000$ 75,000$ 75,000$ 75,000$ 0.00% Increase/Decrease in Fund Balance 200,968$ 517,611$ 21,931$ 97,601$ 97,601 Beginning Fund Balance -$ 200,968$ 200,968$ 222,899$ 222,899$ Ending Fund Balance 200,968$ 718,579$ 222,899$ 320,500$ 320,500$ City of College Station Memorial Cemetery Endowment Fund Fund Summary Lot Sales 98% Memorial Cemetery Endowment Fund ‐Sources Memorial Cemetery Endowment Fund ‐Uses 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. The Memorial Cemetery Endowment Fund is a Permanent Fund that is reflected under the Special Revenue Funds section for a more consolidated presentation. The fund accounts for one third of cemetery lot sales that are accrued through the Aggie Field of Honor. For FY10, revenues are projected at $172,601. Revenues are projected to come from the sale of lots at the new site, as well as from investment earnings. FY10 expenditures are budgeted to be $75,000. This budget is for additional marketing efforts of the new cemetery. The FY10 estimated ending fund balance is anticipated to increase 44% when compared to the FY09 estimated ending fund balance. This is a result of additional anticipated lot sales. Lot Sales 98% Investment Earnings 2% Memorial Cemetery Endowment Fund ‐Sources Operations and Maint. 100% Memorial Cemetery Endowment Fund ‐Uses 218 City of College Station Cemetery Perpetual Care Fund Fund Summary ############# FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 Beginning Fund Balance 1,429,900$ 1,555,199$ 1,555,199$ 1,657,199$ 1,657,199$ REVENUES Sale of Cemetery Lots 64,965$ 45,000$ 70,000$ 25,000$ 25,000$ (44.44%) Investment Income 60,679 55,000 32,000 17,000 17,000 (69.09%) Other 2,210 - - - - N/A Total Revenues 127,854$ 100,000$ 102,000$ 42,000$ 42,000$ (58.00%) Total Funds Available 1,557,754$ 1,655,199$ 1,657,199$ 1,699,199$ 1,699,199$ 2.66% EXPENDITURES & TRANSFERS Cemetery Maintenance 1,917$ -$ -$ -$ -$ N/A Other 638 - - - - N/A Total Expenditures & Transfers 2,555$ -$ -$ -$ -$ N/A Increase in Fund Balance 125,299$ 100,000$ 102,000$ 42,000$ 42,000$ Ending Fund Balance 1,555,199$ 1,655,199$ 1,657,199$ 1,699,199$ 1,699,199$ Investment Income 40% Cemetery Perpetual Care Fund ‐Sources This fund is budgeted using 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. The Cemetery Perpetual Care Fund is a Permanent Fund that is reflected under the Special Revenue Funds section for a more consolidated presentation. The 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. Sale of Cemetery Lots 60% Investment Income 40% Cemetery Perpetual Care Fund ‐Sources 219 Special Revenue Capital Improvement Projects These funds are budgeted using 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. SPECIAL REVENUE CAPITAL PROJECTS Below are descriptions of the special revenue capital projects included in the FY10 Approved Budget. The funds expended on these projects are considered significant and nonroutine. Parkland Dedication Capital Improvement Projects The Parkland Dedication Funds account for the receipt and expenditure of funds received by the City from residential land developers who dedicate land, or money in lieu of land, for use in the development of neighborhood parks in residential areas. The projects in the Parkland Dedication Capital Improvement Projects Funds are funded using the dedicated parkland funds. Parkland dedication funds must be used for the development of parks within the zone to which the funds are dedicated. In FY10, appropriations in the amount of $861,138 are included in the budget. Total expenditures are estimated at $1,060,918 for projects that are anticipated to be completed in the various park zones. Funds in the amount of $12,500 are included for improvements at Parkway Park. $167,780 is projected in Zone 6 for the development of Southwest Park. This park will have amenities found in typical neighborhood parks such as a playground, walks and picnic tables. $53,000 is the estimated FY10 expenditure for phase III of John Crompton Park and $63,000 is projected for improvements at Emerald Forest Park. Additional funds are projected in a number of Park zones but have not yet been obligated to specific projects. These funds will be obligated to specific projects within these zones throughout the fiscal year as the projects arise. Funds not used in the fiscal year will carry over to future fiscal years. Additional O&M Costs The FY10 Approved Budget includes a number of special revenue capital projects that have been recently completed and have added operations and maintenance (O&M) expense. In some situations, the O&M cost of a project is minimal and can be absorbed by the City department that is benefiting the most from the project. In other situations, the O&M cost is more significant and funding for these additional expenses is addressed through the Service Level Adjustment (SLA) process. In these situations, SLAs are submitted for the O&M needs of the capital projects and funding is considered as part of the budget process. Due to the limited availability of funds for FY10, increases in budgets for O&M related to special revenue capital projects were not included. Instead, departments were asked to evaluate current operations and make adjustments that would allow service levels to be met without a corresponding increase in budget. Departments are expected to consider the impact of current and planned capital improvement projects on operations and maintenance (O&M) budgets. This analysis is a component of the 5-year Strategic Business Plans that are completed by all City departments. Projections as to the impact of capital projects on O&M budgets that are included in the Strategic Business Plans are used by the Finance Office in financial forecasting. A more detailed sheet at the end of this section reflects the estimated O&M costs associated with the special revenue capital projects. It is anticipated that the availability of funding for the O&M costs will be limited in upcoming years. Therefore, departments will continue to evaluate current operations before increases in budget will be approved. Recommendations may also be made to delay projects for which O&M funding does not exist. 220 221 GENERAL GOVERNMENT PARKLAND DEDICATION CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT REVISED APPROVED PROJECT BUDGET APPROPRIATIONS FY 08-09 FY 09-10 NUMBER AMOUNT THROUGH FY08 APPROPRIATIONS APPROPRIATIONS BEGINNING FUND BALANCE:1,610,534$ 1,188,689$ ADDITIONAL RESOURCES: CONTRIBUTIONS 290,000$ 300,000$ INVESTMENT EARNINGS 25,000 8,000 INTRAGOVERNMENTAL TRANSFERS - - OTHER - - SUBTOTAL ADDITIONAL RESOURCES 315,000$ 308,000$ TOTAL RESOURCES AVAILABLE 1,925,534$ 1,496,689$ PARKLAND DEDICATION FUND ZONE 1 PARK PK0051 18,000 - 18,000 ZONE 2 PARK PK0052 - - 31,961 - PARKWAY PARK PK0903 12,500 - - 12,500 ZONE 3 PARK PK0053 142,000 - 115,000 142,000 CENTRAL PARK POND SIDEWALK PK0805 61,000 44,390 70,610 - ZONE 4 PARK PK0054 - - - - WINDWOOD PARK IMP PK0916 76,500 - 76,500 - ZONE 5 PARK PK0055 - - - - STEEPLECHASE PARK BENCH TBD 810 - 810 - ZONE 6 PARK PK0056 - - - - SOUTHWEST PARK DEVELOPMENT PK0806 268,000 202,761 57,239 8,000 ZONE 7 PARK PK0057 - - - - JOHN CROMPTON PARK PHASE III PK0904 114,000 - 114,000 - ZONE 8 PARK PK0058 - - - - EMERALD FOREST PARK IMP. PK0713 63,000 41,000 7,000 - ZONE 9 PARK PK0059 33,000 - 3,677 33,000 ZONE 10 PARK PK0060 190,000 - 131,812 190,000 SOUTHERN OAKS TRAIL AND LIGHTS PK0905 130,000 - 130,000 - CASTLEROCK PARK DEVELOPMENT PK0922 76,000 - - 76,000 ZONE 11 PARK PK0061 2,750 - 324 2,750 ZONE 12 PARK PK0824 44,500 - 26,308 44,500 ZONE 13 PARK PK0807 50,000 - 632 50,000 ZONE 14 PARK PK0717 97,000 - 81,871 97,000 ZONE 15 PARK PK0808 173,000 - 107,136 173,000 ZONE 16 PARK TBD - - - - CLOSED PROJECTS 42,422 CAPITAL PROJECTS SUBTOTAL 288,151$ 997,302$ 846,750$ OTHER - - GENERAL & ADMIN. CHARGES 10,120 14,388 TOTAL EXPENDITURES 1,007,422$ 861,138$ ENDING FUND BALANCE:918,112$ 635,551$ BUDGET APPROPRIATIONS 222 GENERAL GOVERNMENT PARKLAND DEDICATION CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 PROJECT EXPENDITURES ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED THROUGH FY07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 1,558,514$ 1,610,534$ 1,188,689$ 435,771$ 431,771$ 430,771$ 429,771$ 427,771$ 599,840$ 290,000$ 300,000$ -$ -$ -$ -$ -$ 63,096 20,000 8,000 6,000 9,000 9,000 8,000 8,000 - - - - - - - - - - - - - - - - 662,936$ 310,000$ 308,000$ 6,000$ 9,000$ 9,000$ 8,000$ 8,000$ 2,221,450$ 1,920,534$ 1,496,689$ 441,771$ 440,771$ 439,771$ 437,771$ 435,771$ - - - 18,000 - - - - - - - - - - - - - - - - - 12,500 - - - 142,000 - - - - - - - 61,000 - - - - - - - - - - - - - - - - - 76,500 - - - - - - - - - - - - - - - - - 810 - - - - - - - - - - - - - - - - 220 100,000 167,780 - - - - - - - - - - - - - - - - 61,000 53,000 - - - - - - - - - - - - 63,000 - - - - - - - - 33,000 - - - - - - - - 190,000 - - - - - - - 130,000 - - - - - - - - 76,000 - - - - - - - - - 2,750 - - - - - - - - 44,500 - - - - - - - 50,000 - - - - - - - - 97,000 - - - - - - - - 173,000 - - - - - - - - - - - - - - 588,491 216,416 -$ 588,711$ 721,726$ 1,046,530$ -$ -$ -$ -$ -$ 785 - - - - - - - 21,420 10,120 14,388 10,000 10,000 10,000 10,000 10,000 610,916$ 731,846$ 1,060,918$ 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ 1,610,534$ 1,188,689$ 435,771$ 431,771$ 430,771$ 429,771$ 427,771$ 425,771$ PROJECTED EXPENDITURES 223 Projected Projected Projected Projected Projected Projected FY10 FY11 FY12 FY13 FY14 FY15 Comments Parkland Dedication Parkway Park - 2,000 2,060 2,122 2,185 2,251 Supplies and additional for landscaping Southwest Park Development 2,000 30,000 30,900 31,827 32,782 33,765 Personnel (1 FTE), supplies and landscaping contract John Crompton Park Ph II - 8,000 8,240 8,487 8,742 9,004 Supplies and additional for landscaping contract Southern Oaks Trail and Lights 8,008 8,248 8,496 8,751 9,013 9,283 Supplies and utilties Castle Rock Park 7,510 7,735 7,967 8,206 8,453 8,706 Additional for landscaping contract Parkland Projects Totals 17,518$ 55,984$ 57,663$ 59,393$ 61,175$ 63,010$ Total Estimated O&M Costs 17,518$ 55,984$ 57,663$ 59,393$ 61,175$ 63,010$ Special Revenue Funds Capital Improvement Projects Estimated Operations and Maintenance Costs* *The Operations and Maintenance costs reflected above are estimates based on anticipated costs associated with each project. In some situations, the O&M cost of a project is minimal and can be absorbed by the City department that is benefiting the most from the project. In other situations, the O&M cost is more significant and funding for these additional expenses is addressed through the Service Level Adjustment (SLA) process. As the projects become better defined, the O&M estimates may be revised. 224 Insurance Funds The City of College Station is partially self-insured for property casualty and general liability, workers compensation and unemployment compensation. The City became self-funded for employee and dependent health care in January 2004. The current program is administered by Blue Cross/Blue Shield. These Insurance Funds are accounted for as Internal Service Funds. 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. For financial statement reporting, Insurance Funds (Internal Service Funds) are reported using the economic resources measurement focus and the accrual basis of accounting. The Insurance Funds (Internal Service Funds) are budgeted using the modified accrual basis of accounting and the current financial resources measurement focus. The budget measures the net change in working capital (current assets less current liabilities). The measurement focus adjustment to arrive at Actual 2008 Working Capital is necessary because the insurance funds’ (internal service funds’) working capital results from using the economic resources measurement focus and the accrual basis of accounting for financial reporting purposes. Property and Casualty Fund The City has made changes to the risk management programs that are designed to control costs in the Property Casualty and Workers Compensation Funds. Property casualty costs are anticipated to increase in the future as the cost of insurance rises. Changes that have occurred in the last several years include increasing the deductibles for the City and implementing risk management and safety programs that better controls claims and costs. Examples include the implementation of a citywide safety training program along with other measures to effectively manage risk in the City. FY10 budgeted revenues are based on the actual amounts assigned to the various operating activity centers. The total revenues for the property casualty fund are forecasted to be $978,533. Expenditures in this fund are projected to be $1,333,845. Employee Benefits Fund The City collaborated with the City of Bryan and Brazos County and developed a joint proposal that has resulted in savings in health care costs over the last several years. Overall revenues in this fund are budgeted at $7,171,170. Efforts over the last several years to increase the balance in this fund have been successful. Through education and training programs, efforts are being made to reduce claims incurred. The City will continue to monitor claims to determine if additional plan changes need to be made. FY10 expenditures are based on estimates of future claims, premiums, and other miscellaneous costs. Total approved expenditures are $7,531,932. Workers Compensation Fund Budgeted premiums are based on the actual amounts charged to departments to cover the City’s Workers Compensation costs. Approved revenues in this fund are $914,510. The total approved expenditures in this fund for FY10 are $474,856. Unemployment Fund Revenues in this fund are collected based as a percentage of each employee’s salary. The total approved revenues are $35,877 for FY10. Approved expenditures in this fund are $33,990. 225 City of College Station Property Casualty Fund Summary 11/19/2009 10:53 FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 REVENUES Premiums 943,200$ 945,133$ 945,133$ 945,133$ 945,133$ 0.00% Investment Earnings 39,265 15,200 20,000 3,400 3,400 -77.63% Other 8,306 30,000 30,000 30,000 30,000 0.00% Total Revenues 990,771$ 990,333$ 995,133$ 978,533$ 978,533$ -1.19% EXPENDITURES AND TRANSFERS Claims 245,905$ 330,000$ 330,000$ 330,000$ 330,000$ 0.00% Administration Fees 9,888 593,455 18,646 22,880 22,880 -96.14% Legal Fees 42,086 29,425 581,354 577,120 577,120 1861.33% Premiums 247,287 283,800 283,800 297,990 297,990 5.00% Other Operating 113 107,932 87,932 105,393 105,393 -2.35% Pay Plan Contingency - - - - 462 N/A General & Administrative Transfers 52,223 - - - - N/A Total Operating Expenses & Xfers 597,502$ 1,344,612$ 1,301,732$ 1,333,383$ 1,333,845$ -0.80% Increase (Decrease) in Working Capital, modified accrual budgetary basis 393,269$ (354,279)$ (306,599)$ (354,850)$ (355,312)$ Measurement Focus Adjustment 103,092$ Beginning Working Capital, accrual basis of accounting 498,172$ 994,533$ 994,533$ 687,934$ 687,934$ Ending Working Capital, accrual basis of accounting 994,533$ 640,254$ 687,934$ 333,084$ 332,622$ Claims 24.74% Administration Fees 1.72% Legal Fees 43.27%Premiums 22.34% Other Operating 7.90% Pay Plan Contingency 0.03% Property Casualty Fund ‐Uses Premiums 96.59% Investment Earnings 0.35% Other 3.07% Property Casualty Fund ‐Sources 226 City of College Station Property Casualty Operations & Maintenance Summary EXPENDITURE BY DEPARTMENT Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DEPARTMENT FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Property Casualty 51$ 107,932$ 87,932$ 105,393$ 105,393$ -2.35% DIVISION TOTAL 51$ 107,932$ 87,932$ 105,393$ 105,393$ -2.35% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits -$ 104,985$ 81,932$ 99,393$ 99,393$ -5.33% Supplies 51 - - - - N/A Maintenance - - - - - N/A Purchased Services - 2,947 6,000 6,000 6,000 103.60% Capital Outlay - - - - - N/A DIVISION TOTAL 51$ 107,932$ 87,932$ 105,393$ 105,393$ -2.35% PERSONNEL BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Property Casualty*0.0 0.0 1.5 1.5 1.5 0.00% DIVISION TOTAL 0.0 0.0 1.5 1.5 1.5 0.00% *Property Casualty personnel was accounted for in the General Fund until FY09 227 City of College Station Employee Benefits Fund Summary 11/19/2009 11:42 FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 REVENUES City Contribution 4,648,153$ 5,058,000$ 4,989,566$ 5,562,336$ 5,562,336$ 9.97% Employee Contribution 1,326,115 1,385,000 1,431,571 1,474,518 1,474,518 6.46% COBRA Premiums 12,978 9,100 7,800 9,200 9,200 1.10% Investment Earnings 236,929 191,100 104,554 75,116 75,116 -60.69% Other 39,098 20,000 50,645 50,000 50,000 150.00% Total Revenues 6,263,273$ 6,663,200$ 6,584,136$ 7,171,170$ 7,171,170$ 7.62% EXPENDITURES & TRANSFERS Claims 4,318,618$ 5,330,000$ 5,514,985$ 6,066,484$ 6,066,484$ 13.82% Administration Fees 500,983 517,000 532,732 542,183 542,183 4.87% Premiums 599,607 551,000 593,492 682,139 682,139 23.80% Other Operating 2,842 75,800 97,891 175,800 175,800 131.93% Pay Plan Contingency - - - - 326 N/A General & Administrative Transfers 109,414 40,000 40,000 40,000 40,000 0.00% Contingency - 25,000 25,000 25,000 25,000 0.00% Total Operating Expenses & Transfers 5,531,464$ 6,538,800$ 6,804,100$ 7,531,606$ 7,531,932$ 15.19% Increase (Decrease) in Working Capital, modified accrual budgetary basis 731,809$ 124,400$ (219,964)$ (360,436)$ (360,762)$ Measurement Focus Adjustment (280,179)$ Beginning Working Capital, accrual basis of accounting 4,776,072$ 5,227,702$ 5,227,702$ 5,007,738$ 5,007,738$ Ending Working Capital, accrual basis of accounting 5,227,702$5,352,102$5,007,738$4,647,302$4,646,976$accounting 5,227,702$ 5,352,102$ 5,007,738$ 4,647,302$ 4,646,976$ City Contribution 77.57% Employee Contribution 20.56%COBRA Premiums 0.13% Investment Earnings 1.05% Other 0.70% Employee Benefits Fund ‐Sources Claims 80.54% Admin Fees 7.20% Premiums 9.06% Other Operating 2.33% Pay Plan Contingency 0.004% G&A Transfers 0.53% Contingency 0.33% Employee Benefits Fund ‐Uses 228 City of College Station Employee Benefits Operations & Maintenance Summary EXPENDITURE BY DEPARTMENT Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DEPARTMENT FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Employee Benefits 3,210$ 69,800$ 32,400$ 69,400$ 69,400$ -0.57% DIVISION TOTAL 3,210$ 69,800$ 32,400$ 69,400$ 69,400$ -0.57% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits -$ 69,800$ 32,400$ 69,400$ 69,400$ -0.57% Supplies - - - - - N/A Maintenance - - - - - N/A Purchased Services 3,210 - - - - N/A Capital Outlay - - - - - N/A DIVISION TOTAL 3,210$ 69,800$ 32,400$ 69,400$ 69,400$ -0.57% PERSONNEL BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Employee Benefits*0.0 0.0 1.0 1.0 1.0 0.00% DIVISION TOTAL 0.0 0.0 1.0 1.0 1.0 0.00% *Employee Benefits personnel was accounted for in the General Fund until FY09 229 City of College Station Workers Compensation Fund Summary FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 REVENUES Premiums 848,619$ 903,200$ 865,750$ 891,700$ 891,700$ -1.27% Other 4,172 3,000 1,000 1,000 1,000 -66.67% Investment Earnings 52,990 10,200 36,500 21,810 21,810 113.82% Total Revenues 905,781$ 916,400$ 903,250$ 914,510$ 914,510$ -0.21% EXPENDITURES AND TRANSFERS Claims 103,428$ 401,000$ 100,000$ 100,000$ 100,000$ -75.06% Administration Fee 90,500 74,950 80,000 88,000 88,000 17.41% Premiums 130,622 149,600 149,600 164,560 164,560 10.00% Other - 4,200 - - - -100.00% Operating - 174,085 118,285 121,834 121,834 -30.01% Pay Plan Contingency - - - - 462 N/A General & Administrative Transfers 52,223 - - - - N/A Total Operating Expenses & Xfers 376,773$ 803,835$ 447,885$ 474,394$ 474,856$ -40.93% Increase (Decrease) in Working Capital, modified accrual budgetary basis 529,008$ 112,565$ 455,365$ 440,116$ 439,654$ Measurement Focus Adjustment (43,058)$ Beginning Working Capital, accrual basis of accounting 604,557$ 1,090,507$ 1,090,507$ 1,545,872$ 1,545,872$ Ending Working Capital, accrual basis of accounting 1,090,507$ 1,203,072$ 1,545,872$ 1,985,988$ 1,985,526$ Premiums 97 51% Workers Compensation Fund ‐Sources Premiums 34 65% Workers Compensation Fund ‐Uses Premiums 97.51% Other 0.11%Investment Earnings 2.38% Workers Compensation Fund ‐Sources Claims 21.06% Administration Fee 18.53% Premiums 34.65%Operating 25.66% Pay Plan Contingency 0.10% Workers Compensation Fund ‐Uses 230 City of College Station Workers Compensation Operations & Maintenance Summary EXPENDITURE BY DEPARTMENT Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DEPARTMENT FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Workers Comp 40,500$ 174,085$ 118,285$ 121,834 121,834$ -30.01% DIVISION TOTAL 40,500$ 174,085$ 118,285$ 121,834$ 121,834$ -30.01% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits -$ 104,985$ 100,670$ 99,393$ 99,393$ -5.33% Supplies 28,500 69,100 11,615 22,441 22,441 -67.52% Maintenance - - - - - N/A Purchased Services 12,000 - 6,000 - - N/A Capital Outlay - - - - - N/A DIVISION TOTAL 40,500$ 174,085$ 118,285$ 121,834$ 121,834$ -30.01% PERSONNEL BY DIVISION Approved Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Workers Comp*0.0 0.0 1.5 1.5 1.5 0.00% DIVISION TOTAL 0.0 0.0 1.5 1.5 1.5 0.00% *Workers Comp personnel were accounted for in the General Fund until FY09 231 City of College Station Unemployment Compensation Fund Summary 11/19/2009 11:42 FY09 FY09 FY10 FY10 % Change in FY08 Revised Year End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 REVENUES Premiums 30,847$ 30,792$ 30,792$ 31,099$ 31,099$ 1.00% Investment Earnings 8,851 4,922 4,922 4,778 4,778 -2.93% Total Revenues 39,698$ 35,714$ 35,714$ 35,877$ 35,877$ 0.46% EXPENDITURES Claims 7,144$ 30,900$ 30,900$ 33,990$ 33,990$ 10.00% Total Operating Expenses & Transfers 7,144$ 30,900$ 30,900$ 33,990$ 33,990$ 10.00% Increase (Decrease) in Working Capital, modified accrual budgetary basis 32,554$ 4,814$ 4,814$ 1,887$ 1,887$ Measurement Focus Adjustment (1,260)$ Beginning Working Capital, accrual basis of accounting 202,789$ 234,083$ 234,083$ 238,897$ 238,897$ Ending Working Capital, accrual basis of accounting 234,083$ 238,897$ 238,897$ 240,784$ 240,784$ Premiums 87% Unemployment Compensation Fund ‐ Sources Claims 100% Unemployment Compensation Fund ‐ Uses Premiums 87% Investment Earnings 13% Unemployment Compensation Fund ‐ Sources Claims 100% Unemployment Compensation Fund ‐ Uses 232 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 replacements as 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. Each year, the fleet superintendent meets with various departments and determines what items need to be replaced and if funds are available to replace needed equipment. The list is then submitted to the Budget Office for inclusion in the annual budget. 3. Each department will be charged for the phone system based on the number of phone lines assigned. Charges for the 800 MHz radio system are charged based on the number of radio units (portable and mobile combined) assigned to the department. 4. Police, Fire, and Emergency Management are charged for Mobile Data Terminals (MDTs). The Information Technology department evaluates the hardware and software required to operate the system each year to determine what hardware may need to be replaced. The anticipated life of the MDT units is approximately five years. The funds for replacement are budgeted in the Equipment Replacement Fund and transferred to the General Government Facilities and Technology Fund for expenditure. 5. Each department will be charged an annual copier replacement rental fee based upon the number of authorized copiers. Each year, the company that has the contract to maintain copiers evaluates each copier and determines which copiers need to be replaced. The list is provided to Fiscal Services and Information Technology representatives who further evaluate the proposed replacement list based on funds available. New (additions to the inventory) copiers are funded through individual department’s operating budget. 6. Uninterruptible Power Supplies (UPS) provide temporary battery power to run critical equipment in the event of a power interruption. These units generally serve equipment that supports all departments. The UPS at approved locations are funded from the equipment replacement fund and each department contributes to their replacement and maintenance. 7. 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. Budgeted revenues for the fund reflect the Equipment Replacement 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. As of FY09 the Brazos Valley Solid Waste Management Agency (BVSWMA) no longer contributes to the Equipment Replacement Fund. On some vehicle purchases, a trade-in is anticipated and the trade-in value is used to offset the expected cost of the vehicle. A list outlining the vehicles to be replaced is included on the following pages. 233 11/19/2009 11:42 11/19/2009 11:42 FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 to FY10 REVENUES Fleet Rentals 2,762,845$ 4,166,003$ 4,166,003$ 3,209,479$ 3,441,979$ -17.38% Phone System Rentals 126,268 126,540 126,540 128,067 128,067 1.21% Radio System Rentals 186,675 174,930 174,930 182,710 183,190 4.72% Mobile Data Terminal Rentals 59,725 64,119 64,119 66,869 68,244 6.43% Mobile Video Camera Systems 17,710 24,875 24,875 65,000 65,000 161.31% Copier Rentals 70,525 67,345 67,345 66,387 66,387 -1.42% Uninterruptible Power Supply Rentals 98,550 98,550 98,550 24,875 24,875 -74.76% Investment Income 159,906 200,000 200,000 98,260 98,260 -50.87% Other Non Operating Revenues - 100,000 - - - -100.00% Total Revenues 3,482,204$ 5,022,362$ 4,922,362$ 3,841,647$ 4,076,002$ -18.84% EXPENDITURES Fleet Purchase & Replacement 1,938,357$ 3,743,798$ 3,743,798$ 2,954,500$ 3,145,000$ -15.99% Phone System Replacement - - - - - N/A Radio System Replacement 6,343 18,882 18,878 - - -100.00% Copier Replacement 27,803 58,250 74,350 58,650 58,650 0.69% Mobile Data Terminal Replacement - 200,966 - 246,874 246,874 22.84% Mobile Video Camera Systems - 260,000 260,000 - - -100.00% Uninterruptible Power Supply Replacement - 22,749 20,408 - - -100.00% Debt Service Transfer 379,688 180,350 180,350 - - -100.00% Contingency 90,552 25,118 25,118 44,000 44,000 75.17% BVSWMA Fund 765,712 - - - N/A Total Expenditures 3,208,455$ 4,510,113$ 4,322,902$ 3,304,024$ 3,494,524$ -22.52% Increase (Decrease) in Working Capital, modified accrual budgetary basis 273,749$ 512,249$ 599,460$ 537,623$ 581,478$ $ City of College Station Equipment Replacement Fund Fund Summary Measurement Focus Adjustment 246,073$ - - - - Beginning Working Capital, accrual basis of accounting 3,765,715$ 4,285,537$ 4,285,537$ 4,884,997$ 4,884,997$ Ending Working Capital, accrual basis of accounting 4,285,537$ 4,797,786$ 4,884,997$ 5,422,620$ 5,466,475$ Fleet Rentals 84.44% Phone System Rentals 3.14% Radio System Rentals 4.49% MDT Rentals 1.71% Mobile Video Systems 1.66% Copier Rentals 1.63% UPSRentals 0.64% Investment Income 2.41% Equipment Replacement Fund ‐Sources Fleet Purchase & Replacement 90.00% Copier Replacement 1.68% Mobile Data Terminal Replacement 7.06% Contingency 1.26% Equipment Replacement Fund ‐Uses 234 FY10 Approved Fleet Replacement Schedule DEPARTMENT REF #YEAR DESCRIPTION REPLACEMENT Police 4123 2007 Police Interceptor 38,000 Police 4124 2007 Police Interceptor 38,000 Police 4125 2007 Police Interceptor 38,000 Police 4126 2007 Police Interceptor 38,000 Police 4147 2007 Police Interceptor 38,000 Police 4151 2007 Police Interceptor 38,000 Police 4152 2007 Police Interceptor 38,000 Police 4153 2007 Police Interceptor 38,000 Police 4155 2007 Police Interceptor 38,000 Police 4156 2007 Police Interceptor 38,000 Police 4157 2007 Police Interceptor 38,000 Police 4158 2007 Police Interceptor 38,000 Police 4213 2002 Chevrolet Impala 27,000 Police 4303 1995 Chevrolet Step Van (2 for 1) Police 4105 1995 GMC Van (2 for 1) Police Department Total 553,000$ Fire 5121 2000 Frightliner Ambulance 145,000 Fire 5122 2002 Frazer Ambulance 145,000 Fire Department Total 290,000$ Public Works 1907 2001 Chevrolet Extended Cab 1/2 Pickup 26,000 Public Works 3104 2003 Heavy Equipment Haul Trailer 87,000 Public Works 3151 2000 John Deere 5310 Tractor 30,000 Public Works 3170 1998 Woods D80 Shredder 6,000 Public Works 3171 1998 Woods D80 Shredder 6,000 Public Works 3177 2004 Grasshopper Mower 15,000 Public Works 3211 1998 John Deere 7210 Tractor 42,000 Public Works 3218 2004 John Deere 4115 Tractor/Mower 20,000 Public Works 3219 2004 Grasshopper Mower 15,000 Public Works 3401 2004 Ford Expedition XLT 30,000 Public Works Total 277,000$ Planning & Development Services 6308 2001 Chevrolet 1/2 ton Pickup 25,000 Planning & Development Services 6322 2000 Chevrolet 1/2 ton Pickup 25,000 Planning & Development ServicesTotal 50,000$ General Fund Total 1,170,000 Northgate Parking 5214 2002 Toyota 1/4 ton Pickup 21,000 Parking Enterprise Fund Total 21,000$ Sanitation 7103 2003 Brush Truck 178,000 Sanitation 7122 2004 Automated Sideload Truck 260,000 Sanitation 7124 2004 Automated Sideload Truck 260,000 Sanitation 7217 2005 Automated Front-end Loader Truck 283,000 Sanitation 7223 2005 Automated Sideload Truck 260,000 Sanitation 7114 2003 GMC Retriever Truck 154,000 Sanitation Fund Total 1,395,000$ 70,000 235 FY10 Approved Fleet Replacement Schedule DEPARTMENT REF #YEAR DESCRIPTION REPLACEMENT Electric Administration 9208 2000 Chevrolet Cargo Van 25,000 Electric Administration 9209 2001 Chevrolet Lumina 25,000 Electric Administration 9212 2000 Chevrolet 1/2 ton Pickup 25,000 Electric Administration 9235 2000 Digger Derrick 113,500 Electric Administration 9240 2000 GMC Aerial Truck 110,000 Electric Fund Total 298,500$ Wastewater Treatment 9508 2001 Ford 1/2 ton Pickup 25,000 Wastewater Treatment 9561 2000 Ford F350 Utility Truck 45,000 Wastewater Treatment Total 70,000$ Total Vehicle Replacement Costs (All Funds) 2,954,500$ FY10 Approved New Fleet Purchases DEPARTMENT DESCRIPTION COST Police School Resource Officer - Police Interceptor 38,000 Northgate Parking (1) Truck for Northgate District Management 26,000 Electric Administration Digger Derrick Upgrade 126,500 Total New Fleet Purchases (All Funds) 190,500$ Total Vehicle Replacement and New Fleet Requests 3,145,000$ FY10 Approved Copier Replacement Schedule DEPARTMENT DESCRIPTION REPLACEMENT Economic Development IR3570/10602261 7,750 Police IR3570/10602292 7,750 Police IR5070/10602283 12,300 Wastewater IR3300/10200219 11,250 Fire IR3025/10948023 5,600 Parks and Recreation Wide Format 14,000 Total Copier Purchase / Replacement Costs (All Funds)58,650$ FY10 Mobile Data Terminal (MDT) Replacement Schedule DEPARTMENT DESCRIPTION REPLACEMENT Police Panasonic Toughbook 29 - 36 Units 158,107 Police Panasonic Toughbook 34 - 7 Units 19,446 Fire Panasonic Toughbook 29 - 15 Units 66,126 Fire Panasonic Toughbook 18 - 1 Unit 3,195 Total Copier Purchase / Replacement Costs (All Funds) 246,874$ 236 Utility Customer Service Fund The Utility Customer Service Fund is an Internal Service Fund used to account for expenses associated with meter services, billing, and collection for the City’s Electric, Water, Wastewater, Sanitation and Drainage utilities. For financial statement reporting, Internal Service Funds are reported using the economic resources measurement focus and the accrual basis of accounting. The Utility Customer Service Fund (Internal Service Fund) is budgeted using the modified accrual basis of accounting and the current financial resources measurement focus. The budget measures the net change in working capital (current assets less current liabilities). The measurement focus adjustment to arrive at Actual 2008 Working Capital is necessary because the (internal service) fund’s working capital results from using the economic resources measurement focus and the accrual basis of accounting for financial reporting purposes. Revenues in the Utility Customer Service Fund are received as service charges from the various enterprise funds and the Drainage Fund. Revenues of $2,309,813 are approved for fiscal year 2010. FY10 approved expenses are $2,272,476. The expenditures in the Utility Customer Service Fund include $9,900 in approved service level adjustments for an automated system to contact delinquent utility customers prior to the disconnection date. 237 Fund Summary 11/19/09 11:42 AM FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Bud get Estimate Base Budget Budget FY09 to FY10 REVENUES & SERVICE CHARGES Service Charges 2,320,400$ 1,992,341$ 1,992,341$ 2,081,928$ 2,081,928$ 4.50% Other Operating Revenues 212,820 231,000 213,782 220,198 220,198 (4.68%) Investment Income 7,828 7,546 200 7,687 7,687 1.87% Non Operating (101) - - - - N/A Total Revenues 2,540,947$ 2,230,887$ 2,206,323$ 2,309,813$ 2,309,813$ 3.54% Total Funds Available 2,746,385$ 2,352,577$ 2,328,013$ 2,356,808$ 2,356,808$ 0.18% EXPENDITURES Collections* 1,563,168$ 1,617,863$ 1,701,177$ 1,668,396$ 1,678,296$ 3.74% Meter Service* 572,799 592,431 569,214 554,957$ 554,957 (6.33%) General & Administrative Transfer 442,553 - - - - N/A Contingency - 30,000 10,627 30,000 30,000 0.00% Pay Plan Contingency - - - - 9,223 N/A Other 37,293 - - - - N/A Total Expenditures 2,615,813$ 2,240,294$ 2,281,018$ 2,253,353$ 2,272,476$ 1.44% Measurement Focus Adjustment (8,882)$ Increase/Decrease in Working Capital (74,866)$ (9,407)$ (74,695)$ 56,460$ 37,337$ BEGINNING WORKING CAPITAL 205,438$ 121,690$ 121,690$ 46,995$ 46,995$ ENDING WORKING CAPITAL 121,690$ 112,283$ 46,995$ 103,455$ 84,332$ Utility Customer Service Fund City of College Station l d Utilit Ct SiFdU * Collections and Meter services make up the Operations & Maintenance portion of the Utility Customer Service Budget. Service Charges 90.13% Other Operating Revenues 9.53% Investment Income 0.33% Utility Customer Service Fund ‐Sources Collections* 73.85% Meter Service* 24.42%Contingency 1.32%Pay Plan Contingency 0.41% Utility Customer Service Fund ‐Uses 238 City of College Station Utility Customer Service Operations & Maintenance Summary EXPENDITURE BY DIVISION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Billing/Collections 1,563,168$ 1,628,490$ 1,711,804$ 1,668,396$ 1,678,296$ 3.06% Meter Services 572,645 592,431 569,214 554,957 554,957 -6.33% Utility Customer Service Total 2,135,813$ 2,220,921$ 2,281,018$ 2,223,353$ 2,233,253$ 0.56% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 1,367,020$ 1,391,373$ 1,358,636$ 1,392,198$ 1,392,198$ 0.06% Supplies 63,969 81,977 62,078 57,720 57,720 -29.59% Maintenance 45,701 48,614 47,952 19,127 19,127 -60.66% Purchased Services 659,123 686,632 799,527 754,308 758,608 10.48% Capital Outlay - 12,325 12,825 - 5,600 -54.56% Utility Customer Service Total 2,135,813$ 2,220,921$ 2,281,018$ 2,223,353$ 2,233,253$ 0.56% PERSONNEL SUMMARY BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Billing Collections 19.00 19.00 19.00 19.00 19.00 0.00% Meter Services 10.50 10.50 10.50 10.50 10.50 0.00% Utility Customer Service Total 29.50 29.50 29.50 29.50 29.50 0.00% Service Level Adjustments Total Cost: Billing/Collections: Tele Alertworks 9,900$ Utility Customer Service SLA Totals 9,900$ 239 FISCAL SERVICES UTILITY CUSTOMER SERVICE Description & Budget Explanation: The Utility Customer Service Division is responsible for connecting and disconnecting water and electric meters reading those meters and provide billing and collection services for the city to all customers of electric, water, sewer, sanitation and drainage services. 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness -Percent satisfied with courtesy of personnel N/A N/A N/A N/A on citizen survey. -Percent satisfied with knowledge of personnel N/A N/A N/A N/A on citizen survey. Efficiency -No. of customers per day per walk-up employee.72 85 70 70 -Annual number of processed bills per employee.22,922 22,500 23,000 23,000 -Cost per bill.