HomeMy WebLinkAboutFY 2016-2017 -- Approved Annual BudgetAPPROVED ANNUALBUDGET
20162017
City of College Station, Texas
Approved Budget for Fiscal Year 2017
October 1, 2016 to September 30, 2017
Principal City Officials, October 2016
Elected Officials
Mayor ................................................................................................................................................................... Nancy Berry
City Council Place 1 ............................................................................................................................................ Blanche Brick
City Council Place 2 ............................................................................................................................................ Steve Aldrich
City Council Place 3 ............................................................................................................................................. Karl Mooney
City Council Place 4/Mayor Pro Tem................................................................................................................... John Nichols
City Council Place 5 .............................................................................................................................................. Julie Schultz
City Council Place 6 ......................................................................................................................................... James Benham
City Administration
City Manager ...................................................................................................................................................... Kelly Templin
Deputy City Manager ........................................................................................................................................ Chuck Gilman
Assistant City Manager ........................................................................................................................................ Jeff Kersten
Assistant City Manager ........................................................................................................................................... Jeff Capps
Director of Planning and Development Services ............................................................................................... Lance Simms
Director of Finance ................................................................................................................................... Mary Ellen Leonard
Director of Public Communications .......................................................................................................................... Jay Socol
Director of Water Services Department ......................................................................................................... David Coleman
Director of Electric Utility ................................................................................................................................ Timothy Crabb
Chief of Police ................................................................................................................................................ Scott McCollum
Interim Fire Chief .......................................................................................................................................... Joe Don Warren
Director of Public Works ................................................................................................................................ Donald Harmon
Director of Parks and Recreation ...................................................................................................................... David Schmitz
Director of Information Technology ...................................................................................................................... Ben Roper
Director of Human Resources .............................................................................................................................. Alison Pond
Director of Community Services .......................................................................................................................... Debbie Eller
Director of Economic Development ..................................................................................................................... Natalie Ruiz
City Attorney ................................................................................................................................................... Carla Robinson
City Secretary .............................................................................................................................................. Sherry Mashburn
Internal Auditor ......................................................................................................................................................... Ty Elliott
Source: Public Communications Office 2016
Community Profile
City of College Station
Home of Texas A&M University
Nationally recognized
Ranked No. 3 on Kiplinger magazine’s list of 10
Great Places to Live, College Station has been
recognized as one of the nation’s top 10 places for
business, jobs, families and retirees. In addition,
the city has been named America’s No. 1 college
town and was a finalist for the nation’s friendliest.
With a population of more than 109,000, it ranks
among the 15 fastest-growing metros in the
country. In addition, College Station boasts one of
the lowest property tax rates in Texas.
College Station is home to Texas A&M University,
one of the country’s five largest public universities.
The Aggies are members of the powerful
Southeastern Conference, making big-time college
sports a major local attraction. A&M’s international
influence supplies a healthy diversity of race,
culture, and nationality that reflects much of the
vibrancy, tradition and spirit that make the
community a special place.
College Station is located in the heart of central Texas within a
three-hour drive of five of the nation’s 20 largest cities. A
network of well-maintained highways and a regional airport
served by major airlines provides convenient access from just
about anywhere. College Station is the only city in the country
with nationally accredited departments -- parks, public works,
water, fire, police and public safety communications.
Source: Public Communications Office 2016
Safe and family-friendly
College Station is among the safest and most family-friendly places in Texas, consistently maintaining
one of the state’s lowest crime rates. Kiplinger’s has also ranked College Station among the nation’s 10
best places to raise a family. The College Station Independent School District is rated among the state’s
best and has produced more than 100 national merit semifinalists in the last decade.
The George Bush Presidential Library and
Museum is one of the region's most popular
tourist attractions with more than 125,000
annual visitors. Former President George H. W.
Bush and Barbara make College Station their
second home and are often seen around town.
Abundant recreation
College Station’s 55 public parks cover more
than 1,377 acres, with many providing
amenities such as tennis and basketball
courts, swimming pools, dog parks,
playgrounds, picnic pavilions, walking/jogging
and nature trails, a competition-quality skate park, and a large outdoor amphitheater and festival site.
The city offers a variety of adult and youth recreational programs such as softball, basketball, volleyball
and kickball leagues, summer swim lessons, and a competitive swim team, just to name a few.
Thriving economy
In 2015, College Station ranked No. 2 nationally
on Forbes magazine’s list of the Best Small
Places for Business and Careers. The city has
worked closely with Texas A&M and the City of
Bryan to develop the Biocorridor, a high-tech
research area that will spark the area’s
economic growth for years to come.
In 2013, pharmaceutical giant GlaxoSmithKline
announced plans for a $91 million influenza
vaccine manufacturing facility that will anchor the
Center for Innovation in Advanced Development and Manufacturing. In the next 25 years, the center is
expected to create about 7,000 jobs across Texas. In May 2016, the area’s unemployment rate stood at
3.3 percent, which ranks among the lowest in Texas and nationally.
George Bush Presidential Library and Museum
on the campus of Texas A&M University.
The 2015 Brazos Valley Senior Games
attracted more than 400 participants.
Information accurate as of June, 2016
College Station History
In 2013, College Station celebrated the 75th anniversary of its
incorporation as a city. The community’s origins go back to the
founding of Texas A&M College, which opened in 1876 as Texas'
first state institution of higher education.
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 as 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, and 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 the 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 Oct. 19, 1938, to
incorporate. The first city council meeting
was held on Feb. 25, 1939, in the
Administration Building on the A&M
campus.
The city council adopted 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. In fact,
College Station was the first general law city in the State of Texas to employ a city manager. When
College Station's population exceeded 5,000 in 1952, College Station voters approved a home rule
charter that provided for the council-manager form of government.
The first College Station City Council in 1938.
TABLE OF CONTENTS
Coversheet - Statement Required by Texas House Bill 3195 ...................................................................... i
Transmittal Letter ........................................................................................................................................... iii
Executive Summary
Executive Summary ............................................................................................................................ 1
Budget Overview ............................................................................................................................... 17
Fiscal Year Comparison Summary ................................................................................................... 42
Graph of Net Budget ......................................................................................................................... 43
Combined Summary of Revenues & Expenditures .......................................................................... 44
All Funds Operations & Maintenance Summary ............................................................................... 46
Analysis of Tax Rate ......................................................................................................................... 47
Analysis of Property Valuations ........................................................................................................ 48
City Organization Chart ..................................................................................................................... 49
Strategic Planning and Budget Process ........................................................................................... 50
Governmental Funds
General Fund .................................................................................................................................... 51
Police Department................................................................................................................ 56
Fire Department ................................................................................................................... 62
Public Works ........................................................................................................................ 68
Parks and Recreation........................................................................................................... 72
Library……. .......................................................................................................................... 80
Planning and Development Services ................................................................................... 82
Information Technology ....................................................................................................... 86
Fiscal Services ..................................................................................................................... 90
General Government............................................................................................................ 94
Debt Service Fund .......................................................................................................................... 112
Economic Development Fund ......................................................................................................... 118
Efficiency Time Payment Fee Fund ................................................................................................ 120
Governmental Capital Improvement Projects ................................................................................. 121
Streets Projects Fund......................................................................................................... 128
Parks and Recreation Projects Fund ................................................................................. 132
Gen’l Gov’t (Facilities & Technology) Projects Fund ......................................................... 134
Estimated Operations and Maintenance Costs ................................................................. 136
Enterprise Funds
Utility Funds .................................................................................................................................... 137
Electric Utility ................................................................................................................................... 142
Water Services Department ............................................................................................................ 148
Water Fund ........................................................................................................................ 149
Wastewater Fund ............................................................................................................... 152
Sanitation Fund ............................................................................................................................... 159
TABLE OF CONTENTS
Northgate Parking Fund .................................................................................................................. 162
Utility Capital Improvement Projects ............................................................................................... 167
Electric Projects ................................................................................................................. 172
Water Projects .................................................................................................................... 174
Wastewater Projects .......................................................................................................... 178
Estimated Operations and Maintenance Costs ................................................................. 182
Special Revenue Services
Hotel Tax Fund .............................................................................................................................. 183
Community Development Fund ...................................................................................................... 186
CDBG Local Account Fund ............................................................................................................. 189
Roadway Maintenance Fee Fund ................................................................................................... 190
Wolf Pen Creek TIF Fund ............................................................................................................... 191
West Medical District TIRZ No. 18 Fund ......................................................................................... 192
East Medical District TIRZ No. 19 Fund .......................................................................................... 193
Municipal Court Fee Funds ............................................................................................................. 194
Court Technology Fee Fund .............................................................................................. 196
Court Security Fee Fund .................................................................................................... 197
Juvenile Case Manager Fee Fund ..................................................................................... 199
Truancy Prevention Fee Fund ........................................................................................... 201
Police Seizure Fund ........................................................................................................................ 202
Memorial Cemetery Fund................................................................................................................ 203
Memorial Cemetery Endowment Fund ........................................................................................... 205
Texas Avenue Cemetery Endowment Fund ................................................................................... 206
Public, Educational and Governmental (PEG) Access Channel Fee Fund .................................... 207
R. E. Meyer Estate Restricted Gift Fund ......................................................................................... 208
Special Revenue Capital Improvement Projects ............................................................................ 209
Park Land Dedication Funds .............................................................................................. 212
Drainage Fund ................................................................................................................... 214
Sidewalk Zone Funds......................................................................................................... 217
Estimated Operations and Maintenance Costs ................................................................. 218
Internal Service Funds
Insurance Funds ............................................................................................................................. 219
Property & Casualty Fund .................................................................................................. 220
Employee Benefits Fund .................................................................................................... 222
Workers’ Compensation Fund ........................................................................................... 224
Unemployment Compensation Fund ................................................................................. 226
Equipment Replacement Fund ....................................................................................................... 228
Fleet Maintenance Fund ................................................................................................................. 233
Utility Customer Service Fund ........................................................................................................ 237
TABLE OF CONTENTS
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 Fund Transfers and Other (Sources) Uses ......................................................................... I-1
Outside Agency Funding .................................................................................................................. J-1
Glossary ........................................................................................................................................... K-1
City of College Station
Fiscal Year 2016-2017
Budget Cover Page
This budget will raise more revenue from property taxes than last year's
budget by an amount of $4,507,782, which is a 15.10 percent increase from
last year's budget. The property tax revenue to be raised from new property
added to the tax roll this year is $1,418,450.
The members of the governing body voted on the proposal to consider the budget as
follows:
FOR: Mayor Nancy Berry Council Member John Nichols
Council Member Blanche Brick Council Member Karl Mooney
Council Member Steve Aldrich Council Member Julie Schultz
AGAINST: Council Member James Benham
PRESENT and not voting:
ABSENT:
Property Tax Rate Comparison 2016-2017 2015-2016
Property Tax Rate: $0.472500/100 $0.452500/100
Effective Tax Rate: $0.424282/100 $0.434851/100
Effective Maintenance & Operations Tax Rate: $0.248291/100 $0.252692/100
Rollback Tax Rate: $0.472820/100 $0.476121/100
Debt Rate: $0.195339/100 $0.193052/100
Total debt obligation for City of College Station secured by property taxes:
$32,320,840
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October 1, 2016
Honorable Mayor and City Council:
Introduction
I am pleased to present the Fiscal Year 2016 – 2017 Approved Budget for the City of College Station.
The budget sets the strategic policy direction for the City and provides the funding to implement that
direction for the year.
Growth and the consequences of growth continue to be the dominant theme in the budget this year. The
budget continues to be a roadmap for addressing growth and infrastructure demands of the City into the
future. In February of this year the City Council held a planning retreat and identified key areas of focus.
This approved budget is designed to address issues associated with growth and those priorities set by
the City Council.
Earlier this year the City also conducted a citizen survey to gauge satisfaction with city services.
Participants were asked to rate various city services, quality of life issues and community characteristics.
They were also asked to rank their priorities. Overall the survey results were positive. Not surprisingly,
the citizens’ biggest priority and concern is traffic congestion, followed by street and road maintenance.
The top desired community trait was “ease of car travel around town”. This is another indicator of the
impact of growth on the community.
Key factors influencing this budget
•Growth in service demands in areas including Public Safety and Streets/Transportation.
•Demand for new infrastructure to meet growth pressures.
•Maintenance of existing infrastructure.
•Continued residential (single-family and multi-family) and commercial development throughout
the city.
•Tourism and visitor growth to the community.
•Commitment to attracting and retaining a well-qualified, highly regarded workforce.
•Commitment to Economic Development efforts in College Station.
Addressing Growth
•Providing additional Police, Fire and Emergency Medical Services for citizens and visitors.
o To include construction of a new Police Station and implementation of the 2nd ladder
truck.
•Maintaining existing infrastructure including the streets and traffic management systems, electric,
water and wastewater utility systems, parks and recreation facilities, and other city facilities.
•Adding and expanding capital infrastructure including streets, electric, water and wastewater
utility systems, parks and recreation facilities, and other city facilities to meet service demands.
•Attracting and retaining a well-qualified workforce to provide excellent service to a thriving
community.
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As the City continues to grow, we must respond to growth in a sustainable and significant way if we want
to avoid the pitfalls that unaddressed growth can bring to a community. We must of course be prudent
with available resources to maxim ize the services provided by the City.
Budget Summary
The Fiscal Year 2016 – 2017 approved net budget for the City of College Station totals $340,995,688 for
all funds. Of this amount, $232,804,700 is included for the operations and maintenance budget, and
$108,190,988 is included for the capital budget. The Budget was prepared using policy parameters
provided by the City Council through its Strategic Plan, Fiscal and Budgetary Policies, and previous policy
direction from the City Council.
The following are the City Council strategic initiatives that provide direction in budget preparation:
•Good Governance
•Financial Sustainability
•Core Services & Infrastructure
•Neighborhood Integrity
•Diverse & Growing Economy
•Improving Mobility
•Sustainable City
Economic Conditions
Economic conditions remain mostly positive in College Station. Property values have continued to
increase, with new construction continuing at a strong pace. Growth continues in College Station. In the
northern part of the City, development and redevelopment continues along the University Drive Corridor
with the construction of mixed use developments including Century Square. This development along
University Drive is underway and is expected to include hotels, office, living and retail space, as well as
restaurants. On the other side of Texas Avenue the new Embassy Suites hotel is under construction and
will add significant property value to the tax base. There also continues to be activity in the Bio-Corridor.
Multi-family construction continues to take place around the city as well. Sales tax revenues continue to
grow, though at a slower pace than in recent years.
Plans for development continue in the Medical District in the southern part of the City east of Highway 6
and south of Rock Prairie Road. Retail development continues, especially in the Tower Point and
CapRock developments in the southern part of the City with new restaurants and other businesses
opening and others under construction to serve the ever growing residential populations in the southern
part of the City. The tourism and hospitality industry continues to develop with hotel rooms under
construction in College Station. Veterans Park and other athletic facilities continue to be utilized for a
variety of events including the 7 on 7 football tournament. Some 138 athletic and special events have or
will be held in College Station this year. These include the US Club Soccer Cup in May, the TAAF Track
& Field Regional in July, and the ASA/USA 16U Softball National Championship in August.
Texas A&M University continues to see significant growth and development. Enrollment continues to
increase at Texas A&M University. Construction of new buildings and facilities on campus continues to
accommodate this growth. The Texas A&M University System recently announced plans to invest $150
million to create a new research and development campus, to be known as the RELLIS Campus, to help
companies move ideas from the laboratory to the marketplace while also offering a new path toward a
college degree.
While all of this news is positive, the pace of growth strains city services, such as public safety, the
transportation system, the utility services and other core services. In particular, unless measures are
taken to address it, the stress on utilities could impact the ability to accommodate future growth in the
coming years.
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Tax Rate
The total net taxable certified value of property in the City of College Station for 2016 is $7,990,467,263.
This is an increase of 11.89% over last year. The increase in value is due in part to new property values
from new construction and development of $283,708,667 added to the tax rolls. Existing property values
increased by 7.92% over 2015.
Based on the final property value numbers received – the effective tax rate for FY17 is calculated to be
42.4282 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 47.2820 cents. The rollback tax rate is the highest rate that
can be adopted before citizens can initiate a petition to lower the tax rate to the rollback rate.
The FY17 Approved Budget includes a tax rate of 47.25 cents per $100 assessed valuation. The
approved operations and maintenance portion of the tax rate is 27.7161 cents. This will provide the
necessary property tax revenue needed to support the approved General Fund budget. The debt service
portion of the tax rate is 19.5339 cents, which is the rate necessary to meet the tax supported debt
obligations of the City.
The following chart shows the two components of the tax rate and compares last year’s tax rate to this
year’s approved tax rate.
Approved
FY16 Change FY17
Debt Service Fund 19.3052 0.2280 19.5339
General Fund 25.9448 1.7720 27.7161
45.2500 2.0000 47.2500
Each cent on the tax rate will generate approximately $735,000 in additional property tax revenue.
Changes from Proposed to Approved
During Budget Workshops, direction was given by City Council to add additional budget for a second City
Gateway Sign in the FY17 Approved Budget. The budget for the first sign is currently included in the
Facilities and Technology Capital Improvement Projects (CIP) Fund. This item will add an additional
$175,000 to the Facilities and Technology CIP Fund for the second sign. This increase is anticipated to
be funded through Certificates of Obligation.
Other changes were also proposed by staff and incorporated into the FY17 Approved Budget. Two of
these proposals were for the proposed creation of the Roadway Maintenance Fund and the CDBG Local
Account Fund. The Roadway Maintenance Fund is a Special Revenue Fund established to handle
financial activity related to the approved Roadway Maintenance Fee. The CDBG Local Fund is also a
Special Revenue Fund created to handle the repayment of funds drawn from HUD for the purchase of
property on Holleman Drive.
There were also two changes to the Fiscal and Budgetary Policy related to the costs of street lights in the
Electric Fund and the Information Technology Department’s technology replacement policy.
Direction was also provided to include two changes to the FY17 Budget Ordinance and Attachment A
related to increasing the City Manager’s spending authority from $50,000 to $100,000.
Service Level Increases
Increased growth puts demands on resources and results in the need for service level increases. Below is
a summary of some of the key service level increases included in the approved budget.
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Public Safety - Police Department
Additional resources are included in the Police Department budget to keep up with growth in the
community. The budget includes seven new positions and associated equipment:
•Five Police Officers – Additional resources to address calls for service
•One Police Assistant – Criminal Investigations
•One Digital Evidence Technician – Information Services
These positions will allow the department to address the public safety needs of an ever growing
community. A portion of the approved tax rate increase will be used to pay for these additions.
Public Safety - Fire Department
The approved budget includes five firefighter positions to complete the staffing of a second ladder
truck for the City. Last year, six positions were added that are partially funded through the
Assistance to Firefighters Grant, which was awarded to the City in August 2016. Funding is also
included for the purchase of needed equipment for the new ladder truck which is currently on
order. This is the final of a multi-year plan to add a new ladder truck to be located at Station #6
on University Drive. The new ladder truck is scheduled to go into service in calendar year 2017.
A portion of the approved tax rate increase will be used to pay for these additions.
Funds are also included in the budget for the replacement of the Self Contained Breathing
Apparatus for all firefighters in FY17.
Core Services and Infrastructure - Public Works
Keeping up with the maintenance of streets in College Station is a top priority in this budget. A
new roadway maintenance fee is included to fund these street improvements. The approved
budget includes $2,585,000 in additional funding for road maintenance in College Station. This
will go a long way toward meeting the road maintenance needs of the City. The approved budget
also includes funds to conduct a pavement management assessment to prioritize roadway
maintenance projects.
The approved budget also includes additional funding for maintaining traffic signs and markings,
and warrant/intersection safety studies.
Funds are also included to address maintaining the City’s facilities. Three years ago a facilities
assessment was completed that identified repairs that needed to be completed over the next
several years. This budget includes over $350,000 to continue addressing the maintenance and
repairs identified in the assessment report.
Growth/Neighborhood Integrity - Planning and Development
Development continues to be strong in College Station. In order to review and process
development growth it is necessary to add additional resources. The approved budget includes
the addition of the following positions:
•One Graduate Engineer
•One Engineering Construction Inspector
•One Combination Building Inspector
Workload in the engineering and building inspection areas has grown even beyond the growth
seen in population and economic growth. The value of new infrastructure has grown dramatically
in recent years from $27 million in value in FY15 to an estimated $93 million in FY17. All of this
infrastructure must be reviewed and inspected in a timely and complete manner to ensure quality
infrastructure is being built and dedicated to the City. Growth has also been a challenge for the
building inspection activity as the number of building inspections is projected to reach 18,000 this
year. Development including growth in MUD #1 in the ETJ will dramatically impact the inspection
workload for years to come. The additional Building Inspector will help keep up with that growth.
Increases in development fees are approved to pay for these positions.
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Funds are also included in the approved budget for the implementation of components of
neighborhood plan projects that have been identified in recent years.
Core Services and Infrastructure/Growth - Electric Utility
The Electric Utility budget includes funding for two additional Electric Linemen. These positions
are necessary to meet the growing demands of the utility. The CSU Electric system continues to
expand to serve the growth that has been occurring. These positions will address electric plant
additions, system maintenance, and ensure reliable and timely electric service. Funding is also
included for additional equipment, cyber vulnerability assessment in the electric SCADA system,
training and a Learning Thermostat rebate program.
Core Services and Infrastructure/Growth - Water Services
The Water Services budget includes the addition of an Engineer in Training position and an
Engineering Technician position. These are both being added to address growth and the ability
to maintain the existing water and wastewater system in the City. The budget also includes
equipment additions for the water and wastewater systems.
Parks and Recreation
Funds are included in the Parks and Recreation approved budget to add 3 additional grounds
worker positions to keep up with the maintenance of park facilities throughout the City.
The budget also includes equipment needs for the Parks System as well as court resurfacing,
replacement playground equipment and the repair and addition of various amenities. Many of
these items have been identified in the Parks Asset Management Plan.
Diverse Growing Economy - Economic Development
The approved budget includes funding for additional economic development efforts in College
Station. This includes developing a plan to identify local assets and linkages with Texas A&M
University’s areas of research expertise to guide the City’s list of target industry sectors. Efforts
will also continue to recruit national retailers to College Station.
There are other recommended service level adjustments included in the approved budget. A full listing of
the service level adjustments can be found in Appendix B of this document.
Compensation
Maintaining a competitive pay and benefit structure allows the City to attract and retain highly regarded,
well-qualified employees who are on the front lines of providing services to the citizens and visitors of
College Station. In 2015, a City-wide salary survey was conducted to determine how the City of College
Station’s compensation and benefits package aligns with the market. Also recognized is the need to stay
competitive with the market in order to attract and retain the best employees.
The approved budget includes implementing the new pay structure established as a result of the salary
survey work done last year. Funds are included in the approved budget to do this. The FY17 Approved
Budget also includes a 3% pool for performance pay increases for eligible City personnel. The
performance pay is designed to address performance and retain high performers. The budget also
includes a 3% increase to the step plan for the sworn positions in the Police Department, and a 3%
performance pay for the Fire Department. Previously, entry level positions in Fire were increased.
Funding is also included to raise the remaining sworn Fire Department pay structure levels following
adjustments at the entry levels this past fiscal year.
There are also funds included in the budget for targeted adjustments to specific positions that may need
to be adjusted to address creating more career progression opportunities in different areas of the City.
Over $2 million is included in the budget for implementing the new pay plan and providing a pool for
performance increases in FY17.
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The FY17 employee health benefit package includes one Preferred Provider Organization (PPO) option
and one High Deductible option. An increase in the City contribution for Health Insurance premiums of
10% is included in the budget. Additional plan changes and employee premium changes are being
evaluated as well. There are no changes in the retirement benefit managed by Texas Municipal
Retirement System (TMRS) for next year.
Capital Projects
The approved Capital Improvements Project Budget for FY17 totals $108,190,988 for all funds that
include capital projects. This is an increase of approximately $18 million over the capital budget for FY16
and reflects some significant capital projects scheduled to be addressed this coming year. The
appropriations are intended to provide budget authorization for the contracts that are expected to be
brought to Council for approval in FY17. In some cases, the expenditures related to these contracts may
be spread across multiple fiscal years and, in those cases, the appropriations for the fiscal year would
exceed the anticipated expenditure for the fiscal year. The appropriations on capital projects will carry
forward into subsequent fiscal years.
The Streets Capital budget includes over $24 million in appropriation for street and transportation capital
projects. These include the appropriation for the Holleman Dr South project from North Dowling to Rock
Prairie Road, as well as the Rock Prairie Road West expansion from Wellborn to the city limits.
Appropriation for the Capstone and Barron realignment and the Royder Road expansion is also included.
These are the projects that were identified by the Citizen’s Advisory Committee last year and are funded
through the issuance of Certificates of Obligation. Other Street projects will continue into FY17 including
the Lakeway extension, Greens Prairie Road improvements, and rehabilitation projects on Luther,
Munson, and Francis Streets.
There is also $25 million in the approved budget for the new Police Station. The Library expansion will
also take place in FY17. The budget also includes approximately $38.5 million for electric, water and
wastewater capital projects. The Hotel Tax Fund includes $3.7 million in capital appropriations for the
next phase of improvements at Veterans Park, which will include two additional synthetic fields as well as
improvements and amenities to be added to the existing athletic fields in the park.
These capital funds come from various sources including General Obligation bonds authorized by the
voters, Certificates of Obligation supported by the tax rate or utility rates, and existing cash reserves from
the General Fund, the Utility funds, and the Hotel Tax Fund. Associated operating and maintenance
costs needed for the projects that will be operational in FY17 have been included in the approved budget.
FY 2017 Utilities and Impact Fees
The approved budget includes a reduction in the Electric rate of 1%.
The budget also includes a scheduled increase in the wastewater rate of 8%. This rate increase is
needed to meet the upcoming capital project expenditures in FY17 and the next several years.
These are the only utility rate changes approved in FY17.
The City is also in the process of implementing citywide water and wastewater impact fees. The impact
fees will provide additional resources to pay for a portion of the cost of growth in the water and
wastewater utility systems. It will also shift a portion of the cost to the areas where the growth is
occurring.
Transportation impact fees are being considered as well. If adopted, these impact fees would shift some
of the costs of growth on the transportation system to those areas where the growth is occurring. A
decision on the transportation impact fees will be considered later this fall.
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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.
The following is a summary of key elements included in the Fiscal Year 2016-2017 Approved Budget for
the City of College Station. The 2017 fiscal year begins October 1, 2016 and ends September 30, 2017.
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 website 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.
Below is a summary of the Fiscal Year 2016-2017 Approved Net Budget.
FY17 Approved Net Budget Summary
Fund Type Approved Net Budget
Governmental Funds 94,975,284$
Enterprise Funds 127,315,388
Special Revenue Funds 10,514,028
Subtotal O&M 232,804,700$
27,839,295
Capital Projects 80,351,693
Total Approved Net Budget 340,995,688$
Fund Balance/Working Cap Transfer to CIP
1
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, Executive Summary and Budget
Overview.
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, and Internal Service funds. This part
of the budget is designed to show services provided and the budget resources available.
Included in the fund sections are the departments’ strategic plans. These plans include the mission
statement for the department, departmental goals, issues and needs, plans of action and key
performance indicators. The departmental strategic plans reflect the primary services that departments
provide and ties those to specific elements from the City’s Strategic Plan as directed by the City Council.
The key performance indicators are specific measures that illustrate how well levels of service are being
met.
Also included in these sections are summary reports including fund summaries and department
summaries. Fund summaries include operational and non-departmental expenditure details for prior year
(FY15) actual revenues and expenditures, revised FY16 budget revenues and expenditures, FY16 year-
end estimates, FY17 approved base budget, FY17 approved service level adjustments, and the total
FY17 approved budget. Department summaries include only the operations and maintenance
expenditures within a fund. The financial details of each division within a department, a summary of
expenditures by classification type (salaries, supplies, maintenance, purchased services, capital outlay,
purchased power, other purchased services and indirect costs), as well as a summary of personnel and
list of all approved SLA requests are included on each department summary.
Appendices
The final section of the budget is the Appendix, which includes supplemental information to meet specific
Charter requirements and provide an overview of the community. The appendices include a detailed
schedule 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. In some cases,
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) centers. Routine budget controls are
exercised within activity centers at the category level (groupings of accounting objects into the categories:
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 FY17.
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 current pay policy for the upcoming budget year.
The process continues through the spring and summer as departments prepare budget requests.
2
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 may occur during the
fiscal year.
The Budget staff evaluated the FY16 budget prior to developing target budgets for FY17. Part of the
analysis involved identifying and removing budgets for all “one-time” expenditures (expenditure budgets
for one-time capital, special studies and other like items) that were included in the FY16 budget. Only
budgets for one-time items not anticipated to be completed in FY16 were included in the FY17 target
base budget. The target budgets were distributed to the departments to determine any changes that were
needed to reflect the department’s ability to provide services at the same level as the prior year.
A detailed review of departmental submissions was conducted to ensure that requests were complete
and within the guidelines set forth by City Council. The Budget and Financial Reporting 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 were prepared by the departments and were designed to provide the resources
needed to maintain or expand current service levels. Department base budgets were not reduced to
balance the budget. The budget was prepared conservatively. Any material changes in services were
submitted as Service Level Adjustments (SLAs) and will be considered by Council during the budget
workshops.
SLAs are included in the approved 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 additions or
replacements of efficiencies or improved services; d) items that maintain or expand existing service levels
in light of fluctuating demands for service. The approved SLA list is included in Appendix B. Many of the
approved SLAs are for one-time expenditures rather than for programs that have ongoing costs.
As part of the FY17 budget development process, departments were asked to submit Department
Strategic Plans intended to outline departmental goals, issues, and key performance indicators.
Departments were also asked to assess and document the anticipated needs of the next three years
using the Strategic Business Plans as a framework to identify these needs. These needs were submitted
as part of a future years SLA request and have been used in developing the various Fund forecasts.
Fiscal and Budgetary Policies
Each year as part of the budget process, Fiscal and Budgetary Policies are reviewed. All Fiscal and
Budgetary policies are included in Appendix F in this document. The Fiscal and Budgetary 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
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 .
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.
3
Community Vision
College Station will be a vibrant, progressive, knowledge-based community that promotes the highest
quality of life by:
Promoting safe, tranquil, clean and healthy neighborhoods with enduring character.
Increasing and maintaining citizens’ mobility through a well-planned and constructed intermodal
transportation system.
Promoting sensitive development and management of the built and natural environments.
Supporting high-quality, well-planned and sustainable growth.
Valuing and protecting our community’s cultural and historical resources.
Developing and maintaining high-quality, cost-effective community facilities, infrastructure and
services that ensure a cohesive and connected city.
Proactively creating and maintaining economic and educational opportunities for all citizens.
College Station will remain a friendly and responsive community and will be 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, live and conduct business.
Core Values
The health, safety, and general well-being of the community.
Excellence in customer service.
Fiscal responsibility.
Citizen involvement and participation.
Collaboration and cooperation.
Regionalism as an active member of the Brazos Valley community and beyond.
Activities that promote local autonomy.
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 mission statement, community vision, and values as a spring board, the College Station City
Council has set the strategic direction for the city government through development of seven goals with
supporting objectives and action agendas. The Strategic Plan focuses organizational resources and
identifies those intentional actions to be undertaken by city government to achieve the desired outcomes.
I. Good Governance
The City is governed in a transparent, efficient, accountable and responsive manner on behalf of
its citizens.
II. Financial Sustainability
Wise stewardship of financial resources results in the city’s ability to meet service demands and
obligations without compromising the ability of future generations to do the same.
4
III. Core Services & Infrastructure
The city’s core services and infrastructure are efficiently, effectively and strategically delivered to
enable economic growth and development, and to maintain citizens’ health, safety and general
welfare.
IV. Neighborhood Integrity
The city’s neighborhoods are long-term viable, safe and appealing.
V. Diverse & Growing Economy
The city’s diverse economy generates high-quality, stable jobs that strengthen the sales and
property tax base and contribute to an exceptional quality of life.
VI. Improving Mobility
The city has a safe, efficient and well-connected multimodal transportation system that
contributes to a high quality of life and is sensitive to surrounding uses.
VII. Sustainable City
The city’s conservation and environmental awareness that is fiscally responsible and results in a
real and tangible return on investment.
College Station Growth Trends
The 1990 Census reported the population of College Station to be 52,456 . The 2000 Census reported the
population to be 67,890. In 2010 the population Census count was 93,583. The current estimated
population through September 2016, provided by Planning & Development Services, is 109,142. This is a
61% increase in population since 2000, and a 108% increase since 1990. The population is projected to
grow by approximately two to three percent per year over the next five years.
*The above graph shows population growth in College Station over the last several years and projects an average 2.5%
growth from 2017 - 2019. 2016 reflects actual through September 2016 (source: Planning & Development Svcs Dept).
55,000
65,000
75,000
85,000
95,000
105,000
115,000
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016*2017*2018*2019*
College Station Population
5
1.Building Permits and Development:In 2015, the value of total building permits issued was
approximately $284.5 million.
From January through September 2016,there were 359 single family home permits,26 new
commercial permits,58 multifamily permits, and 148 townhome permits issued; whereas 652 single
family home permits, 50 new commercial permits, 35 multifamily permits, and 0 townhome permits
were issued for the same period last year. A total of 1,412 permits with a value of $382 million have
been issued from January through September 2016. Much of this permitted value will likely turn into
new taxable assessed value in the next 1-2 years.
2.Unemployment Rate: The most recent statistics available from the Texas Workforce Commission
show an average local unemployment rate of 3.5% through September of 2016. This rate is below the
state average of 4.9% and the national average of 4.8%.
3.Ad Valorem Valuations: The certified taxable assessed values for 2016 are $7,990,467,263. This
represents an increase of 11.89% over 2015. This includes an estimate of property value still under
protest with an estimated final value of $320,284,443. Of the increase to assessed values,
$283,708,667 is due to new value added to the tax rolls. Existing property values increased by 7.9%
over 2015.
Increases in ad valorem value this year are directly related to new construction and increases in
existing value in the City. Current residential and commercial projects underway are anticipated to
add to the ad valorem tax base in 2017. As taxable ad valorem value increases, particularly through
growth, it provides some additional resources for both capital projects and operating and
maintenance costs. This increase provides additional revenues needed to meet increasing service
demands associated with growth in the City.
The approved ad valorem tax rate FY17 is 47.25 cents per $100 valuation. The debt service portion
of the approved tax rate is 19.5339 cents, which is what is necessary to meet the tax supported debt
obligations of the City. The operations and maintenance portion of the tax rate is approved to be
27.7161 cents.
*The above chart gives an overview of development over the last 10 years as well
as the year to date actual through September 2016.
161 165
83 93 124 150 145
212 206
279
75
154
46
162 124 67 68
68 78
103
0
50
100
150
200
250
300
350
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 YTD*MillionsValue of New Development
Residential Commercial
6
The approved tax rate will provide the revenue needed to support the approved General Fund
budget.
4. Sales Tax Revenues: Sales tax is the largest single revenue source for the General Fund,
accounting for approximately 37% of General Fund revenues. College Station saw sales tax numbers
decline in FY09 and FY10, and steadily increase in FY11- FY15. The FY16 year-end estimated sales
tax revenue included in the approved budget is projected to increase approximately 1% over sales tax
received in FY15 to $26,948,296. In FY17, sales tax revenue is projected to grow by 2% over FY16
estimated revenues to $27,487,262. More moderate sales tax growth is projected for future years.
$15.4 $16.7 $18.0 $19.8 $19.4 $19.3 $20.3 $21.5 $23.1 $24.6
$26.7 $26.9 $27.5 $28.2
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
26.0
28.0
30.0
FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16*FY17*FY18*Millions of $Sales Tax Revenue
This chart reflects sales tax revenues received and
estimated (*) to be received by the City of College Station.
7
Property Tax Rate
The approved ad valorem tax rate of 47.2500 cents per $100 of valuation allows the City to fund growing
demands for service. This rate provides for a more diversified revenue stream for the City of College
Station, which continues to have one of the lowest tax rates among surveyed Texas cities. The chart
below reflects a comparison of the FY17 approved rate to the current rates of cities with a population from
75,000 to 125,000.
Economic Conditions
Economic conditions remain mostly positive in College Station. Property values have continued to
increase, with new construction continuing at a strong pace. Growth continues in College Station. In the
northern part of the City, development and redevelopment continues along the University Drive Corridor
with the construction of mixed use developments including Century Square. This development along
University Drive is underway and is expected to include hotels, office, living and retail space, as well as
restaurants. On the other side of Texas Avenue the new Embassy Suites hotel is under construction and
will add significant property value to the tax base. There also continues to be activity in the Bio-Corridor.
College Station continues to have one of the lowest tax rates among
surveyed Texas cities with a population of 75,000 to 125,000.
$0.00 $0.10 $0.20 $0.30 $0.40 $0.50 $0.60 $0.70 $0.80 $0.90
Tyler - 0.230000
Sugar Land - 0.315950
Round Rock - 0.425000
Lewisville - 0.436086
Odessa - 0.470590
College Station - 0.472500
Mission - 0.496200
Longview - 0.509900
Allen - 0.520000
League City - 0.573500
Richardson - 0.625160
Bryan - 0.629990
Edinburg - 0.635000
Pharr - 0.654000
Pearland - 0.681200
Beaumont - 0.690000
Wichita Falls - 0.705980
Abiliene - 0.746500
San Angelo - 0.776000
Baytown - 0.822030
FY17 Ad Valorem Tax Rate Comparison of Texas Cities with a Population
75,000 to 125,000
O&M DEBT
8
Multi-family construction continues to take place around the city as well. Sales tax revenues continue to
grow, though at a slower pace than in recent years.
Plans for development continue in the Medical District in the southern part of the City east of Highway 6
and south of Rock Prairie Road. Retail development continues, especially in the Tower Point and
Caprock developments in the southern part of the City with new restaurants and other businesses
opening and others under construction to serve the ever growing residential populations in that area of
the City. The tourism and hospitality industry continues to develop with hotel rooms under construction in
College Station. Veterans Park and other athletic facilities continue to be utilized for a variety of events
including the 7 on 7 football tournament. Last year the City again hosted the Texas Amateur Athletic
Federation Games of Texas, which attracted thousands of visitors to the region. Some 138 athletic and
special events have or will be held in College Station this year.
Texas A&M University continues to see significant growth and development. Enrollment continues to
increase at Texas A&M University. Construction of new buildings and facilities on campus continues to
accommodate this growth. The Texas A&M University System recently announced plans to invest $150
million to create a new research and development campus, to be known as the RELLIS Campus, to help
companies move ideas from the laboratory to the marketplace while also offering a new path toward a
college degree.
While all of this news is positive, the growth strains city services, such as public safety, the transportation
system, the utility services and other core services. In particular, unless measures are taken to address
it, the strain on utilities could impact the ability to accommodate future growth in the coming years.
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 will be
reviewed with Council.
Revenues and expenditures will be monitored closely to ensure any unexpected decreases in revenues
or increases in expenditures can be proactively addressed. Although the economy has been relatively
strong, the City will continue to be mindful of the impact of future economic downturns and will proactively
address budgetary concerns.
Utility Rates
The approved budget includes a reduction in the Electric rate of 1%.
The budget also includes a scheduled increase in the wastewater rate of 8%. This rate increase is
needed to meet the upcoming capital project expenditures in FY 17 and the next several years. These
are the only utility rate changes approved in FY 17.
The City is also in the process of implementing citywide water and wastewater impact fees. The impact
fees will provide additional resources to pay for a portion of the cost of growth in the water and
wastewater utility systems. It will also shift a portion of the cost to the areas where the growth is
occurring.