$4.85 $5.00 $4.70 $4.75 -Percent of bad debt expense annually.0.30%0.45%0.45% 0.45% Output -No. of incoming calls.97,121 93,000 97,000 98,000 -No. of bills annually.435,510 420,000 440,000 440,000 -No. of payments.443,766 440,000 452,500 455,000 -No. of walk-up customers.54,418 60,000 55,000 55,000 -No. of service orders.100,861 105,000 102,000 105,000 Program Name: Meter Service Service Level:Provide timely connection and disconnection of electric and water services. Maintain service installations to ensure accurate recording of utility consumption. Obtain accurate and timely readings for all electric and water meters. Performance Measures FY 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Effectiveness -Same day service percentage.99.99%99.99%99.99% 99.99% -Read accuracy percentage.99.87%99.85%99.85% 99.85% Efficiency -No. of completed service orders per person.29,529 30,000 30,000 30,000 -No. of completed routine checks of electric meters per person annually.1,365 1,600 1,800 2,000 -No. of meters read daily, per person.410 420 430 413 -Cost per meter read $0.38 $0.40 $0.35 $0.40 Output -No. of service orders completed.88,857 90,000 90,000 90,000 -No. of meters/readings checked out.4,096 4,500 4,000 4,200 -No. of theft/tampering incidents discovered.60 75 50 50 -No. of utility payments taken in the field.0 0 -No. of meters read annually.670,913 670,000 694,000 697,000 Input -No. of full-time technicians/commercial meter reader.3 3 3 3 -No. of full-time meter readers 6.5 6.5 6.5 7.0 240 Fleet Maintenance and Communications Funds Included in the Internal Service Funds are the Communications and Fleet funds. In an effort to better control costs, the funds receive revenues based on the expected costs associated with the aforementioned services, and use them to pay for those services. For financial statement reporting, Internal Service Funds are reported using the economic resources measurement focus and the accrual basis of accounting. The Internal Service Funds are budgeted using the modified accrual basis of accounting and the current financial resources measurement focus. The budget measures the net change in working capital (current assets less current liabilities). The measurement focus adjustment to arrive at Actual 2008 Working Capital is necessary because the internal service fund’s working capital results from using the economic resources measurement focus and the accrual basis of accounting for financial reporting purposes. Estimates for annual funding levels have been developed using a number of techniques that forecast communications maintenance costs and fleet maintenance costs. The policies that were approved to set up the funds are as follows: 1. 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 Communications. 2. Each department with 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. Fleet Maintenance Fund In FY10, revenues in the Fleet Maintenance Fund are anticipated to be $1,575,355. The approved appropriations for expenditures in FY10 are $1,545,726. Communications Fund The Communications fund will be dissolved in FY10 in an effort to consolidate expenditures and provide the most cost effective service to the citizens of College Station. The Communications function will be reorganized into the Information Technology department as a part of the General Fund beginning in FY10. Funding for the Brazos Valley Wide Area Communications System (BVWACS) will be out of the General Fund in FY10. 241 City of College Station Fleet Maintenance Fund Fund Summary FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget from Actual Budget Estimate Base Budget Budget FY09 To FY10 REVENUES Fleet Charges 1,744,865$ 1,756,180$ 1,756,180$ 1,574,210$ 1,574,210$ -10.36% Interest Earnings (2,521) 5,000 5,000 1,145 1,145 -77.10% Other (800) - - - - N/A Total Revenues 1,741,544$ 1,761,180$ 1,761,180$ 1,575,355$ 1,575,355$ -10.55% EXPENDITURES Parts 85,227$ 102,192$ 106,605$ 103,557$ 103,557$ 1.34% Fleet Maintenance 1,521,761 1,462,756 1,511,489$ 1,437,116 1,437,116 -1.75% Pay Plan Contingency - - - - 5,053 N/A General & Administrative Transfers 166,930 969 969 - - -100.00% Other 2,264 - (1,468) - - N/A Total Expenditures 1,776,182$ 1,565,917$ 1,617,595$ 1,540,673$ 1,545,726$ -1.29% Increase (Decrease) in Working Capital, Modified Accrual Basis of Accounting $ (34,638) $ 195,263 $ 143,585 $ 34,682 $ 29,629 Measurement Focus Adjustment 2,574$ Beginning Working Capital, Accrual Basis of Accounting $ 117,510 $ 85,446 $ 85,446 $ 229,031 $ 229,031 Ending Working Capital, Accrual Basis of Accounting $ 85,446 $ 280,709 $ 229,031 $ 263,713 $ 258,660 Fleet Maintenance Fund ‐Sources Fleet Maintenance Fund ‐Uses Fleet Charges 99.93% Interest Earnings 0.07% Fleet Maintenance Fund ‐Sources Parts 6.70% Fleet Maintenance 92.97% Pay Plan Contingency 0.33% Fleet Maintenance Fund ‐Uses 242 City of College Station Fleet Maintenance Operations & Maintenance Summary EXPENDITURE BY DIVISION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Parts 85,227$ 102,192$ 106,605$ 103,557$ 103,557$ 1.34% Administration 1,521,761 1,462,756 1,511,489 1,437,116 1,437,116 -1.75% DEPARTMENT TOTAL 1,606,988$ 1,564,948$ 1,618,094$ 1,540,673$ 1,540,673$ -1.55% EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 774,807$ 755,755$ 784,762$ 772,588$ 772,588$ 2.23% Supplies 758,559 697,746 723,709 685,343 685,343 -1.78% Maintenance 22,890 31,808 31,704 12,668 12,668 -60.17% Purchased Services 50,732 79,639 77,919 70,074 70,074 -12.01% General Capital - - - - - N/A DEPARTMENT TOTAL 1,606,988$ 1,564,948$ 1,618,094$ 1,540,673$ 1,540,673$ -1.55% PERSONNEL SUMMARY BY DIVISION Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY09 0 FY09 to FY10 Parts 2.00 2.00 2.00 2.00 2.00 0.00% Administration 13.00 13.00 13.00 13.00 13.00 0.00% DEPARTMENT TOTAL 15.00 15.00 15.00 15.00 15.00 0.00% 243 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. Program Name: Fleet Services Service Level:Provide prompt, reliable maintenance service at cost effective rates. Performance Measures FY 08 FY 09 FY 09 FY10 Actual Revised Estimate Approved Effectiveness -% of satisfaction with service provided N/A 92% 93% 92% -% of rework on work orders N/A 3%3%3% Efficiency -% of road side assistance within 1 hour.N/A 95% 95% 95% -% of PMs completed on time N/A 90% 91% 90% -% of PM turn around within 24 hours N/A 95% 96% 95% Output -No. of vehicles per mechanic.$55.00 60 64 64 -No. of PMs per day- heavy duty N/A 2 2 2 -No. of PMs per day- light duty N/A 454 244 City of College Station Communication Services Fund Fund Summary 11/19/2009 10:53 FY09 FY09 FY10 FY10 % Change in FY08 Revised Year-End Approved Approved Budget From Actual Budget Estimate Base Budget Budget FY09 to FY10 REVENUES Communication Charges 784,630$ 807,683$ 807,683$ -$ -$ (100.00%) Other 12,564 - - - - N/A Investment Income 3,790 5,000 500 - - (100.00%) Total Revenues 800,984$ 812,683$ 808,183$ -$ -$ (100.00%) EXPENDITURES Operations 651,964$ 804,644$ 714,003$ -$ -$ (100.00%) General & Administrative Transfers 215,391 2,492 1,246 - - (100.00%) Total Expenditures 867,355$ 807,136$ 715,249$ -$ -$ (100.00%) Increase (Decrease) in Working Capital, modified accrual budgetary basis (66,371)$ 5,547$ 92,934$ -$ -$ Measurement Focus Adjustment 690$ -$ (144,046)$ Beginning Working Capital, accrual basis of accounting 116,793$ 51,112$ 51,112$ -$ -$ Ending Working Capital, accrual basis of accounting 51,112$ 56,659$ -$ -$ -$ * The Communications function has been reorganized into the General Fund portion of the Information Technology Department starting in FY10. This will allow better departmental organization for the IT department. 245 City of College Station Communications Services Operations & Maintenance Summary EXPENDITURE BY ACTIVITY Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Communication Services 651,964$ 804,644$ 714,003$ -$ -$ -100.00% DIVISION TOTAL 651,964$ 804,644$ 714,003$ -$ -$ (100.00%) EXPENDITURE BY CLASSIFICATION Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 404,017$ 470,504$ 408,661$ -$ -$ -100.00% Supplies 48,790 71,156 81,832 - - -100.00% Maintenance 115,408 124,214 83,181 - - -100.00% Purchased Services 60,472 138,770 140,329 - - -100.00% General Capital 23,277 - - - - NA DIVISION TOTAL 651,964$ 804,644$ 714,003$ -$ -$ (100.00%) PERSONNEL SUMMARY BY ACTIVITY Revised Approved Approved % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Communication Services 6.00 6.00 7.00 - - -100.00% DIVISION TOTAL 6.00 6.00 7.00 - - -100.00% Communication Services operations moved into the Information Technology department of the General Fund in FY10 246 Brazos Valley Solid Waste Management Agency Fund The Brazos Valley Solid Waste Management Agency (BVSWMA) was formed under a joint solid waste management agreement between 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 venture 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 budgeted using the modified accrual basis of accounting and the current financial resources measurement focus. The budget measures the net change in working capital. The measurement focus adjustment to arrive at Actual 2008 Working Capital is necessary because the proprietary fund’s financial statements are prepared using the economic resources measurement focus and the accrual basis of accounting. Revenues in the BVSWMA Fund are projected to be $12,848,708. Approved expenditures for Landfill Operations are $2,538,411. The FY10 Administration budget is approved to be $266,852. Also included is $9,509 for potential pay plan adjustments. In addition, $1,098,800 is included in the approved budget for the purchase of vehicles and equipment that are due for replacement. This includes $180,000 for the purchase of a roll-off truck, $35,800 for a 4 wheel drive ½ ton truck, the purchase of a dozer in the amount of $783,000 which is proposed to be upgraded from a loader and $100,000 for a heavy equipment mechanic service truck. Also included in the BVSWMA approved budget are SLAs totaling $260,800. The first of these SLAs is for budget to fund the costs associated with the transition of landfill operations from the Rock Prairie Road Landfill to the Twin Oaks Landfill in Grimes County. These costs include seven additional roll-off containers, two storage/work buildings, furniture and equipment, an additional Paradigm scale software license and procurement of general moving and heavy equipment specialty hauling. This SLA is in the amount of $188,800. The second approved SLA is for the purchase of a diesel powered portable light tower. This light tower will assist in providing employee and customer safety during limited visibility operations. This SLA is for $12,000. The final SLA is for a GPS Peer to Peer CAES Upgrade and is in the amount of $60,000. These funds will be used to upgrade the GPS Computer Aided Earthmoving System to Peer to Peer, which permits multiple machines to work in teams when constructing or operating. The system will provide up-to-date, accurate information when multiple machines are working in the same area. Non-departmental expenses in the amount of $1,424,624 are included in the FY10 Approved Budget. This includes $260,370 for the General and Administrative Transfer, $80,000 for the Bryan Compost Facility, $180,000 for the Grimes County Host Fees, and $147,000 for contingency. An additional $757,254 is for the FY10 debt service payment. In addition, appropriations in the amount of $2,495,132 are included in BVSWMA for capital project expenditures. These expenditures are related to construction of the Twin Oaks Landfill. Twin Oaks projects for which appropriations are approved include Construction Project Management, Access Improvements, Design Services, Buildings and Infrastructure construction, and Design Services. 247 CITY OF COLLEGE STATION BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY (BVSWMA) PRO ‐ FORMA FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 FY 09 FY 10 APPROPRIATIONS REVISED APPROVED THROUGH FY08 APPROPRIATIONS APPROPRIATIONS REVENUES LANDFILL CHARGES 7,270,000$ 6,598,000$ OTHER SALES - METHANE GAS 180,000 - TRANSFER IN - 6,000,708 INTEREST 447,000 120,000 OTHER - 130,000 TOTAL REVENUES 7,897,000$ 12,848,708$ EXPENDITURES AND TRANSFERS LANDFILL OPERATIONS 2,635,780$ 2,538,411$ ADMINISTRATION 275,872 266,852 EQUIPMENT REPLACEMENT 566,000 1,098,800 APPROVED SLAs 1,116,450 260,800 PAY PLAN CONTINGENCY 23,401 9,509 EXPEND & TRANSFERS SUBTOTAL 4,617,503$ 4,174,372$ Cash for Capital Projects/Fill Sector Projects 550,421$ Debt Funded Capital Projects 1,944,711 Capital Projects Subtotal 11,922,448 2,495,132 NON-DEPARTMENTAL CONTRIBUTIONS -$ -$ OTHER - - TRANSFERS OUT - - DEBT SERVICE TRANSFER - 757,254 GENERAL & ADMIN. TRANSFERS 361,067 260,370 BRYAN COMPOST FACILITY COSTS 80,000 80,000 HOST FEES 166,000 180,000 CONTINGENCY 135,000 147,000 NON-DEPARTMENTAL SUBTOTAL 742,067$ 1,424,624$ TOTAL EXPENDITURES AND TRANSFERS 17,282,018$ 8,094,128$ INCREASE (DECREASE) IN WORKING CAPITAL FROM OPERATIONS, modified accrual budgetary basis (9,385,018)$ 4,754,580$ BEGINNING WORKING CAPITAL, accrual basis of acccounting 11,410,473$ 6,557,513$ Measurement Focus Adjustment RESERVED FOR CLOSURE POST CLOSURE ENDING WORKING CAPITAL, accrual basis of acccounting 2,025,455$ 11,312,093$ 248 CITY OF COLLEGE STATION BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY (BVSWMA) PRO ‐ FORMA FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 FY 08 FY 09 FY10 FY 11 FY 12 FY 13 FY 14 FY 15 ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED 111 1 1111 6,719,647$ 6,471,466$ 6,598,000$ 6,792,000$ 6,992,000$ 7,198,000$ 7,410,000$ 7,628,000$ - - - 180,000 180,000 180,000 180,000 180,000 - 4,239,292 6,000,708 - - - - - 498,527 150,000 120,000 104,000 109,000 81,000 76,000 68,000 2,380,502 27,723 130,000 79,000 125,000 426,650 30,500 18,000 9,598,676$ 10,888,481$ 12,848,708$ 7,155,000$ 7,406,000$ 7,885,650$ 7,696,500$ 7,894,000$ 3,961,621$ 4,150,105$ 2,538,411$ 2,620,000$ 2,700,000$ 2,790,000$ 2,880,000$ 2,970,000$ 335,085 286,001 266,852 280,000 290,000 300,000 310,000 320,000 - - 1,098,800 435,300 1,200,000 2,020,800 108,500 80,000 - - 260,800 91,000 253,730 261,342 294,182 303,008 - 9,509 31,200 31,800 32,400 33,000 33,700 4,296,706$ 4,436,106$ 4,174,372$ 3,457,500$ 4,475,530$ 5,404,542$ 3,625,682$ 3,706,708$ 1,795,833$ 4,025,651$ 3,644,838$ 3,922,500$ 2,454,448$ 2,499,425$ 1,285,450$ 4,428,067$ - 4,234,133 6,000,708 - - - - - 1,795,833 8,259,784 9,645,546 3,922,500 2,454,448 2,499,425 1,285,450 4,428,067 50,000$ -$ -$ -$ -$ -$ -$ -$ (765,112) - - - - - - - - - - - - - - - - - 757,254 790,839 798,239 795,189 801,689 807,589 348,505 361,067 260,370 266,000 272,000 278,000 284,000 290,000 - 80,000 80,000 80,000 80,000 80,000 80,000 80,000 104,306 161,330 180,000 190,000 195,000 200,000 205,000 210,000 - - 147,000 147,000 147,000 147,000 147,000 147,000 (262,301)$ 602,397$ 1,424,624$ 1,473,839$ 1,492,239$ 1,500,189$ 1,517,689$ 1,534,589$ 5,830,238$ 13,298,287$ 15,244,542$ 8,853,839$ 8,422,217$ 9,404,156$ 6,428,821$ 9,669,363$ 3,768,439$ (2,409,806)$ (2,395,834)$ (1,698,839)$ (1,016,217)$ (1,518,506)$ 1,267,679$ (1,775,363)$ 11,256,238$ 8,967,319$ 6,557,513$ 4,161,679$ 5,462,840$ 4,446,623$ 2,928,117$ 4,195,797$ (2,153,379)$ 3,903,979 (3,000,000) 8,967,319$ 6,557,513$ 4,161,679$ 5,462,840$ 4,446,623$ 2,928,117$ 4,195,797$ 2,420,433$ 249 CITY OF COLLEGE STATION BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY (BVSWMA) PRO ‐ FORMA FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 FY 09 FY 10 APPROPRIATIONS REVISED APPROVED THROUGH FY08 APPROPRIATIONS APPROPRIATIONS BVSWMA CIP FY10 Approved Cash Funded Projects Budget BV0403 - RPR Gas Recovery and final cover 6,229,973 4,045,000 - - Subtotal Rock Prairie Road Cash Funded Capital Projects 4,045,000 - - BV0003 - Twin Oaks land purchase 2,990,063 2,608,500 - - BV0502 - Twin Oaks Permit Application/Legal Fees 2,203,802 1,880,278 - - BV0603 - Twin Oaks Design Services 2,715,120 1,747,000 417,700 550,421 BV0701 - Twin Oaks Cell Construction - Phase I 5,664,812 - 7,390,000 - TBD - Twin Oaks Cell Construction - Phase II A 5,003,873 - - - TBD - Twin Oaks Cell Construction - Phase II B 5,414,540 - - - BV0802 - Twin Oaks Landfill Communications 125,000 40,000 85,000 - TBD - Twin Oaks Compost Facility Design and Construction 2,139,563 - - - TBD - Twin Oaks Petroleum Pipeline Relocation 855,954 - - - Subtotal Twin Oaks Cash Funded Capital Projects 6,275,778 7,892,700 550,421 Debt Funded Projects BV0901 - Twin Oaks Construction Project Management 928,300 0 768,500 159,800 BV0601 - Twin Oaks Access 4,457,118 1,289,330 2,447,503 720,285 BV0602 - Twin Oaks Buildings & Infrastructure 4,855,269 1,251,710 813,745 1,064,626 Subtotal Twin Oaks Debt Funded Capital Projects 2,541,040 4,029,748 1,944,711 Closed Projects - - - Total Capital Projects 12,861,818$ 11,922,448$ 2,495,132$ 250 CITY OF COLLEGE STATION BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY (BVSWMA) PRO ‐ FORMA FISCAL YEAR 2009‐2010 THROUGH FISCAL YEAR 2014‐2015 FY 08 FY 09 FY10 FY 11 FY 12 FY 13 FY 14 FY 15 ACTUAL ESTIMATE PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED - - - 3,000,000 - - - - - - - 3,000,000 - - - - 657,228 105,000 - - - - - - 436,976 104,444 383,056 872,500 - - - - 599,211 645,237 638,910 - - - - - - 3,126,940 2,537,872 - - - - - - - - 50,000 2,454,448 2,499,425 - - - - - - - - 100,000 2,618,000 - 40,000 85,000 - - - - - - - - - - - 1,185,450 954,113 - - - - - - - 855,954 1,693,415 4,021,621 3,644,838 922,500 2,454,448 2,499,425 1,285,450 4,428,067 - 385,911 542,389 - - - - - - 1,751,333 2,699,939 - - - - - - 2,096,889 2,758,380 - - - - - - 4,234,133 6,000,708 - - - - - 102,418 4,030 - - - - - - 1,795,833$ 8,259,784$ 9,645,546$ 3,922,500$ 2,454,448$ 2,499,425$ 1,285,450$ 4,428,067$ 251 City of College Station Brazos Valley Solid Waste Management Agency Operations & Maintenance Summary EXPENDITURE BY DEPARTMENT Revised Estimated Approved Approved % Change in Actual Budget Year-End Base Budget Budget Budget from DIVISION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Landfill Operations 3,961,621$ 4,312,062$ 4,150,105$ 2,538,411$ 3,898,011$ -9.60% Administration 335,085 305,441 286,001 266,852 266,852 -12.63% DEPARTMENT TOTAL 4,296,706$ 4,617,503$ 4,436,106$ 2,805,263$ 4,164,863$ -9.80% EXPENDITURE BY CLASSIFICATION Revised Estimated Proposed Proposed % Change in Actual Budget Year-End Base Budget Budget Budget from CLASSIFICATION FY08 FY09 FY09 FY10 FY10 FY09 to FY10 Salaries & Benefits 1,361,663$ 1,490,974$ 1,412,779$ 1,497,214$ 1,497,214$ 0.42% Supplies 640,039 518,330 432,615 403,441 411,541 -20.60% Maintenance 295,498 356,220 370,196 327,460 327,960 -7.93% Purchased Services 565,372 591,979 581,551 577,148 593,148 0.20% General Captial 1,433,734 1,660,000 1,638,965 - 1,335,000 -19.58% Other Purchased Services 400 - - - - N/A DEPARTMENT TOTAL 4,296,706$ 4,617,503$ 4,436,106$ 2,805,263$ 4,164,863$ -9.80% PERSONNEL SUMMARY BY DIVISION Revised Proposed Proposed % Change in Actual Actual Budget Base Budget Budget Budget from DIVISION FY07 FY08 FY09 FY10 FY10 FY09 to FY10 Landfill Operations 24.50 24.50 24.50 24.50 24.50 0.00% Administration 3.00 3.00 2.75 2.75 2.75 -8.33% DEPARTMENT TOTAL 27.50 27.50 27.25 27.25 27.25 0.00% Service Level Adjustments:Total Cost: BVSWMA Landfill Operations Roll-off Truck 180,000$ BVSWMA 4WD Diesel 1/2 Ton Truck - Environ Comp Officer 35,800 BVSWMA Track Loader Upgrade to Dozer 783,000 BVSWMA Heavy Equip Mechanic Svc Truck Upgrade 100,000 Total Equipment Replacement SLAs 1,098,800 BVSWMA Landfill Operations - Transition to Grimes County 188,800 BVSWMA Diesel Powered Portable Light Tower 12,000 BVSWMA GPS Peer to Peer CAES Upgrade 60,000 Total Non-Equipment Replacement SLAs 260,800 BVSWMA SLA Totals 1,359,600$ 252 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. 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 08 FY 09 FY 09 FY 10 Actual Revised Estimate Approved Workload Indicators -# of tons disposed 314,883 N/A 315,969 312,613 - # of disposal facilities managed 1 N/A 1 2 - # of HHW collection events 2 N/A 2 2 - # of Master Composter classes 2 N/A 2 2 - # of educational outreach presentations 67 N/A 60 26 Efficiency Indicators - No. of labor hours per ton of waste received at the 0.12 0.19 0.18 0.19 landfill for disposal. - Cost per ton of waste received at the landfill $10.40 $12.00 $12.00 $12.36 for disposal. - Landfill Density survey results (lbs. per CY) 1789 1300 1300 1300 - Constructed disposal capacity >180 days Yes N/A Yes Yes Effectiveness Indicators - # of tons diverted from landfill disposal to 21,696 20,000 20,000 20,600 be reused or recycled. (i.e. concrete, metal, soil, HHW) - Landfill tipping rate $25.30 N/A $25.30 $25.30 - Facilities in TCEQ Compliance Yes Yes Yes Yes 253 254 ORDINANCE NO. 3202 AN ORDINANCE ADOPTING A BUDGET FOR THE 2009-10 FISCAL YEAR AND AUTHORIZING EXPENDITURES AS THEREIN PROVIDED. WHEREAS, a proposed budget for the fiscal year October 1.2009, to September 30,201 0, was prepared and presented to the City Coutlcil and a public hearing held thereon as prescribed by law and the Charter of the City of Collcge Station, Texas, notice of said hearing having first been duly given; and WHEREAS, the City Council has reviewed and arnended 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 sainc 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 Collegr: Station, Texas. PART 2: That authorization is hereby granted for he expenditure of the sane 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 k) sign or release utility easements: to ncgotiatc 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 coiltracts and documents authorizing thc payment of Funds and to expend public fuilds for expenditures that are $50,000 or less; to sign change orders authorizing the cxpenditure of hinds pursuant to SECTION 252.048 of the 'I'fix~s LOCAL GOVERNMENI' CODE or as provided in the original contracl document. ?'he intent of this section is to provide the ability to conduct daily affairs of the City tvhich 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 and to authorize transfers of Contingent Appropriations within a hnd up to an amount equal to expenditures that are $15,000 or less. PART 5: That thc City Council hereby approves thc fi~nding for the outside agencies ant! organizations in this budget and ai~thorizes the City Manager and his authorized and designated employees, at his discretion, to sign contracts and documents authorizing the payment of funds, A-1 Budget Ordinances Ordinance No. 3202 and to expend public funds for expenditures that are $50,000 or less that have been expressly approved and appropriated in this budget, as set out in Appendix J of the 2009-1 0 Fiscal Year Budget. PART 5: 'That the City Council hereby approves the funding and the purchases that are made pursuant to interlocal agreements as provided by CHAPTER 271, S~~~IIAPTERS (D) AND (F) of the TEXAS LOCAL GOVERNMENT CODE, in this budget and authorizes the City Manager and his authorized and designated employees, at his discretion, to sign contracts and documents authorizing the payment of funds, and to expend public funds that have been expressly designated, approved, and appropriated in this budget, as set out in the 2009-10 Fiscal Year Equipment Replacement Fund, and Attachment "A" to this Ordinance. PART 7: That this ordinance shall become effective immediately after passagc and approval. PASSED AND APPROVED THIS 10th DAY OF SEPTEMBER, 2009. APPROVED: ATTEST: A - APPROVED: A-2 Budget Ordinances Ordinance No. 3202 Attachment "A" Potential FY4O Technology Purchases through GSA Schectule 70, HGAC, TXMAS, Texas Deparhnent of lnformation Resources, TCPN or Buy Board Purchases Estimated ITEM Quantity Unit Cost Projected Total Scheduled RepiacementlRepairlAdditions Replacement PCs Replacement Monitors Replacement Printers Replacement Laptops Replacement Copiers Printer replacement Parts PC Replacement Parts (Video Cards, Hard Drive & Memory) Replace 3se~ers Server replacement parts Server OS replacement Replacement UPS batterylunits Estimated Additional Desktop Software Includes but not limited to New & Upgrade versions of Adobe Acrobat, PageMaker, Photoshop Illustrator, Premier, Audition, Microsoft Publisher, Windows XP, Frontpage, Project, Visio, Vstudio.net, AutoCAD, ESRl ArcGIS, Crystal, Corel Draw, Cognos, Novell Public Safety MDT replacement 246,873.00 Handheld Radlo Battery Replacement 10,000.00 Computer Network Maint and Equipment Replacement 55,500.00 Motorola Radio Repa~rIReplacement 35,000 00 Telephone RepairlReplacement 25,000.00 Fiber installation on Texas Avenue 30,000 00 BVWACS radio equipment purchases 2,500,000.00 Municourt Upstairs Phone and Computer Network equipment 25,000 00 SCADA Replacement Wastewater 205,000.00 SCADA Man Machine Upgrade Wastewater 60,000.00 Cammunications infrastructure Improvements Wastewater 30,000.00 Subtotal - Scheduled Replacement 3,659,773.00 Service Level Adjustments SLA - new position equipment includes desktop pc, extended warranty, network card, added memory, monitor, laptop, printer, standard software, additional phones and radios SLA - Brazos Valley Crime Center Information Database SLA - Automated system to call customers and deliver a prerecorded message SLA - GPS Peer to Peer CAES Upgrade SLA - BVSWMA Transition to Grimes County SLA - SAN Drives Subtotal - Service Level Adjustments 122,224.00 A-3 Budget Ordinances Ordinance No. 3202 Unscheduled ReplacementslAdctitions Estimated Additional PC setups not identified specifically in budget includesbut not limited to: Monior, network card, extended warranty, added memory Estimated Standard Desktop Software not identified specifically in budget Includes but not limited to: Microsoft Office 2007, Norton Antivirus, Microsoff Windows client access license Estimated Additional Desktop Software lncludes but not limited to New & Upgrade versions of Adobe Acrobat, PageMaker. Photoshop Illustrator, Premier. Audition Microsoft Pubtisher, W~ndows XP Frontpage, Project, Visio, Vstudio.net AutoCAD, ESRl ArcGIS, Crystal Corel Draw, Cognos, Novell Estimated Additional PrinterslPlotters Estimated Memory upgrades includes: desktop pcs, printers laptops Estimated PC misc parts includes: CD Burners, harddrives modems, network cards, DVD Burner mice, network cables Estimated Monitor upgrades 30,000.00 includes: Flat Panel and larger than 19" monitor Estimated Additional Scanners 10 1,200.00 12,000.00 Estimated Additional Laptops~oughbooks 15 4,000.00 60.000.00 Estimated Network Upgrades 50.000.00 Sub-Total Unscheduled RepiacemenVAdditions 314,725.00 Phone System Maintenance Cisco 30,400.00 Subtotal - Phone System Maintenance 30,400.00 A-4 Budget Ordinances Ordinance No. 3202 Network Software on Master License Agreement (MLA) Border Manager - 652 nodes (Dropped) GroupW~se - 262 additional mailboxes Novell Open Workgroup Suite (1Zenll Groupwisell ODES) -721 Netware ODES - 160 additional nodes ZenWorks Asset Management -721 nodes ZenWorks Patch Manaaement - 721 nodes 7 931 nn - . , - - . . - - Subtotal - Network Software on MLA 68,784.00 PC Hardware and Software Maintenance VlPRElGhost HP Printer Maintenance AutoCAD Barracuda SpamfSpyware 1,750.00 Subtotal - PC Software Maintenance 25,129.00 IBM Hardware and Software Maintenance Hardware Maintenance (2 i5s and 2 p-series) i5 Software Subscription and Support AIX Software Subscription and Support 2 1,338 00 Subtotal - l8M Hardware and Software Maintenance 29,253.00 GIS Software Maintenance Arclnfo Concurrent Use License Annual Maintenance (Primary 1) 3,250.00 Arclnfo Concurrent Use License Annual Maintenance (Secondary 9) 1 1,500.00 Primary Maintenance for ArcView Concurrent Use License (2) 1,450.00 Secondary Maintenance for ArcView Concurrent Use License (1 3) 7,000.00 Primary Maintenance for ArcView Single Use License (3) 1,325.00 Secondary Maintenance for ArcView Single Use License (26) 7,800.00 Primary Maintenance for ArcGIS Spatial Analyst Concurrent Use License (1) 550.00 Secondary Maintenance for ArcGlS Spatial Analyst Concurrent Use License (2) 450.00 Primary Maintenance for ArcGlS 30 Analyst Concurrent Use License (1 ) 550.00 Secondary Maintenance for ArcGlS 3D Analyst Concurrent Use License (1) 200.00 Primary Maintenance for ArcGlS Tracking Analyst Concurrent Use License (1) 550.00 ArclMS lServerl2 CPU ArcSDE developer Support Group 1 SVR 2CPUs 5 Read Write 6.000.00 Primary Maintenance for ArcCOGO Concurrent Use License (1) 550.00 Secondary Maintenance for ArcCOGO Concurrent Use License (1) 225.00 Primary Maintenance for MAPLEX Concurrent Use License (1) 550.00 Secondary Maintenance for MAPLEX Concurrent Use License (1) 200.00 Mapobjects Win Ed Developers Kit Maint. (1) 1.300.00 Primary ArcGlS Publisher Concurrent (1) 550.00 Subtotal - GIs Software Maintenance 44,000.00 Grand Total 4,294,288.00 A-5 Budget Ordinances ORDINANCE NO. 3203 AN ORDINANCE LEVYING THE AD VALOREM TAXES FOR THE USE AND SUPPORT OF THE MUNICIPAL GOVERNMENT OF THE ClTY OF COLLEGE STATION, TEXAS, AND PROVIDING FOR THE GENERAL DEBT SERVICE FUND FOR THE YEAR 2009-10 AND APPORTIONING EACH LEVY FOR THE SPECIFIC PURPOSES. BE IT ORDAINED BY THE ClTY COUNCIL OF THE ClTY OF COLLEGE STATION, TEXAS: SECTION 1. That there is hereby levied and there shall be collected for the use and support of the municipal government of the City of College Station, Texas, and to provide General Debt Service for the 2009-1 0 fiscal year upon all property, real, personal and mixed within the corporate limits of said city subject to taxation, a tax of forty three and ninety four hundredths cents ($0.439400) on each one hundred dollar ($100.00) valuation of property, and said tax being so levied and apportioned to the specific purpose herein set forth: 1. For the maintenance and support of the general government (General Fund), twenty and ninety nine hundredths and sixty seven thousandths cents ($0.209967) on each one hundred dollar ($100.00) valuation of property; and 2. For the general obligation debt service (Debt Service Fund), twenty two and ninety four hundredths and thirty three thousandths cents ($0.229433) on each one hundred dollars ($100.00) valuation of property to be used for principal and interest payments on bonds and other obligations of the fund. SECTION II. All moneys collected under this ordinance for the specific items therein named, shall be and the same are hereby appropriated and set apart for the specific purpose indicated in each item and the Assessor and. Collector of Taxes and the Chief Financial Officer shall keep these accounts so as to readily and distinctly show the amount collected, the amounts expended and the amount on hand at any time, belonging to such funds. It is hereby made the duty of the Tax Assessor and Collector to deliver a statement at the time of depositing any money, showing from what source such taxes were received and to what account (General Fund or General Debt Service Fund) the funds were deposited. Section Ill. THlS TAX RATE WlLL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. THE TAX RATE WlLL EFFECTIVELY BE RAISED BY 2.416364% AND WlLL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY $10.37. SECTION IV. That this ordinance shall take effect and be in force from and after its passage. PASSED AND APPROVED THlS 10th DAY OF September, 2009. APPROVED: v Mayor APPROVED: A-6 Budget Ordinances ORDINANCE NO. 3208 AN ORDINANCE (BUDGET AMENDMENT 1) AMENDING ORDINANCE NUMBER 3202 WHICH WILL AMEND THE BUDGET FOR THE 2009-2010 FISCAL YEAR AND AUTHORIZING AMENDED EXPENDITURES AS 'THEREIN PROVIDED. WHEREAS, the City Council of the City of College Station, Texas, approved its Budget Ordinance for the 2009-2010 Fiscal Year on September 10, 2009; and WHEREAS, the City Council of the City of College Station, Texas, desires to amend the approved Budget Ordinance; and WHEREAS, this amendment 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, after notice of said hearing having been first duly given; now, therefore, BE IT ORDAINED BY THE ClTY COUNCIL OF THE ClTY OF COLLEGE STATION, TEXAS: Part I: That Part 1 of the Budget Ordinance for the 2009-2010 Fiscal Year is amended to read as follows: "PART I: '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. Amended appropriations for fiscal year 2009-2010 for the Brazos Valley Solid Waste Management Fund are $8,094,128. All other appropriations as originally adopted and amended by the City Council remain in full force and effect." Part 2: That this ordinance shall become effective immediately after passage and approval. PASSED and APPROVED this 24th day of September 2009. ATTEST: APPROVED: APPROVED: A Mayor City Attorney A-7 Budget Ordinances FY2010 SERVICE LEVEL ADJUSTMENT (SLA) RECOMMENDED LISTING One-Time Recurring Savings/Increase Department Description Cost Cost Total Revenue Net Total FTE Police Phase 1 - Portion of Step Pay Plan 1 - 350,000 350,000 - 350,000 - Police Portion of Blue Print - Patrol Sergeant (July implementation)2 15,966 21,313 37,279 - 37,279 - Police Portion of Blue Print - 3 Patrol Officers (July implementation)3 48,838 53,872 102,710 - 102,710 - TOTAL POLICE 64,804 425,185 489,989 - 489,989 - Fire Portion of Funding for Station 6 - Future O&M 4 - 236,734 236,734 - 236,734 - Fire Self Contained Breathing Apparatus Repl & Upgrade 366,423 25,000 391,423 - 391,423 - TOTAL FIRE 366,423 261,734 628,157 - 628,157 - Public Works Portion of Street Rehabilitation Project 2009-2010 5 200,000 - 200,000 - 200,000 - TOTAL PUBLIC WORKS 200,000 - 200,000 - 200,000 - TOTAL GENERAL FUND 631,227 686,919 1,318,146 - 1,318,146 - Econ Dev Medical Corridor Assessment, Planning & Design 300,000 - 300,000 50,000 250,000 - TOTAL ECONOMIC DEVELOPMENT FUND 300,000 - 300,000 50,000 250,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/UCS)2,000 16,580 18,580 - 18,580 - Fiscal BV Crime Information Center Database 10,000 - 10,000 - 10,000 - TOTAL COURT TECHNOLOGY FEE FUND 12,000 16,580 28,580 - 28,580 - Red Light Camera Permanent Traffic Count Stations 15,000 - 15,000 - 15,000 - TOTAL RED LIGHT CAMERA FUND 15,000 - 15,000 - 15,000 - Econ Dev Northgate Restroom O&M - 63,570 63,570 - 63,570 - Northgate Parking Garage Public Safety Presence - 17,000 17,000 - 17,000 - Northgate Parking NG District Mgmt & Parking Oper Vehicle 26,000 3,666 29,666 - 29,666 - TOTAL NORTHGATE PARKING FUND 26,000 84,236 110,236 - 110,236 - TOTAL ELECTRIC FUND 115,000 163,000 278,000 - 278,000 - Water SAN Drives 20,000 - 20,000 - 20,000 - TOTAL WATER FUND 20,000 - 20,000 - 20,000 - Wastewater Lick Creek WWTP Forklift 42,000 6,000 48,000 - 48,000 - Wastewater Wastewater Flow Monitors - Portable 22,000 - 22,000 - 22,000 - TOTAL WASTEWATER FUND 64,000 6,000 70,000 - 70,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/Court)2,000 7,900 9,900 9,900 - TOTAL UTILITY CUSTOMER SERVICE FUND 2,000 7,900 9,900 - 9,900 - BVSWMA Landfill Operations Roll-off Truck 180,000 - 180,000 - 180,000 - BVSWMA Landfill Operations - Transition to Grimes County 188,800 - 188,800 - 188,800 - BVSWMA 4WD Diesel 1/2 Ton Truck - Environ Comp Officer 33,000 2,800 35,800 - 35,800 - BVSWMA Track Loader Upgrade to Dozer 783,000 - 783,000 - 783,000 - BVSWMA Heavy Equip Mechanic Svc Truck Upgrade 100,000 - 100,000 - 100,000 - BVSWMA Diesel Powered Portable Light Tower 11,000 1,000 12,000 - 12,000 - BVSWMA GPS Peer to Peer CAES Upgrade 60,000 - 60,000 - 60,000 - TOTAL BVSWMA FUND 1,355,800 3,800 1,359,600 - 1,359,600 - TOTAL ALL FUNDS 2,541,027 968,435 3,509,462 50,000 3,459,462 - Not SLA Partial SLA Funding Detail Recommended Recommended Total 1. Phase 1 - Portion of Step Pay Plan 350,000 606,400 956,400 2. Portion of Blue Print - Patrol Sergeant (July implementation) 37,279 63,940 101,219 3. Portion of Blue Print - 3 Patrol Officers (July implementation) 102,710 279,443 382,153 4. Portion of Funding for Station 6 - Future O&M 236,734 1,067,363 1,304,097 5. Portion of Street Rehabilitation Project 2009-2010 200,000 150,000 350,000 B-1 Service Level Adjustments FY2010 SERVICE LEVEL ADJUSTMENT (SLA) RECOMMENDED LISTING One-Time Recurring Savings/Increase Department Description Cost Cost Total Revenue Net Total FTE Police Phase 1 - Portion of Step Pay Plan 1 - 350,000 350,000 - 350,000 - Police Portion of Blue Print - Patrol Sergeant (July implementation)2 15,966 21,313 37,279 - 37,279 - Police Portion of Blue Print - 3 Patrol Officers (July implementation)3 48,838 53,872 102,710 - 102,710 - TOTAL POLICE 64,804 425,185 489,989 - 489,989 - Fire Portion of Funding for Station 6 - Future O&M 4 - 236,734 236,734 - 236,734 - Fire Self Contained Breathing Apparatus Repl & Upgrade 366,423 25,000 391,423 - 391,423 - TOTAL FIRE 366,423 261,734 628,157 - 628,157 - Public Works Portion of Street Rehabilitation Project 2009-2010 5 200,000 - 200,000 - 200,000 - TOTAL PUBLIC WORKS 200,000 - 200,000 - 200,000 - TOTAL GENERAL FUND 631,227 686,919 1,318,146 - 1,318,146 - Econ Dev Medical Corridor Assessment, Planning & Design 300,000 - 300,000 50,000 250,000 - TOTAL ECONOMIC DEVELOPMENT FUND 300,000 - 300,000 50,000 250,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/UCS)2,000 16,580 18,580 - 18,580 - Fiscal BV Crime Information Center Database 10,000 - 10,000 - 10,000 - TOTAL COURT TECHNOLOGY FEE FUND 12,000 16,580 28,580 - 28,580 - Red Light Camera Permanent Traffic Count Stations 15,000 - 15,000 - 15,000 - TOTAL RED LIGHT CAMERA FUND 15,000 - 15,000 - 15,000 - Econ Dev Northgate Restroom O&M - 63,570 63,570 - 63,570 - Northgate Parking Garage Public Safety Presence - 17,000 17,000 - 17,000 - Northgate Parking NG District Mgmt & Parking Oper Vehicle 26,000 3,666 29,666 - 29,666 - TOTAL NORTHGATE PARKING FUND 26,000 84,236 110,236 - 110,236 - TOTAL ELECTRIC FUND 115,000 163,000 278,000 - 278,000 - Water SAN Drives 20,000 - 20,000 - 20,000 - TOTAL WATER FUND 20,000 - 20,000 - 20,000 - Wastewater Lick Creek WWTP Forklift 42,000 6,000 48,000 - 48,000 - Wastewater Wastewater Flow Monitors - Portable 22,000 - 22,000 - 22,000 - TOTAL WASTEWATER FUND 64,000 6,000 70,000 - 70,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/Court)2,000 7,900 9,900 9,900 - TOTAL UTILITY CUSTOMER SERVICE FUND 2,000 7,900 9,900 - 9,900 - BVSWMA Landfill Operations Roll-off Truck 180,000 - 180,000 - 180,000 - BVSWMA Landfill Operations - Transition to Grimes County 188,800 - 188,800 - 188,800 - BVSWMA 4WD Diesel 1/2 Ton Truck - Environ Comp Officer 33,000 2,800 35,800 - 35,800 - BVSWMA Track Loader Upgrade to Dozer 783,000 - 783,000 - 783,000 - BVSWMA Heavy Equip Mechanic Svc Truck Upgrade 100,000 - 100,000 - 100,000 - BVSWMA Diesel Powered Portable Light Tower 11,000 1,000 12,000 - 12,000 - BVSWMA GPS Peer to Peer CAES Upgrade 60,000 - 60,000 - 60,000 - TOTAL BVSWMA FUND 1,355,800 3,800 1,359,600 - 1,359,600 - TOTAL ALL FUNDS 2,541,027 968,435 3,509,462 50,000 3,459,462 - Not SLA Partial SLA Funding Detail Recommended Recommended Total 1. Phase 1 - Portion of Step Pay Plan 350,000 606,400 956,400 2. Portion of Blue Print - Patrol Sergeant (July implementation) 37,279 63,940 101,219 3. Portion of Blue Print - 3 Patrol Officers (July implementation) 102,710 279,443 382,153 4. Portion of Funding for Station 6 - Future O&M 236,734 1,067,363 1,304,097 5. Portion of Street Rehabilitation Project 2009-2010 200,000 150,000 350,000 B-1 Service Level Adjustments FY2010 SERVICE LEVEL ADJUSTMENT (SLA) RECOMMENDED LISTING One-Time Recurring Savings/Increase Department Description Cost Cost Total Revenue Net Total FTE Police Phase 1 - Portion of Step Pay Plan 1 - 350,000 350,000 - 350,000 - Police Portion of Blue Print - Patrol Sergeant (July implementation)2 15,966 21,313 37,279 - 37,279 - Police Portion of Blue Print - 3 Patrol Officers (July implementation)3 48,838 53,872 102,710 - 102,710 - TOTAL POLICE 64,804 425,185 489,989 - 489,989 - Fire Portion of Funding for Station 6 - Future O&M 4 - 236,734 236,734 - 236,734 - Fire Self Contained Breathing Apparatus Repl & Upgrade 366,423 25,000 391,423 - 391,423 - TOTAL FIRE 366,423 261,734 628,157 - 628,157 - Public Works Portion of Street Rehabilitation Project 2009-2010 5 200,000 - 200,000 - 200,000 - TOTAL PUBLIC WORKS 200,000 - 200,000 - 200,000 - TOTAL GENERAL FUND 631,227 686,919 1,318,146 - 1,318,146 - Econ Dev Medical Corridor Assessment, Planning & Design 300,000 - 300,000 50,000 250,000 - TOTAL ECONOMIC DEVELOPMENT FUND 300,000 - 300,000 50,000 250,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/UCS)2,000 16,580 18,580 - 18,580 - Fiscal BV Crime Information Center Database 10,000 - 10,000 - 10,000 - TOTAL COURT TECHNOLOGY FEE FUND 12,000 16,580 28,580 - 28,580 - Red Light Camera Permanent Traffic Count Stations 15,000 - 15,000 - 15,000 - TOTAL RED LIGHT CAMERA FUND 15,000 - 15,000 - 15,000 - Econ Dev Northgate Restroom O&M - 63,570 63,570 - 63,570 - Northgate Parking Garage Public Safety Presence - 17,000 17,000 - 17,000 - Northgate Parking NG District Mgmt & Parking Oper Vehicle 26,000 3,666 29,666 - 29,666 - TOTAL NORTHGATE PARKING FUND 26,000 84,236 110,236 - 110,236 - TOTAL ELECTRIC FUND 115,000 163,000 278,000 - 278,000 - Water SAN Drives 20,000 - 20,000 - 20,000 - TOTAL WATER FUND 20,000 - 20,000 - 20,000 - Wastewater Lick Creek WWTP Forklift 42,000 6,000 48,000 - 48,000 - Wastewater Wastewater Flow Monitors - Portable 22,000 - 22,000 - 22,000 - TOTAL WASTEWATER FUND 64,000 6,000 70,000 - 70,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/Court)2,000 7,900 9,900 9,900 - TOTAL UTILITY CUSTOMER SERVICE FUND 2,000 7,900 9,900 - 9,900 - BVSWMA Landfill Operations Roll-off Truck 180,000 - 180,000 - 180,000 - BVSWMA Landfill Operations - Transition to Grimes County 188,800 - 188,800 - 188,800 - BVSWMA 4WD Diesel 1/2 Ton Truck - Environ Comp Officer 33,000 2,800 35,800 - 35,800 - BVSWMA Track Loader Upgrade to Dozer 783,000 - 783,000 - 783,000 - BVSWMA Heavy Equip Mechanic Svc Truck Upgrade 100,000 - 100,000 - 100,000 - BVSWMA Diesel Powered Portable Light Tower 11,000 1,000 12,000 - 12,000 - BVSWMA GPS Peer to Peer CAES Upgrade 60,000 - 60,000 - 60,000 - TOTAL BVSWMA FUND 1,355,800 3,800 1,359,600 - 1,359,600 - TOTAL ALL FUNDS 2,541,027 968,435 3,509,462 50,000 3,459,462 - Not SLA Partial SLA Funding Detail Recommended Recommended Total 1. Phase 1 - Portion of Step Pay Plan 350,000 606,400 956,400 2. Portion of Blue Print - Patrol Sergeant (July implementation) 37,279 63,940 101,219 3. Portion of Blue Print - 3 Patrol Officers (July implementation) 102,710 279,443 382,153 4. Portion of Funding for Station 6 - Future O&M 236,734 1,067,363 1,304,097 5. Portion of Street Rehabilitation Project 2009-2010 200,000 150,000 350,000 B-1 Service Level Adjustments FY2010 SERVICE LEVEL ADJUSTMENT (SLA) RECOMMENDED LISTING One-Time Recurring Savings/Increase Department Description Cost Cost Total Revenue Net Total FTE Police Phase 1 - Portion of Step Pay Plan 1 - 350,000 350,000 - 350,000 - Police Portion of Blue Print - Patrol Sergeant (July implementation)2 15,966 21,313 37,279 - 37,279 - Police Portion of Blue Print - 3 Patrol Officers (July implementation)3 48,838 53,872 102,710 - 102,710 - TOTAL POLICE 64,804 425,185 489,989 - 489,989 - Fire Portion of Funding for Station 6 - Future O&M 4 - 236,734 236,734 - 236,734 - Fire Self Contained Breathing Apparatus Repl & Upgrade 366,423 25,000 391,423 - 391,423 - TOTAL FIRE 366,423 261,734 628,157 - 628,157 - Public Works Portion of Street Rehabilitation Project 2009-2010 5 200,000 - 200,000 - 200,000 - TOTAL PUBLIC WORKS 200,000 - 200,000 - 200,000 - TOTAL GENERAL FUND 631,227 686,919 1,318,146 - 1,318,146 - Econ Dev Medical Corridor Assessment, Planning & Design 300,000 - 300,000 50,000 250,000 - TOTAL ECONOMIC DEVELOPMENT FUND 300,000 - 300,000 50,000 250,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/UCS)2,000 16,580 18,580 - 18,580 - Fiscal BV Crime Information Center Database 10,000 - 10,000 - 10,000 - TOTAL COURT TECHNOLOGY FEE FUND 12,000 16,580 28,580 - 28,580 - Red Light Camera Permanent Traffic Count Stations 15,000 - 15,000 - 15,000 - TOTAL RED LIGHT CAMERA FUND 15,000 - 15,000 - 15,000 - Econ Dev Northgate Restroom O&M - 63,570 63,570 - 63,570 - Northgate Parking Garage Public Safety Presence - 17,000 17,000 - 17,000 - Northgate Parking NG District Mgmt & Parking Oper Vehicle 26,000 3,666 29,666 - 29,666 - TOTAL NORTHGATE PARKING FUND 26,000 84,236 110,236 - 110,236 - TOTAL ELECTRIC FUND 115,000 163,000 278,000 - 278,000 - Water SAN Drives 20,000 - 20,000 - 20,000 - TOTAL WATER FUND 20,000 - 20,000 - 20,000 - Wastewater Lick Creek WWTP Forklift 42,000 6,000 48,000 - 48,000 - Wastewater Wastewater Flow Monitors - Portable 22,000 - 22,000 - 22,000 - TOTAL WASTEWATER FUND 64,000 6,000 70,000 - 70,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/Court)2,000 7,900 9,900 9,900 - TOTAL UTILITY CUSTOMER SERVICE FUND 2,000 7,900 9,900 - 9,900 - BVSWMA Landfill Operations Roll-off Truck 180,000 - 180,000 - 180,000 - BVSWMA Landfill Operations - Transition to Grimes County 188,800 - 188,800 - 188,800 - BVSWMA 4WD Diesel 1/2 Ton Truck - Environ Comp Officer 33,000 2,800 35,800 - 35,800 - BVSWMA Track Loader Upgrade to Dozer 783,000 - 783,000 - 783,000 - BVSWMA Heavy Equip Mechanic Svc Truck Upgrade 100,000 - 100,000 - 100,000 - BVSWMA Diesel Powered Portable Light Tower 11,000 1,000 12,000 - 12,000 - BVSWMA GPS Peer to Peer CAES Upgrade 60,000 - 60,000 - 60,000 - TOTAL BVSWMA FUND 1,355,800 3,800 1,359,600 - 1,359,600 - TOTAL ALL FUNDS 2,541,027 968,435 3,509,462 50,000 3,459,462 - Not SLA Partial SLA Funding Detail Recommended Recommended Total 1. Phase 1 - Portion of Step Pay Plan 350,000 606,400 956,400 2. Portion of Blue Print - Patrol Sergeant (July implementation) 37,279 63,940 101,219 3. Portion of Blue Print - 3 Patrol Officers (July implementation) 102,710 279,443 382,153 4. Portion of Funding for Station 6 - Future O&M 236,734 1,067,363 1,304,097 5. Portion of Street Rehabilitation Project 2009-2010 200,000 150,000 350,000 B-1 Service Level Adjustments FY2010 SERVICE LEVEL ADJUSTMENT (SLA) RECOMMENDED LISTING One-Time Recurring Savings/Increase Department Description Cost Cost Total Revenue Net Total FTE Police Phase 1 - Portion of Step Pay Plan 1 - 350,000 350,000 - 350,000 - Police Portion of Blue Print - Patrol Sergeant (July implementation)2 15,966 21,313 37,279 - 37,279 - Police Portion of Blue Print - 3 Patrol Officers (July implementation)3 48,838 53,872 102,710 - 102,710 - TOTAL POLICE 64,804 425,185 489,989 - 489,989 - Fire Portion of Funding for Station 6 - Future O&M 4 - 236,734 236,734 - 236,734 - Fire Self Contained Breathing Apparatus Repl & Upgrade 366,423 25,000 391,423 - 391,423 - TOTAL FIRE 366,423 261,734 628,157 - 628,157 - Public Works Portion of Street Rehabilitation Project 2009-2010 5 200,000 - 200,000 - 200,000 - TOTAL PUBLIC WORKS 200,000 - 200,000 - 200,000 - TOTAL GENERAL FUND 631,227 686,919 1,318,146 - 1,318,146 - Econ Dev Medical Corridor Assessment, Planning & Design 300,000 - 300,000 50,000 250,000 - TOTAL ECONOMIC DEVELOPMENT FUND 300,000 - 300,000 50,000 250,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/UCS)2,000 16,580 18,580 - 18,580 - Fiscal BV Crime Information Center Database 10,000 - 10,000 - 10,000 - TOTAL COURT TECHNOLOGY FEE FUND 12,000 16,580 28,580 - 28,580 - Red Light Camera Permanent Traffic Count Stations 15,000 - 15,000 - 15,000 - TOTAL RED LIGHT CAMERA FUND 15,000 - 15,000 - 15,000 - Econ Dev Northgate Restroom O&M - 63,570 63,570 - 63,570 - Northgate Parking Garage Public Safety Presence - 17,000 17,000 - 17,000 - Northgate Parking NG District Mgmt & Parking Oper Vehicle 26,000 3,666 29,666 - 29,666 - TOTAL NORTHGATE PARKING FUND 26,000 84,236 110,236 - 110,236 - TOTAL ELECTRIC FUND 115,000 163,000 278,000 - 278,000 - Water SAN Drives 20,000 - 20,000 - 20,000 - TOTAL WATER FUND 20,000 - 20,000 - 20,000 - Wastewater Lick Creek WWTP Forklift 42,000 6,000 48,000 - 48,000 - Wastewater Wastewater Flow Monitors - Portable 22,000 - 22,000 - 22,000 - TOTAL WASTEWATER FUND 64,000 6,000 70,000 - 70,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/Court)2,000 7,900 9,900 9,900 - TOTAL UTILITY CUSTOMER SERVICE FUND 2,000 7,900 9,900 - 9,900 - BVSWMA Landfill Operations Roll-off Truck 180,000 - 180,000 - 180,000 - BVSWMA Landfill Operations - Transition to Grimes County 188,800 - 188,800 - 188,800 - BVSWMA 4WD Diesel 1/2 Ton Truck - Environ Comp Officer 33,000 2,800 35,800 - 35,800 - BVSWMA Track Loader Upgrade to Dozer 783,000 - 783,000 - 783,000 - BVSWMA Heavy Equip Mechanic Svc Truck Upgrade 100,000 - 100,000 - 100,000 - BVSWMA Diesel Powered Portable Light Tower 11,000 1,000 12,000 - 12,000 - BVSWMA GPS Peer to Peer CAES Upgrade 60,000 - 60,000 - 60,000 - TOTAL BVSWMA FUND 1,355,800 3,800 1,359,600 - 1,359,600 - TOTAL ALL FUNDS 2,541,027 968,435 3,509,462 50,000 3,459,462 - Not SLA Partial SLA Funding Detail Recommended Recommended Total 1. Phase 1 - Portion of Step Pay Plan 350,000 606,400 956,400 2. Portion of Blue Print - Patrol Sergeant (July implementation) 37,279 63,940 101,219 3. Portion of Blue Print - 3 Patrol Officers (July implementation) 102,710 279,443 382,153 4. Portion of Funding for Station 6 - Future O&M 236,734 1,067,363 1,304,097 5. Portion of Street Rehabilitation Project 2009-2010 200,000 150,000 350,000 B-1 Service Level Adjustments FY2010 SERVICE LEVEL ADJUSTMENT (SLA) RECOMMENDED LISTING One-Time Recurring Savings/Increase Department Description Cost Cost Total Revenue Net Total FTE Police Phase 1 - Portion of Step Pay Plan 1 - 350,000 350,000 - 350,000 - Police Portion of Blue Print - Patrol Sergeant (July implementation)2 15,966 21,313 37,279 - 37,279 - Police Portion of Blue Print - 3 Patrol Officers (July implementation)3 48,838 53,872 102,710 - 102,710 - TOTAL POLICE 64,804 425,185 489,989 - 489,989 - Fire Portion of Funding for Station 6 - Future O&M 4 - 236,734 236,734 - 236,734 - Fire Self Contained Breathing Apparatus Repl & Upgrade 366,423 25,000 391,423 - 391,423 - TOTAL FIRE 366,423 261,734 628,157 - 628,157 - Public Works Portion of Street Rehabilitation Project 2009-2010 5 200,000 - 200,000 - 200,000 - TOTAL PUBLIC WORKS 200,000 - 200,000 - 200,000 - TOTAL GENERAL FUND 631,227 686,919 1,318,146 - 1,318,146 - Econ Dev Medical Corridor Assessment, Planning & Design 300,000 - 300,000 50,000 250,000 - TOTAL ECONOMIC DEVELOPMENT FUND 300,000 - 300,000 50,000 250,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/UCS)2,000 16,580 18,580 - 18,580 - Fiscal BV Crime Information Center Database 10,000 - 10,000 - 10,000 - TOTAL COURT TECHNOLOGY FEE FUND 12,000 16,580 28,580 - 28,580 - Red Light Camera Permanent Traffic Count Stations 15,000 - 15,000 - 15,000 - TOTAL RED LIGHT CAMERA FUND 15,000 - 15,000 - 15,000 - Econ Dev Northgate Restroom O&M - 63,570 63,570 - 63,570 - Northgate Parking Garage Public Safety Presence - 17,000 17,000 - 17,000 - Northgate Parking NG District Mgmt & Parking Oper Vehicle 26,000 3,666 29,666 - 29,666 - TOTAL NORTHGATE PARKING FUND 26,000 84,236 110,236 - 110,236 - TOTAL ELECTRIC FUND 115,000 163,000 278,000 - 278,000 - Water SAN Drives 20,000 - 20,000 - 20,000 - TOTAL WATER FUND 20,000 - 20,000 - 20,000 - Wastewater Lick Creek WWTP Forklift 42,000 6,000 48,000 - 48,000 - Wastewater Wastewater Flow Monitors - Portable 22,000 - 22,000 - 22,000 - TOTAL WASTEWATER FUND 64,000 6,000 70,000 - 70,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/Court)2,000 7,900 9,900 9,900 - TOTAL UTILITY CUSTOMER SERVICE FUND 2,000 7,900 9,900 - 9,900 - BVSWMA Landfill Operations Roll-off Truck 180,000 - 180,000 - 180,000 - BVSWMA Landfill Operations - Transition to Grimes County 188,800 - 188,800 - 188,800 - BVSWMA 4WD Diesel 1/2 Ton Truck - Environ Comp Officer 33,000 2,800 35,800 - 35,800 - BVSWMA Track Loader Upgrade to Dozer 783,000 - 783,000 - 783,000 - BVSWMA Heavy Equip Mechanic Svc Truck Upgrade 100,000 - 100,000 - 100,000 - BVSWMA Diesel Powered Portable Light Tower 11,000 1,000 12,000 - 12,000 - BVSWMA GPS Peer to Peer CAES Upgrade 60,000 - 60,000 - 60,000 - TOTAL BVSWMA FUND 1,355,800 3,800 1,359,600 - 1,359,600 - TOTAL ALL FUNDS 2,541,027 968,435 3,509,462 50,000 3,459,462 - Not SLA Partial SLA Funding Detail Recommended Recommended Total 1. Phase 1 - Portion of Step Pay Plan 350,000 606,400 956,400 2. Portion of Blue Print - Patrol Sergeant (July implementation) 37,279 63,940 101,219 3. Portion of Blue Print - 3 Patrol Officers (July implementation) 102,710 279,443 382,153 4. Portion of Funding for Station 6 - Future O&M 236,734 1,067,363 1,304,097 5. Portion of Street Rehabilitation Project 2009-2010 200,000 150,000 350,000 B-1 Service Level Adjustments FY2010 SERVICE LEVEL ADJUSTMENT (SLA) NOT RECOMMENDED LISTING One-Time Recurring Savings/Increase Department Description Cost Cost Total Revenue Net Total FTE City Secretary Recodification of Code of Ordinances 7,000 5,000 12,000 - 12,000 - TOTAL CITY SECRETARY 7,000 5,000 12,000 - 12,000 - Legal Various supplies, on-line services, publications, etc.- 8,819 8,819 - 8,819 - TOTAL LEGAL - 8,819 8,819 - 8,819 - Public Comm 2 Public Comm. Coordinators replacing 1 position 22,400 - 22,400 - 22,400 1.00 Public Comm Staff Assistant - 42,461 42,461 - 42,461 1.00 Public Comm Marketing - 70,800 70,800 - 70,800 - TOTAL PUBLIC COMMUNICATIONS 22,400 113,261 135,661 - 135,661 2.00 H/R Recruiting Position/Strategy 8,000 87,594 95,594 - 95,594 1.00 H/R Wellness (in Benefits Fund)- - - - - - H/R Project Manager 3,000 43,506 46,506 - 46,506 0.50 H/R Upgrade Basic Needs for H/R Dept - 26,000 26,000 - 26,000 - TOTAL HUMAN RESOURCES 11,000 157,100 168,100 - 168,100 1.50 Fiscal Accounting Tech.6,424 53,253 59,677 - 59,677 1.00 Fiscal Capital Asset Inventory Bar Code Solution 21,598 1,099 22,697 - 22,697 - Fiscal Click2gov for Employee Self Service 21,300 3,840 25,140 - 25,140 - TOTAL FISCAL 49,322 58,192 107,514 - 107,514 1.00 Police Phase 1 - Portion of Step Pay Plan1 - 606,400 606,400 - 606,400 Police Blue Print - Criminal Investigations Division 7,029 40,848 47,877 - 47,877 1.00 Police Blue Print - Executive Assistant 4,036 49,944 53,980 - 53,980 1.00 Police Portion of Blue Print - Patrol Sergeant (July implementation)2 - 63,940 63,940 - 63,940 1.00 Police Portion of Blue Print - 3 Patrol Officers (July implementation)3 117,840 161,603 279,443 - 279,443 3.00 Police Blue Print - 2 Public Safety Officers 1,198 78,347 79,545 - 79,545 2.00 Police Blue Print - Quartermaster/Fleet Manager 4,619 62,459 67,078 - 67,078 1.00 Police Field Training Officer Pay Increase - 4,000 4,000 - 4,000 - Police Breath Alcohol Testing Instrument/Intoxilyzer 6,240 - 6,240 - 6,240 - Police Confidential Funds - 7,000 7,000 - 7,000 - TOTAL POLICE 140,962 1,074,541 1,215,503 - 1,215,503 9.00 Fire Portion of Funding for Station 6 - Future O&M4 581,695 625,668 1,207,363 140,000 1,067,363 12.00 Fire National Accreditation for Fire Service - 16,500 16,500 - 16,500 - Fire Public Education Assistant 40,950 64,983 105,933 - 105,933 1.00 TOTAL FIRE 622,645 707,151 1,329,796 140,000 1,189,796 13.00 Planning & Dev Annexation Preparation Work 42,000 - 42,000 - 42,000 - Planning & Dev Enhanced Transportation Planning 8,380 5,617 13,997 - 13,997 0.50 Planning & Dev Fee Increase for Inflation - Work Supplies - 9,899 9,899 - 9,899 - Planning & Dev Neighborhood Services Intern - 5,811 5,811 5,811 - 0.50 TOTAL PLANNING & DEVELOPMENT 50,380 21,327 71,707 5,811 65,896 1.00 Public Works One Facility Maintenance Tech w/Truck 28,300 51,921 80,221 - 80,221 1.00 Public Works Portion of Street Rehabilitation Project 2009-20105 - 150,000 150,000 - 150,000 - Public Works New Signs & Marking Tech 400 41,838 42,238 - 42,238 1.00 Public Works Graduate Civil Engineer/Asst City Engineer 7,160 75,731 82,891 - 82,891 1.00 Public Works Service Vehicle 29,200 3,800 33,000 - 33,000 - Public Works Emergency Generators Maintenance Costs - 20,000 20,000 - 20,000 - Public Works Bike & Hike Trail Maintenance 45,000 43,218 88,218 - 88,218 1.00 Public Works Enhanced Maintenance - 40,000 40,000 - 40,000 - Public Works New Sign Plotter/Cutter 10,000 - 10,000 - 10,000 - Public Works Traffic Poles Preservation 75,000 - 75,000 - 75,000 - Public Works Sidewalk ADA Compliance 100,000 - 100,000 - 100,000 - Public Works Reclass Asst. City Engineer to Traffic Engineer - 16,211 16,211 - 16,211 - TOTAL PUBLIC WORKS 295,060 442,719 737,779 - 737,779 4.00 CIP Dept Project Manager 11,072 84,472 95,544 - 95,544 1.00 CIP Dept CPD Intern - 18,207 18,207 - 18,207 1.00 CIP Dept Professional Engineering Services - 15,000 15,000 - 15,000 - CIP Dept Car Allowance for Land Agents - 4,800 4,800 - 4,800 - TOTAL CIP DEPARTMENT 11,072 122,479 133,551 - 133,551 2.00 PARD Temp Seasonal Pay Increase - 261,666 261,666 - 261,666 PARD 1 Cemetery Groundsworker - 36,430 36,430 - 36,430 1.00 PARD Athletic Field Package 223,659 163,147 386,806 - 386,806 3.00 PARD Ultra Violet Lights - Tarrow Spray Park for Sanitation 42,000 - 42,000 - 42,000 - PARD Thomas Pool Bath House - Replaster Pool Shell 450,000 - 450,000 - 450,000 - PARD Food Service Improvements 20,000 6,500 26,500 - 26,500 - PARD Assistant Director Position 10,885 119,340 130,225 - 130,225 1.00 PARD Aquatics Various Budget Increases - 68,000 68,000 - 68,000 - PARD Sir Services Coordinator Increase - 17,642 17,642 - 17,642 - PARD Park Maintenance Package 151,536 177,386 328,922 - 328,922 2.00 PARD Office Set-up for Asst Pool Supervisor 16,000 - 16,000 - 16,000 - PARD Special Facilities Equipment Replacement Fund - 300,000 300,000 - 300,000 - PARD Lincoln Center FT Secretary and Mileage Reimbursement - 40,000 40,000 - 40,000 1.00 PARD Program Event Assistant Position - 36,007 36,007 23,000 13,007 1.00 PARD Asst Supervisor Programs and Special Events - 51,665 51,665 - 51,665 1.00 PARD Increase in Admin Costs 3,400 23,600 27,000 - 27,000 - PARD Janitorial Svc for 3 buildings, Floor Maint for 1 bldg - 52,800 52,800 - 52,800 - PARD Interim Senior Center Operations Budget 47,850 145,405 193,255 - 193,255 1.00 PARD Contract Coordinator - Grounds Operations & Maintenance 24,000 48,308 72,308 - 72,308 1.00 B-2 Service Level Adjustments FY2010 SERVICE LEVEL ADJUSTMENT (SLA) NOT RECOMMENDED LISTING One-Time Recurring Savings/Increase Department Description Cost Cost Total Revenue Net Total FTE City Secretary Recodification of Code of Ordinances 7,000 5,000 12,000 - 12,000 - TOTAL CITY SECRETARY 7,000 5,000 12,000 - 12,000 - Legal Various supplies, on-line services, publications, etc.- 8,819 8,819 - 8,819 - TOTAL LEGAL - 8,819 8,819 - 8,819 - Public Comm 2 Public Comm. Coordinators replacing 1 position 22,400 - 22,400 - 22,400 1.00 Public Comm Staff Assistant - 42,461 42,461 - 42,461 1.00 Public Comm Marketing - 70,800 70,800 - 70,800 - TOTAL PUBLIC COMMUNICATIONS 22,400 113,261 135,661 - 135,661 2.00 H/R Recruiting Position/Strategy 8,000 87,594 95,594 - 95,594 1.00 H/R Wellness (in Benefits Fund)- - - - - - H/R Project Manager 3,000 43,506 46,506 - 46,506 0.50 H/R Upgrade Basic Needs for H/R Dept - 26,000 26,000 - 26,000 - TOTAL HUMAN RESOURCES 11,000 157,100 168,100 - 168,100 1.50 Fiscal Accounting Tech.6,424 53,253 59,677 - 59,677 1.00 Fiscal Capital Asset Inventory Bar Code Solution 21,598 1,099 22,697 - 22,697 - Fiscal Click2gov for Employee Self Service 21,300 3,840 25,140 - 25,140 - TOTAL FISCAL 49,322 58,192 107,514 - 107,514 1.00 Police Phase 1 - Portion of Step Pay Plan1 - 606,400 606,400 - 606,400 Police Blue Print - Criminal Investigations Division 7,029 40,848 47,877 - 47,877 1.00 Police Blue Print - Executive Assistant 4,036 49,944 53,980 - 53,980 1.00 Police Portion of Blue Print - Patrol Sergeant (July implementation)2 - 63,940 63,940 - 63,940 1.00 Police Portion of Blue Print - 3 Patrol Officers (July implementation)3 117,840 161,603 279,443 - 279,443 3.00 Police Blue Print - 2 Public Safety Officers 1,198 78,347 79,545 - 79,545 2.00 Police Blue Print - Quartermaster/Fleet Manager 4,619 62,459 67,078 - 67,078 1.00 Police Field Training Officer Pay Increase - 4,000 4,000 - 4,000 - Police Breath Alcohol Testing Instrument/Intoxilyzer 6,240 - 6,240 - 6,240 - Police Confidential Funds - 7,000 7,000 - 7,000 - TOTAL POLICE 140,962 1,074,541 1,215,503 - 1,215,503 9.00 Fire Portion of Funding for Station 6 - Future O&M4 581,695 625,668 1,207,363 140,000 1,067,363 12.00 Fire National Accreditation for Fire Service - 16,500 16,500 - 16,500 - Fire Public Education Assistant 40,950 64,983 105,933 - 105,933 1.00 TOTAL FIRE 622,645 707,151 1,329,796 140,000 1,189,796 13.00 Planning & Dev Annexation Preparation Work 42,000 - 42,000 - 42,000 - Planning & Dev Enhanced Transportation Planning 8,380 5,617 13,997 - 13,997 0.50 Planning & Dev Fee Increase for Inflation - Work Supplies - 9,899 9,899 - 9,899 - Planning & Dev Neighborhood Services Intern - 5,811 5,811 5,811 - 0.50 TOTAL PLANNING & DEVELOPMENT 50,380 21,327 71,707 5,811 65,896 1.00 Public Works One Facility Maintenance Tech w/Truck 28,300 51,921 80,221 - 80,221 1.00 Public Works Portion of Street Rehabilitation Project 2009-20105 - 150,000 150,000 - 150,000 - Public Works New Signs & Marking Tech 400 41,838 42,238 - 42,238 1.00 Public Works Graduate Civil Engineer/Asst City Engineer 7,160 75,731 82,891 - 82,891 1.00 Public Works Service Vehicle 29,200 3,800 33,000 - 33,000 - Public Works Emergency Generators Maintenance Costs - 20,000 20,000 - 20,000 - Public Works Bike & Hike Trail Maintenance 45,000 43,218 88,218 - 88,218 1.00 Public Works Enhanced Maintenance - 40,000 40,000 - 40,000 - Public Works New Sign Plotter/Cutter 10,000 - 10,000 - 10,000 - Public Works Traffic Poles Preservation 75,000 - 75,000 - 75,000 - Public Works Sidewalk ADA Compliance 100,000 - 100,000 - 100,000 - Public Works Reclass Asst. City Engineer to Traffic Engineer - 16,211 16,211 - 16,211 - TOTAL PUBLIC WORKS 295,060 442,719 737,779 - 737,779 4.00 CIP Dept Project Manager 11,072 84,472 95,544 - 95,544 1.00 CIP Dept CPD Intern - 18,207 18,207 - 18,207 1.00 CIP Dept Professional Engineering Services - 15,000 15,000 - 15,000 - CIP Dept Car Allowance for Land Agents - 4,800 4,800 - 4,800 - TOTAL CIP DEPARTMENT 11,072 122,479 133,551 - 133,551 2.00 PARD Temp Seasonal Pay Increase - 261,666 261,666 - 261,666 PARD 1 Cemetery Groundsworker - 36,430 36,430 - 36,430 1.00 PARD Athletic Field Package 223,659 163,147 386,806 - 386,806 3.00 PARD Ultra Violet Lights - Tarrow Spray Park for Sanitation 42,000 - 42,000 - 42,000 - PARD Thomas Pool Bath House - Replaster Pool Shell 450,000 - 450,000 - 450,000 - PARD Food Service Improvements 20,000 6,500 26,500 - 26,500 - PARD Assistant Director Position 10,885 119,340 130,225 - 130,225 1.00 PARD Aquatics Various Budget Increases - 68,000 68,000 - 68,000 - PARD Sir Services Coordinator Increase - 17,642 17,642 - 17,642 - PARD Park Maintenance Package 151,536 177,386 328,922 - 328,922 2.00 PARD Office Set-up for Asst Pool Supervisor 16,000 - 16,000 - 16,000 - PARD Special Facilities Equipment Replacement Fund - 300,000 300,000 - 300,000 - PARD Lincoln Center FT Secretary and Mileage Reimbursement - 40,000 40,000 - 40,000 1.00 PARD Program Event Assistant Position - 36,007 36,007 23,000 13,007 1.00 PARD Asst Supervisor Programs and Special Events - 51,665 51,665 - 51,665 1.00 PARD Increase in Admin Costs 3,400 23,600 27,000 - 27,000 - PARD Janitorial Svc for 3 buildings, Floor Maint for 1 bldg - 52,800 52,800 - 52,800 - PARD Interim Senior Center Operations Budget 47,850 145,405 193,255 - 193,255 1.00 PARD Contract Coordinator - Grounds Operations & Maintenance 24,000 48,308 72,308 - 72,308 1.00 B-2 Service Level Adjustments FY2010 SERVICE LEVEL ADJUSTMENT (SLA) NOT RECOMMENDED LISTING One-Time Recurring Savings/Increase Department Description Cost Cost Total Revenue Net Total FTE City Secretary Recodification of Code of Ordinances 7,000 5,000 12,000 - 12,000 - TOTAL CITY SECRETARY 7,000 5,000 12,000 - 12,000 - Legal Various supplies, on-line services, publications, etc.- 8,819 8,819 - 8,819 - TOTAL LEGAL - 8,819 8,819 - 8,819 - Public Comm 2 Public Comm. Coordinators replacing 1 position 22,400 - 22,400 - 22,400 1.00 Public Comm Staff Assistant - 42,461 42,461 - 42,461 1.00 Public Comm Marketing - 70,800 70,800 - 70,800 - TOTAL PUBLIC COMMUNICATIONS 22,400 113,261 135,661 - 135,661 2.00 H/R Recruiting Position/Strategy 8,000 87,594 95,594 - 95,594 1.00 H/R Wellness (in Benefits Fund)- - - - - - H/R Project Manager 3,000 43,506 46,506 - 46,506 0.50 H/R Upgrade Basic Needs for H/R Dept - 26,000 26,000 - 26,000 - TOTAL HUMAN RESOURCES 11,000 157,100 168,100 - 168,100 1.50 Fiscal Accounting Tech.6,424 53,253 59,677 - 59,677 1.00 Fiscal Capital Asset Inventory Bar Code Solution 21,598 1,099 22,697 - 22,697 - Fiscal Click2gov for Employee Self Service 21,300 3,840 25,140 - 25,140 - TOTAL FISCAL 49,322 58,192 107,514 - 107,514 1.00 Police Phase 1 - Portion of Step Pay Plan1 - 606,400 606,400 - 606,400 Police Blue Print - Criminal Investigations Division 7,029 40,848 47,877 - 47,877 1.00 Police Blue Print - Executive Assistant 4,036 49,944 53,980 - 53,980 1.00 Police Portion of Blue Print - Patrol Sergeant (July implementation)2 - 63,940 63,940 - 63,940 1.00 Police Portion of Blue Print - 3 Patrol Officers (July implementation)3 117,840 161,603 279,443 - 279,443 3.00 Police Blue Print - 2 Public Safety Officers 1,198 78,347 79,545 - 79,545 2.00 Police Blue Print - Quartermaster/Fleet Manager 4,619 62,459 67,078 - 67,078 1.00 Police Field Training Officer Pay Increase - 4,000 4,000 - 4,000 - Police Breath Alcohol Testing Instrument/Intoxilyzer 6,240 - 6,240 - 6,240 - Police Confidential Funds - 7,000 7,000 - 7,000 - TOTAL POLICE 140,962 1,074,541 1,215,503 - 1,215,503 9.00 Fire Portion of Funding for Station 6 - Future O&M4 581,695 625,668 1,207,363 140,000 1,067,363 12.00 Fire National Accreditation for Fire Service - 16,500 16,500 - 16,500 - Fire Public Education Assistant 40,950 64,983 105,933 - 105,933 1.00 TOTAL FIRE 622,645 707,151 1,329,796 140,000 1,189,796 13.00 Planning & Dev Annexation Preparation Work 42,000 - 42,000 - 42,000 - Planning & Dev Enhanced Transportation Planning 8,380 5,617 13,997 - 13,997 0.50 Planning & Dev Fee Increase for Inflation - Work Supplies - 9,899 9,899 - 9,899 - Planning & Dev Neighborhood Services Intern - 5,811 5,811 5,811 - 0.50 TOTAL PLANNING & DEVELOPMENT 50,380 21,327 71,707 5,811 65,896 1.00 Public Works One Facility Maintenance Tech w/Truck 28,300 51,921 80,221 - 80,221 1.00 Public Works Portion of Street Rehabilitation Project 2009-20105 - 150,000 150,000 - 150,000 - Public Works New Signs & Marking Tech 400 41,838 42,238 - 42,238 1.00 Public Works Graduate Civil Engineer/Asst City Engineer 7,160 75,731 82,891 - 82,891 1.00 Public Works Service Vehicle 29,200 3,800 33,000 - 33,000 - Public Works Emergency Generators Maintenance Costs - 20,000 20,000 - 20,000 - Public Works Bike & Hike Trail Maintenance 45,000 43,218 88,218 - 88,218 1.00 Public Works Enhanced Maintenance - 40,000 40,000 - 40,000 - Public Works New Sign Plotter/Cutter 10,000 - 10,000 - 10,000 - Public Works Traffic Poles Preservation 75,000 - 75,000 - 75,000 - Public Works Sidewalk ADA Compliance 100,000 - 100,000 - 100,000 - Public Works Reclass Asst. City Engineer to Traffic Engineer - 16,211 16,211 - 16,211 - TOTAL PUBLIC WORKS 295,060 442,719 737,779 - 737,779 4.00 CIP Dept Project Manager 11,072 84,472 95,544 - 95,544 1.00 CIP Dept CPD Intern - 18,207 18,207 - 18,207 1.00 CIP Dept Professional Engineering Services - 15,000 15,000 - 15,000 - CIP Dept Car Allowance for Land Agents - 4,800 4,800 - 4,800 - TOTAL CIP DEPARTMENT 11,072 122,479 133,551 - 133,551 2.00 PARD Temp Seasonal Pay Increase - 261,666 261,666 - 261,666 PARD 1 Cemetery Groundsworker - 36,430 36,430 - 36,430 1.00 PARD Athletic Field Package 223,659 163,147 386,806 - 386,806 3.00 PARD Ultra Violet Lights - Tarrow Spray Park for Sanitation 42,000 - 42,000 - 42,000 - PARD Thomas Pool Bath House - Replaster Pool Shell 450,000 - 450,000 - 450,000 - PARD Food Service Improvements 20,000 6,500 26,500 - 26,500 - PARD Assistant Director Position 10,885 119,340 130,225 - 130,225 1.00 PARD Aquatics Various Budget Increases - 68,000 68,000 - 68,000 - PARD Sir Services Coordinator Increase - 17,642 17,642 - 17,642 - PARD Park Maintenance Package 151,536 177,386 328,922 - 328,922 2.00 PARD Office Set-up for Asst Pool Supervisor 16,000 - 16,000 - 16,000 - PARD Special Facilities Equipment Replacement Fund - 300,000 300,000 - 300,000 - PARD Lincoln Center FT Secretary and Mileage Reimbursement - 40,000 40,000 - 40,000 1.00 PARD Program Event Assistant Position - 36,007 36,007 23,000 13,007 1.00 PARD Asst Supervisor Programs and Special Events - 51,665 51,665 - 51,665 1.00 PARD Increase in Admin Costs 3,400 23,600 27,000 - 27,000 - PARD Janitorial Svc for 3 buildings, Floor Maint for 1 bldg - 52,800 52,800 - 52,800 - PARD Interim Senior Center Operations Budget 47,850 145,405 193,255 - 193,255 1.00 PARD Contract Coordinator - Grounds Operations & Maintenance 24,000 48,308 72,308 - 72,308 1.00 B-2 Service Level Adjustments FY2010 SERVICE LEVEL ADJUSTMENT (SLA) RECOMMENDED LISTING One-Time Recurring Savings/Increase Department Description Cost Cost Total Revenue Net Total FTE Police Phase 1 - Portion of Step Pay Plan 1 - 350,000 350,000 - 350,000 - Police Portion of Blue Print - Patrol Sergeant (July implementation)2 15,966 21,313 37,279 - 37,279 - Police Portion of Blue Print - 3 Patrol Officers (July implementation)3 48,838 53,872 102,710 - 102,710 - TOTAL POLICE 64,804 425,185 489,989 - 489,989 - Fire Portion of Funding for Station 6 - Future O&M 4 - 236,734 236,734 - 236,734 - Fire Self Contained Breathing Apparatus Repl & Upgrade 366,423 25,000 391,423 - 391,423 - TOTAL FIRE 366,423 261,734 628,157 - 628,157 - Public Works Portion of Street Rehabilitation Project 2009-2010 5 200,000 - 200,000 - 200,000 - TOTAL PUBLIC WORKS 200,000 - 200,000 - 200,000 - TOTAL GENERAL FUND 631,227 686,919 1,318,146 - 1,318,146 - Econ Dev Medical Corridor Assessment, Planning & Design 300,000 - 300,000 50,000 250,000 - TOTAL ECONOMIC DEVELOPMENT FUND 300,000 - 300,000 50,000 250,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/UCS)2,000 16,580 18,580 - 18,580 - Fiscal BV Crime Information Center Database 10,000 - 10,000 - 10,000 - TOTAL COURT TECHNOLOGY FEE FUND 12,000 16,580 28,580 - 28,580 - Red Light Camera Permanent Traffic Count Stations 15,000 - 15,000 - 15,000 - TOTAL RED LIGHT CAMERA FUND 15,000 - 15,000 - 15,000 - Econ Dev Northgate Restroom O&M - 63,570 63,570 - 63,570 - Northgate Parking Garage Public Safety Presence - 17,000 17,000 - 17,000 - Northgate Parking NG District Mgmt & Parking Oper Vehicle 26,000 3,666 29,666 - 29,666 - TOTAL NORTHGATE PARKING FUND 26,000 84,236 110,236 - 110,236 - TOTAL ELECTRIC FUND 115,000 163,000 278,000 - 278,000 - Water SAN Drives 20,000 - 20,000 - 20,000 - TOTAL WATER FUND 20,000 - 20,000 - 20,000 - Wastewater Lick Creek WWTP Forklift 42,000 6,000 48,000 - 48,000 - Wastewater Wastewater Flow Monitors - Portable 22,000 - 22,000 - 22,000 - TOTAL WASTEWATER FUND 64,000 6,000 70,000 - 70,000 - Fiscal Auto Sys to Call Cust & Leave Message (w/Court)2,000 7,900 9,900 9,900 - TOTAL UTILITY CUSTOMER SERVICE FUND 2,000 7,900 9,900 - 9,900 - BVSWMA Landfill Operations Roll-off Truck 180,000 - 180,000 - 180,000 - BVSWMA Landfill Operations - Transition to Grimes County 188,800 - 188,800 - 188,800 - BVSWMA 4WD Diesel 1/2 Ton Truck - Environ Comp Officer 33,000 2,800 35,800 - 35,800 - BVSWMA Track Loader Upgrade to Dozer 783,000 - 783,000 - 783,000 - BVSWMA Heavy Equip Mechanic Svc Truck Upgrade 100,000 - 100,000 - 100,000 - BVSWMA Diesel Powered Portable Light Tower 11,000 1,000 12,000 - 12,000 - BVSWMA GPS Peer to Peer CAES Upgrade 60,000 - 60,000 - 60,000 - TOTAL BVSWMA FUND 1,355,800 3,800 1,359,600 - 1,359,600 - TOTAL ALL FUNDS 2,541,027 968,435 3,509,462 50,000 3,459,462 - Not SLA Partial SLA Funding Detail Recommended Recommended Total 1. Phase 1 - Portion of Step Pay Plan 350,000 606,400 956,400 2. Portion of Blue Print - Patrol Sergeant (July implementation) 37,279 63,940 101,219 3. Portion of Blue Print - 3 Patrol Officers (July implementation) 102,710 279,443 382,153 4. Portion of Funding for Station 6 - Future O&M 236,734 1,067,363 1,304,097 5. Portion of Street Rehabilitation Project 2009-2010 200,000 150,000 350,000 B-1 Service Level Adjustments FY2010 SERVICE LEVEL ADJUSTMENT (SLA) NOT RECOMMENDED LISTING One-Time Recurring Savings/Increase Department Description Cost Cost Total Revenue Net Total FTE City Secretary Recodification of Code of Ordinances 7,000 5,000 12,000 - 12,000 - TOTAL CITY SECRETARY 7,000 5,000 12,000 - 12,000 - Legal Various supplies, on-line services, publications, etc.