Transportation impact fees are being considered as well. If adopted, these impact fees would shift some
of the costs of growth on the transportation system to those areas where the growth is occurring. A
decision on the transportation impact fees will be considered later this fall.
9
Positions in the FY17 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 63% of total City operating and maintenance expenditures. The
FY17 Approved Budget, including SLAs, funds 978.50 Full Time Equivalent (FTE) positions.During FY16
there was a reduction of 8.0 FTE in the Utility Customer Service Fund due to outsourcing of meter
reading. Also during FY16, three positions were identified as needs and were approved through the
budget amendment process. These positions were included in the FY17 base budget.
The FY17 approved base budget reflects the impact of the ever-growing demands on the City’s
departments and includes positions that were re-classiIiHG or reallocated to meet the demands of their.
departments. These changes had a zero net impact to the base budget for full-time positions, however,
there was an overall reduction of 4.25 TS/PTNB positions in the FY17 base budget. The City budgets for
temporary/seasonal and part-time non-benefitted employees are derived by calculating the number of
hours worked and approximating the number of FTE positions. The approved budget includes FTE
temporary/seasonal and part-time non-benefitted (TS/PTNB) positions, which is 4.25 FTE less than the
FY16 count. The Parks and Recreation Department makes extensive use of these funds for seasonal
programs and other departments also utilize these resources.
The FY17 Approved Budget includes funding for 26 new positions. Twenty of these positions are in the
General Fund. This includes the addition of seven new positions in the Police Department. These
positions are for five Police Officers, one Police Assistant, and one Digital Evidence Technician.
Approved position additions in the Fire Department include the final five Firefighter positions for the ladder
truck staffing at Fire Station 6. Three positions are approved in the Planning and Development Services
Department to address continued strong levels of development activities. These include one Graduate
Engineer, one Engineering Construction Inspector, and one Combination Building Inspector. In the Parks
and Recreation Department, three additional grounds worker positions are approved to keep up with
growth in the parks system.An additional Assistant City Attorney is approved to provide support with legal
issues. Also approved is the addition of one Payroll Clerk to provide a level of redundancy in the payroll
function. In the Electric Fund, two additional Electric Lineman positions are approved. Water Services
has two additional positions – an Engineering in Training and an Environmental Technician. The
Drainage Utility Fund includes one additional Equipment Operator position. There is also one Customer
Service Representative approved in the Utility Customer Service Fund.
The above graph is based on Full-Time Equivalents (FTEs) which include full and part-time
positions, as well as temporary/seasonal and part-time non-benefitted positions, over the last 10 years.
904.00
935.50 941.00 935.50
916.25
896.75
906.75
933.75
956.75
978.50
2008 2009 2010 2011 2012 2013 2014 2015 2016
Revised
2017
Approved
Full Time Equivalents
10
Approved Budget Changes (From Proposed)
The FY17 Approved Budget includes several changes from the FY17 Proposed Budget. These changes
were approved by City Council and incorporated into the FY17 Approved Budget.
During Budget Workshops, direction was given by City Council to add additional budget for a second City
Gateway Sign in the FY17 Approved Budgeted. The budget for the first sign is currently included in the
Facilities and Technology Capital Improvement Projects (CIP) Fund. This item will add an additional
$175,000 to the Facilities and Technology CIP Fund for the second sign. This increase is anticipated to
be funded through Certificates of Obligation.
Other changes were also proposed by staff and incorporated into the FY17 Approved Budget. Two of
these proposals were for the creation of the Roadway Maintenance Fund and the CDBG Local Account
Fund. The Roadway Maintenance Fund is a Special Revenue Fund established to handle financial
activity related to the approved Roadway Maintenance Fee. In the FY17 Proposed Budget, the revenue
and expenditures for the Roadway Maintenance Fee were reflected as part of the General Fund. In the
FY17 Approved Budget, a separate financial statement is included for this Fund in the Special Revenue
section. The corresponding revenue and expenditure budget was moved from the General Fund to the
Roadway Maintenance Fund. This change has no net fiscal impact on the FY17 Approved Budget.
The CDBG Local Fund is also a Special Revenue Fund created to handle the repayment of funds drawn
from HUD for the purchase of property on Holleman Drive. The funds for the repayment will be deposited
into this Fund so that they can be reported accurately to HUD. This change has no net fiscal impact on
the FY17 Approved Budget.
There were also two proposals for changes to the Fiscal and Budgetary Policy related to the costs of
street lights in the Electric Fund and the Information Technology Department’s technology replacement
policy. Section III. B. 6. Enterprise Fund Rates of the Fiscal and Budgetary Policy Statements (Appendix
F) has been added to state that the General Fund will reimburse the Electric Fund for the estimated cost
related to the unmetered streets lights.
Section VI. D. Capital Maintenance & Replacement: Technology of the Fiscal and Budgetary Policy
Statements (Appendix F) is amended to indicate that replacement of technology is now based on a set
replacement schedule versus budgeted at 10% of the original cost of the equipment and software.
Direction was also provided to include two changes to the FY17 Budget Ordinance and Attachment A to
increase the ability of the City Manager to conduct the daily affairs for the City. The first change approved
an increase to the City Manager’s spending authority from $50,000 to $100,000. The second change
increased the Contingency Transfer limit from $50,000 to $100,000 to match the spending authority
increase.
Compensation and Benefits Change
Maintaining a competitive pay and benefit structure allows the City to attract and retain highly regarded,
well-qualified employees who are on the front lines of providing services to the citizens and visitors of
College Station. In 2015, a City-wide salary survey was conducted to determine how the City of College
Station’s compensation and benefits package aligns with the market. Also recognized is the need to stay
competitive with the market in order to attract and retain the best employees.
The approved budget includes implementing the new pay structure established as a result of the salary
survey work done last year. Funds are included in the approved budget to be used toward this effort. The
FY17 Approved Budget also includes a 3% pool for performance pay increases for eligible City personnel.
The performance pay is designed to address performance and retain high performers. The budget also
includes a 3% increase to the step plan for the sworn positions in the Police Department and a 3%
11
performance pay for the Fire Department. Previously, entry level positions in Fire were increased.
Funding is also included to raise the remaining sworn Fire Department pay structure levels following
adjustments at the entry levels this past fiscal year.
There are also funds included in the budget for targeted adjustments to specific positions that may need
to be adjusted to address creating more career progression opportunities in different areas of the City.
Over $2 million is included in the budget for implementing the new pay plan and providing a pool for
performance increases in FY17.
The FY17 employee health benefit package includes one Preferred Provider Organization (PPO) option
and one High Deductible option. An increase in the City contribution for Health Insurance premiums of
10% is included in the budget. Additional plan changes and employee premium changes are being
evaluated as well. There are no changes in the retirement benefit managed by Texas Municipal
Retirement System (TMRS) for next year.
Capital Projects
The approved Capital Improvements Project Budget for FY17 totals $108,190,988 for all funds that
include capital projects. This is an increase of approximately $18 million over the capital budget for FY16
and reflects some significant capital projects scheduled to be addressed this coming year. The
appropriations are intended to provide budget authorization for the contracts that are expected to be
brought to Council for approval in FY17. In some cases, the expenditures related to these contracts may
be spread across multiple fiscal years and, in those cases, the appropriations for the fiscal year would
exceed the anticipated expenditure for the fiscal year. The appropriations on capital projects will carry
forward into subsequent fiscal years.
The Streets Capital budget includes over $24 million in appropriation for street and transportation capital
projects. These include the appropriation for the Holleman Dr South project from North Dowling to Rock
Prairie Road, as well as the Rock Prairie Road West expansion from Wellborn to the city limits.
Appropriation for the Capstone and Barron realignment and the Royder Road expansion is also included.
These are the projects that were identified by the Citizen’s Advisory Committee last year and are funded
through the issuance of Certificates of Obligation. Other Street projects will continue into FY17 including
the Lakeway extension, Greens Prairie Road improvements, and rehabilitation projects on Luther,
Munson, and Francis Streets.
There is also $25 million in the approved budget for the new Police Station. The Library expansion will
also take place in FY 17. The budget also includes approximately $38 million for electric, water and
wastewater capital projects. The Hotel Tax Fund includes $3.7 million in capital appropriations for the next
phase of improvements at Veterans Park, which will include two additional synthetic fields as well as
improvements and amenities to be added to the existing athletic fields in the park.
These capital funds come from various sources including General Obligation bonds authorized by the
voters, Certificates of Obligation supported by the tax rate or utility rates, and existing cash reserves from
the General Fund, the Utility funds, and the Hotel Tax Fund. Associated operating and maintenance costs
needed for the projects that will be operational in FY17 have been included in the approved budget.
Financial Fund Structure
The accounts of the City are organized 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
12
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. 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 primarily provided by proceeds from the sale of long term debt
(General Obligation Bonds and Certificates of Obligation) and by investing those proceeds.
Non-Major (General) Governmental Funds
Non-major governmental funds include the Economic Development Fund and the Efficiency Time
Payment Fee Fund. For financial statement reporting purposes, these funds are reported as a part of the
Governmental Funds. These funds are budgeted as distinct funds. They are prepared using the current
financial resources measurement focus and the modified accrual basis of accounting.
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 significant capital facilities. Funds include the Parks and Recreation
Capital Projects Fund and the Facilities and Technology (General Government) Capital Projects Fund.
These funds, combined with the Special Revenue Funds, are reported as Non-Major Governmental
Funds for financial statement purposes.
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; CDBG Local Fund; Roadway Maintenance Fee Fund; Wolf Pen Creek (WPC) Tax
Increment Financing (TIF) District Fund; Court Technology Fee Fund; Court Security Fee Fund; Juvenile
Case Manager Fee Fund; Truancy Prevention Fee Fund; Police Seizure Fund; Park Land Dedication
(Parks Escrow) Funds; Sidewalk Zone Funds; the Memorial Cemetery Fund; the Memorial Cemetery
Endowment Fund; the Texas Avenue Cemetery Endowment Fund; the Public, Educational and
Governmental Access Channel Fees Fund (PEG); the West Medical District TIRZ No. 18 Fund; the East
Medical District TIRZ No. 19 Fund; the R.E. Meyer Estate Restricted Gift Fund; Sidewalk Zone Funds and
13
the Drainage Fund. All special revenue funds are considered non-major and both the budgets and
financial statements are prepared using the current financial resources measurement focus and the
modified accrual basis of accounting.
Enterprise Funds
Enterprise 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). Enterprise 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 enterprise funds’ working capital results from
using the economic resources measurement focus and the accrual basis of accounting for financial
statement purposes. The City’s enterprise funds are listed below.
Major Enterprise 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 Enterprise Funds
The City’s Sanitation Fund and Northgate Parking Fund are non-major enterprise funds. Additionally, the
City has several impact fee funds that are not budgeted. These include the Harley Davidson Area,
Service Area 92-01, Spring Creek Area, Alum Creek Area, and Steeplechase Area Funds.
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 Insurance Funds (Property and Casualty, Employee
Benefits, Workers’ Compensation, and Unemployment), the Equipment Replacement Fund, the Fleet
Maintenance Fund, and the Utility Customer Service Fund. The funds are considered non-major and the
budgets are prepared using the current financial resources measurement focus and the modified accrual
basis of accounting. The financial statements for internal service funds are prepared using the economic
resources measurement focus and the accrual basis of accounting.
14
ALL FUNDS
Governmental Funds
Capital Projects Funds
Streets, Traffic, Sidewalks,
and Trails (Major Fund)
Parks & Recreation Projects
Facilities & Technology
Water Fund
(Major Fund)
Wastewater Fund
(Major Fund)
Sanitation Fund
Northgate Parking Fund
Capital Projects Funds
Water
Wastewater
Electric Fund
(Major Fund)
Enterprise Funds
Memorial Cemetery Fund
Memorial Cemetery
Endowment Fund
Hotel Tax Fund
Community Development Fund
CDBG Local Account Fund
Wolf Pen Creek TIF Fund
West Medical District TIRZ
No. 18 Fund
East Medical District TIRZ No.
No. 19 Fund
Court Technology Fee Fund
Police Seizure
Truancy Prevention Fee Fund
City of College Station Fund Structure
General Fund
(Major Fund)
Debt Service Fund
(Major Fund)
Economic Development Fund
Efficiency Time Payment Fee Fund
TX Avenue Cemetery
Endowment Fund
Special Revenue Funds
Internal Service Funds
Insurance Funds
Equipment Replacement Fund
Utility Customer Service Fund
Fleet Maintenance Fund
Electric
PEG Access Channel Fee Fund
R.E. Meyer Estate Restricted
Gift Fund
Parkland Dedication Fund
Court Security Fee Fund
Drainage Fund
Roadway Maintenance Fee
Fund
Sidewalk Zone Funds
Juvenile Case Manager Fee
Fund
15
Net Budget Expenditure Comparison
The table below shows the approved net budgeted expenditures for FY17. Total expenditures are
budgeted to be $340,995,688. Transfers from the fund balance for capital projects in FY17 are budgeted
to be $27,839,295 and the net approved capital budget is $80,351,693. The latter two items will provide a
total of $108,190,988 of new budget appropriation for capital projects.
Fund
Approved
FY16 Budget
Approved
FY17 Budget
Percent
Change
General Fund 75,273,785 75,594,842 0.43%
Utility Funds 112,936,359 116,151,900 2.85%
Sanitation Fund 8,839,334 9,872,971 11.69%
Drainage Fund (O&M)1,846,040 2,215,539 20.02%
Roadway Maintenance Fund - 4,000,000 N/A
Debt Service Fund 13,024,593 15,369,282 18.00%
Hotel Tax Fund 4,437,530 5,084,822 14.59%
Northgate Parking Fund 1,474,503 1,290,517 -12.48%
Police Seizure Fund 20,000 20,000 0.00%
Wolf Pen Creek TIF Fund - - N/A
West Medical District TIRZ #18 - - N/A
East Medical District TIRZ #19 - - N/A
PEG Access Channel Fee Fund 129,820 143,640 10.65%
R.E. Meyer Estate Restricted Gift Fund - - N/A
Municipal Court Funds 283,052 263,563 -6.89%
Chimney Hill Fund - - N/A
Community Development Fund 1,370,112 2,652,874 93.62%
CD Local Fund - - N/A
Internal Service Funds - - N/A
TX Ave Cemetery Endowment Fund - - N/A
Memorial Cemetery Endowment Fund 25,000 144,750 479.00%
Memorial Cemetery Fund - - N/A
Total O&M Expenditures 219,660,128 232,804,700 5.98%
Utilities Transfer to CIP - Utility CIP 13,350,000 25,450,000 90.64%
Utilities Transfer to CIP - Gen'l Gov't CIP - 385,000 N/A
Equipment Repl Fund Transfer to CIP - 200,000 N/A
Community Development Transfer to CIP - 1,497,306 N/A
Gen'l Fund Transfer to CIP 2,336,650 306,989 -86.86%
Fund Balance/Working Transfers to CIP 15,686,650 27,839,295 77.47%
General Gov’t CIP 44,449,061 55,210,802 24.21%
Utilities CIP 20,518,560 12,968,244 -36.80%
Community Development CIP 952,214 665,277 -30.13%
Special Revenue CIP 4,636,200 6,044,096 30.37%
Hotel Tax Capital Projects 3,673,274 5,463,274 48.73%
Total Capital Expenditures 74,229,309 80,351,693 8.25%
TOTAL $ 309,576,087 $ 340,995,688 10.15%
16
Budget Overview
The following sections provide an overview of the Governmental Funds, Enterprise Funds (including
Capital Project Funds), Special Revenue Funds, and Internal Service Funds. The text below focuses on
the various City departments and functions provided by each department. Descriptions of changes to the
base budget and service level increase or decrease requests are included in the text.
Governmental Funds
Police Department
The Police Department provides a number of
services that help 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.
Maintaining a competitive pay and benefit
structure is one of the central goals of the City. The FY17 Approved Budget has appropriated funds in the
amount of $408,448 for targeted pay increases for sworn and non-sworn positions in the Police
Department. This increase provides a 3% increase to the step pay plan for sworn and a 3% performance
plan increase for non-sworn positions, as well as aligns the salaries of all non-sworn positions with the
new pay plan structure implemented through the salary survey findings.
The Police Department has also identified several areas that are vital to the continued success of the
department: continuing effective recruitment and retention; balancing growth of the organization to
anticipate growth and needs of the City; and maintaining existing service levels are a few. The FY17
Approved Budget includes five service level adjustments (SLAs) to address these various needs. The first
SLA is for the addition of five patrol officers and two patrol vehicles. To address the City’s rapid growth
over the past several years, the Police Department needs to establish a ninth patrol beat in south College
Station. The addition of five patrol officers will allow the department to create this beat. The second SLA
is for the addition of one Criminal Investigation Police Assistant. Currently, detectives handle various
clerical needs that take away from their time investigating cases. The addition of a police assistant will
allow detectives to focus more intensively on priority cases. The third SLA is for the addition of a Digital
Evidence Technician. Recent trends demonstrate an increase in digital evidence (videos, photographs,
tablets, smart phones, etc.) that is processed and utilized by the department. With the recent addition of
body cameras, it is expected that the amount of digital evidence will increase above and beyond recent
trends. It is approved to add one Digital Evidence Technician to specialize in this realm to address the
department’s growing need. The remaining two SLAs address increasing costs in existing service areas
and equipment needs. The fourth SLA is a budget maintenance request to cover costs of inflation and
increases in usage and maintenance. The fifth SLA is for an increase in the tactical budget for the
Special Operations division in order for the division to maintain required training and equipment needs for
its specialized units such as the Hostage Negotiations Team and the Bomb Unit.
A “call for service” is activity that requires action by an officer/employee of
the Police Department, be it self-initiated or based on a civilian’s request
for service and include criminal and non-criminal incidents.
*Last two months of FY16 have been estimated due to changes in
reporting from PD’s new CAD.
80,412
75,622
79,646
83,167
87,688
2012 2013 2014 2015 2016*
Calls for Service
17
Fire Department
The Fire Department provides services to College
Station, Texas A&M University, and the City of
Bryan—through an automatic aid program—and to
rural areas around College Station through mutual aid
agreements. The Fire Department currently operates
six 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.
Maintaining a competitive pay and benefit structure is one of the central goals of the City. The FY17
Approved Budget has appropriated funds in the amount of $196,288 for targeted pay increases for sworn
positions in the Fire Department. This increase is in addition to the 3% adjustment in step pay across the
entire fire department. This increase brings the pay and benefit structure of the Fire Department into
competitive range with surrounding fire departments.
The Fire Department approved FY17 budget includes four SLAs that will promote City Council priorities to
efficiently, effectively, and strategically place and deliver core services and infrastructure that maintains
citizens’ health, safety and general welfare.
The first SLA allocates a one-time amount of $27,500 for Community Emergency Operations Center
(CEOC) Technology Replacement. The CEOC IT Board obtained a quote for $110,000 to be split
between the four partners (City of College Station, City of Bryan, Texas A&M University, and Brazos
County) to replace all of the existing audio/visual equipment in the CEOC Operations Room. The CEOC
would purchase the equipment, and each partner would reimburse them $27,500.
A second SLA in the amount of $701,550 is approved for phase 3 of 3 ladder staffing for Fire Station 6.
Currently, the department has one dedicated ladder company and the city’s recent Insurance Services
Office (ISO) inspection reflects the need for a second staffed ladder truck. ISO requires a ladder truck for
all structures within a 2.5 mile response driving distance. The functions of a ladder truck are to provide
search and rescue, ventilation, utility control, and elevated water streams on structure fires. Additionally,
they support all aspects of fire response dealing with technical rescue, heavy auto extrications and
provide advanced medical care at the paramedic level to citizens prior to ambulance arrival. This ladder
company will provide initial response to all high rise buildings on University Drive and Texas A&M campus
that are considered high risk structures. Having this ladder company responding with the engine and
ambulance from Station 6 will allow initial fire attack and search and rescue to be conducted
simultaneously and will greatly improve the outcome of a major fire or incident for citizens while improving
firefighter safety.