- 8,819 8,819 - 8,819 - TOTAL LEGAL - 8,819 8,819 - 8,819 - Public Comm 2 Public Comm. Coordinators replacing 1 position 22,400 - 22,400 - 22,400 1.00 Public Comm Staff Assistant - 42,461 42,461 - 42,461 1.00 Public Comm Marketing - 70,800 70,800 - 70,800 - TOTAL PUBLIC COMMUNICATIONS 22,400 113,261 135,661 - 135,661 2.00 H/R Recruiting Position/Strategy 8,000 87,594 95,594 - 95,594 1.00 H/R Wellness (in Benefits Fund)- - - - - - H/R Project Manager 3,000 43,506 46,506 - 46,506 0.50 H/R Upgrade Basic Needs for H/R Dept - 26,000 26,000 - 26,000 - TOTAL HUMAN RESOURCES 11,000 157,100 168,100 - 168,100 1.50 Fiscal Accounting Tech.6,424 53,253 59,677 - 59,677 1.00 Fiscal Capital Asset Inventory Bar Code Solution 21,598 1,099 22,697 - 22,697 - Fiscal Click2gov for Employee Self Service 21,300 3,840 25,140 - 25,140 - TOTAL FISCAL 49,322 58,192 107,514 - 107,514 1.00 Police Phase 1 - Portion of Step Pay Plan1 - 606,400 606,400 - 606,400 Police Blue Print - Criminal Investigations Division 7,029 40,848 47,877 - 47,877 1.00 Police Blue Print - Executive Assistant 4,036 49,944 53,980 - 53,980 1.00 Police Portion of Blue Print - Patrol Sergeant (July implementation)2 - 63,940 63,940 - 63,940 1.00 Police Portion of Blue Print - 3 Patrol Officers (July implementation)3 117,840 161,603 279,443 - 279,443 3.00 Police Blue Print - 2 Public Safety Officers 1,198 78,347 79,545 - 79,545 2.00 Police Blue Print - Quartermaster/Fleet Manager 4,619 62,459 67,078 - 67,078 1.00 Police Field Training Officer Pay Increase - 4,000 4,000 - 4,000 - Police Breath Alcohol Testing Instrument/Intoxilyzer 6,240 - 6,240 - 6,240 - Police Confidential Funds - 7,000 7,000 - 7,000 - TOTAL POLICE 140,962 1,074,541 1,215,503 - 1,215,503 9.00 Fire Portion of Funding for Station 6 - Future O&M4 581,695 625,668 1,207,363 140,000 1,067,363 12.00 Fire National Accreditation for Fire Service - 16,500 16,500 - 16,500 - Fire Public Education Assistant 40,950 64,983 105,933 - 105,933 1.00 TOTAL FIRE 622,645 707,151 1,329,796 140,000 1,189,796 13.00 Planning & Dev Annexation Preparation Work 42,000 - 42,000 - 42,000 - Planning & Dev Enhanced Transportation Planning 8,380 5,617 13,997 - 13,997 0.50 Planning & Dev Fee Increase for Inflation - Work Supplies - 9,899 9,899 - 9,899 - Planning & Dev Neighborhood Services Intern - 5,811 5,811 5,811 - 0.50 TOTAL PLANNING & DEVELOPMENT 50,380 21,327 71,707 5,811 65,896 1.00 Public Works One Facility Maintenance Tech w/Truck 28,300 51,921 80,221 - 80,221 1.00 Public Works Portion of Street Rehabilitation Project 2009-20105 - 150,000 150,000 - 150,000 - Public Works New Signs & Marking Tech 400 41,838 42,238 - 42,238 1.00 Public Works Graduate Civil Engineer/Asst City Engineer 7,160 75,731 82,891 - 82,891 1.00 Public Works Service Vehicle 29,200 3,800 33,000 - 33,000 - Public Works Emergency Generators Maintenance Costs - 20,000 20,000 - 20,000 - Public Works Bike & Hike Trail Maintenance 45,000 43,218 88,218 - 88,218 1.00 Public Works Enhanced Maintenance - 40,000 40,000 - 40,000 - Public Works New Sign Plotter/Cutter 10,000 - 10,000 - 10,000 - Public Works Traffic Poles Preservation 75,000 - 75,000 - 75,000 - Public Works Sidewalk ADA Compliance 100,000 - 100,000 - 100,000 - Public Works Reclass Asst. City Engineer to Traffic Engineer - 16,211 16,211 - 16,211 - TOTAL PUBLIC WORKS 295,060 442,719 737,779 - 737,779 4.00 CIP Dept Project Manager 11,072 84,472 95,544 - 95,544 1.00 CIP Dept CPD Intern - 18,207 18,207 - 18,207 1.00 CIP Dept Professional Engineering Services - 15,000 15,000 - 15,000 - CIP Dept Car Allowance for Land Agents - 4,800 4,800 - 4,800 - TOTAL CIP DEPARTMENT 11,072 122,479 133,551 - 133,551 2.00 PARD Temp Seasonal Pay Increase - 261,666 261,666 - 261,666 PARD 1 Cemetery Groundsworker - 36,430 36,430 - 36,430 1.00 PARD Athletic Field Package 223,659 163,147 386,806 - 386,806 3.00 PARD Ultra Violet Lights - Tarrow Spray Park for Sanitation 42,000 - 42,000 - 42,000 - PARD Thomas Pool Bath House - Replaster Pool Shell 450,000 - 450,000 - 450,000 - PARD Food Service Improvements 20,000 6,500 26,500 - 26,500 - PARD Assistant Director Position 10,885 119,340 130,225 - 130,225 1.00 PARD Aquatics Various Budget Increases - 68,000 68,000 - 68,000 - PARD Sir Services Coordinator Increase - 17,642 17,642 - 17,642 - PARD Park Maintenance Package 151,536 177,386 328,922 - 328,922 2.00 PARD Office Set-up for Asst Pool Supervisor 16,000 - 16,000 - 16,000 - PARD Special Facilities Equipment Replacement Fund - 300,000 300,000 - 300,000 - PARD Lincoln Center FT Secretary and Mileage Reimbursement - 40,000 40,000 - 40,000 1.00 PARD Program Event Assistant Position - 36,007 36,007 23,000 13,007 1.00 PARD Asst Supervisor Programs and Special Events - 51,665 51,665 - 51,665 1.00 PARD Increase in Admin Costs 3,400 23,600 27,000 - 27,000 - PARD Janitorial Svc for 3 buildings, Floor Maint for 1 bldg - 52,800 52,800 - 52,800 - PARD Interim Senior Center Operations Budget 47,850 145,405 193,255 - 193,255 1.00 PARD Contract Coordinator - Grounds Operations & Maintenance 24,000 48,308 72,308 - 72,308 1.00 B-2 Service Level Adjustments FY2010 SERVICE LEVEL ADJUSTMENT (SLA) NOT RECOMMENDED LISTING One-Time Recurring Savings/Increase Department Description Cost Cost Total Revenue Net Total FTE PARD Contract Landscape Maintenance Funding - 183,000 183,000 - 183,000 - PARD El Camino Real de los Tejas Matching Grant 10,000 - 10,000 - 10,000 - PARD Rental Pavilion Custodial Contract - 24,000 24,000 - 24,000 - PARD Wellness Supervisor Position 2,300 103,915 106,215 - 106,215 1.00 PARD Welcome to College Station Gateway Signs 24,000 - 24,000 - 24,000 - TOTAL PARKS AND RECREATION 1,025,630 1,858,811 2,884,441 23,000 2,861,441 13.00 IT Communications Tech. 2,885 55,638 58,523 - 58,523 1.00 TOTAL IT DEPARTMENT 2,885 55,638 58,523 - 58,523 1.00 TOTAL GENERAL FUND 2,238,356 4,625,038 6,863,394 168,811 6,694,583 47.50 Fiscal Upgrade Position for Security to PT Deputy Marshal - 30,856 30,856 - 30,856 - TOTAL COURT SECURITY FEE FUND - 30,856 30,856 - 30,856 - Red Light CameraGraduate Civil Engineer 8,849 70,198 79,047 - 79,047 1.00 TOTAL RED LIGHT CAMERA FUND 8,849 70,198 79,047 - 79,047 1.00 Hotel Tax/PARD Grand Slam Tennis Tournament - 12,000 12,000 - 12,000 - Hotel Tax/ED Special Events (from Econ Dev) 150,000 - 150,000 - 150,000 - TOTAL HOTEL TAX FUND 150,000 12,000 162,000 - 162,000 - TOTAL ELECTRIC FUND 50,000 - 50,000 - 50,000 - Water SCADA Systems Tech & Vehicle 29,250 61,532 90,782 - 90,782 1.00 Water Vehicle for Water Auditor 31,000 3,700 34,700 - 34,700 - Water Certification Pay Program - 23,400 23,400 - 23,400 - Water Water Production Operator 6,300 48,512 54,812 - 54,812 1.00 Water Simsboro Water Well #8 Operation - 62,800 62,800 - 62,800 - TOTAL WATER FUND 66,550 199,944 266,494 - 266,494 2.00 Wastewater Laboratory Technician - 41,773 41,773 - 41,773 1.00 Wastewater Certification Pay Program - 40,300 40,300 - 40,300 - Wastewater Private Wastewater Coll Svc Lateral Inspections - 285,000 285,000 - 285,000 - Wastewater Collection System Dynamic Computer Model 215,000 - 215,000 - 215,000 - TOTAL WASTEWATER FUND 215,000 367,073 582,073 - 582,073 1.00 Sanitation Street Sweeping Upg - Central Bus Dist & Annexed 177,550 47,597 225,147 - 225,147 1.00 TOTAL SANITATION FUND 177,550 47,597 225,147 - 225,147 1.00 Benefits City Wide Health & Wellness Initiative - 150,000 150,000 150,000 - TOTAL EMPLOYEE BENEFITS FUND - 150,000 150,000 - 150,000 - Fiscal Upg PT Meter Service Field Rep to FT - 12,736 12,736 12,736 0.50 TOTAL UTILITY CUSTOMER SERVICE FUND - 12,736 12,736 - 12,736 0.50 Fleet Funding for Overtime - 14,000 14,000 - 14,000 - Fleet Employee Training - 6,000 6,000 - 6,000 - Fleet Removal of Underground Storage Tank at PD 15,000 - 15,000 - 15,000 - TOTAL FLEET MAINTENANCE FUND 15,000 20,000 35,000 - 35,000 - BVSWMA Secretary/Scale Operator - Landfill Operations 4,424 36,242 40,666 - 40,666 1.00 TOTAL BVSWMA FUND 4,424 36,242 40,666 - 40,666 1.00 TOTAL ALL FUNDS 2,925,729 5,571,684 8,497,413 168,811 8,328,602 54.00 Not SLA Partial SLA Funding Detail Recommended Recommended Total 1. Phase 1 - Portion of Step Pay Plan 350,000 606,400 956,400 2. Portion of Blue Print - Patrol Sergeant (July implementation)37,279 63,940 101,219 3. Portion of Blue Print - 3 Patrol Officers (July implementation)102,710 279,443 382,153 4. Portion of Funding for Station 6 - Future O&M 236,734 1,067,363 1,304,097 5. Portion of Street Rehabilitation Project 2009-2010 200,000 150,000 350,000 B-3 Service Level Adjustments Personnel List Revised Revised Approved Budget Budget Budget Revised Revised Base Approved Approved FTE FTE FTE Budget Budget Budget SLAs Budget FY08 FY09 FY10 FY08 FY09 FY10 FY10 FY10 Police Department Administration Division Police Chief 1.00 1.00 1.00 122,890$ 129,555$ 135,872$ -$ 135,872$ Assistant Chief 2.00 2.00 3.00 180,853 188,090 285,033 - 285,033 Lieutenant 1.00 1.00 1.00 65,867 70,685 71,540 - 71,540 Sergeant 1.00 1.00 0.00 63,531 66,075 - - - Tech. Svcs. Coordinator 1.00 1.00 1.00 64,365 65,116 65,116 - 65,116 Accreditation Manager 0.00 1.00 1.00 - - 55,689 - 55,689 Staff Assistant 1.00 1.00 1.00 38,481 38,481 38,481 - 38,481 Secretary 2.00 3.00 2.00 57,003 57,003 77,777 - 47,200 Total 9.00 11.00 10.00 592,990$ 615,005$ 729,508$ -$ 698,931$ Uniform Patrol Division Lieutenant 3.00 4.00 4.00 207,654 211,323$ 276,335$ -$ 276,335$ Sergeant 7.00 10.00 12.00 599,046 601,603 729,291 - 729,291 Master Officer 19.00 19.00 18.00 935,191 1,030,009 911,624 - 952,501 Senior Officer 12.00 11.00 13.00 529,479 513,086 593,469 - 593,469 Police Officer 38.00 38.00 38.00 1,325,939 1,387,432 1,594,236 - 1,553,359 Animal Control Supervisor 0.00 1.00 1.00 - 39,462 39,900 - 39,900 Animal Control Officer 0.00 3.00 3.00 - 80,467 78,736 - 78,736 Parking Enforcement Officer 0.00 2.00 2.00 - - 30,853 - 30,853 *School Crossing Guard (temp/seasonal) 2.50 2.50 2.50 41,875 41,991 42,106 - 42,106 Total 81.50 90.50 93.50 3,639,183$ 3,905,373$ 4,296,550$ -$ 4,296,550$ Criminal Investigation Division Lieutenant 1.00 1.00 1.00 73,209$ 68,787$ 84,012$ -$ 84,012$ Sergeant 3.00 3.00 2.00 179,873 185,244 128,334 - 128,334 Master Officer 11.00 12.00 11.00 583,102 633,786 642,880 - 597,683 Senior Officer 3.00 3.00 2.00 126,144 135,903 45,197 - 90,394 Criminal Intelligence Analyst 0.00 0.00 1.00 - - 52,706 - 52,706 Victim Advocate 1.00 1.00 1.00 48,493 50,433 52,433 - 52,433 Secretary 0.00 1.00 1.00 - - 22,693 - 22,693 Total 19.00 21.00 19.00 1,010,821$ 1,074,152$ 1,028,255$ -$ 1,028,255$ Recruiting and Training Division Lieutenant 1.00 1.00 1.00 68,933$ 70,998$ 72,812$ -$ 72,812$ Sergeant 1.00 1.00 1.00 64,887 66,826 67,765 - 67,765 Master Officer 2.00 2.00 2.00 104,661 106,455 111,127 - 111,127 Total 4.00 4.00 4.00 238,481$ 244,279$ 251,704$ -$ 251,704$ Quartermaster Division Quartermaster 1.00 1.00 1.00 24,966$ 25,967$ 27,010$ -$ 27,010$ Total 1.00 1.00 1.00 24,966$ 25,967$ 27,010$ -$ 27,010$ Communication/Jail Division Communication Manager 1.00 1.00 1.00 64,741$ 67,330$ 72,023$ -$ 72,023$ Communication Supervisor 3.00 3.00 3.00 166,503 167,691 167,691 - 167,691 Sr. Communications Operator 4.00 4.00 4.00 141,912 143,914 148,983 - 148,983 Communications Operator 16.00 16.00 16.00 469,464 466,199 473,979 - 473,979 Public Safety Officer 7.00 7.00 7.00 200,605 205,902 199,749 - 199,749 Holding Facility Supervisor 0.00 1.00 1.00 - 39,000 39,900 - 39,900 Dispatch Assistant 0.00 0.00 1.00 - - - - 30,577 Total 31.00 32.00 33.00 1,043,225$ 1,090,036$ 1,102,325$ -$ 1,132,902$ Special Services Division Lieutenant 1.00 1.00 1.00 77,672$ 80,780$ 67,223$ -$ 67,223$ Master Officer 4.00 4.00 3.00 214,995 224,757 166,732 - 166,732 Senior Officer 2.00 1.00 3.00 89,769 49,640 140,035 - 140,035 Sergeant 1.00 1.00 1.00 60,736 62,551 65,053 - 65,053 Police Officer 0.00 1.00 0.00 - 43,341 - - - *School Crossing Guard (temp/seasonal)0.00 0.00 0.00 - - - - - Police Assistant 1.00 1.00 1.00 27,511 27,511 27,511 - 27,511 Animal Control Officer 4.00 0.00 0.00 - - - - - Total 13.00 9.00 9.00 470,683$ 488,579$ 466,554$ -$ 466,554$ Information Services Division Information Services Manager 1.00 1.00 1.00 57,774$ 60,085$ 62,489$ -$ 62,489$ Evidence Technician 1.00 1.00 1.00 25,133 30,577 33,392 - 33,392 Records Technician 4.00 4.00 3.00 108,479 101,637 71,352 - 71,352 Sr. Records Technician 0.00 0.00 1.00 - - 33,392 33,392 Criminal Intelligence Analyst 1.00 1.00 0.00 52,706 52,706 - - - Police Assistant 1.00 2.00 2.00 29,701 30,597 59,339 - 59,339 Total 8.00 9.00 8.00 273,793$ 275,602$ 259,964$ -$ 259,964$ Police Full Time Total 164.00 175.00 175.00 7,252,267$ 7,638,002$ 8,119,764$ -$ 8,119,764$ *Temp/Seasonal Total 2.50 2.50 2.50 41,875$ 41,991$ 42,106$ -$ 42,106$ Police Department Totals 166.50 177.50 177.50 7,294,142$ 7,679,993$ 8,161,870$ -$ 8,161,870$ Fire Department Fire Administration Fire Chief 1.00 1.00 1.00 116,174$ 129,302$ 134,870$ -$ 134,870$ * Temporary / Seasonal Position C-1 Personnel Personnel List Revised Revised Approved Budget Budget Budget Revised Revised Base Approved Approved FTE FTE FTE Budget Budget Budget SLAs Budget FY08 FY09 FY10 FY08 FY09 FY10 FY10 FY10 Planning and Research Coordinator 1.00 1.00 1.00 61,716 65,081 67,684 - 67,684 Staff Assistant 2.00 2.00 2.00 70,017 71,603 73,250 - 73,250 Secretary 1.00 1.00 1.00 24,069 24,778 25,529 - 25,529 Total 5.00 5.00 5.00 271,976$ 290,763$ 301,333$ -$ 301,333$ Emergency Management Emergency Management Coordinator 1.00 1.00 1.00 53,227$ 55,356$ 58,124$ -$ 58,124$ Asst. Emergency Management Coordinator 1.00 1.00 1.00 30,973 31,911 32,871 - 32,871 Staff Assistant 1.00 1.00 1.00 29,742 30,827 31,745 - 31,745 Total 3.00 3.00 3.00 113,942$ 118,095$ 122,740$ -$ 122,740$ Fire Suppression Division Asst. Fire Chief 1.00 1.00 1.00 90,812$ 95,353$ 100,120$ -$ 100,120$ Battalion Chief 3.00 3.00 3.00 222,504 229,952 238,780 - 238,780 Captain 3.00 3.00 4.00 195,537 204,229 273,378 - 273,378 Lieutenant 11.00 11.00 11.00 658,067 611,311 669,585 - 669,585 Apparatus Operator 15.00 18.00 18.00 756,043 940,636 982,171 - 982,171 Firefighter I 23.00 24.00 29.00 983,603 1,151,268 1,358,764 - 1,358,764 Firefighter II 6.00 9.00 8.00 226,884 365,701 320,032 - 320,032 Firefighter III 12.00 8.00 4.00 436,785 291,650 152,774 - 152,774 Total 74.00 77.00 78.00 3,570,235$ 3,890,099$ 4,095,604$ -$ 4,095,604$ Fire Prevention Division Fire Marshal 1.00 1.00 1.00 93,941$ 98,638$ 103,570$ -$ 103,570$ Deputy Fire Marshal 3.00 4.00 4.00 171,779 234,497 245,091 - 245,091 Public Education Officer 1.00 1.00 1.00 54,875 56,521 58,500 - 58,500 Code Enforcement Supervisor 1.00 0.00 0.00 44,342 - - - - Code Enforcement Officer 4.00 0.00 0.00 127,688 - - - - Total 10.00 6.00 6.00 492,625$ 389,656$ 407,161$ -$ 407,161$ EMS Division Lieutenant - Fire 4.00 4.00 3.00 230,417$ 236,344$ 177,586$ -$ 177,586$ Apparatus Operator 6.00 6.00 6.00 304,032 312,237 323,770 - 323,770 Fire/EMS Training Coordinator 1.00 1.00 1.00 64,553 67,781 70,831 - 70,831 Firefighter I 18.00 11.00 14.00 798,226 519,702 650,138 - 650,138 Firefighter II 2.00 4.00 5.00 75,628 159,490 200,020 - 200,020 Firefighter III 0.00 5.00 1.00 - 178,295 38,194 - 38,194 Total 31.00 31.00 30.00 1,472,856$ 1,473,848$ 1,460,539$ -$ 1,460,539$ Fire Full Time Total 123.00 250.00 122.00 5,921,634$ 6,162,461$ 6,387,377$ -$ 6,387,377$ *Temp/Seasonal Total 0.00 0.00 0.00 -$ -$ -$ -$ -$ Fire Department Totals 123.00 122.00 122.00 5,921,634$ 6,162,461$ 6,387,377$ -$ 6,387,377$ Public Works Department Public Works Admin. Division Director of Public Works/Special Projects 1.00 1.00 1.00 125,331$ 125,331$ 129,856$ -$ 129,856$ Asst. Public Works Director 1.00 1.00 1.00 90,520 92,494 92,494 - 92,494 Assistant City Engineer 0.00 1.00 0.00 - 69,886 - - - Customer Service Representative 2.00 2.00 2.00 54,145 54,896 53,269 - 53,269 Total 4.00 5.00 4.00 269,996$ 342,606$ 275,619$ -$ 275,619$ Traffic Engineering Assistant City Engineer 0.00 0.00 1.00 -$ -$ 71,982$ -$ 71,982$ *Public Works Intern 0.00 0.00 0.50 - - 8,089 - 8,089 *Engineering Intern (temp/seasonal)0.00 0.00 0.50 - - 8,089 - 8,089 Total 0.00 0.00 2.00 -$ -$ 88,160$ -$ 88,160$ Facilities Maintenance Division Facility Maint. Superintendent 1.00 1.00 1.00 69,016$ 71,080$ 73,209$ -$ 73,209$ Sr. Facility Maint. Technician 1.00 1.00 1.00 50,391 50,391 50,399 - 50,399 Facility Maint. Technician 5.00 5.00 5.00 192,928 197,246 198,289 - 198,289 Total 7.00 7.00 7.00 312,335$ 318,717$ 321,897$ -$ 321,897$ Streets Maintenance Division Street Superintendent 1.00 1.00 1.00 65,137$ 67,097$ 69,110$ -$ 69,110$ Crew Leader 2.00 2.00 2.00 112,295 76,191 78,486 - 78,486 Equipment Operator 15.00 15.00 15.00 414,036 417,560 430,699 - 430,699 Light Equipment Operator 4.00 4.00 4.00 87,268 99,342 100,657 - 100,657 Total 22.00 22.00 22.00 678,736$ 660,191$ 678,952$ -$ 678,952$ Drainage Division Foreman 1.00 1.00 1.00 48,097$ 50,495$ 50,495$ -$ 50,495$ Crew Leader 1.00 1.00 1.00 32,913 34,439 36,041 - 36,041 Equipment Operator 5.00 6.00 6.00 139,911 172,899 174,303 - 174,303 Drainage Inspector 1.00 1.00 1.00 42,067 45,823 45,823 - 45,823 GIS Technician 1.00 1.00 1.00 36,479 36,479 34,769 - 34,769 Light Equipment Operator 2.00 2.00 2.00 44,510 45,306 47,346 - 47,346 Total 11.00 12.00 12.00 343,977$ 385,442$ 388,777$ -$ 388,777$ Traffic Division * Temporary / Seasonal Position C-2 Personnel Personnel List Revised Revised Approved Budget Budget Budget Revised Revised Base Approved Approved FTE FTE FTE Budget Budget Budget SLAs Budget FY08 FY09 FY10 FY08 FY09 FY10 FY10 FY10 Signs Technician 3.00 3.00 3.00 104,974$ 108,019$ 105,203$ -$ 105,203$ Total 3.00 3.00 3.00 104,974$ 108,019$ 105,203$ -$ 105,203$ Public Works Engineering City Engineer 1.00 1.00 1.00 92,501$ 95,245$ 92,494$ -$ 92,494$ Senior Asst. City Engineer 1.00 1.00 1.00 79,278 73,059 75,952 - 75,952 Assistant City Engineer 1.00 1.00 1.00 66,055 63,230 65,798 - 65,798 Graduate Civil Engineer 2.00 1.00 1.00 114,735 50,137 51,642 - 51,642 Construction Inspector 4.00 5.00 5.00 149,150 164,479 215,954 - 215,954 *Public Works Intern (temp/seasonal) 0.50 0.50 0.00 8,405 8,067 - - - *Engineering Intern (temp/seasonal) 0.50 0.50 0.00 8,045 8,067 - - - Total 10.00 10.00 9.00 518,169$ 462,285$ 501,840$ -$ 501,840$ Traffic Signal Systems Traffic Systems Superintendent 1.00 1.00 1.00 71,561$ 73,429$ 73,429$ -$ 73,429$ Traffic Systems Foreman 1.00 1.00 1.00 56,711 57,816 57,816 - 57,816 Traffic Signal Technician 3.00 3.00 3.00 139,034 142,600 146,646 - 146,646 Total 5.00 5.00 5.00 267,306$ 273,845$ 277,891$ -$ 277,891$ Public Works Full Time Total 61.00 63.00 63.00 2,479,043$ 2,534,971$ 2,638,339$ -$ 2,638,339$ *Temp/Seasonal Total 1.00 1.00 1.00 16,450$ 16,134$ -$ -$ -$ Public Works Department Totals 62.00 64.00 64.00 2,495,493$ 2,551,105$ 2,638,339$ -$ 2,638,339$ Capital Improvements Department Director of Capital Projects 1.00 1.00 1.00 100,000$ 110,302$ 115,316$ -$ 115,316$ Assistant Director of Capital Projects 0.00 0.00 1.00 - - 90,247 90,247 Assistant City Engineer 3.00 3.00 2.00 125,831 199,481 128,860 - 128,860 Graduate Civil Engineer 2.00 2.00 3.00 173,303 112,857 174,055 - 174,055 Water Engineer 1.00 1.00 0.00 - 59,998 - - - Land Agent 1.00 1.00 1.00 61,487 63,639 65,866 - 65,866 Assistant Land Agent 1.00 1.00 1.00 39,879 41,276 36,860 - 36,860 Staff Assistant 1.00 1.00 1.00 37,939 38,481 38,481 - 38,481 *Engineering Aide (temp/seasonal)1.00 0.00 0.00 16,810 16,856 - - - Total 11.00 10.00 10.00 555,249$ 642,891$ 649,685$ -$ 649,685$ Capital Improvements Department Full Time Total 10.00 10.00 10.00 602,220$ 626,035$ 649,685$ -$ 649,685$ *Temp/Seasonal Total 1.00 0.00 0.00 16,810$ 16,856$ -$ -$ -$ Capital Improvement Department Totals 11.00 10.00 10.00 555,249$ 642,891$ 649,685$ -$ 649,685$ Parks & Recreation Department Parks & Recreation Administration Division Director of Parks & Rec.1.00 1.00 1.00 113,776$ 120,330$ 126,346$ -$ 126,346$ Asst. Director of Parks & Rec.1.00 1.00 1.00 88,059 92,494 82,225 - 82,225 Sr. Parks Planner 1.00 1.00 1.00 63,239 64,504 66,439 - 66,439 Parks Planner 2.00 2.00 2.00 110,168 114,030 117,451 - 117,451 Administrative Support Supervisor 1.00 1.00 1.00 33,726 42,321 44,437 - 44,437 Staff Assistant 2.00 2.00 2.00 - 58,921 60,841 - 60,841 Secretary 2.00 2.00 2.00 101,303 50,808 53,289 - 53,289 *Secretary (temp/seasonal) 0.50 0.50 0.50 1,777 1,835 1,835 - 1,835 Total 10.50 10.50 10.50 512,048$ 545,242$ 552,863$ -$ 552,863$ Hotel Tax Fund Programs Activity Center *Special Events Workers (temp/seasonal) 0.50 0.50 0.50 9,047$ 9,123$ 9,123$ -$ 9,123$ Total 0.50 0.50 0.50 9,047$ 9,123$ 9,123$ -$ 9,123$ Recreation Administration Activity Center Recreation Superintendent 1.00 1.00 1.00 67,786$ 69,819$ 71,914$ -$ 71,914$ Recreation Supervisor 1.00 1.00 1.00 56,669 58,329 60,079 - 60,079 Assistant Recreation Supervisor - School Age Care 0.00 1.00 1.00 - 32,926 39,775 - 39,775 *Custodian (temp/seasonal) 0.50 0.50 0.50 3,207 3,312 3,316 - 3,316 Total 2.50 3.50 3.50 127,662$ 164,387$ 175,084$ -$ 175,084$ Recreation Athletics Activity Center Recreation Supervisor 2.00 2.00 2.00 114,673$ 117,926$ 121,380$ -$ 121,380$ Asst. Recreation Supervisor 1.00 1.00 1.00 39,462 40,651 41,860 - 41,860 *Special Events Worker (temp/seasonal)3.00 3.00 3.00 64,269 66,374 66,576 - 66,576 Total 6.00 6.00 6.00 218,404$ 224,951$ 229,816$ -$ 229,816$ Recreation Concession Activity Center Concession Supervisor 1.00 1.00 1.00 46,581$ 46,748$ 48,151$ -$ 48,151$ *Concession Worker (temp/seasonal)2.00 2.00 2.00 42,116 43,495 43,495 - 43,495 Total 3.00 3.00 3.00 88,697$ 90,243$ 91,646$ -$ 91,646$ Special Events Activity Center Recreation Supervisor 1.00 1.00 1.00 58,108$ 59,805$ 61,377$ -$ 61,377$ *Recreation Assistant/ Special Events (temp/seasonal)1.50 1.50 1.50 32,176 33,230 33,230 - 33,230 *Special Events Workers (temp/seasonal)0.00 0.00 1.00 - - 54,356 - - Total 2.50 2.50 3.50 90,284$ 93,035$ 148,963$ -$ 148,963$ * Temporary / Seasonal Position C-3 Personnel Personnel List Revised Revised Approved Budget Budget Budget Revised Revised Base Approved Approved FTE FTE FTE Budget Budget Budget SLAs Budget FY08 FY09 FY10 FY08 FY09 FY10 FY10 FY10 Senior Services Activity Center Senior Services Coordinator (PT Regular) 0.50 0.50 0.50 23,600$ 24,309$ 25,039$ -$ 25,039$ *Program Assistant (temp/seasonal) 0.50 0.50 0.50 8,823 9,112 9,135 - 9,135 Total 1.00 1.00 1.00 32,423$ 33,421$ 34,174$ -$ 34,174$ Hotel Tax Fund Programs Activity Center *Special Events Workers (temp/seasonal) 1.00 1.00 0.00 32,284$ 38,556$ -$ -$ -$ Total 1.00 1.00 0.00 32,284$ 38,556$ -$ -$ -$ Instruction Activity Center Recreation Supervisor 1.00 1.00 1.00 58,838$ 60,603$ 61,377$ -$ 61,377$ Asst. Recreation Supervisor 1.00 1.00 1.00 41,151 42,382 42,068 - 42,068 *Tennis Leaders (temp/seasonal) 0.50 0.50 0.50 8,774 16,308 16,308 - 16,308 *Water Safety Instructor (temp/seasonal) 4.00 4.00 4.00 70,184 65,233 65,233 - 65,233 Total 6.50 6.50 6.50 178,947$ 184,526$ 184,986$ -$ 184,986$ Hotel Tax Programs - Heritage Programs Heritage Programs Staff Assistant 0.00 1.00 1.00 -$ 28,336$ 13,747$ -$ 27,494$ Total 0.00 1.00 1.00 -$ 28,336$ 13,747$ -$ 27,494$ Special Facilities Administration Activity Center Recreation Superintendent 1.00 1.00 1.00 65,763$ 67,587$ 69,615$ -$ 69,615$ Total 1.00 1.00 1.00 65,763$ 67,587$ 69,615$ -$ 69,615$ Special Facilities Aquatic Activity Center Pools Supervisor 1.00 1.00 1.00 60,423$ 62,236$ 61,377$ -$ 61,377$ Asst. Pools Supervisor 1.00 1.00 1.00 33,643 39,056 40,421 - 40,421 *Pool Manager/ Asst. Manager (temp/seasonal)6.00 6.00 6.00 104,622 107,438 110,661 - 110,661 *Lifeguards (temp/seasonal)12.00 12.00 12.00 54,438 330,909 330,909 - 330,909 Total 20.00 20.00 20.00 253,126$ 539,639$ 543,368$ -$ 543,368$ Special Facilities Conference Center Activity Center Conference Center Supervisor 1.00 1.00 1.00 58,921$ 60,689$ 61,377$ -$ 61,377$ Assist. Conference Center Supervisor 1.00 1.00 1.00 34,852 33,622 34,831 - 34,831 Secretary 1.00 1.00 1.00 24,111 24,069 24,799 - 24,799 *Part-time Receptionist (temp/seasonal)1.00 1.00 1.00 13,658 14,338 14,338 - 14,338 *Building Attendant (temp/seasonal)2.50 2.50 2.50 34,143 35,328 35,328 - 35,328 Total 6.50 6.50 6.50 165,685$ 168,046$ 170,673$ -$ 170,673$ Special Facilities Lincoln Center Activity Center Center Supervisor 1.00 1.00 1.00 56,606$ 58,305$ 60,053$ -$ 60,053$ Center Assistant Supervisor 2.00 2.00 2.00 74,293 76,525 78,819 - 78,819 *Recreation Assistant (temp/seasonal)3.50 3.50 3.50 73,536 75,944 75,944 - 75,944 Total 6.50 6.50 6.50 204,435$ 210,773$ 214,816$ -$ 214,816$ Youth Recreation Recreation Supervisor 1.00 1.00 1.00 55,459$ 57,123$ 58,836$ -$ 58,836$ *Teen Center Staff Attendant (temp/seasonal) 3.00 3.00 3.00 64,812 66,933 69,933 - 69,933 Total 4.00 4.00 4.00 120,271$ 124,056$ 128,769$ -$ 128,769$ Operations Administration Activity Center Parks Superintendent 1.00 1.00 1.00 66,472$ 68,427$ 70,480$ -$ 70,480$ Total 1.00 1.00 1.00 66,472$ 68,427$ 70,480$ -$ 70,480$ East District Operations Activity Center Parks Operations Supervisor 1.00 1.00 1.00 41,735$ 43,174$ 44,467$ -$ 44,467$ Parks Crew Leader 3.00 3.00 3.00 103,639 106,872 109,916 - 109,916 Light Equipment Operator 4.00 4.00 4.00 106,540 107,790 109,978 - 109,978 Grounds Worker 5.00 5.00 5.00 110,814 110,147 136,571 - 136,571 *Part-time Groundsworker (temp/seasonal)2.00 2.00 2.00 34,290 39,425 39,425 - 39,425 Total 15.00 15.00 15.00 397,018$ 407,408$ 440,357$ -$ 440,357$ South District Operations Activity Center Parks Operations Supervisor 1.00 1.00 1.00 41,735$ 41,735$ 41,735$ -$ 41,735$ Parks Crew Leader 2.00 2.00 2.00 72,187 74,335 76,191 - 76,191 Light Equipment Operator 2.00 2.00 2.00 51,705 53,561 54,083 - 54,083 Grounds Worker 6.00 6.00 6.00 31,600 135,154 138,531 - 138,531 *Part-time Groundsworker (temp/seasonal)1.00 1.00 1.00 14,546 15,022 15,022 - 15,022 Total 12.00 12.00 12.00 211,773$ 319,807$ 325,562$ -$ 325,562$ West District Parks Operations Activity Center Parks Operations Supervisor 1.00 1.00 1.00 43,174$ 43,174$ 43,175$ -$ 43,175$ Parks Crew Leader 2.00 2.00 2.00 68,328 70,143 71,728 - 71,728 Light Equipment Operator 2.00 2.00 2.00 52,477 54,020 55,209 - 55,209 Grounds Worker 6.00 6.00 6.00 140,597 140,535 146,124 - 146,124 *Part-time Groundsworker (temp/seasonal) 1.00 1.00 1.00 14,539 15,015 15,015 - 15,015 Total 12.00 12.00 12.00 319,115$ 322,887$ 331,251$ -$ 331,251$ Cemetery Activity Center Cemetery Sexton 1.00 1.00 1.00 40,296$ 43,174$ 43,174$ -$ 43,174$ * Temporary / Seasonal Position C-4 Personnel Personnel List Revised Revised Approved Budget Budget Budget Revised Revised Base Approved Approved FTE FTE FTE Budget Budget Budget SLAs Budget FY08 FY09 FY10 FY08 FY09 FY10 FY10 FY10 Cemetery Crew Leader 1.00 1.00 1.00 27,943 27,758 30,806 - 30,806 Groundsworker 3.00 3.00 3.00 66,975 97,291 69,476 - 69,476 Total 5.00 5.00 5.00 135,214$ 168,223$ 143,456$ -$ 143,456$ Forestry Activity Center Forestry/Urban Landscape Manager 1.00 1.00 1.00 71,853$ 81,619$ 76,425$ -$ 76,425$ Forestry Supervisor 1.00 1.00 1.00 46,699 48,097 49,536 - 49,536 Horticulture Crew Leader 1.00 2.00 2.00 37,480 67,118 68,182 - 68,182 Forestry Crew Leader 2.00 1.00 1.00 65,799 39,378 31,911 - 31,911 Forestry/Horticulture Worker 6.00 6.00 6.00 154,263 158,035 161,225 - 161,225 Irrigation Specialist 3.00 3.00 3.00 87,038 91,771 90,040 - 90,040 *Forestry/Horticulture Worker (temp/seasonal) 0.50 0.50 0.50 11,700 11,732 11,763 - 11,763 Total 14.50 14.50 14.50 463,132$ 497,750$ 489,082$ -$ 489,082$ Parks & Recreation Full Time Total 84.50 86.50 86.50 3,010,559$ 3,291,157$ 3,401,242$ -$ 3,414,989$ *Temp/Seasonal Total 46.50 46.50 46.50 681,241$ 986,931$ 966,589$ -$ 966,589$ Parks & Recreation Department Totals 131.00 133.00 133.00 3,691,800$ 4,278,088$ 4,367,831$ -$ 4,381,578$ Planning & Development Services Department Administration Dir. of Planning and Development Services 1.00 1.00 1.00 120,330$ 111,606$ 117,321$ -$ 117,321$ Asst. Dir. of Planning and Development Services 2.00 2.00 2.00 185,126 183,118 182,741 - 182,741 Staff Planner 3.00 0.00 0.00 135,155 - - - - Staff Assistant 4.00 0.00 0.00 125,894 - - - - Customer Service Representative 3.00 0.00 0.00 76,629 - - - - Development Coordinator 1.00 0.00 0.00 62,509 - - - - Sr. Planner 3.00 0.00 0.00 159,203 - - - - Transportation Planning Coordinator 1.00 0.00 0.00 73,438 - - - - Greenways Program Manager 1.00 0.00 0.00 52,202 - - - - GIS Technician 1.00 0.00 0.00 36,896 - - - - Mapping Coordinator 1.00 0.00 0.00 52,456 - - - - Planning Administrator 1.00 0.00 0.00 69,746 - - - - *Development Review-Intern (temp/seasonal)0.25 0.00 0.00 11,500 - - - - Total 22.25 3.00 3.00 1,161,084$ 294,724$ 300,062$ -$ 300,062$ Building Inspection Building Official 1.00 1.00 1.00 69,079$ 71,842$ 76,957$ -$ 76,957$ Plans Examiner 2.00 2.00 2.00 92,626 96,318 98,904 - 98,904 Combination Building Inspector 4.00 4.00 4.00 142,486 143,789 143,788 - 143,788 *Development Review Intern (temp/seasonal)0.25 0.00 0.00 - - - - - Total 7.25 7.00 7.00 304,191$ 311,949$ 319,649$ -$ 319,649$ Development Coordination Development Review Coordinator 0.00 1.00 1.00 -$ 65,634$ 68,916$ -$ 68,916$ Staff Assistant 0.00 4.00 5.00 - 129,356 160,119 - 160,119 Customer Service Representative 0.00 3.00 3.00 - 79,174 79,278 - 79,278 Total 0.00 8.00 9.00 -$ 274,164$ 308,313$ -$ 308,313$ Code Enforcement Code Enforcement Supervisor 0.00 1.00 1.00 -$ 67,117$ 46,887$ -$ 46,887$ Code Enforcement Officer 0.00 6.00 6.00 - 182,558 190,425 - 190,425 Staff Assistant 0.00 1.00 0.00 - 30,179 - - - Total 0.00 8.00 7.00 -$ 279,854$ 237,312$ -$ 237,312$ Planning Division Planning Administrator 0.00 1.00 1.00 -$ 72,536$ 75,438$ -$ 75,438$ Sr. Planner 0.00 3.00 2.00 - 156,910 120,068 - 120,068 Staff Planner 0.00 3.00 4.00 - 139,701 182,901 - 182,901 Planning Technician 0.00 1.00 1.00 35,838 28,538 28,538 *Development Review-Intern (temp/seasonal)0.00 0.50 0.50 - 11,532 11,565 - 11,565 Total 0.00 8.50 8.50 -$ 416,517$ 418,510$ -$ 418,510$ Neighborhood Services Neighborhood & Community Relations Coord.0.00 1.00 1.00 -$ 48,034$ 49,467$ -$ 49,467$ Total 0.00 1.00 1.00 -$ 48,034$ 49,467$ -$ 49,467$ Transportation Transportation Planning Coordinator 0.00 1.00 1.00 -$ 70,496$ 69,704$ -$ 69,704$ Total 0.00 1.00 1.00 -$ 70,496$ 69,704$ -$ 69,704$ Greenways Greenways Program Manager 0.00 1.00 1.00 -$ 53,647$ 57,467$ -$ 57,467$ Total 0.00 1.00 1.00 -$ 53,647$ 57,467$ -$ 57,467$ Geographic Information Services GIS Technician 0.00 2.00 2.00 -$ 66,818$ 70,351$ -$ 70,351$ Total 0.00 2.00 2.00 -$ 66,818$ 70,351$ -$ 70,351$ Planning & Development Services Full Time Total 29.00 39.00 39.00 1,453,775$ 1,804,671$ 1,819,270$ -$ 1,819,270$ * Temporary / Seasonal Position C-5 Personnel Personnel List Revised Revised Approved Budget Budget Budget Revised Revised Base Approved Approved FTE FTE FTE Budget Budget Budget SLAs Budget FY08 FY09 FY10 FY08 FY09 FY10 FY10 FY10 *Temp/Seasonal Total 0.50 0.50 0.50 11,500$ 11,532$ 11,565$ -$ 11,565$ Planning & Development Services Dept. Totals 29.50 39.50 39.50 1,465,275$ 1,816,203$ 1,830,835$ -$ 1,830,835$ Information Technology IT Administration Division Director of Information Technology 1.00 1.00 1.00 109,375$ 103,283$ 108,297$ -$ 108,297$ Asst. Director of Information Technology 1.00 1.00 1.00 87,683 78,485 82,420 - 82,420 IT Support Supervisor 1.00 1.00 1.00 37,751 49,431 50,391 - 50,391 IT Support Representative 2.00 2.00 2.00 50,745 54,870 59,402 - 59,402 Total 5.00 5.00 5.00 285,554$ 286,070$ 300,510$ -$ 300,510$ E-Government E-Government Coordinator 1.00 1.00 1.00 58,337$ 56,690$ 56,419$ -$ 56,419$ E-Government Technician 1.00 1.00 1.00 33,955 36,604 33,976 - 33,976 Total 2.00 2.00 2.00 92,292$ 93,294$ 90,395$ -$ 90,395$ Geographic Information Services GIS Coordinator 1.00 1.00 1.00 58,129$ 59,881$ 61,669$ -$ 61,669$ GIS Technician 1.00 1.00 1.00 38,690 36,896 37,751 - 37,751 *GIS Intern (temp/seasonal) 0.50 0.50 0.50 17,879 17,927 17,927 - 17,927 Total 2.50 2.50 2.50 114,698$ 114,704$ 117,347$ -$ 117,347$ Mail Postal Clerk (Part time regular) 0.75 0.75 0.75 19,893$ 17,207$ 17,207$ -$ 17,207$ Mail Clerk (Part time regular) 1.00 1.00 1.00 22,776 24,163 24,830 - 24,830 Total 1.75 1.75 1.75 42,669$ 41,370$ 42,037$ -$ 42,037$ Management Information Systems Division Business Systems Manager 1.00 1.00 1.00 68,370$ 63,885$ 65,801$ -$ 65,801$ Network Systems Analyst 2.00 2.00 2.00 123,078 127,395 129,398 - 129,398 Systems Analyst 6.00 6.00 6.00 329,959 333,902 357,721 - 357,721 MicroComputer Coord.1.00 1.00 1.00 56,773 58,191 59,359 - 59,359 Network Systems Administrator 0.00 0.00 1.00 - - 50,391 50,391 MicroComputer Specialist 4.00 4.00 4.00 180,061 175,847 168,379 - 168,379 Systems Operator 1.00 1.00 1.00 36,291 37,021 37,563 - 37,563 Total 15.00 15.00 16.00 794,532$ 796,242$ 868,612$ -$ 868,612$ Communication Services Division Communication Services Coord.0.00 0.00 1.00 -$ -$ 56,690$ -$ 56,690$ Sr. Communications Technician 0.00 0.00 1.00 - - 49,077 - 49,077 Communications Technician 0.00 0.00 4.00 - - 166,335 166,335 Total 0.00 0.00 6.00 -$ -$ 272,102$ -$ 272,102$ Information Technology Full Time Total 25.75 25.75 32.75 1,311,866$ 1,313,754$ 1,673,076$ -$ 1,673,076$ *Temp/Seasonal Total 0.50 0.50 0.50 17,879 17,927 17,927 - 17,927 Information Technology Department Totals 26.25 26.25 33.25 1,329,745$ 1,331,681$ 1,691,003$ -$ 1,691,003$ Fiscal Services Department Fiscal Administration Division Chief Financial Officer 1.00 1.00 1.00 102,659$ 110,872$ 115,316$ -$ 115,316$ Treasurer 0.00 0.00 1.00 - - 58,400 - 58,400 Staff Assistant 1.00 1.00 1.00 38,377 38,481 31,160 - 31,160 Secretary 1.00 1.00 1.00 23,819 22,693 26,322 - 26,322 *Quality Document Reader (temp/seasonal)0.50 0.50 0.50 9,946 9,973 10,000 - 10,000 Total 3.50 3.50 4.50 174,801$ 182,019$ 241,198$ -$ 241,198$ Accounting Division Asst. Fiscal Services Director 1.00 1.00 1.00 73,334$ 77,044$ 77,044$ -$ 77,044$ Treasurer 1.00 1.00 0.00 55,680 57,838 - - - Staff Accountant 2.00 2.00 2.00 100,198 98,819 101,784 - 101,784 Acct. Customer Service Supervisor 1.00 1.00 1.00 46,261 48,227 49,674 - 49,674 Payroll Assistant 1.00 1.00 1.00 38,481 38,481 38,481 - 38,481 Accounting Assistant 1.00 1.00 1.00 32,767 34,414 35,457 - 35,457 Payment Compliance Rep.1.00 1.00 1.00 25,842 33,330 33,997 - 33,997 Acct. Customer Service Rep.2.00 2.00 2.00 56,418 48,626 49,389 - 49,389 Total 10.00 10.00 9.00 428,981$ 436,781$ 385,826$ -$ 385,826$ Purchasing Division Asst. Fiscal Services Director 1.00 1.00 1.00 73,334$ 77,367$ 81,235$ -$ 81,235$ Buyer 2.00 2.00 2.00 107,935 112,209 111,231 - 111,231 Assistant Buyer 1.00 1.00 1.00 31,161 32,099 33,705 - 33,705 Total 4.00 4.00 4.00 212,430$ 221,675$ 226,171$ -$ 226,171$ Office of Budget & Strategic Planning Budget & Strategic Planning Manager 1.00 1.00 1.00 55,680$ 62,023$ 64,195$ -$ 64,195$ Budget & Management Analyst 4.00 4.00 4.00 176,681 213,947 211,612 - 211,612 Total 5.00 5.00 5.00 232,361$ 275,970$ 275,807$ -$ 275,807$ Municipal Court Division Municipal Court Administrator 1.00 1.00 1.00 66,430$ 69,752$ 73,239$ -$ 73,239$ * Temporary / Seasonal Position C-6 Personnel Personnel List Revised Revised Approved Budget Budget Budget Revised Revised Base Approved Approved FTE FTE FTE Budget Budget Budget SLAs Budget FY08 FY09 FY10 FY08 FY09 FY10 FY10 FY10 Payment Compliance Representative 2.00 2.00 2.00 51,851 53,665 55,146 - 55,146 Asst. Collections Coordinator 1.00 1.00 1.00 30,326 33,059 34,060 - 34,060 Collections Coordinator 1.00 1.00 1.00 39,837 41,422 43,174 - 43,174 Court Customer Service Reps. 5.00 5.00 6.00 126,166 122,744 150,273 - 150,273 *Court Customer Service Rep. (temp/seasonal) 0.50 0.50 0.50 10,028 10,055 10,083 - 10,083 Customer Service Supervisor 1.00 1.00 1.00 49,348 51,815 54,406 - 54,406 Lead Customer Service Reps. 2.00 2.00 1.00 53,346 56,064 30,723 - 30,723 Staff Assistant 1.00 1.00 1.00 31,494 32,683 33,914 - 33,914 City Marshal 1.00 1.00 1.00 54,667 56,314 57,733 - 57,733 Deputy City Marshal 2.50 1.00 1.00 99,113 45,865 47,241 - 47,241 Juvenile Case Manager 1.00 0.00 0.00 32,457 - - - - Community Programs Assistant 0.75 0.00 0.00 27,844 - - - - Bailiff 0.50 0.00 0.00 13,255 - - - - Total 20.25 16.50 16.50 686,162$ 573,439$ 589,992$ -$ 589,992$ Municipal Court Judges Division Municipal Court Judge 1.00 1.00 1.00 93,941$ 95,766$ 99,597$ -$ 99,597$ *Part-time Municipal Court Judge (temp/seasonal) 0.50 0.50 0.50 10,119 10,147 10,175 - 10,175 Total 1.50 1.50 1.50 104,060$ 105,913$ 109,772$ -$ 109,772$ Fiscal Services Full Time Total 42.75 39.00 39.00 1,808,702$ 1,765,621$ 1,798,508$ -$ 1,798,508$ *Temp/Seasonal Total 1.50 1.50 1.50 30,093$ 30,176$ 30,258$ -$ 30,258$ Fiscal Services Department Totals 44.25 40.50 40.50 1,838,795$ 1,795,797$ 1,828,766$ -$ 1,828,766$ General Government City Secretary Division City Secretary 1.00 1.00 1.00 74,460$ 74,467$ 77,445$ -$ 77,445$ Deputy City Secretary 1.00 1.00 1.00 42,403 38,586 39,733 - 39,733 Council Administrative Services Corrdinator 1.00 1.00 1.00 32,454 28,886 32,224 - 32,224 Records Management Coordinator 1.00 1.00 1.00 24,632 28,336 28,887 - 28,887 Secretary 1.00 1.00 1.00 22,693 25,715 27,135 - 27,135 Total 5.00 