The third SLA, in the amount of $3,600 in recurring funds, increases the maintenance and supplies
budget for the implementation of the Station Six ladder truck. The truck, purchased during FY16, is
scheduled to go into service during FY17.
The fourth and final approved SLA is for $32,200 in recurring costs for the increase in supplies that are
crucial to the function of the Fire Department, including medical supplies for ambulances as well as
firefighting foam. These improvements are needed to keep up with the increased emergency responses
and special events standbys. The department has increased its foam capability on all fire engines over
the past 8 years. These compressed air foam systems have helped in property conservations during
firefighting operations and helped improve firefighter safety by extinguishing fires earlier in the firefighting
operations than traditional water-only operations. The increase in foam funding will support the
department for both training and firefighting operations. The department is running more emergency
medical calls each year and this demand has increased the consumption of medical supplies. The
increased use and increased cost of medical supplies has required the department to seek more funding
to maintain current service levels.
4,662 4,846
5,772 5,959 5911
2,179 2,608 2,450 2,489 2665
2012 2013 2014 2015 2016
Incidents Dispatched
EMS FIRE
18
Public Works Department
The Public Works Department consists of the following divisions: Administration, Traffic Engineering,
Facilities Maintenance, Capital Projects, Street Maintenance, Traffic Signs & Markings, Landscape &
Irrigation Maintenance, and Traffic Signals. The department is also responsible for Drainage
Maintenance, Sanitation, and Fleet Services. Public Works Administration Division is responsible for
the daily administrative functions of the department.
The Traffic Engineering Division conducts and reviews traffic engineering studies and plans 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 FY17 budget
contains a $50,000 SLA for a Warrant/Intersection safety study. These funds will cover the cost of five
studies for all-way stops and traffic signals at various intersections throughout the City. A second SLA
($50,000) is approved for a Transportation Improvement Study which will acquire professional services or
data collection services necessary to perform intersection mobility studies. Due to steady population
growth in the City, Traffic Engineering regularly receives requests for all-way stops, traffic signals,
crosswalk enhancements, and speed limit evaluations at various locations throughout the city.
The Facilities Maintenance Division provides support services to City departments through the
maintenance of City facilities. This includes heating, ventilation and cooling systems. Additionally,
Facilities Maintenance personnel perform minor building construction and remodeling activities. The
Division also repairs and/or replaces equipment in a timely manner. A facility assessment was conducted
in the fall of 2013 and the Facilities Maintenance Division set up an anticipated maintenance and
corrective repairs schedule to address some of the issues identified as part of this assessment. An SLA in
the amount of $352,240 is approved to address a number of the corrective repairs that have been
identified. Funds were also budgeted in FY15 and FY16 to address corrective issues identified and the
FY17 funds will continue the repairs needed.
The Capital Projects Division is responsible for the administration of the City’s capital improvement
plan. This includes the management of projects funded through bond elections such as streets, fire
stations, libraries, and others. Several of the capital projects for public utilities such as Electric, Water,
Wastewater, and Drainage are also handled in this division.
The Streets Maintenance 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 Maintenance Division
coordinates with the Traffic Engineering
and Capital Projects Divisions to plan and
develop major street projects. The Streets
Maintenance Division also provides other
routine maintenance services such as
pothole patching and crack sealing. The
effectiveness of this service is measured by
the average pavement rating of the City’s
streets. The citywide average pavement
rating for 2016 is an 86 out of 100, which means that city streets are in good condition overall. A decision
matrix is used to determine the maintenance strategy for a particular roadway and is based upon the type
of distresses present, the density of the distresses, and the roadway classification. Funding is included in
the FY17 budget for the Division’s pavement maintenance and rehabilitation plan. The estimated square
feet of asphalt failure repairs for FY16 is significantly higher due to increased funding received in FY16
and an increase in contracted overlays. There are two SLAs in the approved budget for FY17.
770,849 811,530
1,214,070
1,014,065
2,942,973
2012 2013 2014 2015 2016
Streets Maintenance Division:
Number of Asphalt Failure Repairs (square feet)
19
One SLA ($200,000) is approved for pavement management assessment using GIS-centric data. A
vendor will drive city streets, collect video, and GIS-reference city pavement assets. This new
methodology will improve business processes, strategic streets maintenance implementation plans and
create long-term pavement strategies. The second SLA ($35,500) is approved for the purchase of a 2'
milling machine attachment for the skid steer. This piece of equipment will increase the ability of the street
crew to mill up small areas on roads including radius, cul-de-sacs, and tight areas that the larger street
machine is unable to access efficiently.
The Landscape and Irrigation Maintenance Division is responsible for the city-wide landscape
maintenance and repair of all irrigation lines and equipment outside of those maintained by Parks and
Recreation. This division’s primary goal is to implement water conservation efforts. An SLA is approved to
provide $20,000 for tree maintenance that will replace damaged trees or provide tree trimming services
for existing trees. A second SLA ($20,000) is approved to provide new plant material and irrigation
supplies for the planter boxes along Texas Ave between George Bush Drive and University Drive.
The Traffic Signs & Markings and Traffic Signals divisions 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. An SLA in the amount of $50,000 is approved for a
Traffic Signs & Markings maintenance plan implementation which will continue the conversion of major
thoroughfares’ long-line roadway markings from paint to a more durable long-lasting thermoplastic
material.
Parks and Recreation Department
The Parks and Recreation Department (PARD) is responsible for College Station park facilities and
recreational programs, Cemetery maintenance and operations, and the Ringer Library. In prior years, the
PARD budget was split between the Recreation Fund and the General Fund. However, the Recreation
Fund was moved back into the General Fund and reflected as Recreation Programs in FY15. Recreation
Programs includes Sports Programs, Aquatics, Xtra Education programs and Teen and Senior programs.
The remaining Parks and Recreation activities, such as maintenance of park facilities, heritage programs,
athletic tournaments, special events at the Wolf Pen Creek Amphitheater and other park locations
throughout the City, and cemetery maintenance and operations are budgeted in the General Fund of the
Parks and Recreation Department.
The Parks and Recreation Department (PARD) Administration Division serves as the primary point of
contact for customers and provides administrative support to the rest of the department. This division also
provides coordination, design and administration of some of the parks and recreation capital improvement
projects, graphics support, marketing development, emergency shelter operations and website
administration.
The PARD Recreation Division oversees Youth, Teen and Adult programs, Aquatics, Instruction
programs, Senior programs, the Lincoln Recreation Center, and the Southwood Community Center. This
includes the coordination of Heritage events. Additional budget, including a part-time position, is included
in the City Secretary’s Office budget.
The PARD Tourism Division oversees the Youth and Adult Athletics, Special Events, and Athletic
Tournaments. This Division also assists with the Tourism activities related to Economic Development.
The Parks Operations and Cemetery Division is responsible for maintenance and operations of the
City park facilities, athletic facilities, selected streetscape areas, the City Cemetery and the Memorial
Cemetery. This division also provides support for special events, programs and other City activities.
The PARD General Fund budget includes thirteen approved SLAs, eleven of which reflect one-time
additions to the budget in FY17 that will not carry forward to future years. The first SLA allocates $10,000
to host the Commission for Accreditation of Park and Recreation Agencies (CAPRA) team while they
evaluate the department for the National Recreation and Park Association (NRPA) Accreditation.
20
Currently, the Parks Department is one of the few in the nation that boast this elite status. The second
SLA designates $10,000 of recurring funds to cover increased operations and maintenance costs
associated with the Veteran’s Park build out. The third SLA is for the addition of three grounds workers to
meet the increased level of maintenance needs related to new parks that the City has acquired or
developed over the past couple of years. Various equipment is also needed to maintain the City’s various
parks. The fourth SLA is for a Bobcat Excavator that will be used to complete repairs quicker and in a
more efficient manner and the fifth SLA is for the purchase of a ½ ton pick-up truck to provide
transportation of employees to Veterans Park. The sixth SLA is a Turf Tech Spray Rig that will be used to
maintain turf fields at various parks.
The next four SLAs all relate to equipment purchases necessary to address various field maintenance
and amenity needs at Veterans Park, which hosts numerous state-wide and nation-wide sports
tournaments. The seventh SLA is for $23,000 for the purchase of a John Deere tractor and will be used
for field maintenance. The estimated full cost of the tractor is $46,000, however, the Hotel Tax Fund will
incur 50% of the cost. The eighth SLA is for $15,000 for a Toro Sand Pro Athletic Field Groomer and will
also be used for field maintenance. The estimated full cost of the field groomer is $20,000, however, the
Hotel Tax Fund will incur 25% of the total cost. The ninth SLA is for a Toro Workman for $7,500 and will
also be used for field maintenance. The estimated full cost of the workman is $15,000, however, the Hotel
Tax Fund will incur 50% of the total cost. The tenth SLA is for the purchase of fans for the American
Pavilion at Veterans Park to help alleviate the heat of the late spring and summer months during
tournaments and events. The total cost of this SLA ($22,000) will be budgeted in the General Fund,
however, $11,000 will transferred from the Hotel Tax Fund to cover the expense.
In addition to these Veterans Park equipment SLAs, three additional SLAs have been included in the
PARD approved budget for items that will be funded entirely through Hotel Tax funds. These items will be
budgeted in the PARD budget, but a transfer from the Hotel Tax Fund will be made to cover the costs.
The first of these SLAs, in the amount of $40,000, is for tournament/event equipment needed to host
events that come to the community. The equipment will include items such as benches, mister fans and
portable scoreboards. The second of these SLAs is for $50,000 and will be used to honor bid
requirements for the U.S. Quidditch South Regional and the U.S.A. Ultimate National Collegiate
Championship in 2017. The third of these SLAs is for $15,000 and will be utilized by the Tourism Division
to prepare additional information and presentation materials used during for the tournament/event bidding
process.
Recreation Programs:
Each program within Recreation Programs has a
fully costed budget, which not only includes revenue
and direct costs, but also includes indirect
administrative costs, field costs, and General and
Administrative transfers.
The Aquatics Division supports three City pools,
the splash pad at the Lincoln Center, swim lessons,
water fitness, and the swim team.
The Sports Division includes programs such as
Adult Softball, Adult Volleyball, Youth Basketball,
Youth Football, Youth Volleyball, Adult Kickball,
Challenger Sports, Tennis, Ultimate Frisbee and
several non-fee programs.
The Instruction Division is comprised of the Xtra Education Program, which provides citizens of all ages
the opportunity to enhance their quality of life through various continuing education programs that are
offered at various sites throughout the City.
The Recreation Centers Division - Several teen and senior activities take place daily at the Southwood
Center. The Lincoln Center is a community/recreation center that provides positive programming and
serves as a satellite center for social services. The FY17 Approved Budget also includes appropriations
*Prior to FY15, PARD calculated Aquatics Program participants
as daily attendees of the aquatics system. In FY15, program
participants were counted as a single attendee versus counting
the attendee on a daily basis.
144,059 137,859 131,094
90,731 92,171
2012 2013 2014 2015 2016
Pool Attendance
21
for the Lick Creek Nature Center Division which is anticipated to open to the public in Fall/Winter of
2016.
Larry J. Ringer Library
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
graph to the right illustrates the circulation of the
College Station Library over the last several years.
The Library FY17 Approved Budget is $1,185,030
and includes three SLAs. Two SLAs for a total of
$40,659 were approved for the purchase of additional
library books. Also approved is a $41,601 operations
and maintenance SLA to cover salary increases in
City of Bryan’s budget, as well as various supplies
and maintenance increases. Library circulation has
increased significantly in FY16, partially due to the
incorporation of figures from online circulation.
Planning and Development Services
Department
The Planning and Development Services Department provides oversight for development planning and
review and inspection of the built environment within the City of College Station. Planning and
Development Services consists of the following divisions: Administration; Civil Engineering; Development
Services – Building; Development Coordination; Planning; Greenways; and GIS Mapping.
The Planning and Development Services Department works with citizens and other City departments to
ensure City development in a manner consistent with policies established by Council. Planning and
Development Services continues to identify and implement opportunities for streamlining processes within
the department.
Four SLAs are included in the FY17 approved budget. The first SLA is the addition of a Graduate
Engineer to keep pace with the significant increase and continued growth in review and permitting of
development projects in the City. A second SLA is approved for the addition of an Engineering
Construction Inspector. The workload of the construction inspectors has dramatically increased far
beyond the population growth, largely due to the increase in Capital Improvement Projects. The third SLA
is approved for the addition of a Combination Building Inspector needed to adequately respond to the
continued growth of the City. The fourth SLA is for neighborhood plan implementation projects. Since
2010, the City has adopted the Central College Station Neighborhood Plan, Eastgate Neighborhood Plan,
Southside Area Neighborhood Plan, Medical District Master Plan, Wellborn Community Plan, and the
South Knoll Area Neighborhood Plan. Resources are necessary to facilitate the implementation of these
adopted plans to achieve the objectives anticipated by the plans and expected from residents and
property owners.
Information Technology Department
Information Technology (IT) implements and maintains the technology and computer based information
systems used by all City Departments. The IT department includes IT Administration, Technology
Services (formerly Management Information Services (MIS)), Business Systems, Network Services,
Geographic Information Services (GIS), E-Government, Mail, and Communication Services.
Two SLAs are approved for FY17. The first SLA, in the amount of $40,250, will address the need of a
reliable and secure method for outside vendors to connect to City servers while providing vendor support
for various software utilized by City departments. Increasing regulatory requirements for Public Safety and
audits now require this capability. A second SLA, in the amount of $8,750, will fund the ongoing security
awareness training for City personnel that utilize computers.
*Prior to FY15, online circulation data was reported solely as
circulation for Mounce Public Library in City of Bryan. Figures
for FY15 for Ringer Library circulation include 1/2 of the online
circulation recorded for the both libraries.
389,904 386,031 362,760
466,050 505,675
2012 2013 2014 2015 2016
Library Circulation
22
Fiscal Services Department
The Fiscal Services Department provides fiscal administration, accounting operations, financial reporting,
treasury, purchasing, and budgeting services to the City. This department also oversees the operations of
the Municipal Court and Utility Customer Service.
Treasury handles cash and debt issues for the City while ensuring all funds are prudently invested. The
Accounting Operations and Purchasing Divisions work closely together to ensure that purchases are
properly made and recorded. Financial Reporting prepares reporting that goes to third parties based on
the actual revenue and expenses incurred and coordinates the annual audit. Budget prepares and
monitors the annual budget and monitors performance against budget during the year . Municipal Court
collects fines and fees for the City while providing the City with administration for cases filed for
enforcement of Class C misdemeanors. Utility Customer Service bills and collects all utility charges for
electricity, water, sewer, drainage and sanitation including connections and disconnections. Budget for
Utility Customer Service is included in separate funds discussed elsewhere in this document.
The FY17 Approved Budget for Fiscal Services includes two SLAs. The first SLA, in the amount of
$68,723, is for two contract labor positions to conduct parallel testing and provide process documentation
for the HR/Payroll ERP implementation that is scheduled to last 15-18 months. The second approved
SLA is for $50,959 for the addition of a Payroll Clerk position. Currently, the City has only one person
that is fully trained in payroll and payroll administration. Over 1,000 employees regularly receive payroll
checks and a significant portion of those checks are in the police and fire department areas which require
special pay calculations. The one payroll administrator currently employed by the City will be heavily
involved in the HR/Payroll Enterprise Resource Planning (ERP) implementation. In addition, there is no
fully trained backup for this position in case of a long-term absence or other event. In order to reduce the
risk of failure related to timely and accurate payroll processing, Fiscal Services needs to hire and fully
train a Payroll Clerk in this area.
General Government Department
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 City Secretary Division is responsible for elections, records management, records preservation,
Vitals, City Council support and other activities. An SLA from this division in the amount of $6,000 is being
approved in order to review, recodify, and publish the City’s Code of Ordinances to ensure that it is in
compliance with municipal law and that the statutes are clearly communicated and accessible.
The Internal Auditor Division conducts independent financial and performance audits to provide City
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 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. An
SLA in the amount of $177,280 is included in the approved budget to address items identified in the City’s
ADA (Americans with Disabilities Act) Transition Plan. The SLA covers improvements to Central Park ,
the purchase of assistive technology equipment, and development and training for City Manager staff to
oversee and maintain the ADA plan.
The Economic Development Division works closely with the City Manager’s Office to provide guidance
for retail planning, to develop incentive programs, and to recruit businesses to locate within the City of
College Station.
The Legal Division provides legal services and support to City Council and City staff. Among the
services provided by this office are legal advice, land acquisition, contract writing, and litigation. The
approved budget includes two SLAs originating from the Legal Division. The first $9,000 SLA would
supplement the City Secretary’s SLA that addresses the review, recodification, and publishing of the
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City’s Code of Ordinances. The second approved SLA in the amount of $98,621 is for the addition of an
Assistant City Attorney position.
The Public Communications (PC) Division provides for the dissemination of City information through
various internal and external communications channels. The PC budget includes the allocation of
resources used for public relations, media relations and marketing-related services. The PC Division
works with the City Council and all city departments to develop promotional, educational and
communication products for a variety of audiences and stakeholders. In FY15, the Neighborhood
Services division merged into the Public Communications division. Neighborhood Services maintains
collaborative partnerships among neighborhoods, partner jurisdictions, community organizations and the
City.
The Community Services Division was created in FY15 and is responsible for Community Services
Administration, Community Development, Code Enforcement and the Northgate District Management
functions that were previously in the Planning and Development Services department. Community
Services staff seek to deliver high-quality programs, services, and facilities to enrich the lives of
individuals and families in College Station.
The Human Resources Division consists of Human Resources and Risk Management (which is funded
by the Insurance Funds). The Human Resources Division is responsible for the strategy and
implementation of HR-related functions throughout the organization, including the compensation and
benefits program for all employees. The division also manages the recruiting and hiring of qualified
candidates for City positions. In addition, policy interpretation and performance management programs
are coordinated through Human Resources. The Risk Management function seeks to limit the exposure
of the City to physical and financial losses through a number of programs that address worker safety. The
Human Resources FY17 Approved Budget includes three SLAs. The first SLA is for $100,556 for
funding of several temporary contracted resources to temporarily backfill necessary day-to-day operations
and bridge gaps of availability of current staff created by work on the HR implementation of the ICE
project. The second approved SLA directs $5,000 toward funding of additional educational resources to
expand the City’s safety program. The third approved SLA appropriates $10,000 to recruiting efforts to
help fill key vacancies left by increased retirements and employee movement within the City.
Other General Fund Expenditures
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 General Fund include $1,250,161 for public
agency funding $85,000 for consulting and other miscellaneous items. Also included in the approved
budget is $1,156,634 for contingency.
Also included in the General Fund budget is a $306,989 transfer for several capital improvement projects.
The projects include $19,000 for the website redesign project, $200,000 to continue funding for the
conceptual design of the Community Center design project, and $63,500 for various system wide parks
improvements. These projects are being funded with one-time General Funds that will be transferred to
the General Government CIP Fund. In addition, $24,489 is approved to be transferred from the General
Fund to the Streets Capital Improvement Projects Fund for the ITS Master Plan.
In addition, a $500,000 transfer has been budgeted for Economic Development Fund incentives that were
included in the FY16 Approved budget, but will not be completed until FY17.
A detailed list of the non-departmental budgeted expenditures can be found in Appendix I.
Debt Service Fund
The Debt Service Fund is used to account for ad valorem tax revenue collected to pay for authorized
general government debt. The approved debt service portion of the ad valorem tax totals 19.5339 cents
per $100 valuation, which accounts for approximately 41.3% of the tax levy.
Economic Development Fund
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.