5.00 5.00 196,642$ 195,990$ 205,425$ -$ 205,425$ Internal Audit Division Internal Auditor 1.00 1.00 1.00 75,412$ 76,710$ 79,779$ -$ 79,779$ Total 1.00 1.00 1.00 75,412$ 76,710$ 79,779$ -$ 79,779$ City Manager Division City Manager 1.00 1.00 1.00 163,103$ 166,277$ 172,927$ -$ 172,927$ Deputy City Manager 1.00 1.00 0.00 129,106 139,434 - - - Assistant City Manager 1.00 1.00 2.00 123,933 133,848 289,500 - 289,500 Assistant to CM 1.00 1.00 1.00 49,435 44,947 46,739 - 46,739 Executive Assistant to the City Manager 1.00 1.00 1.00 38,711 41,026 43,133 - 43,133 *Internship (temp/seasonal) 0.50 0.50 0.50 9,360 9,386 9,386 - 9,386 Total 5.50 5.50 5.50 513,648$ 534,917$ 561,684$ -$ 561,684$ Legal Division City Attorney 1.00 1.00 1.00 134,278$ 136,875$ 142,350$ -$ 142,350$ First Asst. City Attorney 2.00 2.00 2.00 201,286 227,019 236,100 - 236,100 Senior Asst. City Attorney 1.00 1.00 1.00 81,000 84,823 62,217 - 62,217 Asst. City Attorney 2.00 2.00 2.00 117,801 123,663 118,185 - 118,185 Legal Assistant/Office Manager 1.00 1.00 1.00 50,391 50,391 48,910 - 48,910 Legal Assistant 2.00 2.00 2.00 75,565 79,799 75,086 - 75,086 Legal Secretary 1.00 1.00 1.00 25,321 26,405 27,406 - 27,406 Total 10.00 10.00 10.00 685,642$ 728,975$ 710,254$ -$ 710,254$ Economic Development Division Director of Economic Dev.1.00 1.00 1.00 105,349$ 112,850$ 113,801$ -$ 113,801$ Asst. Dir. Economic and Community Dev 1.00 1.00 1.00 75,711 84,591 68,860 - 68,860 Economic Development Analyst 2.00 3.00 3.00 50,137 46,290 133,629 - 133,629 Economic Development Solutions Manager 0.00 0.00 0.00 - 46,532 - - - Staff Assistant 0.50 0.50 0.50 14,516 29,724 27,992 - 27,992 *Economic Development Specialist 0.50 1.50 1.50 11,127 11,784 35,447 - 35,447 *Intern 0.50 0.00 0.00 - - - - - Total 5.50 7.00 7.00 256,840$ 331,772$ 379,729$ -$ 379,729$ Public Communications Public Communications Director 1.00 1.00 1.00 99,000$ 92,955$ 97,768$ -$ 97,768$ Community Relations Manager 1.00 1.00 1.00 64,449 68,315 70,365 - 70,365 Broadcast Media Specialist 2.00 2.00 2.00 95,015 109,383 112,665 - 112,665 Multi-Media Coordinator 1.00 1.00 1.00 49,301 53,394 55,007 - 55,007 Historic Programs Staff Assistant (full time)1.00 0.00 0.00 27,435 - - - - Neighborhood and Community Relations Coord 1.00 0.00 0.00 46,553 - - - - *College Intern 0.00 0.50 0.50 - 11,109 11,138 - 11,138 Total 7.00 5.50 5.50 381,753$ 335,156$ 346,943$ -$ 346,943$ Human Resources Division Human Resources Director 1.00 1.00 1.00 104,891$ 106,700$ 113,609$ -$ 113,609$ Asst. Human Resources Dir.1.00 1.00 1.00 79,487 81,504 86,787 - 86,787 Recruiter 1.00 1.00 1.00 52,602 51,642 53,707 - 53,707 * Temporary / Seasonal Position C-7 Personnel Personnel List Revised Revised Approved Budget Budget Budget Revised Revised Base Approved Approved FTE FTE FTE Budget Budget Budget SLAs Budget FY08 FY09 FY10 FY08 FY09 FY10 FY10 FY10 Human Resources Analyst 1.00 1.00 1.00 48,543 50,233 52,242 - 52,242 Staff Assistant 1.00 1.00 1.00 31,411 32,516 33,809 - 33,809 Secretary 1.00 1.00 1.00 25,675 26,447 27,511 - 27,511 Benefits Coordinator 1.00 0.00 0.00 49,306 - - - - Risk Manager 1.00 0.00 0.00 55,683 - - - - Risk Claims Coordinator 1.00 0.00 0.00 48,993 - - - - Safety Officer 1.00 0.00 0.00 44,864 - - - - Total 10.00 6.00 6.00 541,455$ 349,043$ 367,665$ -$ 367,665$ General Government Full Time Total 42.50 37.50 37.50 2,630,905$ 2,520,284$ 2,595,508$ -$ 2,595,508$ *Temp/Seasonal Total 1.50 2.50 2.50 20,487 32,279 55,970 - 55,970 General Government Department Totals 44.00 40.00 40.00 2,651,392$ 2,552,563$ 2,651,478$ -$ 2,651,478$ General Fund Position Totals Full Time Total 582.50 597.75 604.75 26,407,190$ 27,656,956$ 29,082,767$ -$ 29,096,514$ *Temp/Seasonal Total 55.00 55.00 55.00 836,335$ 1,153,825$ 1,124,415$ -$ 1,124,415$ GENERAL FUND TOTALS 637.50 652.75 659.75 27,243,525$ 28,810,781$ 30,207,183$ -$ 30,220,930$ Court Security Division Deputy City Marshal 0.00 2.00 2.00 -$ 101,410$ 85,535$ -$ 85,535$ Bailiff 0.00 0.50 0.50 - 13,884 28,950 - 28,950 Total 0.00 2.50 2.50 -$ 115,294$ 114,484$ -$ 114,484$ Court Security Fee Fund Position Totals Full Time Total 0.00 2.50 2.50 -$ 115,294$ 114,484$ -$ 114,484$ Temp/Seasonal Total 0.00 0.00 0.00 -$ -$ -$ -$ -$ COURT SECURITY FEE FUND TOTALS 0.00 2.50 2.50 -$ 115,294$ 114,484$ -$ 114,484$ Juvenile Case Manager Division Juvenile Case Manager 0.00 1.00 1.00 -$ 32,718$ 34,039$ -$ 34,039$ Community Programs Assistant 0.00 0.75 0.75 - 28,595 38,481 - 38,481 Total 0.00 1.75 1.75 -$ 61,313$ 72,520$ -$ 72,520$ Juvenile Case Manager Fee Fund Position Totals Full Time Total 0.00 1.75 1.75 -$ 61,313$ 72,520$ -$ 72,520$ Temp/Seasonal Total 0.00 0.00 0.00 -$ -$ -$ -$ -$ JUVENILE CASE MANAGER FEE FUND TOTALS 0.00 1.75 1.75 -$ 61,313$ 72,520$ -$ 72,520$ Red Light Camera Division Traffic Signal Technician 0.00 1.00 1.00 -$ 49,672$ 39,316$ -$ 39,316$ Total 0.00 1.00 1.00 -$ 49,672$ 39,316$ -$ 39,316$ Red Light Camera Fund Position Totals Full Time Total 0.00 1.00 1.00 -$ 49,672$ 39,316$ -$ 39,316$ Temp/Seasonal Total 0.00 0.00 0.00 -$ -$ -$ -$ -$ RED LIGHT CAMERA FUND TOTALS 0.00 1.00 1.00 -$ 49,672$ 39,316$ -$ 39,316$ Community Development Division CD Housing Analyst 0.00 1.00 1.00 -$ -$ 46,303$ -$ 46,303$ Community Development Analyst 0.00 1.00 1.00 - - 46,303 - 46,303 Community Development Analyst 0.00 1.00 1.00 - - 45,615 - 45,615 Staff Assistant 0.50 0.50 0.50 14,965 19,816 24,048 - 24,048 CD Project Specialist 0.50 1.00 1.00 23,350 23,350 23,350 - 23,350 CD Projects Coordinator 1.00 0.00 0.00 62,092 62,092 - - - Community Revitalization Coordinator 1.00 0.00 0.00 60,527 60,527 - - - Housing Programs Coord.1.00 0.00 0.00 59,943 59,943 - - - *Part-time Receptionist (temp/seasonal)0.00 0.00 0.00 - - - - - Total 4.00 4.50 4.50 220,877$ 225,728$ 185,618$ -$ 185,618$ Community Development Position Totals Full Time Total 4.00 4.50 4.50 220,877$ 225,728$ 185,618$ -$ 185,618$ *Temp/Seasonal Total 0.00 0.00 0.00 -$ -$ -$ -$ -$ COMMUNITY DEVELOPMENT FUND TOTALS 4.00 4.50 4.50 220,877$ 225,728$ 185,618$ -$ 185,618$ Electric Fund ELECTRIC FUND TOTALS 64.50 68.50 68.50 2,822,091$ 3,417,225$ 3,431,778$ -$ 3,431,778$ Water Fund Water Production Activity Center Water Production Supervisor 1.00 1.00 1.00 43,174$ 43,174$ 51,851$ -$ 51,851$ Lead Water Production Operator 1.00 1.00 1.00 34,289 36,625 36,625 - 36,625 Water Production Operator 3.00 3.00 3.00 100,473 102,283 102,283 - 102,283 Total 5.00 5.00 5.00 177,936$ 182,083$ 190,759$ -$ 190,759$ Water Distribution Activity Center Director of Water/Wastewater Utility 1.00 1.00 1.00 134,299$ 114,063$ 116,820$ -$ 116,820$ Asst Director of Water/Wastewater Utility 1.00 0.00 0.00 - - - - - Field Operations Superintendent 1.00 1.00 1.00 65,491 67,456 70,155 - 70,155 Water Services Program Coordinator 1.00 1.00 1.00 54,896 57,092 59,376 - 59,376 * Temporary / Seasonal Position C-8 Personnel Personnel List Revised Revised Approved Budget Budget Budget Revised Revised Base Approved Approved FTE FTE FTE Budget Budget Budget SLAs Budget FY08 FY09 FY10 FY08 FY09 FY10 FY10 FY10 Graduate Civil Engineer 1.00 1.00 1.00 63,781 65,114 56,293 - 56,293 Mainatenance Supervisor 2.00 2.00 2.00 98,488 101,908 100,573 - 100,573 GIS Analyst 1.00 1.00 1.00 43,758 43,758 48,701 - 48,701 Water Auditor 0.00 1.00 1.00 - 32,926 37,126 - 37,126 Crew Leader 6.00 6.00 6.00 210,594 211,471 220,668 - 220,668 Environmental Technician 1.00 1.00 1.00 33,622 36,041 36,041 - 36,041 W/WW Systems Operator 8.00 8.00 8.00 239,021 270,219 241,129 - 241,129 Staff Assistant 1.00 0.00 0.00 - - - - - *Part-time Environmental Technician (temp/seasonal) 0.50 0.50 0.50 5,156 5,170 5,170 - 5,170 *Part-time GIS Technician (temp/seasonal) 0.50 0.50 0.50 5,156 5,170 5,170 - 5,170 Total 25.00 24.00 24.00 954,262$ 1,010,388$ 997,222$ -$ 997,222$ Water Fund Position Totals Full Time Total 29.00 28.00 28.00 1,121,886$ 1,182,130$ 1,177,641$ -$ 1,177,641$ *Temp/Seasonal Total 1.00 1.00 1.00 10,312$ 10,340$ 10,340$ -$ 10,340$ WATER FUND TOTALS 30.00 29.00 29.00 1,132,198$ 1,192,470$ 1,187,981$ -$ 1,187,981$ Wastewater Fund Wastewater Treatment Activity Center Plant Operations Superintendent 1.00 1.00 1.00 61,383$ 63,838$ 63,518$ -$ 63,518$ WWTP Supervisor 1.00 1.00 1.00 43,174 43,821 54,437 - 54,437 SCADA Systems Analyst 1.00 1.00 1.00 55,042 57,253 60,694 - 60,694 SCADA Systems Technician 1.00 1.00 1.00 38,148 43,696 47,721 - 47,721 Lead WWTP Operator 3.00 3.00 3.00 105,745 79,985 127,333 - 127,333 W/W Plant Operator 11.00 12.00 12.00 378,575 367,190 379,328 - 379,328 Lead Plant Operations Electrician 1.00 1.00 1.00 34,289 40,400 42,423 - 42,423 Plant Operations Electrician 1.00 1.00 1.00 38,481 28,887 33,037 - 33,037 Staff Assistant 0.00 1.00 1.00 - 32,266 32,913 - 32,913 Utilities Analyst 1.00 0.00 0.00 - - - - - Lead Lab Technician 1.00 1.00 1.00 36,625 36,625 36,625 - 36,625 Lab Technician 2.00 2.00 2.00 58,087 63,260 58,692 - 58,692 *Wastewater Treatment TAMU Intern (temp/seasonal) 0.00 0.00 0.00 - - - - - Total 24.00 25.00 25.00 849,549$ 857,221$ 936,721$ -$ 936,721$ Wastewater Collection Activity Center Asst Director of Water/Wastewater Utility 0.00 1.00 1.00 90,854$ 92,494$ 80,896$ -$ 80,896$ Environmental Compliance Manager 1.00 1.00 1.00 67,473 70,172 73,423 - 73,423 Utilities Analyst 0.00 1.00 1.00 46,282 47,671 49,100 - 49,100 Lead Environmental Technician 1.00 1.00 1.00 42,048 43,299 45,030 - 45,030 Environmental Technician 1.00 1.00 1.00 33,622 34,831 36,041 - 36,041 Asset System Administrator 1.00 1.00 1.00 40,984 42,215 43,758 - 43,758 Maintenance Supervisor 1.00 1.00 1.00 45,573 47,158 54,437 - 54,437 Crew Leader 5.00 5.00 5.00 180,059 186,859 196,140 - 196,140 W/WW Systems Operator 12.00 12.00 12.00 337,113 336,384 342,349 - 342,349 Total 22.00 24.00 24.00 884,008$ 901,083$ 921,174$ -$ 921,174$ Wastewater Fund Position Totals Full Time Total 46.00 49.00 49.00 1,733,557$ 1,758,304$ 1,857,895$ -$ 1,857,895$ *Temp/Seasonal Total 0.00 0.00 0.00 -$ -$ -$ -$ -$ WASTEWATER FUND TOTALS 46.00 49.00 49.00 1,733,557$ 1,783,304$ 1,857,895$ -$ 1,857,895$ Water Services Full Time Total 75.00 77.00 77.00 2,865,755$ 2,940,435$ 3,035,536$ -$ 3,035,536$ *Temp/Seasonal Total 1.00 1.00 1.00 -$ 10,340$ 10,340$ -$ 10,340$ Water Services Department Total 76.00 78.00 78.00 2,865,755$ 2,975,775$ 3,045,876$ -$ 3,045,876$ Sanitation Fund Residential Collection Activity Center Asst Dir Public Works/BVSWMA 0.00 0.15 0.15 -$ 12,874$ 15,028$ -$ 15,028$ Sanitation Superintendent 1.00 1.00 1.00 56,877 60,290 63,908 - 63,908 Sanitation Foreman 1.00 1.00 1.00 47,638 49,077 50,391 - 50,391 Route Manager 16.00 16.00 16.00 503,169 509,790 515,401 - 515,401 Public Service Worker 1.00 1.00 0.00 28,679 28,679 - - - Light Equipment Operator 0.00 0.00 1.00 - - 28,679 - 28,679 Equipment Operator 2.00 2.00 2.00 57,440 62,613 64,157 - 64,157 Recycling Coordinator 1.00 1.00 1.00 47,554 50,408 44,014 - 44,014 Customer Service Representative 1.00 1.00 1.00 30,577 30,577 30,577 - 30,577 *Part-time Public Works Intern (temp/seasonal) 1.00 1.00 1.00 9,328 9,354 9,380 - 9,380 *Part-time Route Manager (temp/seasonal) 0.00 0.00 0.00 - - - - - Total 24.00 24.15 24.15 781,262$ 813,661$ 821,535$ -$ 821,535$ Commercial Collection Activity Center Asst Dir Public Works/BVSWMA 0.00 0.10 0.10 -$ 8,583$ 10,608$ -$ 10,608$ Sanitation Foreman 1.00 1.00 1.00 44,905 46,261 48,117 - 48,117 Container Coordinator 2.00 2.00 2.00 62,509 62,509 65,992 - 65,992 Route Manager 8.00 8.00 8.00 234,320 250,327 250,995 - 250,995 Total 11.00 11.10 11.10 296,829$ 367,680$ 375,712$ -$ 375,712$ Sanitation Fund Position Totals Full Time Total 34.00 34.25 34.25 1,113,668$ 1,171,987$ 1,187,867$ -$ 1,187,867$ *Temp/Seasonal Total 1.00 1.00 1.00 9,328$ 9,354$ 9,380$ -$ 9,380$ * Temporary / Seasonal Position C-9 Personnel Personnel List Revised Revised Approved Budget Budget Budget Revised Revised Base Approved Approved FTE FTE FTE Budget Budget Budget SLAs Budget FY08 FY09 FY10 FY08 FY09 FY10 FY10 FY10 SANITATION FUND TOTALS 35.00 35.25 35.25 1,078,091$ 1,181,341$ 1,197,247$ -$ 1,197,247$ Property Casualty Division Risk Manager 0.00 0.50 0.50 -$ 33,990$ 27,844$ -$ 27,844$ Risk Claims Coordinator 0.00 0.50 0.50 - 22,157 23,141 - 23,141 Safety Officer 0.00 0.50 0.50 - 22,218 25,216 - 25,216 Total 0.00 1.50 1.50 -$ 78,364$ 76,202$ -$ 76,202$ Property Casualty Fund Position Totals Full Time Total 0.00 1.50 1.50 -$ 78,364$ 76,202$ -$ 76,202$ Temp/Seasonal Total 0.00 0.00 0.00 -$ -$ -$ -$ -$ PROPERTY CASUALTY FUND TOTALS 0.00 1.50 1.50 -$ 78,364$ 76,202$ -$ 76,202$ Employee Benefits Division Employee Benefits Coordinator 0.00 1.00 1.00 -$ 53,695$ 53,842$ -$ 53,842$ Total 0.00 1.00 1.00 -$ 53,695$ 53,842$ -$ 53,842$ Employee Benefits Fund Position Totals Full Time Total 0.00 1.00 1.00 -$ 53,695$ 53,842$ -$ 53,842$ Temp/Seasonal Total 0.00 0.00 0.00 -$ -$ -$ -$ -$ EMPLOYEE BENEFITS FUND TOTALS 0.00 1.00 1.00 -$ 53,695$ 53,842$ -$ 53,842$ Worker's Compensation Division Risk Manager 0.00 0.50 0.50 -$ 33,990$ 27,844$ -$ 27,844$ Risk Claims Coordinator 0.00 0.50 0.50 - 22,157 23,141 - 23,141 Safety Officer 0.00 0.50 0.50 - 22,218 25,216 - 25,216 Total 0.00 1.50 1.50 -$ 78,364$ 76,202$ -$ 76,202$ Worker's Compensation Fund Position Totals Full Time Total 0.00 1.50 1.50 -$ 78,364$ 76,202$ -$ 76,202$ Temp/Seasonal Total 0.00 0.00 0.00 -$ -$ -$ -$ -$ WORKER'S COMPENSATION FUND TOTALS 0.00 1.50 1.50 -$ 78,364$ 76,202$ -$ 76,202$ Parking Enterprise Fund Northgate District Management Activity Center District Supervisor 1.00 1.00 1.00 46,553$ 43,591$ 44,014$ -$ 44,014$ District Sr. Coordinator 1.00 1.00 1.00 22,693 32,662 33,809 - 33,809 District Coordinator 3.00 2.00 2.00 68,079 51,392 39,865 - 39,865 *District Specialist (temp/seasonal)4.00 4.00 4.00 67,360 67,546 101,004 - 101,004 Total 9.00 8.00 8.00 204,685$ 195,191$ 218,692$ -$ 218,692$ Parking Fund Position Totals Full Time Total 5.00 4.00 4.00 137,325$ 127,645$ 117,688$ -$ 117,688$ *Temp/Seasonal Total 4.00 4.00 4.00 67,360$ 67,546$ 101,004$ -$ 101,004$ PARKING ENTERPRISE FUND TOTALS 9.00 8.00 8.00 204,685$ 195,191$ 218,692$ -$ 218,692$ Brazos Valley Solid Waste Management Agency Fund Operations Activity Center Sanitary Landfill Manager 1.00 1.00 1.00 67,723$ 71,109$ 73,429$ -$ 73,429$ Landfill Operations Supervisor 1.00 1.00 1.00 49,661 50,391 50,390 - 50,390 Landfill Crew Leader 2.00 2.00 2.00 75,440 78,465 82,406 - 82,406 Equipment Operator 10.00 10.00 10.00 293,232 302,157 312,978 - 312,978 Environmental Compliance Officer 1.00 1.00 1.00 44,864 47,556 50,408 - 50,408 Spotter 1.00 1.00 1.00 24,549 22,693 26,634 - 26,634 Secretary/Scale Operator 3.00 3.00 3.00 72,917 75,161 74,563 - 74,563 Mechanic 2.00 2.00 2.00 57,775 60,527 63,259 - 63,259 Landfill Groundsworker 1.00 1.00 1.00 22,734 22,734 23,568 - 23,568 *Temp. Landfill Groundsworker (temp/seasonal)0.50 0.50 0.50 14,679 14,719 14,759 - 14,759 *Part-time Equip. Operator (temp/seasonal)0.50 0.50 0.50 14,679 14,719 14,759 - 14,759 *Field Service Person (temp/seasonal)0.50 0.50 0.50 14,679 14,719 14,759 - 14,759 Waste Screener 1.00 1.00 1.00 29,826 29,826 31,431 - 31,431 Total 24.50 24.50 24.50 782,758$ 804,777$ 833,343$ -$ 833,343$ Administration Activity Center Asst Dir Public Works/BVSWMA 1.00 0.75 0.75 81,739$ 64,370$ 62,765$ -$ 62,765$ BVSWMA Program Coordinator 1.00 1.00 1.00 49,494 51,474 54,048 - 54,048 *BVSWMA Intern (temp/seasonal)1.00 1.00 1.00 14,453 14,493 14,533 - 14,533 Total 3.00 2.75 2.75 145,686$ 130,336$ 131,345$ -$ 131,345$ BVSWMA Fund Full-time Position Totals Full Time Total 25.00 24.75 24.75 869,954$ 876,462$ 905,879$ -$ 905,879$ *Temp/Seasonal Total 2.50 2.50 2.50 58,490$ 58,651$ 58,810$ -$ 58,810$ BVSWMA FUND TOTALS 27.50 27.25 27.25 928,444$ 935,113$ 964,688$ -$ 964,688$ Utility Customer Service Fund Utility Customer Service Activity Center Utilities Office Manager 1.00 1.00 1.00 73,438$ 69,066$ 71,828$ -$ 71,828$ Customer Service Supervisor 1.00 1.00 1.00 61,383 44,437 46,214 - 46,214 Utilities Analyst 1.00 1.00 1.00 58,296 60,048 61,841 - 61,841 Senior Customer Serv. Rep.3.00 3.00 3.00 114,567 115,444 115,443 - 115,443 Customer Service Rep.12.00 12.00 12.00 351,133 347,855 349,478 - 349,478 * Temporary / Seasonal Position C-10 Personnel Personnel List Revised Revised Approved Budget Budget Budget Revised Revised Base Approved Approved FTE FTE FTE Budget Budget Budget SLAs Budget FY08 FY09 FY10 FY08 FY09 FY10 FY10 FY10 Part-time Cust. Serv. Rep. (PT Regular)1.00 1.00 1.00 23,714 23,902 24,621 - 24,621 Total 19.00 19.00 19.00 682,531$ 660,752$ 669,425$ -$ 669,425$ Meter Services Activity Center Meter Services Supervisor 1.00 1.00 1.00 49,348$ 50,829$ 52,852$ -$ 52,852$ Meter Tech Crew Leader 1.00 1.00 1.00 36,020 37,105 38,210 - 38,210 Meter Services Technician 2.00 2.00 2.00 65,450 70,831 71,789 - 71,789 Meter Services Crew Leader 2.00 2.00 2.00 57,212 60,507 59,421 - 59,421 Meter Services Field Rep. 4.00 4.00 4.00 84,847 91,062 88,559 - 88,559 Meter Services Field Rep- (PT Regular) 0.50 0.50 0.50 10,908 11,534 10,293 - 10,293 Total 10.50 10.50 10.50 303,785$ 321,867$ 321,124$ -$ 321,124$ Utility Customer Service Position Totals Full Time Total 29.50 29.50 29.50 986,316$ 982,620$ 990,549$ -$ 990,549$ *Temp/Seasonal Total 0.00 0.00 0.00 -$ -$ -$ -$ -$ UTILITY CUSTOMER SERVICE FUND TOTALS 29.50 29.50 29.50 986,316$ 982,620$ 990,549$ -$ 990,549$ Fleet Maintenance Fund Fleet Services Parts Activity Center Assistant Buyer 1.00 1.00 1.00 42,069$ 34,831$ 34,831$ -$ 34,831$ Warehouse Assistant 1.00 1.00 1.00 29,818 25,321 28,699 - 28,699 Total 2.00 2.00 2.00 71,887$ 60,152$ 63,530$ -$ 63,530$ Fleet Services Admin. Activity Center Fleet Services Superintendent 1.00 1.00 1.00 67,723$ 69,755$ 71,832$ -$ 71,832$ Customer Service Rep.1.00 1.00 1.00 30,577 27,177 28,136 - 28,136 Shop Foreman 1.00 1.00 1.00 50,412 43,174 44,676 - 44,676 Mechanic 10.00 10.00 10.00 344,752 340,701 349,732 - 349,732 Total 13.00 13.00 13.00 493,464$ 480,807$ 494,376$ -$ 494,376$ Fleet Fund Full-time Position Totals Full Time Total 15.00 15.00 15.00 565,351$ 540,959$ 557,906$ -$ 557,906$ *Temp/Seasonal Total 0.00 0.00 0.00 -$ -$ -$ -$ -$ FLEET FUND TOTALS 15.00 15.00 15.00 565,351$ 540,959$ 557,906$ -$ 557,906$ Communications Fund Communication Services Division Communication Services Coord.1.00 1.00 0.00 63,489$ 64,449$ -$ -$ -$ Sr. Communications Technician 1.00 1.00 0.00 49,285 54,333 - - - Network Systems Administrator 0.00 1.00 0.00 - 49,580 - - - Communications Technician 4.00 4.00 0.00 156,470 204,964 - - - Total 6.00 7.00 0.00 269,244$ 323,746$ -$ -$ -$ Communications Full-time Position Totals Full Time Total 6.00 7.00 0.00 269,244$ 323,746$ -$ -$ -$ *Temp/Seasonal Total 0.00 0.00 0.00 -$ -$ -$ -$ -$ COMMUNICATIONS FUND TOTALS 6.00 7.00 0.00 269,244$ 323,746$ -$ -$ -$ All Funds Full-time Total 838.00 869.00 869.00 36,185,499$ 38,629,295$ 39,855,383$ -$ 39,869,130$ ALL FUNDS TOTAL 904.00 935.00 935.00 37,184,379$ 40,025,181$ 41,232,102$ -$ 41,245,849$ * Temporary / Seasonal Position C-11 Personnel 200 00 Personnel Totals By Department 904.00 935.00 935.00 Personnel Totals Actual FY08 Revised FY09 Approved FY10 *1. Public Works: Public Works - General Gov’t Division, Sanitation, BVSWMA, Red Light Camera, and Fleet Maintenance Divisions **2. Information Technology: IT - General Gov’t Division and Communications Divisions ***3. Fiscal Services: Fiscal Services General Government Division, Juvenile Case Manager Division, Court Security, and Utility Customer Service The above graphs are based on Full-Time Equivalents (FTEs) which includes both temporary/seasonal and full-time regular positions. 4 0.00 20.00 40.00 60.00 80.00 100.00 120.00 140.00 160.00 180.00 200.00 Actual FY08 Revised FY09 Approved FY10 C-12 Personnel Description FY04 Actual FY05 Actual FY06 Actual FY07 Actual FY 08 Actual FY09 Revised Budget FY 09 Year-End Estimate FY10 Approved Budget General Fund Revenues Current taxes 5,694,968 6,364,483 6,798,030 7,580,859 8,554,331 9,560,756 9,560,756 11,144,456 Delinquent taxes 49,881 60,185 37,079 70,432 51,408 65,170 65,170 70,631 Penalty and interest 34,328 41,224 29,848 46,649 46,250 42,450 42,450 46,007 Ad valorem taxes 5,779,177$ 6,465,892$ 6,864,957$ 7,697,940$ 8,651,989$ 9,668,376$ 9,668,376$ 11,261,094$ Local sales tax 14,956,054 15,440,349 16,748,283 18,068,595 19,824,512 20,558,859 19,774,512 19,624,512 Local sales tax 14,956,054$ 15,440,349$ 16,748,283$ 18,068,595$ 19,824,512$ 20,558,859$ 19,774,512$ 19,624,512$ Mixed drink tax 281,298 259,686 330,762 371,758 419,067 428,400 450,000 459,000 Natrl gas franchise taxes 447,576 189,062 414,171 396,620 442,205 530,400 531,286 535,000 Telecable franchise taxes 526,332 610,101 680,995 724,901 830,216 928,000 1,000,000 960,000 Telephone franchise taxes 961,319 910,310 973,635 796,149 756,412 725,000 673,000 648,000 Oil & gas franchise taxes 30,792 150 53,370 - 41,567 - 43,755 44,000 Use of streets 8,569 8,867 10,170 13,525 20,379 18,000 28,383 30,000 Mixed Drink & Franchise 2,255,886$ 1,978,176$ 2,463,103$ 2,302,954$ 2,509,846$ 2,629,800$ 2,726,424$ 2,676,000$ Mixed drink 26,900 29,523 24,090 28,035 27,682 26,000 31,100 30,000 Bldg contractors license 17,094 17,707 17,858 19,830 17,933 19,000 13,000 13,000 Electrical licenses 6,400 5,270 3,974 3,750 2,550 3,000 2,300 2,300 Taxi licenses - - - Itinerant vendor licenses 1,129 451 414 115 312 200 317 - Irrigation licenses 162 2,788 1,012 700 950 850 1,080 1,100 Mechanical licenses 3,942 3,614 2,512 2,950 2,250 2,700 1,800 1,800 Plumbing licenses 3,354 2,754 1,762 2,200 2,050 2,200 1,700 1,700 Ambulance licenses 950 1,450 1,400 1,550 830 1,200 810 800 Wrecker licenses 3,680 4,865 6,355 5,875 7,280 5,900 3,150 3,200 Builders permits 725,462 623,504 588,141 771,350 716,576 690,000 531,688 631,700 Electrical permits 71,332 72,023 59,294 81,276 93,905 86,240 50,276 50,300 Plumbing permits 100,140 102,557 89,246 119,941 124,355 115,000 91,006 91,000 Mechanical permits 64,599 63,824 55,972 61,229 65,980 70,000 48,479 48,500 Rental Registration Fees - - - - - - 55,000 55,000 Street cut permits 1,975 - - - - - - Irrigation permits 11,334 9,780 11,520 10,320 10,320 11,150 6,516 6,500 Child safety programs 73,913 84,873 82,043 81,954 81,805 80,000 80,948 81,000 Bicycle permits - - - - - Livestock 400 30 - 30 125 60 140 Licenses and permits 1,112,766$ 1,025,013$ 945,593$ 1,191,105$ 1,154,903$ 1,113,500$ 919,310$ 1,017,900$ General government grants 47,074 212,449 110,432 350,229 136,689 166,667 186,729 - Parks grants - - - - - - - Police grants 84,051 65,320 44,626 28,899 69,731 - - - Fire grants 85,192 103,576 - - - - - - Parks grants 2,280 - - - - - 45,000 - Police grants 4,098 3,515 - - - - - - Fire department 56,457 174,453 179,687 185,077 251,894 195,294 176,305 176,305 Police grants - - 2,000 - 17,640 - Reimbursed costs 40,041 14,812 272,499 23,147 39,386 29,745 252,021 26,000 Other 17,000 20,000 - - Intergovernmental revenue 319,193$ 574,125$ 609,244$ 604,352$ 497,700$ 411,706$ 677,695$ 202,305$ Concessions 14,678 28,908 21,533 70,834 100,933 131,000 119,294 119,300 Adamson pool revenues 143,587 138,400 148,167 159,315 171,601 156,000 175,518 175,500 Cs jr high natatorium 3,544 3,509 5,401 7,364 4,628 5,400 7,944 7,900 Southwood pool revenues 92,438 86,639 92,156 79,874 91,140 90,000 90,522 90,500 Thomas pool revenues 23,353 23,775 24,578 21,781 30,787 24,000 26,917 26,900 Swimming 86,429 96,658 104,827 91,456 116,651 110,000 117,854 117,900 Tennis program 20,763 23,255 24,707 34,637 39,099 37,000 37,992 38,000 Misc sports instruction 4,045 6,905 7,133 5,333 6,404 6,480 6,029 6,000 Sports programs 266,588 284,205 294,307 284,209 286,683 289,880 285,936 285,900 Tournament Fees - - - 141,420 70,796 150,000 72,270 150,000 Wpc ticket sales (nt)3,000 1,947 2,375 3,820 1,000 8,600 8,600 Reimbursed expenses 3,670 4,158 13,562 17,637 7,365 6,800 24,868 24,900 Senior services programs 450 225 273 220 285 250 425 400 Teen center admissions 862 439 79 320 320 - - Teen center memberships 727 710 1,310 1,360 1,860 2,000 2,060 2,100 Miscellaneous 2,498 946 297 - 4,000 - - Revenue For Major Funds with FY09 and FY10 Estimates D-1 Revenue History and Budget Estimates Description FY04 Actual FY05 Actual FY06 Actual FY07 Actual FY 08 Actual FY09 Revised Budget FY 09 Year-End Estimate FY10 Approved Budget Revenue For Major Funds with FY09 and FY10 Estimates Lincoln center passes 5,396 11,348 16,677 21,525 17,583 13,000 19,569 19,600 Other parks revenue (nt) 10,193 11,623 15,019 23,576 4,777 6,700 3,215 3,200 Misc parks revenue 38 6 4,254 12,344 12,036 12,080 22,819 22,800 Parks and recreation 682,259$ 723,656$ 776,655$ 977,024$ 962,628$ 1,045,910$ 1,021,832$ 1,099,500$ Fingerprinting 2,448 3,950 8,678 6,684 6,362 6,600 6,862 6,900 Police reports 12,561 13,571 13,573 9,706 10,114 10,000 12,969 13,000 Records checks 953 568 359 354 382 300 346 300 Arrest fees 118,714 120,562 104,849 104,030 110,185 105,000 104,940 106,050 Warrant service fees 129,026 (279) - - - - - Escort services 18,950 16,600 25,262 27,725 28,316 24,000 35,797 35,800 False alarms 15,000 10,825 9,975 14,235 15,925 16,500 11,325 11,300 Restitution (7,050) 1,653 1,761 7,808 810 1,000 76 100 Other 242,622 237,375 266,401 320,677 337,143 324,450 391,874 351,500 Police department 533,224$ 404,825$ 430,858$ 491,217$ 509,237$ 487,850$ 564,189$ 524,950$ Ems transport (ambulance) 548,643 619,355 618,084 421,894 198,070 295,000 294,973 295,000 Ems transport - NRS - - - 405,704 602,521 715,000 551,379 715,000 EMS Athletic Standbys 500 - - Other ems standbys - - 1,238 713 500 - - Ems reports 313 362 377 269 82 100 100 100 Hazard materials response 1,591 3,930 7,027 4,231 - 1,000 2,925 2,900 Fire inspection fees 35 - - - - - - Auto hood test 390 300 720 630 1,050 1,000 1,000 1,000 Auto fire alarm 1,270 1,160 1,273 431 4,246 2,500 2,500 2,500 Day care centers 390 390 360 360 640 610 610 600 Foster homes 180 240 120 300 300 270 270 300 Health care facilities 150 200 150 200 100 200 300 300 Nursing homes 150 20 50 100 550 500 500 500 Fire sprinkler/standpipe 2,880 3,713 2,240 8,557 8,262 8,300 8,300 8,300 Natural gas system - 30 - 4 - - - Fuel line leak 100 - - - 100 - - - Fuel tank leak 100 - - - - - - Administration fee 6,125 1,800 1,440 1,320 960 1,000 1,000 1,000 Mowing charges 6,799 2,625 5,145 3,126 2,036 2,800 2,800 2,800 Restitution - 388 - 200,412 - Fire Reports 4 - - - Other 6,655 4,650 - - 885 - - - Fire department 575,771$ 638,775$ 638,224$ 847,842$ 820,690$ 1,028,780$ 1,067,069$ 1,030,300$ Accident Fees - - - 3 - - - General admin fees 65,780 62,553 56,331 55,714 44,875 54,000 41,750 42,168 Court dismissal fees 17,100 11,980 6,620 7,730 12,410 14,000 12,336 12,459 Time pmt fee/unreserved 23,059 29,041 37,135 34,993 34,158 38,000 32,767 33,095 City omni 432 45,147 24,994 22,335 22,989 25,000 25,671 25,928 Warrant service fees - 115,453 157,472 157,306 146,367 164,000 143,945 145,384 General admin fees 1,880 1,650 1,788 1,627 1,278 2,000 1,149 1,160 Judicial/courts 108,251$ 265,824$ 284,340$ 279,707$ 262,077$ 297,000$ 257,618$ 260,194$ Lot mowing - - - - - - Miscellaneous charges 15,405 14,928 15,766 25,175 19,773 25,000 9,844 9,800 Filing fees 137,655 109,909 125,255 134,977 135,856 139,000 100,165 100,200 Zoning letters - 1,756 760 1,711 1,198 2,000 648 600 Misc planning charges 2,655 1,701 4,521 2,828 6,097 6,000 3,638 3,600 O & g pipeline admin fees 47,133 - 102,760 4,880 42,312 44,000 4,600 4,600 Maps/plans/ordinances 1,521 1,093 557 490 330 - 281 300 Misc engineering charges - 3,668 2,768 2,177 1,679 3,000 869 900 Development services 204,369$ 133,055$ 252,387$ 172,238$ 207,245$ 219,000$ 120,045$ 120,000$ Certificate searches 12,654 16,287 26,517 31,344 30,599 32,000 34,434 34,400 Preservation fee - - 2 - - - Xerox/repro charges 1,306 710 685 222 520 450 458 500 General government 13,960$ 16,997$ 27,204$ 31,566$ 31,119$ 32,450$ 34,892$ 34,900$ Charges for services 1,435,575$ 1,459,476$ 1,633,012$ 1,822,571$ 1,830,368$ 2,065,080$ 2,043,813$ 1,970,344$ Child safety 44,496 52,523 45,854 43,906 44,626 46,000 36,432 36,796 D-2 Revenue History and Budget Estimates Description FY04 Actual FY05 Actual FY06 Actual FY07 Actual FY 08 Actual FY09 Revised Budget FY 09 Year-End Estimate FY10 Approved Budget Revenue For Major Funds with FY09 and FY10 Estimates City parking fines 130 929 1,347 1,038 316 1,000 948 957 Civil parking fines 54,560 34,450 3,828 2,917 4,612 4,000 2,249 2,271 City pedestrian fines - 15 - - - - Traffic fines 55,552 54,357 44,874 39,974 41,243 42,000 37,224 37,596 Other mun court fines 2,801,457 3,375,789 3,190,004 3,168,653 3,322,030 3,451,000 3,125,000 3,156,250 Misc fines and penalties 641 850 - - - - Fines and forfeits 2,956,836$ 3,518,913$ 3,285,907$ 3,256,488$ 3,412,827$ 3,544,000$ 3,201,853$ 3,233,872$ Bank account interest 196 1,277 432 - - - Interest on investments 241,505 332,864 456,832 604,901 458,641 450,000 250,000 275,000 Realized gain/loss 21,429 (7,039) (628) 398 25,269 - - Net Inc/Dec in FMV 92,113 10,939 - - Other 753 - Investment income 263,130$ 327,102$ 456,636$ 697,412$ 495,602$ 450,000$ 250,000$ 275,000$ Capital imprvmnts assmnts - 225 131,823 - 914 - - Ballfield rentals 18,023 19,370 30,040 32,583 29,153 34,000 35,755 35,800 Lincoln rentals 4,795 13,525 12,050 13,148 16,382 15,000 16,531 16,500 Park pavilion rentals 20,463 21,371 22,210 23,460 27,703 34,000 32,913 32,900 Teen center rentals 255 1,790 1,935 938 725 1,000 875 900 Mineral royalty interests 3,020 3,967 3,231 3,700 1,836 4,000 - Conference center rentals 35,787 35,054 197 - - - Conf ctr rent (taxable) 9,586 10,098 9,059 9,494 10,691 8,000 8,871 8,900 Conf Ctr rent (nontaxable) 92,501 81,361 109,795 128,165 132,539 147,000 117,249 117,200 Wpc ampitheatre 2,000 3,980 3,050 3,000 5,096 4,000 13,286 13,300 Equip rental (nontaxable) 18 18 - - - - Misc rents and royalties 64,594 53,298 53,298 46,738 54,880 54,000 53,050 53,100 Police 875 8,562 1,832 7,199 5,001 6,000 3,050 Fire 2,000 - Parks and recreation 3,744 7,020 5,449 7,906 1,545 3,000 1,751 1,800 Library - 16,500 - 16,500 16,500 16,500 16,500 16,500 Miscellaneous 5,000 5,000 5,000 - - - Damage reimbursement 3,874 530 1,099 266 426 - - Animal control services - - 26,153 11,400 - - Fire - - 13,362 20,231 23,789 21,000 14,206 14,200 Other reimbursed expenses 4,556 57,392 14,765 (13,824) - - Other misc revenue 571 5 - 215 817 - - Cash over/short 630 791 446 400 (297) - 1,179 Collection service fees 6,403 5,562 1,117 1,401 889 1,000 589 600 Municipal court 102,699 146,053 124,087 120,749 116,082 129,000 100,000 101,000 Sale of abandoned proprty 1,977 - - - - - Sale of scrap 392 1,085 2,426 13,851 2,455 3,000 1,520 1,500 Other 75,501 40,618 57,714 72,411 32,555 31,000 46,391 46,400 Other misc rev/taxable 176 38 - - - - Other misc rev/nontaxable 9,633 13,365 9,053 7,000 7,000 500 7,000 20,000 Thoroughfare rehab fund - - - - Police Seizure fund - - 5,968 - - - General fund (contra)- - 17,314 Community development 27,865 23,764 3,947 9,868 8,200 11,000 - Red Light Camera Fund - - - - 28,233 45,000 45,000 45,000 General Govt. Proj. fund - - 24,421 32,000 - - Sale of gen fixed assets 4,386 12,182 17,500 11,080 13,621 12,000 445 - Miscellaneous 499,324$ 582,522$ 691,025$ 579,879$ 538,735$ 580,000$ 533,475$ 525,600$ Electric 4,470,000 4,895,000 5,417,000 6,556,620 7,641,082 8,244,343 8,244,342 8,909,891 Water 899,240 893,380 925,000 1,039,600 1,107,238 1,109,573 1,109,574 1,408,505 Sewer 939,300 922,800 982,000 1,021,900 1,092,115 1,125,885 1,125,885 1,219,722 Solid waste collection 331,855 349,700 369,000 409,000 463,000 487,000 487,000 716,644 Return on investment 6,640,395$ 7,060,880$ 7,693,000$ 9,027,120$ 10,303,435$ 10,966,801$ 10,966,801$ 12,254,762$ General Fund Total $ 36,900,595 $ 39,156,104 $ 42,167,415 $ 46,225,440 $ 50,182,545 $ 53,034,032 $ 51,784,090 $ 54,140,889 D-3 Revenue History and Budget Estimates Description FY04 Actual FY05 Actual FY06 Actual FY07 Actual FY 08 Actual FY09 Revised Budget FY 09 Year-End Estimate FY10 Approved Budget Revenue For Major Funds with FY09 and FY10 Estimates Hotel Tax Fund Revenues Hotel/motel tax revenue 2,191,428 2,306,928 2,671,417 2,980,250 3,585,512 3,360,000 3,658,000 3,767,000 Penalty and interest 9,442 27 - - - - - - Interest on investments 48,467 89,270 153,589 246,468 263,489 75,000 25,000 26,000 Realized gain/loss 3,952 (1,626) (159) 136 13,111 - - - Net Inc/Dec in FMV - - - 46,487 7,454 - - - Conference center rentals 522 - - - - - - - Wpc ampitheatre (3,459) - - - - - - - Cash over/short 5 - - - - - - - Hist pres proj revenue 83 171 88 500 2,025 - - - Other - 44,600 - - - - - 2,000 Hotel Tax Fund Total 2,250,440$ 2,439,370$ 2,824,935$ 3,273,841$ 3,871,591$ 3,435,000$ 3,683,000$ 3,795,000$ Debt Service Fund Revenues 0 Current taxes 8,095,597 8,607,122 8,941,462 9,896,134 10,917,976 12,172,282 12,157,664 12,184,028 Delinquent taxes 75,662 63,212 40,208 78,354 46,365 63,364 82,312 64,423 Penalty and interest 45,923 51,981 34,614 56,265 48,099 49,786 45,456 35,577 Interest on investments 55,581 98,614 155,870 246,286 284,105 200,000 100,000 170,000 Realized gain/loss 4,326 (3,153) (160) 305 9,344 - - - Net Inc/Dec in FMV - - - 27,757 3,658 - - - Accrued bond interest 60,625 40,895 52,369 39,503 53,637 - - - Wolf pen creek tif fund * 479,100 436,525 1,108,452 1,078,776 1,042,475 - - - Convention Center fund* - - - - - - - 223,615 Electric fund * - 255,761 375,026 376,014 - 876,990 - - Water fund*- - - - - 513,920 - - Wastewater fund * - 216,747 317,819 318,656 - 482,559 - - Ngate parking garage fund * 511,008 200,000 - - - 250,000 - - Equipment replacement * 403,752 414,538 587,123 551,625 379,688 180,350 180,350 - Memorial Cemetery Fund* - - - - - 110,526 - - Other - - 17,567 10,628,648 - - - - Debt Service Fund Total 9,731,574$ 10,382,242$ 11,630,350$ 23,298,321$ 12,785,347$ 14,899,777$ 12,565,782$ 12,677,643$ * Transfers in from other City funds Electric Fund Revenues Electric Fund Total 47,519,729$ 51,364,314$ 60,227,704$ 67,585,260$ 77,490,817$ 85,961,991$ 81,543,701$ 92,138,000$ Water Fund Revenues Residential 6,081,231 7,113,784 8,131,832 7,240,159 8,667,800 8,977,472 9,879,751 10,176,144 Commercial 1,653,951 1,896,482 2,192,864 2,017,945 2,593,545 2,440,913 3,486,257 3,590,845 Connect fees 66,125 69,740 72,870 83,996 82,490 87,868 75,385 77,647 Water taps 384,994 371,786 380,339 577,798 412,900 444,432 231,984 238,944 Misc operating revenues 1,300 2,643 1,750 134,702 2,610 1,855 1,429 1,472 Interest on investments 128,292 202,613 339,266 150,007 230,729 200,000 99,724 200,000 Realized gain/(loss) 9,061 (3,664) (376) 88 11,705 - 10,000 - Net Incr/Decr in FMV - - - - 7,414 - - - Damage reimbursement 9,536 - - 40,801 28,859 - - - Subrogation recovered - 3,325 4,711 - 3,287 5,000 40,000 41,000 Other reimbursed expenses 128,701 - 2,175 - 55,607 - 20,000 20,500 Developers - 31,065 - - - - - - Land Rentals/Leases - - - - 20,000 24,000 24,000 24,600 Sale of Scrap - - - - 34,795 6,000 6,000 6,150 Gain on sale of property 21 (6,310) 1,000 - - - - - Misc nonoperating revenue 5,917 9,549 34,783 10,778 294 40,000 - - Other revenue 107 - - - - - 85 87 General Fund - - - - - - 40,000 - Water Fund Total 8,469,236$ 9,691,013$ 11,161,214$ 10,256,274$ 12,152,034$ 12,227,540$ 13,914,615$ 14,377,387$ Wastewater Fund Revenues Residential 7,163,615 7,623,968 8,050,560 8,370,414 8,966,761 8,980,911 9,644,022 9,933,343 Commercial 1,597,879 1,788,766 1,802,108 1,913,339 2,004,960 2,043,159 1,995,409 2,055,272 Sewer taps 256,450 220,995 228,400 237,080 197,965 228,596 202,533 208,609 Misc operating revenues - 50 17,942 (17,738) 6,719 6,180 6,000 6,180 Interest on investments 94,979 126,405 214,545 239,756 248,558 350,000 165,803 170,777 Realized gain/(loss) 7,321 (2,380) (236) 118 12,575 - - - Net Incr/Decr in FMV - - - 63,292 7,554 - - - Subrogation recovered - 7,940 - 2,986 - - - - Other reimbursed expenses - - 2,948 - - - - - Developers - 13,184 - - - - - - D-4 Revenue History and Budget Estimates Description FY04 Actual FY05 Actual FY06 Actual FY07 Actual FY 08 Actual FY09 Revised Budget FY 09 Year-End Estimate FY10 Approved Budget Revenue For Major Funds with FY09 and FY10 Estimates Sale of scrap 430 - 3,543 - - - - - Gain on sale of property 250 - 7,700 - - 15,450 - - Misc nonoperating revenue 2,792 6,715 6,786 18,804 7,711 40,000 - - Other revenue - - - 6,968 - - - General Fund - - - - - - 40,000 - Wastewater Fund Total 9,123,716$ 9,785,643$ 10,334,296$ 10,835,019$ 11,452,803$ 11,664,296$ 12,053,767$ 12,374,181$ Sanitation Fund