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Resources set aside for economic development purposes will be transferred into this fund and remain in
the fund until expended. General Fund dollars in the amount of $375,000 are approved to be transferred
into the Economic Development Fund in FY17. In addition, there is a one-time $500,000 transfer from
General Fund to cover economic development incentives to be determined. Expenditures in the amount
of $751,839 are approved in this fund in FY17 for economic development cash assistance incentives.
Efficiency Time Payment Fee Fund
The Efficiency Time Payment Fee Fund can be used for the purpose of improving the efficiency of the
administration of justice in College Station. The City retains 10% of the total fee collected from defendants
who are delinquent in payment for more than thirty days for a misdemeanor offense, which amounts to
$2.50. Approved revenues in FY17 total $5,106 while approved expenditures in FY17 total $11,160. The
Efficiency Time Payment Fee Fund summary is located in the Governmental Funds section of this book.
Enterprise Funds
Electric Fund
College Station's Electric Utility provides for the construction of new facilities needed to extend electrical
service to new consumers, performs repairs and maintenance as needed to maintain the electric system,
and installs and maintains street lights and rental lights. Electric Utility personnel maintain over 20 miles
of electric transmission lines, 7 electrical substations, and approximately 478 miles of overhead and
underground electric distribution lines.
Five Service Level Adjustments (SLAs) are included in the FY17 Electric Approved Budget. The first of
these SLAs, in the amount of $173,308, is for the addition of two Linemen positions. The Linemen
positions handle daily customer calls; the installation of new equipment and the completion of system
maintenance for electric service; completion of upgrades to the overhead and underground electric
distribution system; and the installation of new overhead and underground feeder additions for future
substations to provide for future system growth, stability and reliability. These additional positions are
needed for the continued delivery of safe, dependable, efficient electric service for the citizens of College
Station. A second approved SLA is the purchase of a Hydro Excavation Vacuum Trailer. This piece of
equipment will be used for the safe hydro excavation of holes for many of the City’s electric utility poles;
for potholing done to locate buried facilities; to aid in pumping out and the safe clearing of man holes and
subsurface vaults; and for the prevention of damage to other underground utilities. The estimated cost for
this piece of equipment is $82,500. The third SLA approved in the Electric Fund, in the amount of
$30,000, is for a SCADA Cyber Vulnerability Assessment. The Federal Energy Regulatory Commission
(FERC) and the North American Energy Regulatory Corporation (NERC) Critical Infrastructure Protection
(CIP) regulations require the performance of periodic Cyber Vulnerability Assessments on the SCADA
system. This SLA is for a third party assessment to evaluate the vulnerability of the Electric SCADA
system. In addition, an SLA in the amount of $10,000 is included in the approved budget for Dog Bite
Safety Training. This SLA is for onsite occupational dog bite safety training that demonstrates situations
that employees are likely to encounter in the field. The last SLA included in the approved budget for the
Electric Fund is for a Learning Thermostat Program. The Learning Thermostat Program will provide an
incentive for residential electric customers to install remote capable energy efficient Learning
Thermostats. The program will provide a rebate of $35.00 for each Learning Thermostat purchased and
installed. It is estimated that approximately 700 residential customers will take advantage of the program,
which results in approximately $25,000 in annual rebates.
A rate decrease of 1% is approved for the Electric Fund in FY17.
Water Fund
The City of College Station has the capacity to produce approximately 30 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.
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A number of SLA requests have been included in the FY17 Water Fund approved budget. Several of
these SLAs are for equipment and technology upgrades and additions. The first of these, in the amount of
$58,000 is for an upgrade to a SCADA system processor. The processor currently used for SCADA
system has reached the end of its useful life. The SLA is for the upgrade of the processor to the latest
model. The second equipment SLA approved for FY17 is for the purchase of a mobile 6-inch potable
water pump. This pump will provide the ability to dewater large diameter distribution leaks and reduce the
associated outage time. An SLA in the amount of $20,000 is included in the approved budget for an
upgrade to an existing vehicle. The vehicle is due for replacement in FY17 and the additional funds will be
used to upgrade to a higher load capacity that is needed to remain compliant with State Transportation
Laws.
Also included in the FY17 approved Water Fund budget are two SLAs totaling $92,031 for the addition of
an Environmental Technician position and vehicle. The increased customer base and service area have
created increased demand on the Environmental Services Division. This has resulted in the need for an
additional Environmental Technician position and vehicle. An additional SLA included in the approved
budget is for the expansion of the Water and Wastewater Design Guidelines, Specifications and Details.
The current water and wastewater design guidelines were developed in the late 1990's. Over the years,
the standards have been improved, however, much is missing within the design guidelines, specifications,
and details. This SLA is for the hiring of a professional firm to rewrite the existing water/wastewater
guidelines, specifications, and details. The total estimated cost is $100,000, with the Water and
Wastewater Funds splitting the cost equally. Also included in the FY17 approved Water budget is an SLA
in the amount of $225,000 for phase II of a corrosion control program. The City of College Station
currently maintains many miles of metallic pipelines installed throughout the water collection, water
transmission, and wastewater collection system. This pipe material is susceptible to galvanic corrosion
caused by the differential soil conditions and/or electrical fields from adjacent electrical systems installed
along gas/power lines. This approved SLA will study the soil resistivity and potential measurements along
existing metallic pipelines by collecting field data and performing chemical analysis of soil samples. This
study will then use the collected data to conduct a risk assessment matrix/table that will prioritize
corrosion control concerns.
Two final SLAs included in the FY17 Water Fund are approved to be funded with revenue received in
FY15 and FY16 from the sale of effluent. The proceeds from the sale of effluent were intended to be used
for water conservation efforts and these two SLAs support those efforts. The first of these SLAs is for the
addition of a chlorine booster system for the reclaimed water system located at Veterans Park. The
system will include automated and remote operation and monitoring through the existing SCADA system,
bulk storage of liquid chlorine, on-line chlorine analyzer that can provide real-time chlorine residual levels,
and booster pumps capable of adding and mixing the treated water inside of the storage tank. The
implementation of this project should result in being able to keep the irrigation system for the Veterans
Park complex on the reclaimed water supply all year round while still meeting all of the permit
requirements for this system. The second SLA approved to be funded with the revenue received from the
sale of effluent is for the replacement of irrigation clocks at a number of City facilities. This program would
allow for immediate monitoring of controllers using a web-based service. This program is anticipated to
use water more efficiently, with better control over the system. This program will shut down a broken line
and alert the administrator of the problem. The system will also alert the administrator if the system has
been tampered with.
No rate increase is approved for the Water Fund in FY17.
Wastewater Fund
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 will be needed. The existing system will have to be maintained with
line replacements and plant enhancements and expansions. Wastewater services are provided as an
enterprise function with service related fees paying for the cost of service.
The approved budget includes six SLAs in the Wastewater Fund. These SLAs include several equipment
and technology requests. Similar to the request in the Water Fund, the first Wastewater request, in the
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amount of $70,000, is for an upgrade to a SCADA system processor. The processor currently used for
SCADA system has reached the end of its useful life. The SLA is for the upgrade of the processor to the
latest model. A second technology upgrade requested in Wastewater is for the purchase of hardware and
software to perform automated backup of critical data and server configuration for Plant SCADA systems.
This estimated cost for this SLA is $42,100. Another request included in the Wastewater budget is for the
replacement of a 4-wheeler with a Gator. This request, for $7,000, is to replace the 4-wheeler with a
Gator that will be more suitable for collecting samples within the Carters Creek Plant area. The fourth
Wastewater technology and equipment request is for additional security cameras at the Carters Creek
Wastewater Treatment Plant. The request is for the replacement of existing cameras and enhancing
coverage in the front of the Plant. With the addition of these cameras, complete coverage of the perimeter
of the Plant will be provided. The cameras are estimated at $43,600.
The addition of one position is included in the FY17 approved budget for Wastewater. This position is an
Engineer in Training position and the request is for $100,761. This position will provide the resources
necessary to manage the increasing workload arising from the growth of the City of College Station.
Currently, the Water Services Department has one engineer in the department. This position will provide
an additional resource necessary for the department to continue to meet the engineering needs. The last
SLA in the FY17 approved Wastewater budget is for the expansion of the Water and Wastewater Design
Guidelines, Specifications and Details. As described above in the Water section, this SLA is for the hiring
of a professional firm to rewrite the existing water/wastewater guidelines, specifications, and details. The
total estimated cost is $100,000, with the Water and Wastewater Funds splitting the cost equally.
A rate increase of 8% is approved for the Wastewater Fund in FY17. This rate increase is needed to
support the projected Wastewater Capital Improvement Program (CIP) and the on-going Wastewater
operations and maintenance costs.
Sanitation Fund
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 includes 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.
Revenues for FY17 are estimated to be
$9,576,148. This reflects a 4.8% increase over
the FY16 Revised Budget.
The approved budget for residential and commercial Sanitation operations for FY17 is $8,087,457. Non-
operating expenditures are approved for $867,364. Included is $730,000 for the utility transfer to the
General Fund as well as $359,135 for the Twin Oaks Landfill debt service payment. The expenditure for
the debt service payment will be offset by reimbursement received from the Brazos Valley Solid Waste
Management Agency, Inc. (BVSWMA, Inc.). The non-operating expenditure budget includes a transfer
from the General Fund and the Drainage Fund for street-sweeping costs. Funding in the amount of
$51,190 is approved in the Sanitation Fund for Keep Brazos Beautiful (KBB) for operations, operations,
the Demonstration Garden at the Texas Ave & George Bush site, beautification and litter abatement, and
educational programs. Total FY17 approved expenditures for the Sanitation Fund are $9,872,971.
28,991
25,208 26,270 25,573 25,434
34,608 36,751 37,856 39,272 40,303
2012 2013 2014 2015 2016In TonsRefuse Collected
Residential Commercial
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Northgate Parking Fund
The Northgate Parking Fund accounts for parking operations in the Northgate district of the City. This
includes the surface parking lot on Patricia Street, the College Main Parking Garage and on-street
parking in the district.
FY17 parking fee revenue is estimated to be $1,400,364 which is a slight decrease from the FY16 revised
budget due to lower semester leases of spaces in the parking garage. Other revenues in this fund include
investment earnings and miscellaneous revenue.
Included in the Northgate Parking Fund is budget of $470,474 for the debt service payment related to the
College Main Parking Garage. Budget is also included for two projects at the Parking Garage. The first is
$32,000 for LED lights at the parking garage, and $50,000 is approved for elevator repair. Total approved
Northgate Parking Fund expenditures are $1,290,517.
Special Revenue Funds
Hotel Tax Fund
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 FY17 budgeted Hotel Tax revenue is $5,391,000 which reflects a 2.5% increase over the FY16 year-
end estimate of $5,259,912. Hotel tax revenues are forecasted to increase due to a continued solid
tourism economy and the addition of several hotels. Investment earnings of $40,000 are estimated for
FY17.
Total City operating expenditures in the Hotel Tax Fund are $7,379,890. This is a 36.4% increase from
the FY16 revised budget due to expected costs for the next phase of fields at Veterans Park in the
amount of $3,763,274, which will build two additional synthetic fields and provide other improvements to
the existing athletic fields. Budget in the amount of $1,700,000 is approved for the initial phase of the
Southeast Park project. Funds are also budgeted for the fourth preferred access payment to the CVB for
the use of athletic facilities at Texas A&M University. The FY17 budget for this is $690,000. The City of
College Station provides Hotel Tax revenue to the Convention & Visitors Bureau (CVB) in order to secure
preferred access to certain Texas A&M University facilities at preferred rates for the purpose of enhancing
and promoting tourism and the convention and hotel industry in College Station and Brazos County.
Total City operating expenditures in the Hotel Tax Fund also include $442,000 for expenditures related to
Parks and Recreation Programs & Events. Programs in the budget include expenditures related to
athletic events such as National & Regional Athletic Tournaments, and other events that are eligible for
Hotel Tax funds. Seven service level adjustments related to Parks & Recreation programs and events are
approved with the FY17 budget. The first SLA is $23,000 to pay one-half of the costs to purchase a John
Deere tractor to perform field maintenance at Veterans Park. The other half of this request is an
approved SLA in the General Fund Parks and Recreation Budget. A second SLA is approved to pay
$5,000 one-fourth of the cost to purchase an Athletic Field Groomer for Beachy Central Park, Bee Creek
and Lemontree parks. The balance of the approved SLA is in the General Fund Parks and Recreation
Budget. The third SLA, in the amount of $7,500, is for one-half of the cost to purchase a Toro Workman
for field maintenance at Veterans Park. The balance of the approved SLA is in the General Fund Parks
and Recreation Budget. A fourth SLA approves $40,000 for tournament event equipment needs at
Veterans Park & Athletic Complex to attract tourism based events. The fifth SLA approves $50,000 for bid
requirements, if selected, for hosting the U.S. Quidditch Southern Regional and USA Ultimate National
Collegiate Championship. The U.S. Quidditch Southern Regional will bring 80+ teams to town and the
USA Ultimate National Collegiate Championship will bring 70+ teams to town. A sixth SLA approves
$15,000 for City-Wide Special Event Preparation & Travel that would allow our Tourism staff to prepare
information and presentation materials as well as funds for travel to state and national events to help
solidify our plans for College Station’s own City-wide Special event. The seventh SLA is $11,000 for one-
half of the costs to purchase fans for the American Pavilion at Veterans Park. The fans would be utilized
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as an amenity for athletic events that come to town and the citizens that use the pavilion during the hot
spring and summer months. The second half of the costs of the fans are approved in the General Fund
Parks and Recreation Budget.
Other City operating expenditures approved in FY17 include $300,000 for soliciting and hosting of sports
tournaments in College Station. In FY15 the City Council provided direction to reduce funding to the
Convention and Visitors Bureau in the area of advertising in the amount of $104,116. The funds were
redistributed to Public Communications and Marketing to be used for advertising the City to encourage
visitors to come to College Station. Also included is $80,000 for staff costs in the Public Communications
(PC) Department. PC staff members will be responsible for strategically creating marketing materials that
help increase tourism to College Station and its many amenities. In addition, PC staff will introduce
College Station to other markets through the development of brochures, promotional videos, and
marketing and advertising materials. It is anticipated that these responsibilities will be shared among PC
staff members resulting in the time spent on the activities equating to one FTE position. The primary
focus will be to create high-quality collaterals needed to bring tourism dollars to College Station. The
position is budgeted in the General Fund and Hotel Tax funds will be transferred to the General Fund to
cover the expenditures related to eligible activities. An SLA ($40,000) is approved for the purchase of a
City-wrapped vehicle to be used for marketing, promotional and business development of the City. The
approved budget also contains $25,000 for nonprofit/charitable organizations that hold events at local
hotels and meet the criteria for Hotel Tax use. These funds will be distributed at the discretion of the City
Manager. Funding is also approved for $200,000 for City-Wide Special Event.
A total of $3,158,206 of Hotel Tax funding is approved in FY17 Budget for Outside Agencies. This
includes $2,122,616 for the Bryan/College Station Convention & Visitors Bureau (CVB) for operational,
sales/marketing, promotional, servicing and business development elements; $400,000 for the CVB Grant
Program; $102,690 for Easterwood Airport Advertising; $91,000 for Arts Council operations and
maintenance; $348,400 to Arts Council for affiliate funding and $43,500 for marketing and public arts
support; $25,000 to Veterans Memorial; and $25,000 for the Bryan/College Station Chamber of
Commerce.
Community Development Fund
The goals of Community Development are to encourage the expansion and accessibility of human
services; expand and improve public facilities and infrastructure where needed; and to expand economic
opportunities in the community for low- and moderate- income residents of the city. Additional goals
include providing for an adequate supply of safe and affordable housing, rehabilitation of rental and owner
occupied residential property and expanding home ownership opportunities.
The City of College Station receives federal funds from the Department of Housing and Urban
Development (HUD) through the Community Development Block Grant (CDBG) and the HOME
Investment Partnerships (HOME) grant. The Community Development Division of the Community
Services Department is tasked with administering these grant funds through several programs designed
in accordance with the division's goals, federal regulations and input from the City Council.
Community Development Local Account Fund
In October 2009, the City purchased a piece of property on Holleman Drive with CDBG Funds with the
intent to use it for a CDBG eligible development. Over time, a decision was made to sell the property to
allow private development of the property to occur. HUD has informed the City that because an eligible
project has not been completed, the City would be required to repay the funds used to purchase the land.
In an e-mail to City staff dated July 15, 2016, the HUD Director in Houston directed that the CDBG funds
should not be returned to Treasury, but that the City should set up a CDBG Local Account Fund into
which these funds would be deposited so that the HUD requirements are satisfied. City staff has
established a separate bank account and a new special revenue fund entitled CDBG Local Account Fund
to meet these requirements.
The HUD funds related to the Holleman property were originally received into the Community
Development Fund. Therefore, the repayment of the funds had to originate from the Community
Development Fund as a transfer to the new CDBG Local Account Fund. The Community Development
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Fund lacked the funds to transfer into the Local Account Fund. To meet the HUD requirement, cash was
loaned to the Community Development Fund from the General Fund ($893,638) and the Wastewater
Fund ($1,497,306). Once the Holleman property sale is closed and the proceeds are made available, the
General Fund and Wastewater Fund loans will be repaid. It is anticipated that the closing on the property
will occur in the latter part of FY17.
Roadway Maintenance Fee Fund
The Roadway Maintenance Fee Fund is a new fund established to administer financial activity related to
the Roadway Maintenance Fee. Revenues are generated from a Roadway Maintenance fee assessed to
City of College Station transportation system users. FY17 revenues are projected to be $4,000,000.
Expenses in the fund are dedicated to the rehabilitation and upgrade of streets necessitated by increased
traffic pressure. Street maintenance projects are selected after a review of data that includes: overall
road condition; increased traffic; and importance as a conduit for traffic through the community. An SLA is
approved for $2,585,000 to continue the rehabilitation and upgrade of streets due to increased tra ffic
pressure.
Wolf Pen Creek (WPC) TIF Fund
The Wolf Pen Creek Tax Increment Finance (TIF) Zone generates revenues that must be utilized within
the Wolf Pen Creek District. The TIF expired December 31, 2009. Funds in the amount of $1,235,044
remain in this fund to be used for a future payment to College Station Independent School District for the
school district's portion of unspent WPC TIF funds. The WPC TIF Fund will be closed following the
expenditure of the balance of the funds.
West Medical District TIRZ No. 18 Fund & East Medical District TIRZ No. 19 Fund
In October of 2012, the City Council authorized an amendment of the City’s Comprehensive Plan to
include the College Station Medical District Master Plan. To realize the vision and economic development
opportunities included in the Master Plan, significant barriers to development must be overcome. These
barriers include, but are not limited to; lack of basic infrastructure (potable water, fire flow, sanitary sewer,
etc.) to serve development in the area and lack of transportation capacity (vehicular, pedestrian, etc.) to
meet the mobility needs present in the area.
The Master Plan identified a series of financial and management tools necessary to overcome these
barriers and to maximize the development potential of the area. A key tool identified in the Master Plan is
the use of Tax Increment Reinvestment Zones (TIRZ). Staff approved the establishment of two TIRZ in
the District.
A TIRZ is a political subdivision of a municipality or county in the state of Texas created to implement tax
increment financing. TIRZ are special zones created to attract new investment to an area. TIRZ help
finance the cost of redevelopment and encourage development in an area. Taxes attributable to new
improvements (tax increments) are set-aside in a fund to finance public improvements within the
boundaries of the zone.
Established in December 2012, the West Medical District TIRZ #18, encompasses the area near the
State Highway 6/Rock Prairie Road Bridge and includes both The Med Hospital and the Scott & White
Hospital. Development projects in this area include Rock Prairie Road (East and West), Normand Drive
Extension, and other public works.
It is projected that new development in this portion of the District will meet or exceed $117 million over a
twenty year period. This development activity would yield an increment of approximately $8.4 million in
tax proceeds. These proceeds would be used to fund the required improvement projects, either through
repayment of issued debt or on a “pay as you go” cash basis.
The City of College Station is the only participant in this TIRZ at this time. In FY17, an estimated
$227,635 in ad valorem tax will be collected in the West Medical District TIRZ #18. Interest earnings in
the amount of $2,500 are also estimated. No expenditures are projected for FY17.
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Established in December 2012, the East Medical District TIRZ #19, encompasses the area east of the
State Highway 6/Rock Prairie Road Bridge and includes most of the undeveloped properties within the
District. Development projects in this area include Rock Prairie Road (East), Barron Road, Lakeway
Drive, potable water, fire flow water supply, greenway trails, sanitary sewer service, and other public
works.
It is projected that new development in this portion of the District will meet or exceed $283 million over a
twenty year period. This development activity would yield an increment of approximately $30.8 million in
tax proceeds. These proceeds would be used to fund the required improvement projects, either through
reimbursement to private developers, repayment of issued debt, “pay as you go” basis, or a combination
of these and others.
The City of College Station is the only participant in this TIRZ at this time. In FY17, it is anticipated that
$2,921 in ad valorem tax will be collected in the East Medical District TIRZ #19. No expenditures are
projected for FY17.
Court Technology Fee Fund
The Court Technology Fee Fund funds technology projects at the Municipal Court Facility. For FY17, the
approved revenues total $80,017. Approved expenditures for FY17 are $80,619 and will be used for
technology related purchases such as computer hardware and software for court facilities.
Court Security Fee Fund
The Court Security Fee Fund is used to fund security projects at the Municipal Court building. The
approved FY17 revenues are $58,022. Approved expenditures for FY17 are $46,044, which funds 50%
of the full-time municipal court security marshal. The other half of the security position is funded in the
Municipal Court division of the General Fund.
Juvenile Case Manager Fee Fund
The Juvenile Case Manager Fee Fund funds the salary and benefits of a Juvenile Case Manager, as well
as the salary and benefits for staff time spent administering Teen Court. For FY17, the approved
revenues for this fund are $98,217. The total approved FY17 expenditure budget of $119,740 includes
salary and benefits, and travel and training funds for the Juvenile Case Manager and Teen Court
Coordinator positions.
Truancy Prevention Fee Fund
The Truancy Prevention Fee Fund revenues are used to fund truancy prevention and intervention
services. Defendants convicted of a misdemeanor offense in the municipal court shall pay a truancy
prevention fee of $2.00 in addition to any other fines, penalties, or courts costs required by city ordinance,
state, or federal law. Approved revenues in FY17 total $16,145. A $6,000 expenditures budget is
approved for FY17 in order to fund training and travel, and printing and postage expenses associated with
this fund.
Police Seizure Fund
The Police Seizure Fund accounts for revenues and expenditures related to property seized by the
College Station Police Department. Expenditures for FY17 are budgeted at $20,000. These funds are
used for one-time equipment and other purchases to assist in police activities.
Memorial Cemetery Fund
This fund accounts for two-thirds of the proceeds from the sale of cemetery lots 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. A transfer to the Debt Service Fund, in the
amount of $258,705, is included in the FY17 Approved Budget for the Memorial Cemetery Fund. This
transfer reflects one-half of the annual debt service payment. The balance of the Memorial Cemetery
related debt service will be paid from the Debt Service Fund. The portion of the debt service to be
covered by the Memorial Cemetery Fund is forecasted to increase in future years, but the Memorial
Cemetery Fund will continue to be monitored in future years to ensure that this can be supported. The
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operations and maintenance for this cemetery are budgeted in the General Fund in the Parks and
Recreation Department.
Memorial Cemetery Endowment Fund
This fund accounts for the remaining one-third of the proceeds from the sale of cemetery lots at the
Memorial Cemetery, which includes the Aggie Field of Honor. FY17 approved expenditures are $144,750,
which includes $10,000 for continued marketing of the cemetery plots, as well as a one-time service level
adjustment of $100,250 for the addition of a Jewish faith section. There are three other one-time service
level adjustments totaling $34,500 for the purchase of various equipment and wayfinding signs.
Texas Avenue Cemetery Endowment Fund
This fund accounts for the proceeds from the sale of cemetery lots at the Texas Avenue Cemetery. The
fund also accounts for expenditures on projects that take place in the cemetery. There are no
expenditures anticipated in this fund in FY17. The maintenance and operations for this cemetery are
budgeted in the General Fund in the Parks and Recreation Department.
Public, Educational and Governmental (PEG) Access Channel Fee Fund
While the PEG Fee has been collected for a number of years, the PEG Fee Fund was established in
FY14 due to changes in legislative requirements. The balance of the PEG fees collected in prior years
($266,573) was transferred into the PEG Fee Fund. The FY17 PEG Fee Fund revenues are estimated to
be $201,000. Expenditures of $143,640 are approved in FY17 for expenses related to educational and
governmental broadcasting on Channel 19. Channel 19 provides unique programming that addresses the
needs and interests of the citizens of College Station and its surrounding community.
R. E. Meyer Estate Restricted Gift Fund
The R. E. Meyer Estate Restricted Gift Fund was established in FY14. Robert Earl "Bob" Meyer passed
away in October of 2013. As part of his will, he generously bequeathed a portion of his estate to the
College Station Parks and Recreation Department, with the gift being restricted for the benefit of
programs for senior citizens. During Mr. Meyer's lifetime, he loved and supported the many senior
programs offered by the Parks and Recreation Department Senior Services.
A total of $562,657 from the estate has been received to date. In accordance with Mr. Meyer's will, these
funds will be used for the purpose of programs designed to benefit senior citizens. No funds are currently
planned for expenditure in FY17. As programming plans are developed, it is anticipated that these funds
will be budgeted for future expenditure in accordance with the agreement.
Drainage Fund (O&M)
The Drainage Maintenance Division is part of the Public Works Department, but is funded from the
Drainage Fund. The Drainage Maintenance Division is responsible for the care and maintenance of the
drainage ways throughout the City. Mowing rights-of-way and creek cleaning are the primary activities of
this division, as are taking steps to mitigate the impact of drainage-related issues that may affect the
health and public safety of the City’s residents.
Two SLAs are included in the Drainage Operations and Maintenance approved budget. The first SLA is
for additional funds to repair culverts, storm drains, and erosion along creek banks. Projects are selected
after a review of data that includes overall drainage conditions and importance as a conduit for storm
water through the community. A second SLA is approved for the addition of a dump truck and for one
Equipment Operator that will help mitigate future drainage problems and improve potential flood prone
areas.
No rate increase is approved for the Drainage Fund for FY17.
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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. Each of these funds receives revenues from City departments to which services are provided.
Internal Service funds have revenues transferred from departmental budgets on a monthly basis to
ensure that funds are available for related expenses.
Insurance Funds
The City of College Station has four funds for insurance purposes, all of which are self-funded.
Property and Casualty Fund
The Property and Casualty Fund ensures that the City can adequately cover potential property and
liability losses. Budgeted premiums are based on the actual amounts charged to departments to cover
the City’s Property and Casualty costs. The approved premium revenue for FY17 is $799,548, a reduction
of 20% from FY16. Estimated investment earnings are $9,000 and other revenues, including subrogation,
are projected to be $5,000. The total approved revenues for the Property & Casualty Insurance Fund are
$813,548. Approved expenditures in this fund are $1,119,965.
Employee Benefits Fund
Estimated revenues in the Employee Benefits Fund are $11,812,379. This includes a 10% increase in
City-paid Health Insurance premiums. This increase is necessary to help offset rising claims costs. The
FY17 Approved Budget also includes an estimate of $465,689 for the continued operations of the
Employee Health Clinic approved in FY16. This health clinic provides acute and preventive primary care,
occupational medicine, workers’ compensation and wellness services. Services are available to City
health plan-enrolled employees, dependents and retirees, to encourage wellness and pro-active medical
intervention and treatment. In addition, included in the FY17 budget is $315,000 for an Other Post-
Employment Benefits (OPEB) Trust. The approved expenditures for the Employee Benefits Fund are
$12,732,249.
Workers’ Compensation Fund
The Workers’ Compensation Fund provides coverage against losses sustained through on-the-job injuries
to employees. Budgeted premiums are based on the actual amounts charged to departments to cover the
City’s Workers Compensation costs. In FY17, approved revenues are $593,546 and approved
expenditures are $678,215.
Unemployment Compensation Fund
Premium revenues in this fund are collected based as a percentage of each employee’s salary. In
budgeting for FY17, it was determined that the Working Capital balance was adequate enough that the
City could forego contributions to this Fund for this budget year. Therefore, total FY17 approved
revenues (investment earnings only) are $1,904. Claims costs in the amount of $50,000 are approved to
be budgeted in FY17.
Equipment Replacement Fund
This fund is used to accumulate resources for the replacement of vehicles and large motorized
equipment, the replacement of copiers, and to provide replacement assets for the existing major
technological infrastructure. Estimated revenues for FY17 total $6,619,460.
In FY17, $1,026,504 is approved for new fleet purchases as follows: Police Department $30,000 to
purchase a vehicle for Criminal Investigations Division and $181,504 for the purchase of two patrol
vehicles; Fire Department $285,000 for ladder truck equipment(to be purchased out of Equipment
Replacement Fund); Planning & Development $67,000 for the purchase of two trucks; Public Works-
Streets Maintenance $30,000 for milling machine attachment for skid steer; Parks & Recreation $156,000
to purchase a truck, compact excavator, pull spray rig, tractor, athletic field groomer, and Toro workman;
Drainage Maintenance $135,000 dump truck; Electric $80,000 vacuum trailer; Water $55,000 for SUV
33
purchase and upgrade to vehicle #9410 replacement; and Wastewater $7,000 to purchase a John Deere
Gator.
Fleet Maintenance Fund
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. These services include Police and Fire
response, Solid Waste Collection, Public Utilities, Building Inspection, and Parks operations.
In FY17, total estimated revenues in the Fleet Maintenance Fund are forecasted to be $2,196,144.
Approved revenue includes $39,100 in SLAs related to fleet additions.
The approved FY17 Fleet Maintenance expenditures are $2,096,323. This includes a $9,700 SLA for
environmental and safety compliance upgrades.
Utility Customer Service Fund
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.
In FY16, the meter reading function of the Utility
Customer Service Fund was outsourced to an
outside contractor. This change was made to
address the high turnover and frequent vacancies
in the Meter Services division that were resulting in
billing becoming back-logged and revenues not
being received in a timely fashion.
FY17 approved expenditures are $2,759,995. Two SLAs are included in the approved budget. The first
SLA, in the amount $85,904, provides for contract labor services during the ERP implementation process
which is expected to be take place in FY17. The second SLA is for the addition of one full-time Customer
Service Representative for Billing Services. This position will help ensure that a high level of customer
service is maintained, as well as decrease delays in billings caused by a shortage of manpower in that
department. This will increase the total FTE count in the Utility Customer Service Fund by 1.0 FTE.
Capital Projects Funds
The City has a number of capital project funds. General Obligation Bonds (GOB) have historically been
used 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 GOBs. In addition, 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 COs).
In addition to the general government projects, the City has bond funds for each of the utilities operated
by the City. Also for FY17, operating funds from the Electric and Wastewater Funds are estimated to be
used to fund capital projects in lieu of the issuance of additional debt.
Other resources to fund capital projects include the Utility Funds, the Drainage Fund, Park Land
Dedication Funds and the Hotel Tax Fund. Each provides resources that will be used to complete a
number of projects over the next five years.
The chart above illustrates the number of meters read
annually over the last few years.
732,631
744,298
758,306
776,279
795,871
2012 2013 2014 2015 2016
Number of Meters Read Annually
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General Government Capital Projects
The following is a summary of some of the key general government projects included in the FY17
Approved Budget. More details about these projects can be found in the Governmental Capital
Improvement Projects Budget narrative that precedes the governmental capital projects section in the
budget document. The funds expended on these projects are considered significant and non-routine.
Streets, Traffic, Sidewalks and Trails Capital Projects
A total of $42,347,727 is estimated to be spent on capital transportation projects in FY17. This includes
Street Rehabilitation projects, Street Extension and Capacity Improvement projects, Traffic projects, and
Sidewalk and Trail projects. Some of the key rehabilitation projects include the Luther Street
Rehabilitation, Munson Street Rehabilitation, and Francis Drive Rehabilitation. These projects have been
included in the Capital Improvement Program in an effort to maintain existing infrastructure. Most of these
projects have been funded with CO debt and/or budget balances from completed projects.
A number of Street Extension and Capacity Improvement projects have been included in the FY17
approved budget. Significant projects that are in progress include the Lakeway Extension project; the
Rock Prairie Road West Widening project; the Greens Prairie Trail from FM 2154 through Royder Road
project; the Cain/Deacon Union Pacific Railroad Crossing Switch; the design of capacity improvements on
2818 between Wellborn Road and George Bush Drive; the Road Improvements at Rock Prairie Road
West from 2154 to the City limits project; the Capstone and Barron Road Alignment; Neighborhood Safety
Improvements - Holik, Park Place, Anna and Glade; the Holleman Drive South Widening project;
Intersection Improvements at Greens Prairie Road and Arrington; the Royder Road Expansion project;
and the Greens Prairie/FM 2154 Intersection Improvements project.
While construction of these projects is scheduled for several years out, funds have been estimated in
FY17 for preliminary engineering and surveying on the Greens Prairie Road - Arrington Road to City
Limits West of Wallace Phillips Parkway project and the Greens Prairie Trail – City Limits West of
Woodlake to Royder Road project.
Traffic system projects in the FY17 budget include the construction of a signal and related roadway
improvements at Victoria Drive and State Highway 40. Also included is the continuation of the Intelligent
Transportation System (ITS) Master Plan Implementation. In addition, funds have been included for
additional future signal projects that may be needed as determined by the results of traffic warrant
studies. Another project included in FY17 is the Replacement of the Planter Boxes along Texas Avenue.
Key Sidewalk and Trail projects include the completion of the Lick Creek Park Hike and Bike Trail and the
initial phases of construction on Phase II of the University Drive Pedestrian Improvements project.
More details about each of these projects can be found in the Governmental Capital Improvement
Projects Budget section of this budget document.
Parks and Recreation Capital Projects
In FY17, expenditures in the amount of $3,298,357 are estimated for Parks and Recreation capital
improvement projects. Included is $210,000 for Field Redevelopment projects. A portion of the funds will
be used for replacement and repairs to numerous athletic facilities and parks throughout the City.
Key Parks and Recreation facility projects included in the FY17 budget include the completion of the
construction of the Lincoln Center Expansion. In addition, budget is included in FY17 for a number of
renovations at the pools. These include the repair of structural cracks, pool decking renovations,
plumbing repairs, grating replacement and the replacement of a slide feature. Budget has also been
included in the FY17 CIP for a number of System-Wide Park Improvement projects that include the
addition and replacement of play sets and playground surfacing, lighting improvements, parking lot
renovations, facility repairs, gym equipment, sidewalk reconstruction, fencing upgrades, and basketball
court resurfacing.
More details about each of these projects can be found in the Governmental Capital Improvement
Projects Budget section of this budget document.
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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/equipment projects. In FY17, $21,601,620 is the estimated expenditure for public facility
projects. One of the projects included in this estimate that is currently in progress is the Library Expansion
project. Construction of this project is expected to begin in FY16 and be completed in FY17. Also
included in FY17 is budget to be used toward the construction of a new Police Station. Based on current
forecasts, construction of this project would require a tax increase.
Also included in the CIP for facility projects is an estimate for the construction of two City Gateway Signs.
The first of these signs will be located at the State Highway 6 and University Drive Interchange within
TXDOT ROW. The second sign will be located at the southern entrance of the City off of State Highway
6.
The FY17 budget also includes several projects for existing City facilities that are necessary due to
address compliance and corrective maintenance needs. These projects are being funded with one-time
General Funds that will be transferred to the General Government CIP Fund. These projects include the
replacement, containment repair, and cleaning of existing above-ground storage tanks at the Public
Works facility and the addition of a tipping structure that will be used for street sweeping containment.
Also included in the facility capital project budget is a FY17 estimate of $200,000 to be used for the
conceptual planning/design of a community center. The funding for this planning/design will come from
the General Fund that will be transferred to the General Government CIP Fund. Based on current
forecasts, construction of this project would require a tax increase.
The FY17 Approved Budget also includes a projected expenditure of $5,674,252 for
technology/equipment projects. Technology projects for which FY17 funds are estimated include the
implementation of the public safety CAD/RMS (Computer Aided Dispatch/Records Management System)
Replacement project, the continuation of the Enterprise Resource Planning (ERP) System Replacement
project, the Fiber Optic Infrastructure project; the Website Replacement/Upgrade project; and the Storage
Upgrade project. In addition, budget has been included for the Replacement of the City’s Fuel System
Software.
Capital equipment purchases budgeted in this Fund in FY17 include the Self-Contained Breathing
Apparatus Replacement project and the Public Safety Radio Replacement project.
More details about each of these projects can be found in the Governmental Capital Improvement
Projects Budget section of this budget document.
Enterprise Capital Projects Funds
Below is a summary of the key utility capital projects included in the FY17 Approved Budget. More details
about these projects can be found in the Utility Capital Projects Budget narrative that precedes the Utility
capital projects section in the budget document. The funds expended on these projects are considered
significant and non-routine.
Electric Capital Projects
The approved budget appropriation for electric capital projects is $16,767,100. Included are general plant
upgrades as well as an estimate for costs related to addressing long-term facility programming needs.
Funds are also estimated for Overhead System Improvement projects. These funds will be used for the
construction of overhead feeder extensions and upgrades of existing overhead electric infrastructure. This
includes the annual utility pole replacement program. Funds are estimated for Underground System
Improvement projects. These funds will be used for the construction of new underground electric projects
and for conversion of overhead power lines to underground. Included in this estimate are various
underground feeders in the Northgate area. Also included is underground on Rock Prairie Road and an
underground duct system to coincide with the Lakeway Drive Extension project. In addition, budget is
included for New Service and System Extension projects. These funds will be used to provide electrical
system services for new customer additions (residential, commercial, apartments and subdivisions).
36
Funds are included in FY17 for Thoroughfare Street Lighting projects. These funds will be used for new
thoroughfare street lighting projects and improvements to existing thoroughfare street lights. The FY17
estimate also includes the replacement of the City’s residential and thoroughfare street lights with LED
systems. Budget is included in FY17 for Distribution and Transmission projects. Significant
Transmission/Distribution projects planned for FY17 include improvements to the ring bus at the Greens
Prairie Substation and improvements to the breaker configuration and transformer locations that will
improve reliability and safety at this location. Also included in FY17 is an estimate for the purchase of land
that will be needed for a future substation as well as an estimate for engineering costs related to the
construction of the Graham Road Substation, which is planned for FY18. Other FY17
Transmission/Distribution projects include various SCADA enhancements, the installation of cameras in
the substations, a 138 KV transmission switch replacement and various other minor capital
improvements.
Water Capital Projects
The estimated FY17 expenditure for water capital projects is $17,158,393. This includes an estimate for
the purchase of land for a future well. In addition, an estimate is included for the start of construction on
Well #9 and the Well #9 Collection Line. As capacity needs grow, the City is preparing for the construction
of new wells. An estimate is included in FY17 for the Well Field Collection System Loop project. An
additional project planned for FY17 is the Rehabilitation of Water Well Pumps and Motors. Other
Production projects include the Installation of Security Fencing at Sandy Point Pump Station and the
construction of an Equipment Shed at the Dowling Road Pump Station.
FY17 Water Distribution include 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. In addition, an estimate has been included in FY17 for the Sweetwater Forest Water Line
Extension project. Several projects have been included in the FY17 budget for the extension of water
lines along State Highway 6. The first is the State Highway 6 Waterline Phase I (State Highway 40 to
Venture), the second is the State Highway 6 Waterline Phase II (Creagor Line to State Highway 40) and
the third is the State Highway 6 Waterline Phase III (Creagor Lane to State Highway 40). These lines are
needed to help address increased demand. The Lakeway Waterline Extension project is also included in
FY17. An estimate is also included for Miscellaneous Water Rehabilitation projects that may arise
throughout the fiscal year.