Revenues Residential/taxable 2,946,458 3,219,153 3,623,173 4,094,400 4,312,679 4,429,000 4,526,775 4,662,577 Residential sales/nontax 14,143 14,827 16,137 17,930 18,592 21,000 21,842 22,498 Commercial/taxable 1,542,730 1,586,207 1,695,480 1,930,969 2,010,993 2,075,000 2,027,251 2,047,524 Commercial/nontaxable 241,639 236,618 261,732 300,923 314,591 315,000 317,921 321,101 State surcharge/taxable 3,007 2,286 1,385 3,505 2,797 3,000 2,424 2,497 State surcharge/nontax 13 - - 4 3 - - - Dead animal pickup 1,276 768 552 - - - - - Rolloff rental/taxable 15,485 15,671 15,773 21,379 20,534 21,000 20,820 21,445 Rolloff rental/nontaxable 2,724 1,693 1,669 1,796 1,554 2,000 2,187 2,252 Misc fees for servcs/tax 6,955 9,339 12,399 11,304 12,341 11,000 14,428 14,861 Misc fees for servcs/ntax 522 1,023 807 498 999 1,000 995 1,024 Dumpster sales - 76 80 74 30 - - - Other operating: recycling 54,303 51,023 50,238 64,584 86,452 75,000 68,600 70,658 Misc operating revenues 4,951 3,800 6,344 - - - - - Interest on investments 20,413 15,096 18,929 9,427 15,315 11,000 9,396 9,678 Realized gain/(loss) 1,380 (345) (27) 1 846 - - - Net Incr/Decr in FMV - - - 1,353 349 - - - Other reimbursed expenses 37 675 2,655 2,280 85 - - - State Grants - - - - - - 17,792 - Collection service fees 1,525 1,634 1,636 2,061 2,184 2,000 2,104 2,103 Sale of scrap 1,905 - - - - - - - Gain on Sale of Property - - - - (632) - - - Misc nonoperating revenue 1,023 - - 4,509 (27) - 3,940 3,940 Other revenue (650) - 370 - - - - - General fund 5,000 - - - - - - - Other Misc Revenue - - - (37,737) - - - - Proceeds fr LTD - CO's - - - - Sanitation Fund Total 4,864,839$ 5,159,544$ 5,709,332$ 6,429,259$ 6,799,685$ 6,966,000$ 7,036,475$ 7,182,159$ Drainage Fund Revenues Other reimbursed expenses 3,000 - - - 6,680 - - - Residential 846,387 883,604 922,539 956,378 969,804 1,402,293 1,392,782 1,434,600 Commercial 215,792 226,857 236,573 243,187 284,807 356,377 391,775 403,500 Interest on investments 127,543 135,261 258,976 227,207 120,152 39,000 39,000 14,000 Realized gain/loss - - - - 6,025 - - - Net Incr/Decr in FMV - - - - 2,895 - - - Other 1,523 282 15,009 - 648 - - - Drainage Fund Total 1,194,245$ 1,246,004$ 1,433,097$ 1,426,772$ 1,391,011$ 1,797,670$ 1,823,557$ 1,852,100$ BVSWMA Fund Revenues Landfill charges 4,770,115 5,186,729 5,316,986 6,218,413 6,719,647 7,270,000 6,471,466 6,598,000 Transfer In - - 4,239,292 6,000,708 Misc operating revenues 405 570 630 826 490 180,000 300 - Interest on investments 245,512 278,539 366,397 463,942 463,677 447,000 150,000 120,000 Realized gain/(loss) 21,839 (6,088) (310) 252 22,445 - - - Net Incr/Decr in FMV - - - - 12,405 - - - Other Reimb. Expenses - - 602 87,788 - - - - Haz household waste coll - 24,904 - - - - - - Cash over/short (10) 1,023 24 4 (31)- 53 - Collection service fees 475 250 375 250 500 - 300 - Mineral royalty interest 4,345 5,075 5,417 4,286 4,352 - 16,000 - Gain on sale of property - 15,493 5,575 19,575 2,341,329 - 970 - Misc nonoperating revenue 9,806 9,931 11,667 41,091 33,862 - 10,000 - Other Misc Revenue - - 199 - - - 100 130,000 BVSWMA Fund Total 5,052,487$ 5,516,426$ 5,707,562$ 6,836,426$ 9,598,676$ 7,897,000$ 10,888,481$ 12,848,708$ Major Funds Revenue Total 125,106,861$ 134,740,660$ 151,195,908$ 243,751,872$ 263,215,325$ 283,845,297$ 195,293,468$ 303,524,067$ D-5 Revenue History and Budget Estimates College Station City Charter Amended 5132006-Page 10 ARTICLE V THE BUDGET Fiscal Year Section 45. The fiscal year of the City of College Station shall be determined by ordinance of the Council. Such fiscal year shall also constitute the budget and accounting year. Preparation and Submission of Budget Section 46. The City Manager, between thirty (30) and ninety (90) days prior to the beginning of each fiscal year, shall submit to the City Council a proposed budget which shall provide a complete financial plan for the fiscal year. Proposed Expenditures Compared With Other Years Section 47. The City Manager shall, in the preparation of the budget, place in parallel columns opposite the various items of expenditures the actual amount of such items of expenditures for the last completed fiscal year, the estimated for the current fiscal year, and the proposed amount for the ensuing fiscal year. Budget a Public Record Section 48. The budget and all supporting schedules shall be filed with the City Secretary when submitted to the City Council and shall be a public record for inspection by anyone. The City Manager shall cause copies to be made for distribution to all interested persons. Notice of Public Hearing on Budget Section 49. At the meeting at which the budget is submitted, the City Council shall fix the time and place of a public hearing on the budget and shall cause to be published a notice of the hearing setting forth the time and place thereof at least five (5) days before the date of the hearing. Public Hearing on Budget Section 50. At the time and place set for a public hearing on the budget, or at any time and place to which such public hearing shall from time to time be adjourned, the City Council shall hold a public hearing on the budget submitted, and all interested persons shall be given an opportunity to be heard for or against any item or the amount of any item therein contained. Proceedings on Budget After Public Hearing Amending or Supplementing Budget Section 51. After the conclusion of such public hearing, the City Council may insert new items or may increase or decrease the items of the budget, except items in proposed expenditures fixed by law. Before inserting any additional item or increasing any item of appropriation which will increase the total budget by three (3%) percent or more, it must cause to be published a notice setting forth the nature of the proposed increases and fixing a place and time, not less than five (5) days after publication, at which the City Council will hold a public hearing thereon. E-1 Budget Provision Stated in Charter College Station City Charter Amended 5132006-Page 11 Proceedings on Adoption of Budget Section 52. After such further hearing, the City Council may insert the additional item or items, and make the increase or increases, to the amount in each case indicated by the published notice, or to a lesser amount; but where it shall increase the total proposed expenditures, it shall also provide for an increase in the total anticipated revenue to at least equal such total proposed expenditures. Vote Required for Adoption Section 53. The budget shall be adopted by the favorable vote of a majority of the members of the entire City Council. Date of Final Adoption; Failure to Adopt Section 54. The budget shall be finally adopted not later than the twenty-seventh day of the last month of the fiscal year. Should the City Council take no final action on or prior to such day, the budget as submitted by the City Manager shall be deemed to have been finally adopted. Effective Date of Budget; Certification; Copies Made Available Section 55. Upon final adoption, the budget shall be filed with the City Secretary. The final budget shall be printed, or otherwise reproduced, and a reasonable number of copies shall be made available for the use of all offices, departments and agencies, and for the use of interested persons and civic organizations. Budget Establishes Appropriations Section 56. From the effective date of the budget, the several amounts stated therein as proposed expenditures shall be and become appropriated to the several objects and purposes therein named. Budget Establishes Amount to be Raised by Property Tax Section 57. From the effective date of the budget, the amount stated therein as the amount to be raised by property tax shall constitute a determination of the amount of the levy for the purposes of the City in the corresponding tax year. Contingent Appropriation Section 58. Provision shall be made in the annual budget and in the appropriation ordinance for a contingent appropriation in an amount not more than three (3) percent of the total budget expenditure, to be used in case of unforeseen items of expenditures. Such contingent appropriation shall be under the control of 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 59. The total estimated expenditures of the general fund and debt fund shall not exceed the total estimated resources of each fund. The City Council may by ordinance amend the budget during a fiscal year if one of the following conditions exists: 1. If during the fiscal year the City Manager certifies that there are available for appropriation revenues in excess of those estimated in the budget, the City Council, by ordinance, may make supplemental appropriations for the year up to the amount of such excess. Before approval, the Council shall hold a public hearing on the proposed budget amendment. A notice of the time and place of a public hearing on E-2 Budget Provision Stated in Charter College Station City Charter Amended 5132006-Page 12 the supplemental appropriation shall be published in the official newspaper of the City of College Station. The notice shall be placed in the newspaper at least five (5) working days before the date of the hearing. 2. To meet a public emergency affecting life, health and property of the public peace, the City Council may make emergency appropriations. Such appropriations may be made by emergency ordinance. To the extent that there are no available unappropriated revenues or a sufficient fund balance to meet such appropriations, the Council may by such emergency ordinance authorize the issuance of emergency notes, which may be renewed from time to time, but the emergency notes and renewals of any such notes 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. Lapse of Appropriation Section 60. All appropriations shall lapse at the end of the fiscal year to the extent that they shall not have been expended or lawfully encumbered. E-3 Budget Provision Stated in Charter 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 Chief Financial Officer in planning and directing the City’s day- to-day financial affairs and in developing recommendations to the City Manager and City Council. The scope of these policies generally spans, among other issues, accounting, purchasing, auditing, financial reporting, internal controls, operating and capital budgeting, revenue management, cash and investment management, expenditure control, asset management, debt management, and planning concepts, in order to: A. Present fairly and with full disclosure the financial position and results of the financial operations of the City in conformity with generally accepted accounting principles (GAAP), and B. Determine and demonstrate compliance with finance related legal and contractual issues in accordance with provisions of the Texas Local Government Code and other pertinent legal documents and mandates. The City Council will annually review and approve the Fiscal and Budgetary Policy Statements as part of the budget process. II. OPERATING BUDGET A. PREPARATION. Budgeting is an essential element of the financial planning, control, and evaluation process of municipal government. The “operating budget” is the City’s annual financial operating plan. The budget includes all of the operating departments of the City, the debt service fund, all capital projects funds, and the internal service funds of the City. The budgets for the General Funds and Special Revenue Funds are prepared in the Office of Budget and Strategic Planning on the modified accrual basis of accounting. Under this basis, revenues are recognized when they become measurable and available to finance expenditures of the current period. Expenditures are recognized when the related fund liability is incurred with the exception of: unmatured interest on long term debt which is recognized when due, and certain compensated absences and claims and judgments such as accrued vacation leave which are recognized when the obligations are expected to be liquidated with expendable resources. The budgets for the Enterprise and Internal Service Funds are similarly prepared on the modified accrual basis of accounting where cash transactions are included in the budget presentation in lieu of non cash transactions such as depreciation. The focus is on the net change in working capital (current assets less current liabilities). The budget is prepared with the cooperation of all City Departments, and is submitted to the City Manager who makes any necessary changes and transmits the document to the City Council. The budget shall be presented to the City Council no later than six weeks prior to fiscal year end, and shall be enacted by the City Council on or before the twenty-seventh day of the last month of the preceding fiscal year. 1. APPROVED BUDGET. An approved budget shall be prepared by the 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. F-1 Fiscal and Budgetary Policy Statements b. The budget review process shall include Council participation in the development of each of the four segments of the approved budget and a public hearing to allow for citizen participation in the budget preparation. c. The budget process shall span sufficient time to address policy and fiscal issues by the Council. d. A copy of the approved budget shall be filed with the City Secretary when it is submitted to the City Council in accordance with the provisions of the City Charter. 2. ADOPTION. Upon the presentation of an approved budget document to the Council, the Council shall call and publicize a public hearing. The Council will subsequently adopt by ordinance such budget as it may have been amended as the City’s Annual Budget, effective for the fiscal year beginning October 1. 3. BUDGET AWARD. The operating budget will be submitted annually to the Government Finance Officers Association (GFOA) for evaluation and consideration for the Award for Distinguished Budget Presentation. B. BALANCED BUDGET. The operating budget will be balanced with current revenues, exclusive of beginning resources, greater than or equal to current expenditures/expenses. Excess balances shall be used as capital funds or other non-recurring expenditures. C. PLANNING. The budget process will be coordinated so as to identify major policy issues for City Council. The budget process will be a part of an overall strategic planning process for the City. D. REPORTING. Periodic financial reports will be prepared to enable the Department Directors to assess their budgetary and operational performance and to enable the 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. of these Policies. F. CONTINGENT APPROPRIATION. Pursuant to Section 58 of the Charter of the City of College Station, the City will establish an adequate contingent appropriation in each of the operating funds. The expenditure for this appropriation shall be made only in cases of emergency, and a detailed account shall be recorded and reported. The proceeds shall be disbursed only by transfer to departmental appropriation. The transfer of this budget appropriation shall be under the control of the City Manager and may be distributed by him in amounts not exceeding $15,000. Any transfer involving more than such amounts must be expressly approved in advance by the City Council. All transfers from the contingent appropriation will be evaluated using the following criteria: 1. Is the request of such an emergency nature that it must be made immediately? 2. Why was the item not budgeted in the normal budget process? 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. F-2 Fiscal and Budgetary Policy Statements 2. CERTAINTY. A knowledge and understanding of revenue sources increases the reliability of the revenue system. The City will understand its revenue sources and enact consistent collection policies to provide assurances that the revenue base will materialize according to budgets and plans. 3. EQUITY. The City shall make every effort to maintain equity in its revenue system; i.e., the City shall seek to minimize or eliminate all forms of subsidization between entities, funds, services, utilities, and customer classes. 4. REVENUE ADEQUACY. The City shall require that there be a balance in the revenue system; i.e., the revenue base will have the characteristic of fairness and neutrality as it applies to cost of service, willingness to pay, and ability to pay. 5. ADMINISTRATION. The benefits of a revenue source will exceed the cost of levying and collecting that revenue. The cost of collection will be reviewed annually for cost effectiveness as a part of the indirect cost and cost of service analysis. Where appropriate, the City will use the administrative processes of State or Federal collection agencies in order to reduce administrative costs. 6. DIVERSIFICATION AND STABILITY. A diversified revenue system with a stable source of income shall be maintained. This approach will help avoid instabilities in particular revenue sources due to factors such as fluctuations in the economy and variations in the weather. Stability is achieved by a balance between elastic and inelastic revenue sources. B. OTHER CONSIDERATIONS. The following considerations and issues will guide the City in its revenue policies concerning specific sources of funds: 1. COST/BENEFIT OF INCENTIVES FOR ECONOMIC DEVELOPMENT. The City will use due caution in the analysis of any tax or fee incentives that are used to encourage development. Ideally, a cost/benefit (fiscal impact) analysis will be performed as part of such evaluation. 2. NON-RECURRING REVENUES. One-time or non-recurring revenues will not be used to finance ongoing operations. Non-recurring revenues should be used only for one-time expenditures such as long-lived capital needs. They will not be used for budget balancing purposes. 3. PROPERTY TAX REVENUES. All real and business personal property located within the City shall be valued at 100% of the fair market value for any given year based on the current appraisal supplied to the City by the Brazos County Appraisal District. Reappraisal and reassessment shall be done at a minimum of once every three years. A ninety-six and one half percent (96.5%) collection rate shall serve each year as a minimum goal for tax collections. The City Manager may, for budget and forecasting purposes, use up to the tax rate in effect 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. F-3 Fiscal and Budgetary Policy Statements 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. Additionally, enterprise activity rates will include transfers to and receive credits from other funds as follows: a. General and Administrative (G&A) Charges. G&A costs will be charged to all funds for services of general overhead, such as administration, finance, customer billing, personnel, technology, engineering, legal counsel, and other costs as appropriate. The charges will be determined through an indirect cost allocation study following accepted practices and procedures. b. 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 10% 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. F-4 Fiscal and Budgetary Policy Statements 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. The City shall make expenditures to promote the best interests of the citizens of College Station. The City shall encourage free and unrestricted competition on bids and purchases, ensuring the taxpayers the best possible return on and use of their tax dollars. It shall be the policy of the City to fully comply with and make purchases or expenditures pursuant to the City’s Purchasing Manual which includes policies, rules, regulations, procedures, state and federal law. The Purchasing office, a division of Fiscal Services, is the central authority for all purchasing activity $3,000 and greater. The City Manager or his designee, in consultation with appropriate City Departments, may determine the procurement method for goods and services that provides the best value to the City. The purchase of goods or services by the City at a total cost of less than $3,000 may be approved by the applicable department in accordance with the department’s internal control procedures. E. PROMPT PAYMENT. All invoices approved for payment by the proper City authorities shall be paid within thirty (30) calendar days of receipt of goods or services or invoice date, whichever is later, in accordance with the provisions of Chapter 2251 of the Local Government Code. The Chief Financial Officer 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 Chief Financial Officer must certify the availability of resources before any capital project contract is presented to the City Council for approval. C. PROGRAM PLANNING. The capital budget will be taken from the capital improvements project plan for future years. The planning time frame for the capital improvements project plan should normally be five years, with a minimum of at least three years. The replacement and maintenance for capital items should also be projected for the next five years. Future maintenance and operational costs will be considered so that these costs can be included as appropriate in the annual budget. D. FINANCING PROGRAMS. Where applicable, assessments, impact fees, pro-rata charges, or other fees should be used to fund capital projects which have a primary benefit to specific, identifiable property owners. F-5 Fiscal and Budgetary Policy Statements Recognizing that long-term debt is usually a more expensive financing method, alternative financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. E. REPORTING. Periodic financial reports will be prepared to enable the Department Directors to manage their capital budgets and to enable the Office of Budget and Strategic Planning to monitor and control the capital budget as authorized by the City Manager. Summary capital project status reports will be presented to the City Council monthly. VI. CAPITAL MAINTENANCE & REPLACEMENT The City recognizes that deferred maintenance and not anticipating capital replacements increases future capital costs. In order to address these issues, the City Council has approved a number of policies to address these issues. A. STREETS CAPITAL MAINTENANCE AND REPLACEMENT. It is the policy of the City to annually provide significant funding for the Streets Division within the Public Works Department to use for a residential street maintenance program. B. BUILDING CAPITAL MAINTENANCE AND REPLACEMENT. It is the policy of the City to annually provide significant funding for major maintenance on its buildings such as roof air conditioning, flooring and other replacements. C. PARKING LOTS AND INTERNAL ROADWAYS. It is the policy of the City to annually provide significant funding to pay for major maintenance of parking lots and internal roadways. D. TECHNOLOGY. It is the policy of the City to fund the maintenance and replacement of its personal computers and network servers. The funding 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 Chief Financial Officer is the City’s Chief Fiscal Officer and is responsible for establishing the structure for the City’s Chart of Accounts and for assuring that procedures are in place to properly record financial transactions and report the City’s financial position. B. AUDITING. 1. QUALIFICATIONS OF THE AUDITOR. In conformance with the City’s Charter and according to the provisions of Texas Local Government Code, Title 4, Chapter 103, the City will be audited annually by outside independent accountants (“auditor”). The auditor must be a CPA firm of regional reputation and must demonstrate F-6 Fiscal and Budgetary Policy Statements that it has the breadth and depth of staff to conduct the City’s audit in accordance with generally accepted auditing standards (GAAS) and contractual requirements. The auditor must be registered as a partnership or corporation of certified public accountants, holding a license under Chapter 901 Texas Occupations Code, capable of demonstrating that it has sufficient staff which will enable it to conduct the City’s audit in accordance with generally accepted auditing standards as required by the City Charter and applicable state and federal laws. The auditor’s report on the City’s financial statements will be completed and filed with the City Secretary within 120 days of the City’s fiscal year end, and the auditor will jointly review the management letter with the City Council within 30 days of its receipt by the staff. In conjunction with their review, the Chief Financial Officer shall respond in writing to the City Manager and City Council regarding the auditor’s Management Letter, addressing the issues contained therein. The Council shall schedule its formal acceptance of the auditor’s report upon the resolution of any issues resulting from the joint review. 2. RESPONSIBILITY OF AUDITOR TO CITY COUNCIL. The auditor is retained by and is accountable directly to the City Council and will have access to direct communication with the City Council if the City Staff is unresponsive to auditor recommendations or if the auditor considers such communication necessary to fulfill its legal and professional responsibilities. 3. SELECTION OF AUDITOR. The City will not require a periodic rotation of outside auditors, but will circulate requests for proposal for audit services at least every five years. Authorization for the City’s annual audit shall occur no less than 30 days prior to the end of the fiscal year. 4. CITY INTERNAL AUDITOR. Pursuant to Article III, Section 30 of the City Charter, the City map appoint an officer of the City to be the City Internal Auditor. The internal auditor will assist management in preventing, detecting and deterring fraud by monitoring the design and proper functioning of internal control policies and procedures. The internal auditor may conduct performance audits, special investigations, and special studies under the direction of the City Council or Audit Committee. C. FINANCIAL REPORTING. 1. EXTERNAL REPORTING. The City shall prepare a written Comprehensive Annual Financial Report (CAFR) that shall be presented to the Council within 120 calendar days of the City’s fiscal year end. Accuracy and timeliness of the CAFR are the responsibility of City staff. The CAFR shall be prepared in accordance with GAAP and shall be presented annually to the Government Finance Officer’s Association (GFOA) for evaluation and consideration for the Certificate of Achievement for Excellence in Financial Reporting. If City staffing limitations preclude such timely reporting, the Chief Financial Officer will inform the City Council of the delay and the reasons therefore. 2. INTERNAL REPORTING. The Fiscal Services Department will prepare internal financial reports, sufficient to plan, monitor, and control the City’s financial affairs. Internal financial reporting objectives are addressed throughout these policies. VIII. ASSET MANAGEMENT A. INVESTMENTS. The Chief Financial Officer or the designee shall promptly invest all City funds with the depository bank in accordance with the provisions of the current Bank Depository Agreement or in any negotiable instrument authorized by the City Council under the provisions of the Public Funds Investment Act of 1987 as amended, and in accordance with the City Council’s approved Investment Policies. 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. F-7 Fiscal and Budgetary Policy Statements B. CASH MANAGEMENT. The City’s cash flow will be managed to maximize the cash available to invest. Such cash management will entail the centralization of cash collections, where feasible, including utility bills, building and related permits and licenses, fines, fees, and other collection offices as appropriate. Periodic review of cash flow position will be performed to determine performance of cash management and conformance to investment policies. The underlying theme will be that idle cash will be invested with the intent to 1) safeguard assets, 2) maintain liquidity, and 3) maximize return. Where legally permitted, pooling of investments will be done. C. FIXED ASSETS AND INVENTORY. These assets will be reasonably safeguarded and properly accounted for, and prudently insured. A fixed asset of the City shall be defined as a purchased or otherwise acquired piece of equipment, vehicle, furniture, fixture, capital improvement, addition to existing capital investments, land, buildings or accessioned Library materials which has an original cost or value of at least $5,000 and a useful life of more than three years. All expenditures related to specific capital projects are exceptions to the rule. Assets owned by the electric utility will be capitalized in accordance with Federal Energy Regulatory Commission (FERC) guidelines. Furthermore, assets owned by either the water or wastewater utilities will be capitalized in accordance with the National Association of Regulatory Utility Commissioners (NARUC) guidelines. The City’s fixed assets shall be reasonably safeguarded and properly accounted for and sufficiently insured. Responsibility for the safeguarding of the City’s fixed assets lies with the department director in whose department the fixed asset is assigned. The Fiscal Services Department shall maintain the permanent records of the City’s fixed assets including description, cost, department of responsibility, date of acquisition, depreciation and expected useful life. 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. IX. DEBT MANAGEMENT A. DEBT ISSUANCE. The City will issue debt only for the purpose of acquiring or constructing capital assets for the general benefit of its citizens and to allow it to fulfill its various missions as a city. Debt may be issued for the purposes of purchasing land or rights-of-way and/or improvements to land, for construction projects to provide for the general good, and for capital equipment. 1. GENERAL OBLIGATION BONDS (GO’s). GO’s will be used only to fund capital assets of the general government and are not to be used to fund operating needs of the City. GO’s are backed by the full faith and credit of the City as well as the ad valorem tax authority of the City, to the extent allowed by law. The term of a bond issue will not exceed the useful life of the asset(s) funded by the bond issue and will generally be limited to no more than twenty (20) years. General obligation bonds must be authorized by a vote of the citizens of the City of College Station. 2. REVENUE BONDS (RB’s). RB’S will be issued to provide for the capital needs of any activities where the capital requirements are necessary for continuation or expansion of a service which produces a revenue 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 F-8 Fiscal and Budgetary Policy Statements and when authorized under law. The term of the obligation may not exceed the useful life of the asset(s) to be funded by the proceeds of the debt issue and will generally be limited to no more than ten (10) years, but may extend to twenty (20) years when the asset is of a nature that its anticipated useful life exceeds 20 years. B. METHOD OF ISSUANCE AND BIDDING PARAMETERS. 1. METHOD OF SALE. The City will use a competitive bidding process in the sale of bonds unless the nature of the issue warrants a negotiated bid. In situations where a competitive bidding process is not elected, the City will publicly present the reasons why, and the City will participate with the financial advisor in the selection of the underwriter or direct purchaser. 2. BIDDING PARAMETERS. The notice of sale will be carefully constructed so as to ensure the best possible bid for the City, in light of the existing market conditions and other prevailing factors. C. ANALYSIS OF FINANCING ALTERNATIVES. Staff will explore alternatives to the issuance of debt for capital acquisitions and construction projects. These alternatives will include, but not be limited to, 1) grants in aid, 2) use of reserves, 3) use of current revenues, 4) contributions from developers and others, 5) leases, and 6) impact fees. D. DISCLOSURE. Full disclosure of operating costs along with capital costs will be made to the bond rating agencies and other users of financial information. The City staff, with the assistance of financial advisors and bond counsel, will prepare the necessary materials for presentation to the rating agencies, will aid in the production of Preliminary Official Statements, and will take responsibility for the accuracy of all financial information released. E. FEDERAL REQUIREMENTS. The City will maintain procedures to comply with arbitrage rebate and other Federal requirements. F. DEBT STRUCTURING. The City will issue bonds for 20 years or less, not to exceed the life of the asset acquired. The structure should approximate level annual debt service unless operational matters dictate otherwise or if market conditions indicate potential savings could result from modifying the level payment stream. Consideration of market factors, such as the tax-exempt qualification, minimum tax alternative, and so forth will be given during the structuring of long-term debt instruments. X. FINANCIAL CONDITIONS, RESERVES, AND STABILITY RATIOS A. OPERATIONAL COVERAGE. (NO OPERATING DEFICITS). The City will maintain an operational coverage of 1.00, such 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. F-9 Fiscal and Budgetary Policy Statements 3. The Hotel 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 and Utility Customer Service need only a minimal working capital balance in order to meet the needs of the fund. (b) Other funds-such as the various insurance funds where risk is retained by the City in a self-insurance mode, a reserve will be established based upon an actuarial determination. Such reserve will be used for no other purposes than for financing losses under the insurance program. (c) The Replacement Fund will have a working capital balance that will provide resources to replace covered equipment when it is necessary to be replaced. The funds will be replenished based on anticipated life of equipment and adjusted based on changes in the costs the covered equipment. C. LIABILITIES AND RECEIVABLES. Procedures will be followed to maximize discounts and reduce penalties offered by creditors. Current liabilities will be paid within 30 days of the invoice date or on receipt of the goods or services, whichever is later. Accounts Receivable procedures will target collection for a maximum of 30 days from service, with any receivables aging past 90 days to go to a collection agency. The Chief Financial Officer is authorized to write-off uncollectible accounts that are delinquent for more than 365 days, if the proper delinquency procedures have been followed. D. CAPITAL AND DEBT SERVICE FUNDS. 1. Monies in the capital projects funds will be used within 36 months of receipt. Balances will be used to generate interest income to offset increases in construction costs or other associated costs. Capital project funds are intended to be expended. 2. Revenues in the General Debt Service Fund are stable, based on property tax revenues and transfers from other funds. Remaining balances are maintained to meet contingencies and to make certain that the next year’s debt service payments may be met in a timely manner. The fund balance should not fall below 81/3% (one month) of average budgeted expenditures (in line with IRS guidelines). XI. INTERNAL CONTROLS A. WRITTEN PROCEDURES. Wherever possible, written procedures will be established and maintained by the Chief Financial Officer for all functions involving purchasing, cash handling and/or accounting throughout the City. These procedures will embrace the general concepts of fiscal responsibility set forth in this policy statement. B. DEPARTMENT DIRECTORS’ RESPONSIBILITIES. 