Rehabilitation projects included in the FY17 Approved Budget include the Eastgate Rehabilitation project
and the Woodson Village Water Line Rehabilitation project. Several other utility rehabilitation projects are
included in the FY17 estimated expenditures that are being completed in coordination with the
corresponding street rehabilitation projects. These include the Luther Street Water Line Rehabilitation
project, the Munson Street Water Line Rehabilitation project, the Francis Drive Water Line Rehabilitation
project, the Nimitz Street Water Line Rehabilitation project and the Southside Safety Improvements - Park
Place/Holik/Anna Water Line Rehabilitation project.
Wastewater Capital Projects
The FY17 estimated expenditure for wastewater capital projects is $20,670,431. Wastewater Collection
projects include general OP. These funds are available to meet future anticipated capacity in the
construction of wastewater lines above the minimum size needed to serve the development. Also
included in the FY17 estimate is the East Side FM 158 Sewer project. In addition, an estimate has been
included in FY17 to be used toward the design of Lick Creek Parallel Trunk Line Phases I and II. In
addition, an estimate is included in FY17 for the Bee Creek Parallel Trunkline project. This project is
being completed in phases, with the third phase progressing in FY17. Other Wastewater Collection
projects scheduled for FY17 include Phases I and II of the Northeast Sewer Trunkline. Design of phase I
began in FY16 with construction planned for FY17. Design of phase II is scheduled to begin in FY17. It is
anticipated that approximately $1.5 million of the expenditures for phase I will be funded with Community
Development Block Grant funds.
Rehabilitation projects included in the FY17 Approved Budget include the Eastgate Rehabilitation project
and the Woodson Village Sewer Line Rehabilitation project. Several other utility rehabilitation projects are
37
included in the FY17 estimated expenditures that are being completed in coordination with the
corresponding street rehabilitation projects. These include the Munson Street Sewer Line Rehabilitation
project, the Francis Drive Sewer Line Rehabilitation project, the Nimitz Street Sewer Line Rehabilitation
project and the Southside Safety Improvements - Park Place/Holik/Anna Sewer Line Rehabilitation
project.
A number of Treatment and Disposal projects have also been included in the FY17 budget. These include
the Structure Coating Replacement at the Carters Creek Wastewater Treatment Plant (CCWWTP), the
Lick Creek Generator Replacement, the Installation of a Headworks Catwalk at the CCWWTP, the
CCWWTP Fueling Station, the Replacement of the Carters Creek Screw Lift Pumps, and the Aeration
Blower Improvements project at the CCWWTP.
A significant project that has been added to the FY17 Wastewater CIP is the Lick Creek Expansion and
Nutrient Removal project. The results of the 2016 Wastewater Master plan indicate that a 3 MGD
expansion will be required to meet the TCEQ permit requirements as development continues to occur
within the LCWWTP sewershed. This project will increase the capacity of the LCWWTP from two million
gallons per day to five million gallons per day while adding phosphorus removal capabilities to the plant.
Design of the project is scheduled to begin in FY17 with construction expected to span several years.
Several General Plant projects are included in the FY17 Approved Budget. These include SCADA at the
New Lift Stations, the Carters Creek Electrical Improvements project, and the Repurposing of Buildings at
the CCWWTP. In addition, two projects related to land acquisition have also been included in the FY17
budget. These projects are intended for the purchase of land to serve as buffers around the treatment
plants.
More details about these projects can be found in the Utility Capital Projects Budget section of this budget
document.
Special Revenue Capital Projects
Below is a summary of the key special revenue projects included in the FY17 Approved Budget. More
details about these projects can be found in the Special Revenue Capital Improvement Projects narrative
that precedes the Special Revenue capital projects section in the budget document. The funds expended
on these projects are considered significant and non-routine.
Park Land Dedication Capital Improvement Projects
The Park Land 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 Park Land Dedication Capital Improvement
Projects Funds are funded using the dedicated park land funds. Park Land dedication funds must be used
for the development of parks within the zone to which the funds are dedicated. In FY17, estimates are
included for Park Land Dedication projects that are anticipated to be completed in the various park zones .
Key park development projects included in the FY17 Park Land Dedication Funds include the initial
design phase of the Fun for All Playground at Central Park. This project is for the construction of an
inclusive playground for children with special needs. The playground will provide a safe atmosphere while
incorporating educational aspects and challenges to spark imagination and enhance quality of life. This
project is a joint effort between the City of College Station, the College Station Rotary Club, the College
Station Noon Lions Club, and the Kiwanis Club.
Other parks in which significant development or improvements are expected in FY17 include Crescent
Point Park, Raintree Park, John Crompton Park, Sonoma Park, Reatta Meadows Park and Barracks Park.
In addition, funds for minor amenity improvements have been included for Cy Miller Park, Woodland Hills
Park, Windwood Park, Cove of Nantucket Park and Castlegate Park. Signage is also planned for various
parks using Park Land Dedication funds.
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Additional funds are budgeted in a number of Park Land zones but these funds have not yet been
obligated to specific projects. These funds are available to be used for projects that arise throughout the
year within the applicable zones. Funds not used in the fiscal year will carry over to future fiscal years.
Drainage Capital Improvement Projects
Drainage capital projects are funded by revenue generated through a drainage utility fee that is collected
from residential and commercial utility users. An estimate is included in FY17 for Minor Drainage
Improvement projects. These funds are used for minor unscheduled drainage projects that may arise
throughout the fiscal year. Also included in the Drainage CIP is an estimate for the Southwest Parkway
Storm Drain Replacement project and an estimate for the Culvert Replacement under John Milliff Road
and Redmond Drive.
Sidewalk Zone Capital Projects
The Sidewalk Zone Funds account for the receipt and expenditure of funds received by the City from
developers who, upon approval of the Planning and Zoning Commission and in accordance with a
number of criteria as defined by the City’s Sidewalk ordinance, pay a fee in lieu of constructing the
required sidewalk or multi-use path. Fees collected in lieu of sidewalk or multi-use path construction must
be expended in the sidewalk zone within which the approved development is located and must be used
only for construction, reconstruction or land acquisition costs associated with sidewalks, multi-use paths
and other non-vehicular ways. The FY17 budget includes estimates for projects in two of the Sidewalk
Zones. The first is in Sidewalk Zone 8 for the Emerald Dove Sidewalk project. The second project is for
the use of Sidewalk Zone 15 funds toward the sidewalks planned for construction as part of the Holleman
Drive South project. In addition to these projects, funds that have not yet been obligated to specific
sidewalk projects are included in the FY17 budget in Sidewalk Zones 2, 3, 5, 9 and 13. Including these
funds in the budget will make them available for use on projects that arise throughout the year within the
applicable Zones. Funds not used in the fiscal year will carry over to future fiscal years.
Hotel Tax Fund Capital Improvement Projects
Included in the FY17 Approved Budget is an estimate for the construction of phase I of the Build-Out of
the Veterans Park and Athletic Complex. The project will include the construction of two additional
synthetic turf fields at Veterans Park along with parking and lighting to support the new fields. The
synthetic turf fields will provide an all-weather playing surface that can be used immediately following a
rain event. In addition, spectator areas and amenities will be added to these fields and to several existing
fields as part of this project. The project will be funded using Hotel Tax funds as the project is anticipated
to result in a significant number of individuals coming from outside of the community to play in
tournaments held on these fields. The fields will be able to facilitate sports such as soccer, football,
lacrosse, and a myriad of other sports events.
Also included in FY17 is an estimate for Southeast Park. The City currently owns the property on Rock
Prairie Road next to the BVSWMA landfill where this park is approved. This project would develop the
park with 9 ball fields, parking, lighting, restrooms, picnic pavilion, batting cages, streets and park
amenities. The Master Plan is currently under development. The project would be completed in phases
and the FY17 estimate is the amount needed to begin the project.
Additional O&M Costs
The FY17 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 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
39
on O&M budgets that are included in the Strategic Business Plans are used by the Finance Office in
financial forecasting.
Conclusion
The previous discussion provided an overview of the FY17 Approved Budget and key changes from the
FY16 budget. The following sections of the budget document provide additional discussion of the
approved budget by fund.
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41
City of College Station
Fiscal Year Comparison Summary
FY17 Approved FY17 Approved Net Operating % Change
Fiscal Year 2016-2017 Total Funds Total Appropriation Net and Capital from Prior
Approved Budget Available of Funds Transfers Budget Fiscal Year
General Fund 89,203,348$ 79,541,543$ (3,946,701)$ 75,594,842$ 0.43%
Debt Service Fund 19,044,873 15,369,282 - 15,369,282 18.00%
Economic Development Fund 1,546,958 870,339 (870,339) - N/A
Municipal Court Funds 1,053,586 263,563 - 263,563 -6.89%
Police Seizure Fund 78,079 20,000 - 20,000 0.00%
Utility Funds 145,559,039 116,151,900 - 116,151,900 2.85%
Sanitation Fund 11,389,769 9,872,971 - 9,872,971 11.69%
Northgate Parking Fund 2,151,965 1,290,517 - 1,290,517 -12.48%
Hotel Tax Fund 17,237,510 5,084,822 - 5,084,822 14.59%
Community Development Fund 261,930 2,652,874 - 2,652,874 93.62%
CD Local Fund 2,390,944 - - - N/A
Wolf Pen Creek TIF 1,270,874 - - - N/A
West Medical District TIRZ #18 680,482 - - - N/A
East Medical District TIRZ #19 5,888 - - - N/A
PEG Access Channel Fee Fund 709,973 143,640 - 143,640 10.65%
R.E. Meyer Estate Restricted Gift Fund 570,382 - - - N/A
Insurance Funds 24,631,259 14,580,429 (14,580,429) - N/A
Utility Customer Service Fund 2,897,554 2,759,995 (2,759,995) - N/A
Internal Services Funds 16,334,879 8,072,998 (8,072,998) - N/A
Drainage Fund (O&M)3,233,911 2,215,539 - 2,215,539 20.02%
Roadway Maintenance Fund 4,000,000 4,000,000 - 4,000,000 N/A
TX Ave Cemetery Endowment Fund 1,900,238 - - - N/A
Memorial Cemetery Endowment Fund 1,097,813 144,750 - 144,750 479.00%
Memorial Cemetery Fund 1,674,508 258,705 (258,705) - N/A
Subtotal of Operations & Maintenance 348,925,762$ 263,293,867$ (30,489,167)$ 232,804,700$ 5.98%
Utility Funds Transfer to CIP - Utility CIP 25,450,000 25,450,000 - 25,450,000 90.64%
Utility Funds Transfer to CIP - Gen'l Gov't CIP 385,000 385,000 - 385,000 N/A
Equipment Repl Fund Transfer to CIP 200,000 200,000 - 200,000 N/A
Community Development Transfer to CIP 1,497,306 1,497,306 - 1,497,306 N/A
General Fund Transfer to CIP 306,989 306,989 - 306,989 -86.86%
Capital Transfers to CIP 27,839,295$ 27,839,295$ -$ 27,839,295$ 77.47%
General Government Capital Imp. Proj.83,810,729$ 56,102,791$ (891,989)$ 55,210,802$ 24.21%
Utility Capital Improvement Projects 54,883,817 39,915,550 (26,947,306) 12,968,244 -36.80%
Community Development Capital Imp Proj.665,277 665,277 - 665,277 -30.13%
Special Revenue Capital Imp. Proj.7,039,434 6,044,096 - 6,044,096 30.37%
Hotel Tax Capital Imp Proj 5,463,274 5,463,274 - 5,463,274 48.73%
Subtotal of Capital Expenditures 151,862,531$ 108,190,988$ (27,839,295)$ 80,351,693$ 8.25%
Totals 528,627,588$ 399,324,150$ (58,328,462)$ 340,995,688$ 10.15%
FY16 Approved FY16 Approved Net Operating % Change
Fiscal Year 2015-2016 Total Funds Total Appropriation Net and Capital from Prior
Approved Budget Available of Funds Transfers Budget Fiscal Year
General Fund 86,748,113$ 76,468,137$ (1,194,352)$ 75,273,785$ 15.38%
Debt Service Fund 16,645,063 13,024,593 - 13,024,593 -1.72%
Economic Development Fund 1,080,188 786,839 (786,839) - N/A
Municipal Court Funds 948,416 283,052 - 283,052 1.66%
Police Seizure Fund 78,136 20,000 - 20,000 -25.93%
Utility Funds 138,624,543 112,936,359 - 112,936,359 -4.25%
Sanitation Fund 10,170,612 8,839,334 - 8,839,334 3.19%
Northgate Parking Fund 1,967,215 1,474,503 - 1,474,503 3.82%
Hotel Tax Fund 17,310,015 4,437,530 - 4,437,530 16.17%
Community Development Fund 1,370,112 1,370,112 - 1,370,112 -68.44%
Wolf Pen Creek TIF 1,262,869 - - - N/A
West Medical District TIRZ #18 453,778 - - - N/A
East Medical District TIRZ #19 2,964 - - - N/A
PEG Access Channel Fee Fund 561,633 129,820 - 129,820 60.03%
R.E. Meyer Estate Restricted Gift Fund 566,993 - - - N/A
Insurance Funds 21,207,908 13,431,925 (13,431,925) - N/A
Utility Customer Service Fund 2,749,047 2,356,974 (2,356,974) - N/A
Internal Services Funds 16,482,367 8,068,765 (8,068,765) - N/A
Drainage Fund (O&M)3,767,546 1,846,040 - 1,846,040 5.95%
TX Ave Cemetery Endowment Fund 1,854,496 - - - N/A
Memorial Cemetery Endowment Fund 996,400 25,000 - 25,000 150.00%
Memorial Cemetery Fund 1,777,285 363,101 (363,101) - N/A
Subtotal of Operations & Maintenance 326,625,699$ 245,862,084$ (26,201,956)$ 219,660,128$ 0.33%
Utility Funds Transfer to CIP - Utility CIP 13,350,000 13,350,000 - 13,350,000 62.41%
Utility Funds Transfer to CIP - Gen'l Gov't CIP - - - - N/A
Equipment Repl Fund Transfer to CIP - - - - N/A
Community Development Transfer to CIP - - - - N/A
General Fund Transfer to CIP 2,336,650 2,336,650 - 2,336,650 108.00%
Capital Transfers to CIP 15,686,650$ 15,686,650$ -$ 15,686,650$ 39.23%
General Government Capital Imp. Proj.48,589,706$ 46,785,711$ (2,336,650)$ 44,449,061$ 562.95%
Utility Capital Improvement Projects 38,756,146 33,868,560 (13,350,000) 20,518,560 76.32%
Community Development Capital Imp Proj.952,214 952,214 - 952,214 26.81%
Special Revenue Capital Imp. Proj.4,958,547 4,636,200 - 4,636,200 22.14%
Hotel Tax Capital Imp Proj 3,673,274 3,673,274 - 3,673,274 NA
Subtotal of Capital Expenditures 96,929,887$ 89,915,959$ (15,686,650)$ 74,229,309$ 224.31%
Totals 439,242,236$ 351,464,693$ (41,888,606)$ 309,576,087$ 22.32%
10/13/2016 14:36
42
General Fund
22.17%
Debt Service Fund
4.51%
Hotel Tax Fund
1.49%
Community Development Fund
0.78%Other Special Revenue Funds
0.78%
Roadway Maintenance Fund
1.17%
Utility Funds
34.06%
Sanitation Fund
2.90%
Northgate Parking Fund
0.38%
Cemetery Funds
0.04%
Utility Funds Xfer to CIP -Utility CIP
7.46%Utility Funds Xfer to CIP -
Gen'l Gov't CIP 0.11%CD Xfer to CIP
0.44%
Gen'l Fund Xfer to CIP
0.09%
Other Xfer to CIP
0.06%
Other CIP
3.57%
Gen'l Gov't CIP
16.19%
Utilities CIP
3.80%
City of College Station
Net Budget - $340,995,688
43
2016-2017 Approved Annual Budget
Combined Summary of Revenues & Expenditures
With Comparisons to 2015-16 Budget
Governmental Funds Enterprise Funds
General Fund Debt Service (1) Other (2) Utilities Sanitation
Parking
Enterprise Hotel Tax
Community
Development
CDBG Local
Account
(3) Court
Funds
Police
Seizure
Parkland
Dedication
(4) Cemetery
Funds Drainage
BEGINNING BALANCE 15,402,090$ 3,631,731$ 725,299$ 36,985,436$ 1,813,621$ 751,601$ 17,269,784$ (2,390,944)$ 2,390,944$ 740,738$ 57,678$ 5,475,397$ 4,272,974$ 2,017,672$
REVENUES:
Ad Valorem Tax 21,524,427 15,129,437 - - - -
Sales Tax 27,487,262 - - - - -
Other Taxes 3,038,625 - - - 5,391,000 - -
Licenses & Permits 1,501,279 - - - - -
Intergovernmental 781,365 - - - 4,815,457 - -
Charges for Services 4,478,236 - - 130,139,358 9,148,315 1,138,714 - - - 2,274,100
Fines, Forfeits & Penalties 2,866,564 - 4,831 - 250,000 248,541 20,000 -
Investment Earnings 100,000 25,000 2,275 141,149 2,328 4,000 40,000 - 3,860 401 10,000 13,460 12,000
Other 565,256 - - 4,128,096 425,505 7,650 - 400,000 386,125
Return on Investment 11,765,233 - - - - -
Transfers In - 258,705 875,000 - - - - - -
Long Term Debt Issuance - - - - -
Total Revenues 74,108,247$ 15,413,142$ 882,106$ 134,408,603$ 9,576,148$ 1,400,364$ 5,431,000$ 4,815,457$ -$ 252,401$ 20,401$ 410,000$ 399,585$ 2,286,100$
TOTAL AVAILABLE RESOURCES 89,510,337 19,044,873 1,607,405 171,394,039 11,389,769 2,151,965 22,700,784 2,424,513 2,390,944 993,139 78,079 5,885,397 4,672,559 4,303,772
EXPENDITURES:
General Government 6,269,466 - - - -
Fiscal Services 3,862,971 - - - -
Police 21,566,779 - - - -
Fire 16,851,955 - - - -
Planning & Development Services 3,957,872 - - - -
Public Works 8,626,135 - - - -
Parks & Recreation 9,239,703 - - - -
Information Services 5,172,616 - - - -
Library 1,185,030 - - - -
Utilities - 82,758,518 - -
CIP Department - - - -
Projects/Direct Capital - 838,900 - -
Sanitation - - 8,087,457 - -
Parking Enterprise - - 904,435 - -
BVSWMA - - - -
Community Development - - 2,505,408 - -
Outside Agency Funding 1,335,161 - - 51,190 3,158,206 147,466 - -
Debt Service 15,319,282 - 16,121,946 359,135 470,474 - -
Utility Transfer to the General Fund - 11,035,234 730,000 - -
Contingency 1,156,634 20,000 250,000 50,000 50,000 10,000 - -
Internal Services - - - -
Self-Insurance - - - -
Pay Plan Contingency 165,192 - - -
Other/Other Transfers 1,173,427 50,000 861,499 2,223,024 (51,427) (204,145) 1,916,616 - - 252,403 20,000 403,455 1,793,265
General & Administrative Transfers (4,968,100) - 2,924,279 646,616 69,753 - - 21,910 - 400,364
CIP Expenditures Less G&A Xfers*- - - 5,463,274 665,277 - - 5,070,225 - 891,771
Transfers to CIP Funds 306,989 - 25,835,000 1,497,306 - - -
Total Expenditures 75,901,830$ 15,369,282$ 881,499$ 141,986,901$ 9,872,971$ 1,290,517$ 10,548,096$ 4,815,457$ -$ 252,403$ 20,000$ 5,092,135$ 403,455$ 3,085,400$
Measurement Focus Incr (Decr)(439,000)
Change in Fund Balance (2,232,583) 43,860 607 (7,578,298) (296,823) 109,847 (5,117,096) - - (2) 401 (4,682,135) (3,870) (799,300)
ENDING FUND BALANCE 13,169,507$ 3,675,591$ 725,906$ 29,407,138$ 1,516,798$ 861,448$ 12,152,688$ (2,390,944)$ 2,390,944$ 740,736$ 58,079$ 793,262$ 4,269,104$ 1,218,372$
(1) Other Governmental Funds comprised of the Economic Development and Efficiency Time Payment Funds.