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 Chief Financial Officer. Audits of petty cash and cash receipts will be randomly scheduled and conducted on an annual basis. F-10 Fiscal and Budgetary Policy Statements City of College Station Land Area and Public Safety Statistics (as of October 2009) Date incorporated:October, 1938 Date first charter adopted:October, 1938 Date present charter adopted:May, 1992 Date of last charter amendment:May, 2006 Form of government:Council-Manager Elections: Number of registered voters in last municipal election: 36,256 Number of votes cast in last municipal election: 3,384 Percentage of registered voters voting in last municipal election: 9.33% Miles of streets Lane Miles 912 Centerline Miles 441 Miles of Sanitary Sewer Line:305 linear miles Fire Protection Number of stations: 5 Number of full-time employees: 122 Police Protection Number of full-time employees: 175 Number of patrol units: 28 Number of K-9 units: 1 One jail facility with a capacity of: 20 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 2003 47.22 2004 47.23 2008 49.60 2009 49.60 Area in Square Miles G-1 Miscellaneous Statistical Data City of College Station Population and Demographic Estimates Census +2009 92,856 Count +2006 74,125 2000 67,890 1990 52,456 1980 37,296 1970 17,676 1960 11,396 1950 7,925 Sex and Age Male 52% Female 48% Under 5 years ##4.8% 5 to 9 years ##4.2% 10 to 14 years ##4.8% 15 to 19 years ##17.0% 20 to 24 years ##31.0% 25 to 34 years ##15.3% 35 to 44 years ##8.5% 45 to 54 years ##60%45 to 54 years ##6.0% 55 to 59 years ##2.4% 60 to 64 years ##2.1% 65 to 74 years ##2.2% 75 to 84 years ##1.3% 85 years and older ##0.3% Median Age 22.3 Race White ##71.7% Black ##5.5% Hispanic or Latino ##12.6% American Indian ##0.2% Asian ##9.0% Pacific Islander ##0.2% Some other race 52 0.1% Two or more races ##0.8% Source for Above: Source: U.S. Census Bureau, 2005-2007 American Community Survey + Estimate based upon Certificates of Occupancies. Source: City of College Station, Department of Planning and Development Services. G-2 Miscellaneous Statistical Data (as of August 2009) TOTAL NUMBER NUMBER PERCENT YEAR LABOR FORCE EMPLOYED UNEMPLOYED UNEMPLOYED 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 2004 36,745 35,116 1,629 4.4 2005 39,997 38,294 1,703 4.3 2006 40,302 38,597 1,705 4.2 2007 41,288 39,690 1,598 3.9 2008 42,712 40,964 1,748 4.1 *2009 41,733 39,214 2,519 6.0 Primary Labor Force for College Station 1998 ‐ 2008 6.0 7.0 45,000 50,000 Source: Texas Workforce Commission *2009 represents labor force and employment through August. **In 2005, the Bureau of Labor Statistics introduced a new methodology for calculating the unemployment rate. Along with the new calculation method, Robertson and Grimes county were added to the Bryan/College Station MSA. 0.0 1.0 2.0 3.0 4.0 5.0 15,000 20,000 25,000 30,000 35,000 40,000 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Labor Force Unemployment % G-3 Miscellaneous Statistical Data City of College Station Economic Characteristics Civilian Labor Force Occupations for College Station Civilian employed population 16 years and over:## Management, professional, and related occupations ##48.0% Service occupations ##18.0% Sales and office occupations ##22.4% Farming, fishing, and forestry occupations 72 0.3% Construction, extraction, maintenance and repair occupations ##6.0% Production, transportation, and material moving occupations ##5.3% Source: 2005-2007 American Community Survey, U.S. Census Bureau Income and Benefits for College Station (in 2007 Inflation-Adjusted Dollars) Households Less than $10,000 ##25.0% $10,000 to $14,999 ##7.9% $15,000 to $24,999 ##13.3% $25,000 to $34,999 ##8.9% $35 000 to $49 999 ##11 0%$35,000 to $49,999 ##11.0% $50,000 to $74,999 ##12.0% $75,000 to $99,999 ##8.4% $100,000 to $149,999 ##7.7% $150,000 to $199,999 ##2.8% $200,000 or more ##3.1% Median household income (dollars) $29,565 Mean household income (dollars) $49,181 Families Less than $10,000 ##11.4% $10,000 to $14,999 ##3.1% $15,000 to $24,999 ##8.5% $25,000 to $34,999 ##6.4% $35,000 to $49,999 ##10.5% $50,000 to $74,999 ##18.6% $75,000 to $99,999 ##15.1% $100,000 to $149,999 ##14.8% $150,000 to $199,999 ##5.5% $200,000 or more ##6.2% Median household income (dollars) $62,818 Mean household income (dollars) $78,432 Non-family Households Median household income (dollars) $15,536 Mean household income (dollars) $24,595 Mean travel time to work 15.9 minutes Source: 2005-2007 American Community Survey, U.S. Census Bureau G-4 Miscellaneous Statistical Data UNIVERSITY YEAR ENROLLMENT 1999 43,442 2000 44,026 2001 44,618 2002 45,083 2003 44 813 Texas A&M University Enrollment 1999 ‐ 2009 46,000 47,500 49,000 TAMU Enrollment Established in 1876, Texas A&M University became the first public higher education institution in Texas. Today, more than 48,000 students are enrolled in one of 10 colleges and 75 departments. Texas A&M has the largest engineering school in the U.S. Research spending at the University recently topped $500 million per year. With such a unique past, Texas A&M University gives College Station great tradition. 2003 44,813 2004 44,435 2005 44,578 2006 45,380 2007 46,542 2008 48,036 2009 48,787 Source: Texas A&M News & Information, TAMU OISP 40,000 41,500 43,000 44,500 , G-5 Miscellaneous Statistical Data City of College Station Principal Taxpayers (as of September 2009) Percent of 2009 Total Assessed College Station - Top 10 Taxpayers Type of Business Assessed Valuation Valuation College Station Hospital LP Medical $60,273,470 1.12% Post Oak Mall - College Station LLC Retail Mall 55,547,960 1.03% Jamespoint Management Housing 53,687,810 1.00% SHP - The Callaway House Housing 51,200,280 0.95% Jefferson Enclave L.P. Housing 43,603,750 0.81% Weinberg Isreal Housing 43,527,600 0.81% Woodlands of College Station Housing 42,295,030 0.78% SW Meadows Point LP Housing 39,139,690 0.73% Wal-Mart Real Estate Business Trust Retail Mall 33,504,790 0.62% Commonwealth Austin LP Housing 30,000,000 0.56% $452,780,380 8.40% Top 5 Commercial Taxpayers Type of Business Assessed Valuation Valuation College Station Hospital LP Medical $60,273,470 1.12% Post Oak Mall - College Station LLC Retail Mall 55,547,960 1.03% Wal-Mart Real Estate Business Trust Retail 33,504,790 0.62% JER College Station Hotel LP Hotel 22,310,630 0.41% PEM University S LP Etal Retail 16,778,400 0.31% $188,415,250 3.49% Top 5 Industrial Taxpayers Type of Business Assessed Valuation Valuation Dealer Computer Services Inc Retail 27,497,507 0.51% O I Corporation Retail 9,942,210 0.18% AT&T Mobility LLC Telecommunications 3,786,920 0.07% ARC / AMS Retail 3,593,550 0.07% Dallas MTA LP Telecommunications 3,472,540 0.06% $48,292,727 0.90% Source: Brazos County Appraisal District G-6 Miscellaneous Statistical Data Cit f Cll St tiCity of College StationCity of College Station Construction PermitsConstruction Permits Last Ten Calendar YearsLast Ten Calendar Years ( f Sb2009)(as of September 2009)( p ) Residential CommercialResidentialCommercial Ctti Ctti TtlConstructionConstructionTotal Nb Nb NbNumberNumberNumber Year Value Value Valueof Permits of Permits of PermitsYearValueValue Valueof Permits of Permits of Permits 1998 691 83 593 022 320 59 342 043 1011 142 935 065199869183,593,022 320 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 818200079387,144,173 328 52,569,645 1121 139,713,818 2001 975 101 703 574 313 44 592 967 1288 146 296 5412001975101,703,574 313 44,592,967 1288 146,296,541 2002 1207 107,907,265 307 38,926,808 1514 146,834,07320021207107,907,265 307 38,926,808 1514 146,834,073 2003 1127 138 484 780 315 49 408 634 1442 187 893 41420031127138,484,780 315 49,408,634 1442 187,893,414 2004 985 100,504,006 336 114,543,138 1351 215,047,1442004985100,504,006 336 114,543,138 1351 215,047,144 2005 1991 127 265 816 419 31 169 195 2410 158 435 01120051991127,265,816 419 31,169,195 2410 158,435,011 2006 1048 126,249,768 410 57,162,203 1458 183,411,971,,,,,, 2007 990 161 466 990 413 74 683 795 1403 236 150 7852007990161,466,990 413 74,683,795 1403 236,150,785 2008 1106 163 006 575 313 141 927 781 1419 304 934 35620081106163,006,575 313 141,927,781 1419 304,934,356 *2009 537 62,237,154 159 25,104,046 696 87,341,200200953762,237,154 159 25,104,046 696 87,341,200 350 000 0002500350 000 0002500350,000,000 2500 350,000,000 2500 300,000,000 350,000,000 2000 2500 300,000,000 350,000,000 2000 2500 d300,000,000 350,000,000 2000 2500 d250 000 000 300,000,000 350,000,000 2000 2500 sued250,000,000 300,000,000 350,000,000 1500 2000 2500 s Issueded250,000,000 300,000,000 350,000,000 1500 2000 2500 s Issueded250,000,000 300,000,000 350,000,000 1500 2000 2500 mits Issuedssued200,000,000 250,000,000 300,000,000 350,000,000 1500 2000 2500 Permits Issuedts Issued200,000,000 250,000,000 300,000,000 350,000,000 1000 1500 2000 2500 of Permits Issuedrmits Issued150 000 000 200,000,000 250,000,000 300,000,000 350,000,000 1000 1500 2000 2500 ue of Permits IssuedPermits Issued150 000 000 200,000,000 250,000,000 300,000,000 350,000,000 1000 1500 2000 2500 ue of Permits IssuedPermits Issued150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 1000 1500 2000 2500 Value of Permits Issued# Permits Issued150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 500 1000 1500 2000 2500 al Value of Permits Issued# Permits Issued100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 500 1000 1500 2000 2500 Total Value of Permits Issued# Permits Issued100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 500 1000 1500 2000 2500 Total Value of Permits Issued# Permits Issued100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 500 1000 1500 2000 2500 Total Value of Permits Issued# Permits Issued50 000 000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 Total Value of Permits Issued# Permits Issued50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits Issued50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits Issued50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits Issued50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits IssuedResidential Commercial Total Value 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits IssuedResidential Commercial Total Value 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits IssuedResidential Commercial Total Value 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits IssuedResidential Commercial Total Value *NOTE:2009 -- Through August of 2009 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits IssuedResidential Commercial Total Value * NOTE: 2009 -- Through August of 2009 R id ti l C t ti i l d Si l f il d lli D l d A t t ll id ti l d l l b f 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits IssuedResidential Commercial Total Value Residential Construction includes: Single family dwellings, Duplexes and Apartments as well as residential remodels, slabs, roofs, t/ dii l 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits IssuedResidential Commercial Total Value storage/accessory, and swimming pools. 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits IssuedResidential Commercial Total Value Commercial Construction includes: Commercial new construction, slab, remodel, and addition, as well as Hotel/Motel/Inn, 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits IssuedResidential Commercial Total Value Commercial Construction includes: Commercial new construction, slab, remodel, and addition, as well as Hotel/Motel/Inn, demolition and sign permits. 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits IssuedResidential Commercial Total Value demolition and sign permits. 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits IssuedResidential Commercial Total Value S ThCitfCll SttiPli dDl tSi 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits IssuedResidential Commercial Total Value Source:The City of College Station, Planning and Development Services 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 0 500 1000 1500 2000 2500 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 *2009 Total Value of Permits Issued# Permits IssuedResidential Commercial Total Value G-7 Miscellaneous Statistical Data City of College Station Parks and Recreation Facilities (as of July 2009) Recreation:1 54 26 4 1 1 29 1 35 1 2 75 1 8 10 34 35 33 12 3 Number of tennis courts (Includes 9 courts at A&M Consolidated HS 27 and 4 at Willowbranch Middle School) Parks: Facility Acres Facility Acres Anderson 8.94 Merry Oaks 4.60 Arboretum/Bee Creek 43.50 0.80 Billie Madeley 5.14 Oaks 7.50 Brison 9.20 Parkway 1.90 Brother's Pond 16.12 Pebble Creek 10.20 7.34 Raintree 13.00 Castlegate 8.26 Reatta Meadows 3.00 Castlerock 5.86 Richard Carter 7.14 Cemetery 18.50 Sandstone 15.21 Cemetery - Memorial & AFOH 56.50 Sonoma 7.16 Conference Center 2.30 Southeast 66.68 Cove of Nantucket 3.92 14.49 Crescent Pointe 5.00 Southwest 9.42 Cy Miller 2.50 Southwood Athletic Complex 44.70 Eastgate 1.80 Steeplechase 9.00 Edelweiss 12.30 Stephen C. Beachy Central 47.20 Edelweiss Gartens 13.60 8.81 Emerald Forest 4.59 Thomas 16.10 Gabbard 10.67 University 10.20 Georgie K. Fitch 11.30 Veterans Park & Athletic Complex 150.00 Hensel (TAMU) 29.70 W.A. Tarrow (includes Lincoln) 21.26 Jack and Dorothy Miller 10.00 Westfield 4.29 John Crompton 15.26 Windwood 1.37 Lemontree 15.40 Wolf Pen Creek 47.17 Lick Creek 515.54 Woodcreek 6.60 Lions 1.50 Woodland Hills 14.40 Longmire 4.16 Luther Jones 1.80 Total Park Acreage Maintained: 1,382.90 (Includes both Cemeteries and Conference Center) Number of recreation centers Number of soccer fields (Includes practice fields) Number of amphitheaters Number of playground units Number of basketball courts Number of swimming pools (Includes one CSISD-owned Natatorium) Number of spray parks Number of teen centers Number of disc golf courses Number of water features or ponds Number of softball/baseball fields (Includes practice fields) Number of conference centers Number of picnic units Number of gyms Number of volleyball courts Number of nature trails Number of dog parks Number of open play areas Number of picnic shelters, pavilions, & gazebos Number of jogging/walking trails Summit Crossing Northgate Carter's Crossing Southern Oaks G-8 Miscellaneous Statistical Data City of College Station College Station Utilities Statistics (as of July 2009) Utility Fund: Electric Users (Connections)36,621 Water Users (Connections)37,120 Average Electrical Consumption:64,434,072 Kwh/mo. Average Monthly Water Consumption:328,618,933 Gallons Number of Employees: Electric 68.5 Water 29 Sewer 49 Water Capacity: Number of Wells 8 Water Production Capacity 26,000,000 Number of Ground Storage Tanks 2 Total capacity (gallons)8,000,000 Number of Elevated Storage Tanks 2 Total capacity (gallons)5,000,000 Miles of Water Lines 385 Average Daily Water Use 11.4 Million Gallons Electric System: Maximum Demand 190 megawatts Number of Stations 5 Miles of Distribution Lines 427 Sanitation Fund: Number of tons Collected (residential & commercial)58,253 Recycling Tonnage 1,199 Clean/Green Tonnage 2,647 Landfill size Currently 28 acres at Rock Prairie Road Landfill 20 acres under development at Twin Oaks Landfill G-9 Miscellaneous Statistical Data 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 - $1,270,000 PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH FISCAL YEAR PRINCIPAL AMOUNT OUTSTANDING 3,495,000 2-15-10 360,000 4.75% 17,765 377,765 8-15-10 9,215 9,215 386,980 380,000 2-15-11 380,000 4.85% 9,215 389,215 8-15-11 0 0 389,215 0 Net Interest Cost: 1,429,320$ 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, 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. H-1 Debt Service Schedules 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 - $100,000 DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 6,230,000 2-15-10 365,000 4.2500%78,609 443,609 8-15-10 70,853 70,853 514,461 3,100,000 2-15-11 385,000 4.3000%70,853 455,853 8-15-11 62,575 62,575 518,428 2,715,000 2-15-12 400,000 4.4000%62,575 462,575 8-15-12 53,775 53,775 516,350 2,315,000 2-15-13 420,000 4.5000%53,775 473,775 8-15-13 44,325 44,325 518,100 1,895,000 2-15-14 440,000 4.6000%44,325 484,325 8-15-14 34,205 34,205 518,530 1,455,000 2-15-15 460,000 4.6500%34,205 494,205 8-15-15 23,510 23,510 517,715 995,000 2-15-16 485,000 4.7000%23,510 508,510 8-15-16 12,113 12,113 520,623 510,000 2-15-17 510,000 4.7500%12,113 522,113 522,113 0 Interest Cost:3,027,827$ 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. H-2 Debt Service Schedules 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 - $810,000 DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 4,525,000 2-15-10 420,000 5.15% 22,385 442,385 8-15-10 11,570 11,570 453,955 445,000 2-15-11 445,000 5.20% 11,570 456,570 8-15-11 0 0 456,570 0 Interest Cost: 2,766,948$ 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. H-3 Debt Service Schedules 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 2-15-10 180,000 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 Interest: 1,252,684 H-4 Debt Service Schedules 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 2-15-10 270,000 4.250% 107,042 377,042 8-15-10 101,304 101,304 478,346 4,125,000 2-15-11 285,000 4.400% 101,304 386,304 8-15-11 95,034 95,034 481,339 3,840,000 2-15-12 300,000 4.500% 95,034 395,034 8-15-12 88,284 88,284 483,319 3,540,000 2-15-13 315,000 4.625% 88,284 403,284 8-15-13 81,000 81,000 484,284 3,225,000 2-15-14 335,000 4.875% 81,000 416,000 8-15-14 72,834 72,834 488,834 2,890,000 2-15-15 350,000 5.000% 72,834 422,834 8-15-15 64,084 64,084 486,919 2,540,000 2-15-16 370,000 5.000% 64,084 434,084 8-15-16 54,834 54,834 488,919 2,170,000 2-15-17 390,000 5.000% 54,834 444,834 8-15-17 45,084 45,084 489,919 1,780,000 2-15-18 410,000 5.000% 45,084 455,084 8-15-18 34,834 34,834 489,919 1,370,000 2-15-19 435,000 5.000% 34,834 469,834 8-15-19 23,959 23,959 493,794 935,000 2-15-20 455,000 5.125% 23,959 478,959 8-15-20 12,300 12,300 491,259 480,000 2-15-21 480,000 5.125% 12,300 492,300 8-15-21 - 0 492,300 0 Net Interest 3,247,962 H-5 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS G.O.B. SERIES 2003 - JULY 9, 2003 PRINCIPAL - $4,790,000 AT 3.75% INTEREST Streets - $973,000; Traffic Management - $720,000; City Facilities - $780,000 Fire Station 5 - $1,317,000; and Drainage - $1,000,000 DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 4,790,000 2-15-10 210,000 3.000% 69,300 279,300 8-15-10 66,150 66,150 345,450 3,630,000 2-15-11 215,000 3.000% 66,150 281,150 8-15-11 62,925 62,925 344,075 3,415,000 2-15-12 225,000 3.000% 62,925 287,925 8-15-12 59,550 59,550 347,475 3,190,000 2-15-13 230,000 3.000% 59,550 289,550 8-15-13 56,100 56,100 345,650 2,960,000 2-15-14 240,000 3.125% 56,100 296,100 8-15-14 52,350 52,350 348,450 2,720,000 2-15-15 250,000 3.375% 52,350 302,350 8-15-15 48,131 48,131 350,481 2,470,000 2-15-16 260,000 3.500% 48,131 308,131 8-15-16 43,581 43,581 351,713 2,210,000 2-15-17 275,000 3.625% 43,581 318,581 8-15-17 38,597 38,597 357,178 1,935,000 2-15-18 285,000 3.750% 38,597 323,597 8-15-18 33,253 33,253 356,850 1,650,000 2-15-19 300,000 3.875% 33,253 333,253 8-15-19 27,441 27,441 360,694 1,350,000 2-15-20 315,000 4.000% 27,441 342,441 8-15-20 21,141 21,141 363,581 1,035,000 2-15-21 330,000 4.000% 21,141 351,141 8-15-21 14,541 14,541 365,681 705,000 2-15-22 345,000 4.125% 14,541 359,541 8-15-22 7,425 7,425 366,966 360,000 2-15-23 360,000 4.125% 7,425 367,425 367,425 Total Interest:2,130,580$ H-6 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS G.O.B. SERIES 2004 AND REFUNDING PRINCIPAL - $12,940,000 Streets - $1,050,000; Traffic Signals and Safety System Improvements - $550,000; Police Station New addditon/Renovations - $3,310,000; City Centre Building $645,000 Park Facility Upgrades - $150,000; Fire Station #3 Relocation - $400,000 Drainage - $855,000; Refund Series 1991 - $750,000; Refund Series 1994 - $2,750,000; Refund Series 1995 - $2,650,000 DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 12,940,000 2-15-10 1,125,000 5.00% 207,616 1,332,616 8-15-10 179,491 179,491 1,512,108 7,840,000 2-15-11 1,130,000 5.00%179,491 1,309,491 8-15-11 151,241 151,241 1,460,733 6,710,000 2-15-12 1,135,000 5.00%151,241 1,286,241 8-15-12 122,866 122,866 1,409,108 5,575,000 2-15-13 895,000 4.00%122,866 1,017,866 8-15-13 104,966 104,966 1,122,833 4,680,000 2-15-14 550,000 4.00%104,966 654,966 8-15-14 93,966 93,966 748,933 4,130,000 2-15-15 335,000 4.13%93,966 428,966 8-15-15 87,057 87,057 516,023 3,795,000 2-15-16 350,000 4.25%87,057 437,057 8-15-16 79,619 79,619 516,676 3,445,000 2-15-17 365,000 4.30%79,619 444,619 8-15-17 71,772 71,772 516,391 3,080,000 2-15-18 380,000 4.38%71,772 451,772 8-15-18 63,459 63,459 515,231 2,700,000 2-15-19 400,000 4.50%63,459 463,459 8-15-19 54,459 54,459 517,919 2,300,000 2-15-20 420,000 4.50% 54,459 474,459 8-15-20 45,009 45,009 519,469 1,880,000 2-15-21 435,000 4.63% 45,009 480,009 8-15-21 34,950 34,950 514,959 1,445,000 2-15-22 460,000 4.75% 34,950 494,950 8-15-22 24,025 24,025 518,975 985,000 2-15-23 480,000 4.75% 24,025 504,025 8-15-23 12,625 12,625 516,650 505,000 2-15-24 505,000 5.00% 12,625 517,625 8-15-24 0 0 517,625 0 Total Interest: 5,015,056 H-7 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS G.O.B. SERIES 2005 PRINCIPAL - $5,710,000 Streets - $2,997,000; Traffic Signals and Safety System Improvements - $553,000; Veteran's Park Phase II Development - $690,000; Park Facility Upgrades - $160,000; Fire Station #3 Relocation - $1,310,000 DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 5,710,000 2-15-10 185,000 5.50% 99,294 284,294 8-15-10 94,206 94,206 378,500 4,430,000 2-15-11 195,000 5.00% 94,206 289,206 8-15-11 89,331 89,331 378,538 4,235,000 2-15-12 205,000 4.00% 89,331 294,331 8-15-12 85,231 85,231 379,563 4,030,000 2-15-13 220,000 4.00% 85,231 305,231 8-15-13 80,831 80,831 386,063 3,810,000 2-15-14 230,000 4.00% 80,831 310,831 8-15-14 76,231 76,231 387,063 3,580,000 2-15-15 245,000 4.00% 76,231 321,231 8-15-15 71,331 71,331 392,563 3,335,000 2-15-16 255,000 4.00% 71,331 326,331 8-15-16 66,231 66,231 392,563 3,080,000 2-15-17 270,000 4.00% 66,231 336,231 8-15-17 60,831 60,831 397,063 2,810,000 2-15-18 285,000 4.13% 60,831 345,831 8-15-18 54,953 54,953 400,784 2,525,000 2-15-19 305,000 4.13% 54,953 359,953 8-15-19 48,663 48,663 408,616 2,220,000 2-15-20 320,000 4.25% 48,663 368,663 8-15-20 41,863 41,863 410,525 1,900,000 2-15-21 340,000 4.25% 41,863 381,863 8-15-21 34,638 34,638 416,500 1,560,000 2-15-22 360,000 4.38% 34,638 394,638 8-15-22 26,763 26,763 421,400 1,200,000 2-15-23 380,000 4.38% 26,763 406,763 8-15-23 18,450 18,450 425,213 820,000 2-15-24 400,000 4.50% 18,450 418,450 8-15-24 9,450 9,450 427,900 420,000 2-15-25 420,000 4.50% 9,450 429,450 429,450 0 Total Interest: 2,778,135 H-8 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS G.O.B. SERIES 2006 PRINCIPAL - $7,375,000 Streets - $1,300,000; Traffic Signals and Safety System Improvements - $240,000; Veteran's Park Phase II Development - $5,735,000; Park Facility Upgrades - $100,000; DATE PRINCIPAL AMOUNT ESTIMATED INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 7,375,000 2-15-10 225,000 6.375% 145,953 370,953 8-15-10 138,781 138,781 509,734 5,930,000 2-15-11 240,000 6.375% 138,781 378,781 8-15-11 131,131 131,131 509,913 5,690,000 2-15-12 250,000 6.375% 131,131 381,131 8-15-12 123,163 123,163 504,294 5,440,000 2-15-13 265,000 4.375% 123,163 388,163 8-15-13 117,366 117,366 505,528 5,175,000 2-15-14 280,000 4.375% 117,366 397,366 8-15-14 111,241 111,241 508,606 4,895,000 2-15-15 295,000 4.375% 111,241 406,241 8-15-15 104,788 104,788 511,028 4,600,000 2-15-16 315,000 4.375% 104,788 419,788 8-15-16 97,897 97,897 517,684 4,285,000 2-15-17 330,000 4.375% 97,897 427,897 8-15-17 90,678 90,678 518,575 3,955,000 2-15-18 350,000 4.375% 90,678 440,678 8-15-18 83,022 83,022 523,700 3,605,000 2-15-19 370,000 4.500% 83,022 453,022 8-15-19 74,697 74,697 527,719 3,235,000 2-15-20 390,000 4.500% 74,697 464,697 8-15-20 65,922 65,922 530,619 2,845,000 2-15-21 410,000 4.500% 65,922 475,922 8-15-21 56,697 56,697 532,619 2,435,000 2-15-22 435,000 4.500% 56,697 491,697 8-15-22 46,909 46,909 538,606 2,000,000 2-15-23 460,000 4.625% 46,909 506,909 8-15-23 36,272 36,272 543,181 1,540,000 2-15-24 485,000 4.625% 36,272 521,272 8-15-24 25,056 25,056 546,328 1,055,000 2-15-25 515,000 4.750% 25,056 540,056 8-15-25 12,825 12,825 552,881 540,000 2-15-26 540,000 4.750% 12,825 552,825 552,825 0 Interest 3,778,792 H-9 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS G.O.B. 2006 Refunding PRINCIPAL - $10,255,000 DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 10,255,000 2-15-10 310,000 4.000%221,425 531,425 8-15-10 215,225 215,225 746,650 9,865,000 2-15-11 490,000 4.000%215,225 705,225 8-15-11 205,425 205,425 910,650 9,375,000 2-15-12 1,370,000 4.000%205,425 1,575,425 8-15-12 178,025 178,025 1,753,450 8,005,000 2-15-13 1,430,000 4.280%178,025 1,608,025 8-15-13 147,425 147,425 1,755,450 6,575,000 2-15-14 1,505,000 5.000%147,425 1,652,425 8-15-14 109,800 109,800 1,762,225 5,070,000 2-15-15 1,580,000 4.250%109,800 1,689,800 8-15-15 76,225 76,225 1,766,025 3,490,000 2-15-16 1,285,000 5.000%76,225 1,361,225 8-15-16 44,100 44,100 1,405,325 2,205,000 2-15-17 1,340,000 4.000%44,100 1,384,100 8-15-17 17,300 17,300 1,401,400 865,000 2-15-18 865,000 4.000%17,300 882,300 8-15-18 0 0 882,300 0 Interest 3,412,086 H-10 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS G.O.B. Series 2007 PRINCIPAL - $3,930,000 DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 3,930,000 2-15-10 90,000 6.000%63,091 153,091 8-15-10 60,391 60,391 213,481 2,600,000 2-15-11 95,000 6.000%60,391 155,391 8-15-11 57,541 57,541 212,931 2,505,000 2-15-12 100,000 5.500%57,541 157,541 8-15-12 54,791 54,791 212,331 2,405,000 2-15-13 110,000 5.500%54,791 164,791 8-15-13 51,766 51,766 216,556 2,295,000 2-15-14 115,000 5.500%51,766 166,766 8-15-14 48,603 48,603 215,369 2,180,000 2-15-15 120,000 5.000%48,603 168,603 8-15-15 45,603 45,603 214,206 2,060,000 2-15-16 125,000 4.250%45,603 170,603 8-15-16 42,947 42,947 213,550 1,935,000 2-15-17 135,000 4.250%42,947 177,947 8-15-17 40,078 40,078 218,025 1,800,000 2-15-18 140,000 4.250%40,078 180,078 8-15-18 37,103 37,103 217,181 1,660,000 2-15-19 150,000 4.250%37,103 187,103 8-15-19 33,916 33,916 221,019 1,510,000 2-15-20 155,000 4.375%33,916 188,916 8-15-20 30,525 30,525 219,441 1,355,000 2-15-21 165,000 4.375%30,525 195,525 8-15-21 26,916 26,916 222,441 1,190,000 2-15-22 175,000 4.500%26,916 201,916 8-15-22 22,978 22,978 224,894 1,015,000 2-15-23 185,000 4.500%22,978 207,978 8-15-23 18,816 18,816 226,794 830,000 2-15-24 190,000 4.500%18,816 208,816 8-15-24 14,541 14,541 223,356 640,000 2-15-25 200,000 4.500%14,541 214,541 8-15-25 10,041 10,041 224,581 440,000 2-15-26 215,000 4.500%10,041 225,041 8-15-26 5,203 5,203 230,244 225,000 2-15-27 225,000 4.625%5,203 230,203 230,203 Interest 1,554,288 Streets Projects: $2,700,000; Parks Projects: $1,230,000 H-11 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS G.O.B. SERIES 2008 PRINCIPAL - $9,455,000 Streets - $8,813,000; Traffic Signals and Safety System Improvements - $602,000; Park Projects $40,000; DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 9,455,000 2-15-10 265,000 5.000% 179,159 444,159 8-15-10 172,534 172,534 616,694 7,870,000 2-15-11 275,000 5.000% 172,534 447,534 8-15-11 165,659 165,659 613,194 7,595,000 2-15-12 290,000 5.000% 165,659 455,659 8-15-12 158,409 158,409 614,069 7,305,000 2-15-13 305,000 5.000% 158,409 463,409 8-15-13 150,784 150,784 614,194 7,000,000 2-15-14 320,000 5.000% 150,784 470,784 8-15-14 142,784 142,784 613,569 6,680,000 2-15-15 340,000 4.000% 142,784 482,784 8-15-15 135,984 135,984 618,769 6,340,000 2-15-16 355,000 4.000% 135,984 490,984 8-15-16 128,884 128,884 619,869 5,985,000 2-15-17 375,000 4.000% 128,884 503,884 8-15-17 121,384 121,384 625,269 5,610,000 2-15-18 395,000 4.000% 121,384 516,384 8-15-18 113,484 113,484 629,869 5,215,000 2-15-19 410,000 4.000% 113,484 523,484 8-15-19 105,284 105,284 628,769 4,805,000 2-15-20 435,000 4.125% 105,284 540,284 8-15-20 96,313 96,313 636,597 4,370,000 2-15-21 455,000 4.125% 96,313 551,313 8-15-21 86,928 86,928 638,241 3,915,000 2-15-22 480,000 4.250% 86,928 566,928 8-15-22 76,728 76,728 643,656 3,435,000 2-15-23 505,000 4.250% 76,728 581,728 8-15-23 65,997 65,997 647,725 2,930,000 2-15-24 530,000 4.375% 65,997 595,997 8-15-24 54,403 54,403 650,400 2,400,000 2-15-25 555,000 4.500% 54,403 609,403 8-15-25 41,916 41,916 651,319 1,845,000 2-15-26 585,000 4.500% 41,916 626,916 8-15-26 28,753 28,753 655,669 1,260,000 2-15-27 615,000 4.500% 28,753 643,753 8-15-27 14,916 14,916 658,669 645,000 2-15-28 645,000 4.625% 14,916 659,916 659,916 0 Interest 4,273,914 H-12 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS G.O.B. SERIES 2009 PRINCIPAL - $3,335,000 Streets - $595,000; Traffic Signals and Safety System Improvements - $455,000; Park Projects $1,535,000; Fire Station #6 - $750,000 DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 3,335,000 2-15-10 95,000 4.000% 70,984 165,984 8-15-10 65,704 65,704 231,687 3,240,000 2-15-11 105,000 4.000% 65,704 170,704 8-15-11 63,604 63,604 234,308 3,135,000 2-15-12 110,000 3.500% 63,604 173,604 8-15-12 61,679 61,679 235,283 3,025,000 2-15-13 120,000 3.500% 61,679 181,679 8-15-13 59,579 59,579 241,258 2,905,000 2-15-14 120,000 3.500% 59,579 179,579 8-15-14 57,479 57,479 237,058 2,785,000 2-15-15 130,000 3.500% 57,479 187,479 8-15-15 55,204 55,204 242,683 2,655,000 2-15-16 130,000 3.500% 55,204 185,204 8-15-16 52,929 52,929 238,133 2,525,000 2-15-17 140,000 3.500% 52,929 192,929 8-15-17 50,479 50,479 243,408 2,385,000 2-15-18 155,000 3.500% 50,479 205,479 8-15-18 47,766 47,766 253,245 2,230,000 2-15-19 155,000 3.700% 47,766 202,766 8-15-19 44,899 44,899 247,665 2,075,000 2-15-20 160,000 3.900% 44,899 204,899 8-15-20 41,779 41,779 246,678 1,915,000 2-15-21 175,000 4.000% 41,779 216,779 8-15-21 38,279 38,279 255,058 1,740,000 2-15-22 180,000 4.050% 38,279 218,279 8-15-22 34,634 34,634 252,913 1,560,000 2-15-23 195,000 4.050% 34,634 229,634 8-15-23 30,685 30,685 260,319 1,365,000 2-15-24 200,000 4.300% 30,685 230,685 8-15-24 26,385 26,385 257,070 1,165,000 2-15-25 210,000 4.300% 26,385 236,385 8-15-25 21,870 21,870 258,255 955,000 2-15-26 220,000 4.500% 21,870 241,870 8-15-26 16,920 16,920 258,790 735,000 2-15-27 225,000 4.500% 16,920 241,920 8-15-27 11,858 11,858 253,778 510,000 2-15-28 250,000 4.650% 11,858 261,858 8-18-28 6,045 6,045 267,903 260,000 2-15-29 260,000 4.650% 6,045 266,045 266,045 0 Interest 1,646,531 H-13 Debt Service Schedules PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH FISCAL YEAR PRINCIPAL AMOUNT OUTSTANDING 2-15-10 165,000 5.13% 4,228 169,228 8-15-10 0 0 169,228 0 Net Interest: 588,752$ 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 H-14 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates of Obligation, Series 2000 A Principal - $8,100,000 Debt Issuance - $115,000 PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH FISCAL YEAR PRINCIPAL AMOUNT OUTSTANDING 8,100,000 2-15-10 310,000 4.85% 119,294 429,294 8-15-10 111,776 111,776 541,070 4,220,000 2-15-11 325,000 4.90% 111,776 436,776 8-15-11 103,814 103,814 540,590 3,895,000 2-15-12 340,000 5.00% 103,814 443,814 8-15-12 95,314 95,314 539,128 3,555,000 2-15-13 360,000 5.10% 95,314 455,314 8-15-13 86,134 86,134 541,448 3,195,000 2-15-14 380,000 5.20% 86,134 466,134 8-15-14 76,254 76,254 542,388 2,815,000 2-15-15 405,000 5.25% 76,254 481,254 8-15-15 65,623 65,623 546,876 2,410,000 2-15-16 425,000 5.30% 65,623 490,623 8-15-16 54,360 54,360 544,983 1,985,000 2-15-17 455,000 5.40% 54,360 509,360 8-15-17 42,075 42,075 551,435 1,530,000 2-15-18 480,000 5.50% 42,075 522,075 8-15-18 28,875 28,875 550,950 1,050,000 2-15-19 510,000 5.50% 28,875 538,875 8-15-19 14,850 14,850 553,725 540,000 2-15-20 540,000 5.50% 14,850 554,850 554,850 0 Interest: 4,141,330$ Northgate Parking Garage - $6,385,000; Land Acquisition - $1,600,000 H-15 Debt Service Schedules 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 - $52,000 PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH FISCAL YEAR PRINCIPAL AMOUNT OUTSTANDING 2-15-10 75,000 4.20% 26,624 101,624 8-15-10 25,049 25,049 126,673 1,055,000 2-15-11 80,000 4.30% 25,049 105,049 8-15-11 23,329 23,329 128,378 975,000 2-15-12 85,000 4.40% 23,329 108,329 8-15-12 21,459 21,459 129,788 890,000 2-15-13 90,000 4.50% 21,459 111,459 8-15-13 19,434 19,434 130,893 800,000 2-15-14 95,000 4.63% 19,434 114,434 8-15-14 17,237 17,237 131,671 705,000 2-15-15 100,000 4.75% 17,237 117,237 8-15-15 14,862 14,862 132,099 605,000 2-15-16 105,000 4.75% 14,862 119,862 8-15-16 12,368 12,368 132,230 500,000 2-15-17 115,000 4.88% 12,368 127,368 8-15-17 9,565 9,565 136,933 385,000 2-15-18 120,000 4.90% 9,565 129,565 8-15-18 6,625 6,625 136,190 265,000 2-15-19 130,000 5.00% 6,625 136,625 8-15-19 3,375 3,375 140,000 135,000 2-15-20 135,000 5.00% 3,375 138,375 138,375 0 Net Interest: 965,724$ Technology and Fiber Optic Projects - $1,843,000; Business Park - $200,000 H-16 Debt Service Schedules 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 $67,000 PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH FISCAL YEAR PRINCIPAL AMOUNT OUTSTANDING 14,480,000 2-15-10 540,000 4.25% 189,369 729,369 8-15-10 177,894 177,894 907,263 7,305,000 2-15-11 570,000 4.38% 177,894 747,894 8-15-11 165,425 165,425 913,319 6,735,000 2-15-12 600,000 4.50% 165,425 765,425 8-15-12 151,925 151,925 917,350 6,135,000 2-15-13 635,000 4.63% 151,925 786,925 8-15-13 137,241 137,241 924,166 5,500,000 2-15-14 665,000 4.75% 137,241 802,241 8-15-14 121,447 121,447 923,688 4,835,000 2-15-15 705,000 5.00% 121,447 826,447 8-15-15 103,822 103,822 930,269 4,130,000 2-15-16 740,000 5.00% 103,822 843,822 8-15-16 85,322 85,322 929,144 3,390,000 2-15-17 780,000 5.00% 85,322 865,322 8-15-17 65,822 65,822 931,144 2,610,000 2-15-18 825,000 5.00% 65,822 890,822 8-15-18 45,197 45,197 936,019 1,785,000 2-15-19 870,000 5.00% 45,197 915,197 8-15-19 23,447 23,447 938,644 915,000 2-15-20 915,000 5.13% 23,447 938,447 8-15-20 0 0 938,447 0 Net Interest: 5,926,213$ Equipment and Technology - $967,000; H-17 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates of Obligation, Series 2003 A July 9, 2003 - Principal $780,000 Streets Project $750,000 Debt Issuance Cost $30,000 PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH FISCAL YEAR PRINCIPAL AMOUNT OUTSTANDING 780,000 2-15-10 35,000 3.300% 11,761 46,761 8-15-10 11,184 11,184 57,945 590,000 2-15-11 35,000 2.900% 11,184 46,184 8-15-11 10,676 10,676 56,860 555,000 2-15-12 35,000 3.000% 10,676 45,676 8-15-12 10,151 10,151 55,828 520,000 2-15-13 40,000 3.200% 10,151 50,151 8-15-13 9,511 9,511 59,663 480,000 2-15-14 40,000 3.400% 9,511 49,511 8-15-14 8,831 8,831 58,343 440,000 2-15-15 40,000 3.600% 8,831 48,831 8-15-15 8,111 8,111 56,943 400,000 2-15-16 40,000 3.700% 8,111 48,111 8-15-16 7,371 7,371 55,483 360,000 2-15-17 45,000 3.900% 7,371 52,371 8-15-17 6,494 6,494 58,865 315,000 2-15-18 45,000 4.000% 6,494 51,494 8-15-18 5,594 5,594 57,088 270,000 2-15-19 50,000 4.000% 5,594 55,594 8-15-19 4,594 4,594 60,188 220,000 2-15-20 50,000 4.150% 4,594 54,594 8-15-20 3,556 3,556 58,150 170,000 2-15-21 55,000 4.150% 3,556 58,556 8-15-21 2,415 2,415 60,971 115,000 2-15-22 55,000 4.200% 2,415 57,415 8-15-22 1,260 1,260 58,675 60,000 2-15-23 60,000 4.200% 1,260 61,260 61,260 Net Interest: 355,196$ H-18 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS CERTIFICATES OF OBLIGATION SERIES 2004 PRINCIPAL - $9,415,000 Electric Projects $4,720,000; Wastewater Projects $4,000,000 Business Park $500,000, Debt Issuance $195,000 DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 9,415,000 2-15-10 370,000 3.50%164,519 534,519 8-15-10 158,044 158,044 692,564 7,165,000 2-15-11 385,000 3.75%158,044 543,044 8-15-11 150,826 150,826 693,870 6,780,000 2-15-12 400,000 4.00%150,826 550,826 8-15-12 142,826 142,826 693,651 6,380,000 2-15-13 415,000 4.00%142,826 557,826 8-15-13 134,526 134,526 692,351 5,965,000 2-15-14 430,000 4.00%134,526 564,526 8-15-14 125,926 125,926 690,451 5,535,000 2-15-15 450,000 4.13%125,926 575,926 8-15-15 116,644 116,644 692,570 5,085,000 2-15-16 470,000 4.25%116,644 586,644 8-15-16 106,657 106,657 693,301 4,615,000 2-15-17 490,000 4.30%106,657 596,657 8-15-17 96,122 96,122 692,779 4,125,000 2-15-18 510,000 4.38% 96,122 606,122 8-15-18 84,966 84,966 691,088 3,615,000 2-15-19 535,000 4.50% 84,966 619,966 8-15-19 72,928 72,928 692,894 3,080,000 2-15-20 560,000 4.50% 72,928 632,928 8-15-20 60,328 60,328 693,256 2,520,000 2-15-21 585,000 4.63% 60,328 645,328 8-15-21 46,800 46,800 692,128 1,935,000 2-15-22 615,000 4.75% 46,800 661,800 8-15-22 32,194 32,194 693,994 1,320,000 2-15-23 645,000 4.75% 32,194 677,194 8-15-23 16,875 16,875 694,069 675,000 2-15-24 675,000 5.00% 16,875 691,875 691,875 0 Interest: 4,733,745 H-19 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates of Obligation, Series 2005 Principal- $7,595,000 Street Projects $1,150,000; Park Projects$975,000; Northgate Projects $625,000 Technology Projects $950,000; Fire Ladder Truck $850,000; Business Park $500,000 Wolf Pen Creek Projects $1,860,000; Cemetery Projects $600,000; Issuance Costs $85,000 PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH FISCAL YEAR PRINCIPAL AMOUNT OUTSTANDING 7,595,000 2-15-10 535,000 3.00%71,900 606,900 8-15-10 63,875 63,875 670,775 3,120,000 2-15-11 185,000 3.25%63,875 248,875 8-15-11 60,869 60,869 309,744 2,935,000 2-15-12 195,000 3.50%60,869 255,869 8-15-12 57,456 57,456 313,325 2,740,000 2-15-13 205,000 3.50%57,456 262,456 8-15-13 53,869 53,869 316,325 2,535,000 2-15-14 215,000 4.25%53,869 268,869 8-15-14 49,300 49,300 318,169 2,320,000 2-15-15 230,000 4.00% 49,300 279,300 8-15-15 44,700 44,700 324,000 2,090,000 2-15-16 160,000 4.00% 44,700 204,700 8-15-16 41,500 41,500 246,200 1,930,000 2-15-17 170,000 4.00% 41,500 211,500 8-15-17 38,100 38,100 249,600 1,760,000 2-15-18 180,000 4.13% 38,100 218,100 8-15-18 34,388 34,388 252,488 1,580,000 2-15-19 190,000 4.13% 34,388 224,388 8-15-19 30,469 30,469 254,856 1,390,000 2-15-20 200,000 4.25% 30,469 230,469 8-15-20 26,219 26,219 256,688 1,190,000 2-15-21 215,000 4.25% 26,219 241,219 8-15-21 21,650 21,650 262,869 975,000 2-15-22 225,000 4.38% 21,650 246,650 8-15-22 16,728 16,728 263,378 750,000 2-15-23 235,000 4.38% 16,728 251,728 8-15-23 11,588 11,588 263,316 515,000 2-15-24 250,000 4.50% 11,588 261,588 8-15-24 5,963 5,963 267,550 265,000 2-15-25 265,000 4.50% 5,963 270,963 270,963 0 7,595,000 Net Interest: 2,129,607$ H-20 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates of Obligation, Series 2006 PRINCIPAL - $8,325,000 Street Projects $6,200,000; Park Projects $400,000; Wolf Pen Creek Projects $300,000; Cemetery Projects $1,000,000; Police Station Addition/Renovation $300,000; Issuance Costs $125,000 PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 8,325,000 2-15-10 310,000 6.375% 159,797 469,797 8-15-10 149,916 149,916 619,713 6,505,000 2-15-11 330,000 6.375% 149,916 479,916 8-15-11 139,397 139,397 619,313 6,175,000 2-15-12 345,000 4.500% 139,397 484,397 8-15-12 131,634 131,634 616,031 5,830,000 2-15-13 370,000 4.375% 131,634 501,634 8-15-13 123,541 123,541 625,175 5,460,000 2-15-14 390,000 4.375% 123,541 513,541 8-15-14 115,009 115,009 628,550 5,070,000 2-15-15 410,000 4.375% 115,009 525,009 8-15-15 106,041 106,041 631,050 4,660,000 2-15-16 435,000 4.375% 106,041 541,041 8-15-16 96,525 96,525 637,566 4,225,000 2-15-17 325,000 4.375% 96,525 421,525 8-15-17 89,416 89,416 510,941 3,900,000 2-15-18 345,000 4.375% 89,416 434,416 8-15-18 81,869 81,869 516,284 3,555,000 2-15-19 365,000 4.500% 81,869 446,869 8-15-19 73,656 73,656 520,525 3,190,000 2-15-20 385,000 4.500% 73,656 458,656 8-15-20 64,994 64,994 523,650 2,805,000 2-15-21 405,000 4.500% 64,994 469,994 8-15-21 55,881 55,881 525,875 2,400,000 2-15-22 430,000 4.500% 55,881 485,881 8-15-22 46,206 46,206 532,088 1,970,000 2-15-23 450,000 4.625% 46,206 496,206 8-15-23 35,800 35,800 532,006 1,520,000 2-15-24 480,000 4.625% 35,800 515,800 8-15-24 24,700 24,700 540,500 1,040,000 2-15-25 505,000 4.750% 24,700 529,700 8-15-25 12,706 12,706 542,406 535,000 2-15-26 535,000 4.750% 12,706 547,706 547,706 0 Interest 3,967,899 H-21 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS C.O. Series 2007 PRINCIPAL - $3,960,000 DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 3,960,000 2-15-10 95,000 6.000%63,859 158,859 8-15-10 61,009 61,009 219,869 2,625,000 2-15-11 100,000 6.000%61,009 161,009 8-15-11 58,009 58,009 219,019 2,525,000 2-15-12 105,000 5.500%58,009 163,009 8-15-12 55,122 55,122 218,131 2,420,000 2-15-13 110,000 5.500%55,122 165,122 8-15-13 52,097 52,097 217,219 2,310,000 2-15-14 115,000 5.500%52,097 167,097 8-15-14 48,934 48,934 216,031 2,195,000 2-15-15 120,000 5.000%48,934 168,934 8-15-15 45,934 45,934 214,869 2,075,000 2-15-16 130,000 4.250%45,934 175,934 8-15-16 43,172 43,172 219,106 1,945,000 2-15-17 135,000 4.250%43,172 178,172 8-15-17 40,303 40,303 218,475 1,810,000 2-15-18 140,000 4.250%40,303 180,303 8-15-18 37,328 37,328 217,631 1,670,000 2-15-19 150,000 4.250%37,328 187,328 8-15-19 34,141 34,141 221,469 1,520,000 2-15-20 155,000 4.375%34,141 189,141 8-15-20 30,750 30,750 219,891 1,365,000 2-15-21 165,000 4.375%30,750 195,750 8-15-21 27,141 27,141 222,891 1,200,000 2-15-22 175,000 4.500%27,141 202,141 8-15-22 23,203 23,203 225,344 1,025,000 2-15-23 185,000 4.500%23,203 208,203 8-15-23 19,041 19,041 227,244 840,000 2-15-24 195,000 4.500%19,041 214,041 8-15-24 14,653 14,653 228,694 645,000 2-15-25 205,000 4.500%14,653 219,653 8-15-25 10,041 10,041 229,694 440,000 2-15-26 215,000 4.500%10,041 225,041 8-15-26 5,203 5,203 230,244 225,000 2-15-27 225,000 4.625%5,203 230,203 230,203 Interest 1,566,714 General Government Projects: $3,466,000; Parks Projects: $405,000; debt issuance costs: $89,000 H-22 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates of Obligation, Series 2008 PRINCIPAL - $26,440,000 Street Projects $1,800,000; Park Projects $1,427,000; Cemetery Project $6,748,000; Municipal Facility Improvements $250,000; Wireless Infrastructure $200,000; Electric Projects $6,700,000; Water Projects $6,900,000; WW Projects $2,200,000; Issuance Costs $215,000 PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 26,440,000 2-15-10 810,000 5.000% 522,154 1,332,154 8-15-10 501,904 501,904 1,834,058 23,715,000 2-15-11 860,000 3.250% 501,904 1,361,904 8-15-11 487,929 487,929 1,849,833 22,855,000 2-15-12 900,000 3.500% 487,929 1,387,929 8-15-12 472,179 472,179 1,860,108 21,955,000 2-15-13 945,000 3.500% 472,179 1,417,179 8-15-13 455,641 455,641 1,872,820 21,010,000 2-15-14 995,000 3.500% 455,641 1,450,641 8-15-14 438,229 438,229 1,888,870 20,015,000 2-15-15 1,045,000 4.000% 438,229 1,483,229 8-15-15 417,329 417,329 1,900,558 18,970,000 2-15-16 1,060,000 5.000% 417,329 1,477,329 8-15-16 390,829 390,829 1,868,158 17,910,000 2-15-17 1,115,000 4.750% 390,829 1,505,829 8-15-17 364,348 364,348 1,870,176 16,795,000 2-15-18 1,170,000 4.000% 364,348 1,534,348 8-15-18 340,948 340,948 1,875,295 15,625,000 2-15-19 1,235,000 4.000% 340,948 1,575,948 8-15-19 316,248 316,248 1,892,195 14,390,000 2-15-20 1,300,000 4.125% 316,248 1,616,248 8-15-20 289,435 289,435 1,905,683 13,090,000 2-15-21 1,360,000 4.125% 289,435 1,649,435 8-15-21 261,385 261,385 1,910,820 11,730,000 2-15-22 1,435,000 4.250% 261,385 1,696,385 8-15-22 230,891 230,891 1,927,276 10,295,000 2-15-23 1,510,000 4.250% 230,891 1,740,891 8-15-23 198,804 198,804 1,939,695 8,785,000 2-15-24 1,585,000 4.375% 198,804 1,783,804 8-15-24 164,132 164,132 1,947,936 7,200,000 2-15-25 1,670,000 4.500% 164,132 1,834,132 8-15-25 126,557 126,557 1,960,689 5,530,000 2-15-26 1,750,000 4.500% 126,557 1,876,557 8-15-26 87,182 87,182 1,963,739 3,780,000 2-15-27 1,845,000 4.600% 87,182 1,932,182 8-15-27 44,747 44,747 1,976,929 1,935,000 2-15-28 1,935,000 4.625% 44,747 1,979,747 1,979,747 0 Interest 12,741,094 H-23 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates of Obligation, Series 2009 PRINCIPAL - $31,315,000 Cemetery Project - $540,000; Technology Projects - $2,710,000; Convention Center - $3,200,000; Landfill - $10,240,000; Electric Projects - $6,975,000; Water Projects - $7,500,000; Debt Issuance Cost - $150,000 PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 31,315,000 2-15-10 2,650,000 3.000% 626,474 3,276,474 8-15-10 556,892 556,892 3,833,366 28,665,000 2-15-11 1,195,000 3.000% 556,892 1,751,892 8-15-11 538,967 538,967 2,290,859 27,470,000 2-15-12 1,265,000 3.000% 538,967 1,803,967 8-15-12 519,992 519,992 2,323,959 26,205,000 2-15-13 1,325,000 3.000% 519,992 1,844,992 8-15-13 500,117 500,117 2,345,109 24,880,000 2-15-14 1,390,000 3.000% 500,117 1,890,117 8-15-14 479,267 479,267 2,369,384 23,490,000 2-15-15 1,470,000 3.000% 479,267 1,949,267 8-15-15 457,217 457,217 2,406,484 22,020,000 2-15-16 1,545,000 3.000% 457,217 2,002,217 8-15-16 434,042 434,042 2,436,259 20,475,000 2-15-17 1,145,000 3.500% 434,042 1,579,042 8-15-17 414,004 414,004 1,993,046 19,330,000 2-15-18 1,210,000 3.500% 414,004 1,624,004 8-15-18 392,829 392,829 2,016,834 18,120,000 2-15-19 1,270,000 3.750% 392,829 1,662,829 8-15-19 369,017 369,017 2,031,846 16,850,000 2-15-20 1,330,000 4.000% 369,017 1,699,017 8-15-20 342,417 342,417 2,041,434 15,520,000 2-15-21 1,405,000 4.000% 342,417 1,747,417 8-15-21 314,317 314,317 2,061,734 14,115,000 2-15-22 1,470,000 4.000% 314,317 1,784,317 8-15-22 284,917 284,917 2,069,234 12,645,000 2-15-23 1,545,000 4.125% 284,917 1,829,917 8-15-23 253,051 253,051 2,082,968 11,100,000 2-15-24 1,625,000 4.250% 253,051 1,878,051 8-15-24 218,520 218,520 2,096,571 9,475,000 2-15-25 1,715,000 5.000% 218,520 1,933,520 8-15-25 175,645 175,645 2,109,165 7,760,000 2-15-26 1,795,000 4.500% 175,645 1,970,645 8-15-26 135,258 135,258 2,105,903 5,965,000 2-15-27 1,890,000 4.500% 135,258 2,025,258 8-15-27 92,733 92,733 2,117,990 4,075,000 2-15-28 1,985,000 4.500% 92,733 2,077,733 8-15-28 48,070 48,070 2,125,803 2,090,000 2-15-29 2,090,000 4.600% 48,070 2,138,070 2,138,070 0 Interest 13,681,015 H-24 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS Utility Revenue Bonds - SERIES 1998 April 1, 1998, $2,700,000 WasteWater Projects PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 2-1-10 155,000 4.800% 3,720 158,720 8-1-10 0 0 158,720 1,330,000 * Net Interest Cost: 530,555$ 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. *Outstanding principal balance included as part of Utility System Revenue Refunding Bonds, Series 2005A. H-25 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS Utility Revenue Bonds - SERIES 2000 April 13, 2000 - $10,500,000 Water Projects - $4,500,000; Wastewater Projects - $6,000,000 DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 5,730,000 2-15-10 580,000 5.10%47,843 627,843 8-15-10 33,053 33,053 660,895 1,265,000 2-15-11 615,000 5.20%33,053 648,053 8-15-11 17,063 17,063 665,115 650,000 2-15-12 650,000 5.25%17,063 667,063 8-15-12 0 0 667,063 0 Net Interest Cost:2,147,397$ 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. H-26 Debt Service Schedules 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 2-15-10 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 Net Interest 13,453,949 H-27 Debt Service Schedules 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 2-15-10 765,000 6.00% 359,488 1,124,488 8-15-10 336,538 336,538 1,461,026 13,100,000 2-15-11 805,000 6.00% 336,538 1,141,538 8-15-11 312,388 312,388 1,453,926 12,295,000 2-15-12 850,000 6.00% 312,388 1,162,388 8-15-12 286,888 286,888 1,449,276 11,445,000 2-15-13 895,000 4.60% 286,888 1,181,888 8-15-13 266,303 266,303 1,448,191 10,550,000 2-15-14 940,000 5.00% 266,303 1,206,303 8-15-14 242,803 242,803 1,449,106 9,610,000 2-15-15 995,000 5.00% 242,803 1,237,803 8-15-15 217,928 217,928 1,455,731 8,615,000 2-15-16 1,045,000 5.00% 217,928 1,262,928 8-15-16 191,803 191,803 1,454,731 7,570,000 2-15-17 1,100,000 5.00% 191,803 1,291,803 8-15-17 164,303 164,303 1,456,106 6,470,000 2-15-18 1,160,000 5.00% 164,303 1,324,303 8-15-18 135,303 135,303 1,459,606 5,310,000 2-15-19 1,225,000 5.00% 135,303 1,360,303 8-15-19 104,678 104,678 1,464,981 4,085,000 2-15-20 1,290,000 5.13% 104,678 1,394,678 8-15-20 71,622 71,622 1,466,300 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 10,778,273 H-28 Debt Service Schedules 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 2-1-10 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 H-29 Debt Service Schedules 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 2-15-10 210,000 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 H-30 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS U.R.B. SERIES 2005 PRINCIPAL - $8,035,000 Electric Projects 3,350,000; Water Projects $4,600,000, Issuance Costs $85,000 PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 8,035,000 2-15-10 285,000 5.50% 159,297 444,297 8-15-10 151,459 151,459 595,756 6,840,000 2-15-11 300,000 5.50% 151,459 451,459 8-15-11 143,209 143,209 594,669 6,540,000 2-15-12 320,000 5.50% 143,209 463,209 8-15-12 134,409 134,409 597,619 6,220,000 2-15-13 335,000 5.00% 134,409 469,409 8-15-13 126,034 126,034 595,444 5,885,000 2-15-14 355,000 5.00% 126,034 481,034 8-15-14 117,159 117,159 598,194 5,530,000 2-15-15 375,000 4.00% 117,159 492,159 8-15-15 109,659 109,659 601,819 5,155,000 2-15-16 395,000 4.00% 109,659 504,659 8-15-16 101,759 101,759 606,419 4,760,000 2-15-17 420,000 4.00% 101,759 521,759 8-15-17 93,359 93,359 615,119 4,340,000 2-15-18 445,000 4.00% 93,359 538,359 8-15-18 84,459 84,459 622,819 3,895,000 2-15-19 470,000 4.13% 84,459 554,459 8-15-19 74,766 74,766 629,225 3,425,000 2-15-20 495,000 4.13% 74,766 569,766 8-15-20 64,556 64,556 634,322 2,930,000 2-15-21 525,000 4.25% 64,556 589,556 8-15-21 53,400 53,400 642,956 2,405,000 2-15-22 555,000 4.38% 53,400 608,400 8-15-22 41,259 41,259 649,659 1,850,000 2-15-23 585,000 4.38% 41,259 626,259 8-15-23 28,463 28,463 654,722 1,265,000 2-15-24 615,000 4.50% 28,463 643,463 8-15-24 14,625 14,625 658,088 650,000 2-15-25 650,000 4.50% 14,625 664,625 664,625 0 Total Interest: 4,303,414 H-31 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS U.R.B. REFUNDING SERIES 2005 A PRINCIPAL - $12,995,000 Electric Projects $3,196,770; Water Projects $4,459,884; Wastewater Projects $5,338,346 PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 12,995,000 2-15-10 720,000 3.38%275,409 995,409 8-15-10 263,259 263,259 1,258,669 11,125,000 2-15-11 885,000 3.50%263,259 1,148,259 8-15-11 247,772 247,772 1,396,031 10,240,000 2-15-12 905,000 3.63%247,772 1,152,772 8-15-12 231,369 231,369 1,384,141 9,335,000 2-15-13 1,615,000 5.00%231,369 1,846,369 8-15-13 190,994 190,994 2,037,363 7,720,000 2-15-14 1,680,000 5.00%190,994 1,870,994 8-15-14 148,994 148,994 2,019,988 6,040,000 2-15-15 1,755,000 5.25%148,994 1,903,994 8-15-15 102,925 102,925 2,006,919 4,285,000 2-15-16 1,830,000 5.00%102,925 1,932,925 8-15-16 57,175 57,175 1,990,100 2,455,000 2-15-17 1,615,000 5.00%57,175 1,672,175 8-15-17 16,800 16,800 1,688,975 840,000 2-15-18 840,000 4.00%16,800 856,800 8-15-18 0 0 856,800 0 Total Interest: 5,100,609 H-32 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS U.R.B. SERIES 2006 PRINCIPAL - $16,950,000 Electric Projects $7,850,000; Water Projects $6,000,000; Wastewater Projects $3,000,000; debt issuance costs $100,000 PAYMENT DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 16,950,000 2-15-10 565,000 6.375% 369,550 934,550 8-15-10 351,541 351,541 1,286,091 14,875,000 2-15-11 595,000 6.375% 351,541 946,541 8-15-11 332,575 332,575 1,279,116 14,280,000 2-15-12 630,000 6.375% 332,575 962,575 8-15-12 312,494 312,494 1,275,069 13,650,000 2-15-13 665,000 5.250% 312,494 977,494 8-15-13 295,038 295,038 1,272,531 12,985,000 2-15-14 705,000 4.375% 295,038 1,000,038 8-15-14 279,616 279,616 1,279,653 12,280,000 2-15-15 745,000 4.375% 279,616 1,024,616 8-15-15 263,319 263,319 1,287,934 11,535,000 2-15-16 785,000 4.375% 263,319 1,048,319 8-15-16 246,147 246,147 1,294,466 10,750,000 2-15-17 830,000 4.375% 246,147 1,076,147 8-15-17 227,991 227,991 1,304,138 9,920,000 2-15-18 875,000 4.500% 227,991 1,102,991 8-15-18 208,303 208,303 1,311,294 9,045,000 2-15-19 925,000 4.500% 208,303 1,133,303 8-15-19 187,491 187,491 1,320,794 8,120,000 2-15-20 975,000 4.500% 187,491 1,162,491 8-15-20 165,553 165,553 1,328,044 7,145,000 2-15-21 1,035,000 4.500% 165,553 1,200,553 8-15-21 142,266 142,266 1,342,819 6,110,000 2-15-22 1,090,000 4.500% 142,266 1,232,266 8-15-22 117,741 117,741 1,350,006 5,020,000 2-15-23 1,155,000 4.625% 117,741 1,272,741 8-15-23 91,031 91,031 1,363,772 3,865,000 2-15-24 1,220,000 4.625% 91,031 1,311,031 8-15-24 62,819 62,819 1,373,850 2,645,000 2-15-25 1,285,000 4.750% 62,819 1,347,819 8-15-25 32,300 32,300 1,380,119 1,360,000 2-15-26 1,360,000 4.750% 32,300 1,392,300 1,392,300 0 Total Interest: 9,437,445 H-33 Debt Service Schedules DEBT SERVICE SCHEDULE OF REQUIREMENTS U.R.B. SERIES 2007 PRINCIPAL - $18,665,000 Water Projects $10,750,000; Electric $2,500,000; WW $5,300,000; issuance costs: $115,000 DATE PRINCIPAL AMOUNT INTEREST RATE INTEREST AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR PRINCIPAL AMOUNT OUTSTANDING 18,665,000 2-15-10 600,000 5.75% 409,095 1,009,095 8-15-10 391,845 391,845 1,400,940 16,920,000 2-15-11 635,000 5.75% 391,845 1,026,845 8-15-11 373,589 373,589 1,400,434 16,285,000 2-15-12 665,000 5.75% 373,589 1,038,589 8-15-12 354,470 354,470 1,393,059 15,620,000 2-15-13 705,000 5.00% 354,470 1,059,470 8-15-13 336,845 336,845 1,396,315 14,915,000 2-15-14 740,000 5.75% 336,845 1,076,845 8-15-14 315,570 315,570 1,392,415 14,175,000 2-15-15 780,000 5.75% 315,570 1,095,570 8-15-15 293,145 293,145 1,388,715 13,395,000 2-15-16 825,000 4.00% 293,145 1,118,145 8-15-16 276,645 276,645 1,394,790 12,570,000 2-15-17 865,000 4.10% 276,645 1,141,645 8-15-17 258,913 258,913 1,400,558 11,705,000 2-15-18 915,000 4.20% 258,913 1,173,913 8-15-18 239,698 239,698 1,413,610 10,790,000 2-15-19 965,000 4.30% 239,698 1,204,698 8-15-19 218,950 218,950 1,423,648 9,825,000 2-15-20 1,015,000 4.30% 218,950 1,233,950 8-15-20 197,128 197,128 1,431,078 8,810,000 2-15-21 1,070,000 4.40% 197,128 1,267,128 8-15-21 173,588 173,588 1,440,715 7,740,000 2-15-22 1,125,000 4.40% 173,588 1,298,588 8-15-22 148,838 148,838 1,447,425 6,615,000 2-15-23 1,190,000 4.50% 148,838 1,338,838 8-15-23 122,063 122,063 1,460,900 5,425,000 2-15-24 1,250,000 4.50% 122,063 1,372,063 8-15-24 93,938 93,938 1,466,000 4,175,000 2-15-25 1,320,000 4.50% 93,938 1,413,938 8-15-25 64,238 64,238 1,478,175 2,855,000 2-15-26 1,390,000 4.50% 64,238 1,454,238 8-15-26 32,963 32,963 1,487,200 1,465,000 2-15-27 1,465,000 4.50% 32,963 1,497,963 1,497,963 0 Interest 9,822,342 H-34 Debt Service Schedules General and Administrative Transfers The General and Administrative (G&A) transfers are used to reflect the cost of two types of activities, reimbursed administration costs and cost recovery. 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 Tax Fund through the General and Administrative transfer. The following page includes the schedule for the General and Administrative transfers for FY10. Most of the transfers come into the General Fund from other operating funds receiving General Fund services. Approximately $6.3 million is approved to be allocated to the General Fund from various other funds. This includes $1,114,376 for drainage operations and maintenance activities from the Drainage Utility Fund. Also included is $99,216 for Community Development and $75,608 for parks related projects funded out of the Hotel Tax Fund. Approximately $2 million is approved to be allocated to the Utility Customer Service Fund from the five utility funds. Funds are also transferred from the Water and Wastewater Funds to the Electric Fund for administrative services provided by the Electric Fund. I-1 General and Administrative Transfers 11/19/2009 13:49 FY09 FY10 FY10 FY10 Approved Base Approved Approved Budget Budget SLAs Budget To General Fund: Community Development 103,026$ 99,216$ -$ 99,216$ Red Light Camera Fund - 40,207 - 40,207 Parks Xtra Education 10,281 15,661 - 15,661 Hotel Tax 218,036 175,374 - 175,374 Wolf Pen Creek 287,790 75,608 - 75,608 Drainage Operations 1,382,462 1,114,376 - 1,114,376 Electric 1,050,178 1,085,243 - 1,085,243 Water 706,217 747,498 - 747,498 Wastewater 524,867 533,904 - 533,904 Sanitation 385,647 383,269 - 383,269 BVSWMA 361,067 269,838 - 260,370 Parking Enterprise 88,970 103,067 - 103,067 Police Seizure Fund 501 796 - 796 Court Technology Fund 3,747 - - - Efficiency Time Payment Fund 9,700 9,685 - 9,685 Insurance Funds Employee Benefits 40,000 40,000 - 40,000 Fleet 969 - - - Communications 2,492 - - - General Capital Projects Street Projects 424,682 415,624 - 415,624 Parks Projects 74,211 65,665 - 65,665 General Government 96,427 91,147 - 91,147 Parks Escrow Projects 10,120 14,388 - 14,388 Project Management 600,411 652,796 - 652,796 Utility Capital Projects Electric Projects 28,128 26,210 - 26,210 Water Projects 83,757 80,487 - 80,487 Wastewater Projects 82,227 77,890 - 77,890 Drainage 211,410 214,117 - 214,117 General Fund Total 6,787,322$ 6,332,066$ -$ 6,322,598$ To Community Development: General Fund 8,416$ -$ -$ -$ Community Development Total 8,416$ -$ -$ -$ General Fund Net 6,778,906$ 6,332,066$ -$ 6,322,598$ To Utility Customer Service: Electric 989,336$ 1,026,527$ -$ 1,026,527$ Water 649,893 675,012 - 675,012 Wastewater 141,245 152,156 - 152,156 Drainage 70,622 76,078 - 76,078 Sanitation 141,245 152,156 - 152,156 Utility Customer Service 1,992,341$ 2,081,928$ -$ 2,081,928$ To Electric Fund: Water 288,177$ 313,413$ -$ 313,413$ Wastewater 268,959 292,495 - 292,495 Electric Fund Total 557,136$ 605,908$ -$ 605,908$ Total All Funds 9,345,215$ 9,019,901$ -$ 9,010,433$ FY10 Approved General and Administrative Transfer Worksheet I-2 General and Administrative Transfers Outside Agency Funding The City funds a number of outside agencies each fiscal year that provide services for the citizens of College Station. The amount of funding received by each agency depends on Council direction and the availability of funds. Agencies have been funded from various funds, including: General Fund, Community Development Fund, Hotel Tax Fund, Economic Development Fund and Sanitation Fund. City Council approved a resolution adopting a new Outside Agency Funding Policy in February 2007. This policy established four categories of Outside Agencies: Contract Partners, Department Budget Agencies, non-CDBG eligible Agencies, and CDBG eligible Agencies. Contract Partners are agencies that have been identified based on their economic impact and the community services provided to the City. The Contract Partner agencies are: the Convention and Visitors Bureau (CVB), The Research Valley Partnership (RVP), and the Arts Council of Brazos Valley (ACBV). Department Budget Agencies are Agencies whose work directly supports the goals of a City Department. The Department Budget Agencies are: The George Bush Presidential Library and Museum, College Station Noon Lions Club, Brazos Valley Veterans Memorial, and Keep Brazos Beautiful. During the preparation of the FY09 budget, agencies that were not eligible for CDBG funding went through an application process. These applications were reviewed by the Outside Agency Funding Review Committee (OAFRC) and the Committee’s recommendations were presented to Council for consideration. As of FY10, the City will is not funding any new non-CDBG elegible agencies. However, the FY10 budget does include funding for agencies recommended by the OAFRC in FY09 through a phase-out funding mechanism of 50% of the original recommended amount for the second year of funding and 25% of the recommended amount for the third and final year of funding. Community Development Block Grant (CDBG) eligible agencies go through a selection process through the Joint Relief Funding Review Committee (JRFRC). This committee is made up of members from College Station and Bryan. The JRFRC reviews all requests for CDBG Funds available for public agencies and makes recommendations to both cities on which agencies should receive funding. A total of $169,413 is approved for CDBG eligible organizations listed on the following page. Outside Agency funding is approved in FY10 for four agency requests that were recommended by the OAFRC in FY09 from the General Fund in the amount of $17,383. A comprehensive list of these agencies and their respective funding amounts is listed on the following page. The RVP is an organization established to promote economic development in the area and is funded by the Cities of College Station and Bryan, and Brazos County. Funding for the RVP in the amount of $300,000 is approved for FY10. Historically, most of this money is for operations and maintenance and is funded from the General Fund. The FY10 operations and maintenance funding will be from the General Fund. $10,000 is approved for agency funding from the General Fund for the Noon Lions Club. This $10,000 will be provided to the Noon Lions Club for the purpose of purchasing fireworks for the annual community 4th of July celebration. Outside Agency funding from the Hotel Tax Fund is approved in the amount of $1,456,000. This includes $1,107,000 in funding for the Convention and Visitors Bureau (CVB). The FY10 Budget includes $50,000 in funding for the George Bush Presidential Library and Museum, $181,000 for the Arts Council of Brazos Valley Affiliates, $108,000 for Arts Council operations and maintenance and $10,000 for the Brazos Valley Veterans Memorial. Keep Brazos Beautiful funding is approved for $60,240 from the Sanitation Fund. This funding includes $33,240 for operations and maintenance and $27,000 for beautification grants and sponsorships. The rationale for this funding to come from the Sanitation Fund is because Keep Brazos Beautiful promotes litter abatement and beautification programs throughout the Brazos Valley, thus supporting one of the Sanitation Department’s objectives. Other funding in the form of Interlocal Agreements is also included on the following list. The City of College Station has agreements with the Brazos Animal Shelter, Brazos County Appraisal District, and the Brazos County Health District. J-1 Outside Agency Funding FY08 FY09 FY10 TOTAL TOTAL TOTAL APPROVED APPROVED APPROVED GENERAL FUND RSVP 12,000$ -$ -$ DISPUTE RESOLUTION CENTER - 10,000 ** 5,000 ** RESEARCH VALLEY PARTNERSHIP 243,287 293,287 300,000 TAMU HORTICULTURE GARDENS 5,000 - - TEXAS COOPERATIVE WILDLIFE COLLECTION - 4,766 ** 2,383 ** ARTS COUNCIL OPERATIONS AND MAINTENANCE 140,000 100,000 100,000 CHILDREN'S MUSEUM OF THE BRAZOS VALLEY 30,000 15,000 ** 7,500 ** NOON LIONS CLUB - 4TH OF JULY 10,000 10,000 10,000 SISTER CITIES 5,000 5,000 ** 2,500 ** 445,287$ 438,053$ 427,383$ HOTEL TAX FUND ARTS COUNCIL OPERATIONS AND MAINTENANCE 100,000$ 140,000$ 108,000$ ARTS COUNCIL AFFILIATE FUNDING 200,000 200,000 181,000 CONVENTION AND VISITORS BUREAU (CVB)1,060,000 1,160,000 1,107,000 BUSH PRESIDENTIAL LIBRARY FOUNDATION 100,000 100,000 50,000 NORTHGATE DISTRICT ASSOCIATION 25,000 - - VETERANS MEMORIAL - 100,000 10,000 1,485,000$ 1,700,000$ 1,456,000$ SANITATION FUND KEEP BRAZOS BEAUTIFUL 60,240$ 60,240$ 60,240$ 60,240$ 60,240$ 60,240$ BVSWMA FUND UNITED WAY OF BRAZOS VALLEY BUILDING GRANT 50,000$ -$ -$ 50,000$ -$ -$ ECONOMIC DEVELOPMENT FUND RESEARCH VALLEY PARTNERSHIP 50,000$ -$ -$ 50,000$ -$ -$ COMMUNITY DEVELOPMENT BIG BROTHERS BIG SISTERS OF CENTRAL TEXAS 15,500$ 12,695$ 12,000$ BRAZOS FOOD BANK - 22,236 - BRAZOS VALLEY REHABILITATION CENTER 25,000 14,500 14,000 BRAZOS MATERNAL & CHILD HEALTH CLINIC 28,000 - 22,000 CITY OF COLLEGE STATION DEPARTMENT PROGRAMS - 38,082 34,800 HEALTH FOR ALL - - 17,220 JUNCTION FIVE-O-FIVE - 22,195 - MHMR AUTHORITY OF BRAZOS VALLEY - 16,000 2,773 RAPE CRISIS CENTER 15,000 - 18,500 SCOTTY'S HOUSE 21,907 - 17,224 TCM - THE BRIDGE 26,883 16,169 30,896 VOICES FOR CHILDREN - 23,735 - 132,290$ 165,612$ 169,413$ INTERLOCAL AGREEMENTS BRAZOS ANIMAL SHELTER 65,334$ 71,214$ 71,214$ BRAZOS COUNTY APPRAISAL DISTRICT 216,641 254,301 237,091 * BRAZOS CO. HEALTH DISTRICT 211,255 340,885 351,500 493,230$ 666,400$ 659,805$ TOTAL AGENCY FUNDING 2,716,047$ 3,030,305$ 2,772,841$ * estimate from BCAD ** Recommendations from FY09 Outside Agency Funding Review Committee (OAFRC) City of College Station FY10 Approved Outside Agency Funding J-2 Outside Agency Funding Glossary of Terms CAFR: Comprehensive Annual Financial Report CDBG: Community Development Block Grant CIP: Capital Improvement Program CO: Certificates of Obligation FTE: Full-time equivalent FY: Fiscal Year GAAP: Generally Accepted Accounting Principles GFOA: Government Finance Officers Association of the United States and Canada. GIS: Geographical Information System GASB: Governmental Accounting Standards Board GOB: General Obligation Bonds AARA: American Recovery and Reinvestment Act of 2009 SLA: Service Level Adjustment O&M: Operations and Maintenance A Account: A separate financial reporting unit for budgeting, management, or accounting purposes. Accrual Basis of Accounting: A method of accounting in which revenues are recorded when measurable and earned, and expenses are recognized when a good or service is used. Activity Center: The lowest level at which costs for operations are maintained. Ad Valorem Tax: A tax based on the value of property. Appropriation: A legal authorization granted by the Council to make or incur expenditures/expenses for specific purposes. Audit: An examination, usually by an official or private accounting firm retained by the council, which reports on the accuracy of the annual financial report prepared by the accounting department. B Base Budget: A budget process in which departments are provided with a maximum level for their annual budget requests. The budget office requires separate justification for proposed spending levels that exceed the target which are submitted as Service Level Adjustments (SLAs). Bond: A promise to repay borrowed money on a particular date, often ten or twenty years into the future, generally to obtain long-term financing for capital projects. Budget: A plan, approved by the Council, of financial operation embodying an estimate of proposed expenditures/expenses for the fiscal year and the proposed means of funding these expenditure estimates. Budget Amendment: A revision of the adopted budget that, when approved by the council, replaces the original budget appropriation. Budget Calendar: A timetable showing when particular tasks must be completed in order for the council to approve the spending plan before the beginning of the next fiscal year. Budgetary Control: The control or management of a government or enterprise in accordance with an approved budget to keep expenditures within the limitations of available appropriations and available revenues. Brazos Valley Solid Waste Management Agency (BVSWMA): 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. K-1 Glossary C Capital Budget: A spending plan for improvements to or acquisition of land, facilities, and infrastructure. Capital Improvement Program (CIP): A multi-year program of projects that addresses repair and replacement of existing infrastructure, as well as development of new facilities to accommodate future growth. Capital/Major Project Expenditure/Expense: An expenditure/expense that results in the acquisition or addition of a fixed asset or the improvement to an existing fixed asset. Major capital expenditures are more than $50,000 and provide a fixed asset or equipment that has a useful life of three years or more. Minor capital expenditures are more than $5,000 and less than $50,000 and provide a fixed asset or equipment that has a useful life of three years or more. Capital Outlay: A disbursement of money which results in the acquisition or addition to fixed assets. Capital Projects Funds: Funds used to account for and report financial resources that are restricted, committed, or assigned to expenditure for capital outlays including the acquisition or construction of capital facilities and other capital assets. Cash Basis: Method of accounting and budgeting that recognizes revenues when received and expenditures when paid. Certificate of Obligation (CO): Long-term debt that is authorized by the City Council and does not require prior voter approval. 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 City Council who is responsible for the administration of City affairs. Comprehensive Annual Financial Report (CAFR): The published results of the City’s annual audit. Competitive bidding process: The process following Until August 31, 2007, 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. Effective September 1, 2007, the statutory limit increased to $50,000. Contingency: A budgeted appropriation within a fund for unanticipated expenditure requirements. Contract Obligation Bonds: Long-term debt that places the assets purchased or constructed as a part of the security for the issue. Current Expense: An obligation as a result of an incurred expenditure/expense due for payment within a twelve (12) month period. Current Revenue: The revenues or resources of a City convertible to cash within a twelve (12) month period. D Debt Service: The annual amount of money necessary to pay the interest and principal (or sinking fund contribution) on outstanding debt. Deficit: The excess of expenditures over revenues during an accounting period. 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. Efficiency Measure: This is a ratio of inputs to outputs. For example: cost per inspection, calls for service per officer. K-2 Glossary 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: A twelve month reporting period, for the City of College Station, the fiscal year is from October 1st through the following September 30th. Fixed Assets: Asset of a long-term nature which is intended to continue to be held or used, such as land, building, improvements other than buildings, machinery, and equipment. Full Time Equivalent: A position that is equivalent to a full-time 40 hour work week. This is the method by which full-time, part-time, and temporary/seasonal employees are accounted for. Fund: An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves, and equities which are segregated for the purpose of carrying on specific activities or attaining certain objectives. Fund Balance (Equity): The excess of fund assets over liabilities. Accumulated balances are the result of continual excess of revenues over expenditures/expenses. A negative fund balance is a deficit balance. G General and Administrative Costs: 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 (GO) Bonds: Bonds for whose payment the full faith and credit of the City has been pledged. Governmental Accounting Standards Board (GASB): The authoritative accounting and financial reporting standard- setting body of government agencies. Governmental Funds: Funds that are maintained on a modified accrual basis with an emphasis on when cash is expended or obligated and revenues are recorded when measurable and available. Grant: A payment of money from one governmental unit to another or from a governmental unit to a not-for-profit agency for a specific program or purpose. I Interfund Borrowing: A transfer of money from a fund that has a surplus to a fund that has a temporary revenue shortfall. Interfund Transfer: The transfer of money from one fund to another in a governmental unit. 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. K-3 Glossary Implementation Plan: The specific actions that will be taken to implement a strategy within the City’s strategic plan. Investments: Securities held for the production of income, generally in the form of interest. 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 of Accounting: The basis of accounting in which revenues are recognized when they become measurable and available to finance expenditures of the current period. Expenditures are recognized when the goods or services are received. N Net 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 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. Public Hearing: An open meeting regarding proposed operating or capital budget allocations, which provides the citizens with an opportunity to voice their views on the merits of the proposals. R Reserves: An account used to designate a portion of the fund balance (equity) as legally segregated for a specific future use. 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. K-4 Glossary 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. Special Revenue Fund: A fund used to account for revenues legally earmarked for a specific purpose used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditure for specific purposes other than debt service or capital projects. 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 the Brazos County Appraisal District, within the City's corporate limits. Transfers: A legally authorized funding transfer between funds in which one fund is responsible for the initial receipt and the other fund is responsible for the actual disbursement. 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. W Working Capital: Current Assets – Current Liabilities = Working Capital. K-5 Glossary