(2) Utilities comprised of the Electric, Water and Wastewater Funds
(3) Court Funds comprised of Court Technology, Court Security, Juvenile Case Manager and Truancy Prevention Fee Funds
(4) Cemetery Funds comprised of Memorial Cemetery, Texas Ave Cemetery Endowment, and Memorial Cemetery Endowment Funds
(5) TIF Funds comprised of Wolf Pen Creek TIF, West Medical District TIRZ #18, and East Medical District TIRZ #19
(6) Governmental Capital Funds comprised of Streets, Parks, Facilities & Technology Funds
(7) Utility Capital Funds comprised of Electric, Water and Wastewater
(8) Internal Services Funds comprised of Fleet Maintenance, Utility Customer Service, and Equipment Replacement
(9) 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.
Note: Detailed explanations of changes in fund balances can be found in the corresponding text and financial presentation of funds throughout this book.
Special Revenue Funds
44
FY 2016-2017 FY 2015-2016 FY 2014-2015
Capital Projects Funds Internal Services Funds Total Less Transfers Net Total Adopted Amended Actual
Road
Maintenance
Sidewalk
Zone Funds
(5) TIF
Funds PEG Fund
R.E. Meyer
Restricted
Gift Fund
(6) Governmental
Capital Funds
(7) Utility
Capital
Funds
(8) Internal
Services
(9) Self
Insurance All Funds All Funds FY 2016-2017 FY 2015-2016 FY 2015-2016
FY 2014-2015
(Budget Basis
Actuals)
-$ 83,926$ 1,719,138$ 508,973$ 568,182$ 34,861,205$ 13,230,511$ 7,969,690$ 11,409,882$ 159,495,528$ (19,379,572)$ 140,115,956$ 98,600,029$ 98,600,029$ 89,853,708$
230,556 - - - - 36,884,420 - 36,884,420 32,015,451 32,015,451 29,849,301
- - - - - 27,487,262 - 27,487,262 27,592,000 27,592,000 26,687,963
- 200,000 - - - - 8,629,625 - 8,629,625 8,792,567 8,792,567 8,604,517
- - - - - 1,501,279 - 1,501,279 1,158,974 1,158,974 1,500,777
- 1,207,532 - - - 6,804,354 - 6,804,354 2,875,529 2,875,529 2,734,763
- - - - - - 147,178,723 - 147,178,723 143,988,118 143,678,118 145,323,383
- - - - - 3,389,936 - 3,389,936 4,023,006 4,023,006 3,109,705
- 250 7,550 1,000 2,200 130,000 31,000 40,960 42,404 609,837 - 609,837 865,264 865,264 736,046
4,000,000 - 405,003 1,497,306 210,949 2,215,506 14,241,396 - 14,241,396 5,610,834 5,920,834 28,217,547
- - - - - 11,765,233 - 11,765,233 10,474,917 10,474,917 10,135,032
- 891,989 25,450,000 11,210,834 10,963,467 49,649,995 (49,649,995) - 40,609,221 40,807,420 38,409,603
- 46,140,000 14,675,000 - - 60,815,000 - 60,815,000 34,495,000 34,495,000 -
4,000,000$ 250$ 238,106$ 201,000$ 2,200$ 48,774,524$ 41,653,306$ 11,462,743$ 13,221,377$ 368,957,060$ (49,649,995)$ 319,307,065$ 312,500,881$ 312,699,080$ 295,308,637$
4,000,000 84,176 1,957,244 709,973 570,382 83,635,729 54,883,817 19,432,433 24,631,259 528,452,588 (69,029,567) 459,423,021 411,100,910 411,299,109 385,162,345
- - - - - 6,269,466 - 6,269,466 5,460,224 5,511,625 4,789,053
- - - - - 3,862,971 - 3,862,971 3,722,038 3,803,821 3,310,963
- - - - - 21,566,779 - 21,566,779 19,781,879 20,202,243 18,533,889
- - - - - 16,851,955 - 16,851,955 16,743,432 16,899,025 14,881,983
- - - - - 3,957,872 - 3,957,872 3,487,657 3,660,014 3,106,143
4,000,000 - - - - - 12,626,135 - 12,626,135 11,223,624 11,393,022 9,150,805
- - - - - 9,239,703 - 9,239,703 9,635,720 10,371,122 8,194,670
- - - - - 5,172,616 - 5,172,616 4,918,755 4,982,476 4,112,987
- - - - - 1,185,030 - 1,185,030 1,101,851 1,101,851 1,138,568
- - - - - 82,758,518 - 82,758,518 82,398,948 82,723,209 81,798,876
- - - - - - - - - - -
- - - - - 838,900 - 838,900 - - -
- - - - - 8,087,457 - 8,087,457 7,082,420 7,166,100 6,685,670
- - - - - 904,435 - 904,435 1,081,594 1,240,174 640,570
- - - - - - - - - - -
- - - - - 2,505,408 - 2,505,408 1,370,112 1,370,112 1,010,961
- - - - - 4,692,023 - 4,692,023 4,079,198 4,079,198 3,359,921
- - - - - 32,270,837 - 32,270,837 13,845,078 13,845,078 13,559,723
- - - - - 11,765,234 - 11,765,234 10,474,917 3,581,700 3,498,409
- - - 85,000 25,000 1,646,634 (110,000) 1,536,634 1,302,704 613,272 293,372
- - - 10,747,993 - 10,747,993 (10,747,993) - 9,784,035 11,010,128 8,890,491
- - - - 14,555,429 14,555,429 (14,555,429) - 13,431,925 13,431,925 12,567,279
- - - - - 165,192 - 165,192 641,704 283,398 -
- - - 143,640 - - - - 8,581,757 (1,129,044) 7,452,713 16,665,442 22,786,914 49,924,138
- - - 539,712 212,580 - - (152,886) (152,886) (146,150) (146,150) (149,339)
- 82,100 - 55,563,079 39,702,970 - - 107,438,696 (27,839,295) 79,599,401 74,229,309 72,605,999 29,080,377
- - - 200,000 - 27,839,295 - 27,839,295 13,350,000 13,350,000 8,182,806
4,000,000$ 82,100$ -$ 143,640$ -$ 56,102,791$ 39,915,550$ 11,032,993$ 14,580,429$ 395,377,449$ (54,381,761)$ 340,995,688$ 325,666,416$ 325,866,256$ 286,562,316$
(439,000) -
- (81,850) 238,106 57,360 2,200 (7,328,267) 1,737,756 429,750 (1,359,052) (26,859,389)$ 4,731,766 (22,127,623) (13,165,535) (13,167,176) 8,746,321
-$ 2,076$ 1,957,244$ 566,333$ 570,382$ 27,532,938$ 14,968,267$ 8,399,440$ 10,050,830$ 132,636,139$ (14,647,806)$ 117,988,333$ 85,434,494$ 85,432,853$ 98,600,029$
Total Revenues 258,492,065$ -$ 258,492,065$
Transfers In 49,649,995 (49,649,995) -
Long Term Debt Issuance 60,815,000 - 60,815,000
Decrease in Fund Balance 26,420,389 (4,731,766) 21,688,623
Total Appropriations 395,377,449$ (54,381,761)$ 340,995,688$
45
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
FUND Actual Budget Estimate Base Budget Budget FY16 to FY17
General Fund 67,368,401$ 78,713,053$ 77,366,693$ 74,389,864$ 76,897,719$ -2.31%
Court Security Fee Fund 73,834 59,880 67,011 46,044 46,044 -23.11%
Juvenile Case Mgr. Fee Fund 106,972 111,433 112,916 119,740 119,740 7.45%
Community Development Fund 355,533 309,159 293,701 318,078 318,078 2.88%
Northgate Parking Fund 673,982 1,240,174 1,220,683 850,878 904,435 -27.07%
Electric Fund 71,457,612 71,058,044 68,837,372 71,219,570 71,540,378 0.68%
Water Fund 5,287,450 5,434,276 5,754,433 5,452,629 6,085,804 11.99%
Wastewater Fund 5,648,853 6,230,889 5,635,133 5,656,875 5,971,236 -4.17%
Sanitation Fund 6,685,670 7,166,100 7,068,546 8,087,457 8,087,457 12.86%
Property & Casualty Ins. Fund 108,122 144,420 127,552 146,965 146,965 1.76%
Employee Benefits Fund 64,256 61,894 55,817 63,569$ 63,569 2.71%
Workers' Comp Ins. Fund 102,818 144,470 127,358 147,015 147,015 1.76%
Utility Customer Service Fund 2,204,028 2,526,335 2,474,076 2,603,798 2,729,995 8.06%
Fleet Maintenance Fund 1,972,610 2,063,628 2,048,706 2,071,623 2,081,323 0.86%
Drainage Maintenance Fund 1,175,402 1,493,772 1,381,762 1,356,960 1,766,089 18.23%
Roadway Maintenance Fund - - - - 4,000,000 N/A
COMBINED FUND TOTAL 163,285,543$ 176,757,527$ 172,571,759$ 172,531,065$ 180,905,847$ 2.35%
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
CLASSIFICATION Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 63,915,677 70,522,493 70,142,507$ 73,322,941$ 75,318,211$ 6.80%
Supplies 7,172,452 7,616,698 6,718,204 6,606,565 6,982,177 -8.33%
Maintenance 6,275,113 7,267,437 7,105,716 6,803,587 7,145,024 -1.68%
Purchased Services 21,806,301 27,416,407 26,756,481 23,967,434 29,060,538 6.00%
Capital Outlay 1,583,896 3,226,969 3,304,786 741,350 1,310,709 -59.38%
Purchased Power/Wheeling Charges 62,063,960 60,235,835 58,100,000 60,606,000 60,606,000 0.61%
Other Purchased Services 468,144 471,688 462,471 483,188 483,188 2.44%
Indirect Costs - - (18,406) - - N/A
COMBINED FUND TOTAL 163,285,543$ 176,757,527$ 172,571,759$ 172,531,065$ 180,905,847$ 2.35%
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
FUND Actual Actual Budget Base Budget Budget FY16 to FY17
General Fund 598.35 665.00 686.50 682.75 702.75 5.68%
Court Security Fee Fund 1.00 1.00 0.50 0.50 0.50 -50.00%
Juvenile Case Mgr. Fee Fund 1.75 1.75 1.75 1.75 1.75 0.00%
Recreation Fund 46.65 - - - - N/A
Community Development Fund 6.00 6.00 4.00 4.00 4.00 -33.33%
Northgate Parking Fund 8.00 8.00 8.00 8.00 8.00 0.00%
Electric Fund 70.50 72.50 74.50 74.50 76.50 5.52%
Water Fund 29.00 31.00 33.50 33.50 34.50 11.29%
Wastewater Fund 49.00 49.00 51.00 51.00 52.00 6.12%
Sanitation Fund 35.50 35.50 38.00 37.50 37.50 5.63%
Property & Casualty Ins. Fund 1.00 1.00 1.50 1.50 1.50 50.00%
Employee Benefits Fund 1.00 1.00 1.00 1.00 1.00 0.00%
Workers' Comp Ins. Fund 1.00 1.00 1.50 1.50 1.50 50.00%
Utility Customer Service Fund 28.00 29.00 22.00 22.00 23.00 -20.69%
Fleet Maintenance Fund 15.00 16.00 16.00 16.00 16.00 0.00%
Drainage Maintenance Fund 15.00 16.00 17.00 17.00 18.00 12.50%
COMBINED FUND TOTAL 906.75 933.75 956.75 952.50 978.50 2.27%
City of College Station
All Funds Operations & Maintenance
Summary
PERSONNEL SUMMARY BY FUND
EXPENDITURE BY CLASSIFICATION
EXPENDITURE BY FUND
46
Analysis of Tax Rate
Fiscal Year 2016-2017
Approved Approved
FY16 FY17
Assessed Valuation of Real and Exempt Property 8,449,965,391$ 9,117,350,789$
(Based on 100% of Market Value)
Less: Exempt Property 1,071,791,341 1,227,816,990
Less: Agricultural Loss 100,493,588 111,870,902
Less: Over 65 and Veterans Exemptions 103,972,761 112,726,302
Less: House Bill 366 161,498 180,155
Less: Abatements 10,042,880 8,516,376
Less: Proration 511,569 459,338
Less: CHDO 8,950,777 9,838,418
Less: Freeport 12,682,228 11,346,209
Taxable Assessed Value 7,141,358,749$ 7,634,596,099$
Value remaining under ARB Review 18,945,344$ 355,871,164$
Plus 90% of value remaining under ARB Review 320,284,443 *
Est Total Assessed Value 7,160,304,093$ 7,954,880,542$
Freeze Taxable 560,950,847 634,775,843
Transfer Adjustment 483,623 985,544
Freeze Adjusted Taxable 6,598,869,623$ 7,319,119,155$
O&M and Debt Service Portion 7,119,998,323$ 7,906,085,439$
TIF Captured Value 40,305,770 48,795,103
Total 7,160,304,093$ 7,954,880,542$ *
Apply Tax Rate per/$100 Valuation 0.452500/$100 0.472500/$100
Freeze Actual Tax 2,177,060$ 2,336,280$
Amount lost to Tax Freeze 361,243 663,036
Total Tax Levy 32,036,946$ 36,919,119$
Estimate 100% Collection 32,036,946$ 36,919,119$
Tax Rate Per Percent Estimated
$100 Valuation Of Levy Collections
Debt Service 0.195339 41.3%15,167,635$
General Fund 0.277161 58.7%21,520,929
TIRZ 18 0.472500 100.0%227,635
TIRZ 19 0.472500 100.0%2,921
Approved Tax Rate 0.472500 100.0%36,919,119$
*The 2016 total net certified value of property in the City of College Station is $7,990,467,263. This includes an amount
of $355,871,164 that was under review at the time the value was certified. For the estimates above, only 90% of the
portion of the value that was under review was included for the calculation of the estimated collections.
47
Appraisal Total Market Exempt Total Taxable
Year Valuation Value Value *
2007 5,223,363,290 677,645,842 4,545,717,448
2008 5,726,153,143 701,998,930 5,024,154,213
2009 6,235,564,687 844,182,607 5,391,382,080
2010 6,325,818,517 870,386,056 5,455,432,461
2011 6,537,436,940 798,821,938 5,738,615,002
2012 6,861,624,135 917,311,148 5,944,312,987
2013 7,278,333,559 1,047,214,549 6,231,119,010
2014 7,786,946,473 1,132,345,639 6,654,600,834
2015 8,349,471,803 1,208,113,054 7,141,358,749
2016 9,361,351,051 1,370,883,788 7,990,467,263
* Assessed value is 100% of the estimated value.
Data comes from Brazos CAD website with certified annual historical totals
Analysis of Property Valuations
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016MILLIONS $City of College Station Ad Valorem Tax Valuation
48
City
Manager
Fire / EOC
Police
Community
Services
Human
Resources
Planning &
Development
Engineering
Public Works
Water Services
Electric Utility
Parks and
Recreation
Utility
Customer
Services
Budget &
Financial
Reporting
Purchasing
Accounting &
Treasury
Operations
Municipal
Court
Fiscal
Services
Information
Technology
Citizens of
College Station
City
Secretary
Municipal
Judge
Internal
Auditor
Appointed Boards
and Commissions
Technology
Services
E-GOV
Business
Services
GIS
Communications
Network
Services
Admin
City
Attorney
Mayor and
Council
Deputy
City Manager
Assistant City
Manager
Assistant City
Manager
Marketing & Public
Communications
Economic
Development
CITY ORGANIZATION
49
Strategic Planning and Budget Process – FY 2016-2017
January 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 for the Operating and Capital Improvement
Program (CIP) budgets.
Personnel summaries and salary data is sent to City departments to begin preparation of the Salary
and Benefits portion of the budget.
February Requests for fixed cost information as well as vehicle and equipment replacement data are sent out
to the City departments.
City Council participates in a Strategic Planning Retreat to review mission and vision statements and
identify strategic priorities for the upcoming fiscal year.
Budget Staff prepares and distributes 1st quarter financial reports and departmental forecasts.
March Budget analysts prepare Department and Fund summaries, prepare and update the computer
system, and finalize budget amounts for fixed costs.
Budget analysts develop and analyze forecasts and preliminary rate models.
Budget Staff meets with City Departments to review/discuss/revise CIP budget submissions.
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.
Continue analysis and preparation of the CIP budget.
May Department budgets are due back to the Budget Office.
Budget Analysts analyze and review base budget requests, requests for increases in funding via
service level adjustments (SLAs), as well as budget reduction submittals with departments.
Budget Staff prepares and distributes 2nd quarter financial reports and departmental forecasts.
Budget Staff and Capital Projects Department meet with City Manager to review proposed CIP.
June Budget Staff prepares Proposed Budgets and meets with Department Directors and City Manager to
discuss budget requests and service levels.
Budget Staff and Capital Project Department present the proposed CIP to the Planning and Zoning
Commission and Parks and Recreation Board.
July Budget Staff prepares Proposed Budget Document.
City Council participates in a Mid-Year Strategic Plan Review.
August Present Proposed Budget to City Council.
Conduct budget workshops during scheduled Council meetings to review Proposed Operating and
Capital Improvement Program budgets.
Budget Staff prepares and distributes 3rd quarter financial reports and departmental forecasts.
September Publish required Tax Notices.
Conduct required Public Hearings.
Council adoption of Budget and Tax Rate.
October Prepare Approved Budget Document and Approved Capital Improvement Programs Document.
November-
December
Budget Staff prepares and distributes 4th quarter financial reports and departmental forecasts.
Conduct Departmental Reviews and Special Projects.
Monitor Budget.
Request for CIP budget submissions sent out to Departments.
50
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. 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 FY16 revised General Fund revenue budget is $68,396,944 and the FY16 year-end estimate is projected to
be $69,855,293. The FY16 year-end estimate for General Fund revenue is anticipated to be approximately $1.45
million over the FY16 revised budget. A significant portion of this is related to the growth in permitting fees
realized that are associated with increased development in our City. However, sales tax revenue realized for
FY16 is lower than anticipated.
Total approved FY17 General Fund revenues are $74,108,247. This represents a 6.1% increase over the FY16
year-end estimate. The approved FY17 General Fund budget includes several changes that will generate
additional revenue to pay for items that have been identified as priority needs. The first is an increase to the
General Fund portion of the tax rate. The increase of a net $0.01772 cents in the ad valorem property tax rate
which will generate an estimated $1,454,065 of property tax revenue needed to support the approved General
Fund Budget. A second item is an approved increase in permitting fees. This increase is estimated to generate
an additional $300,000 and will help offset expenses incurred by the City during the inspection phases of
residential and commercial developments.
Sales tax is estimated to increase incrementally as a result of a positive economy. Revenue projections are
based on historical trends and consider economic variables that impact the City’s revenue stream. Appendix D
provides historical data on all General Fund revenue categories. Major revenue estimates and assumptions are
explained below.
1.Property Taxes in FY17 are estimated to be $21,524,427. This includes a net $0.01772 increase in the
property tax rate and the anticipated revenues are based on the approved operations and maintenance
(O&M) tax rate of 27.7161 cents per $100 valuation.
2.Sales Tax is estimated to be $27,487,262 in FY17; this projection reflects a 0.4% decrease from FY16
Revised Budget, but a 2.0% increase over the FY16 year-end estimate. The FY16 year-end estimate is
projected to come in approximately $640,000 less than the budget estimate. Sales tax revenue estimates are
based on analysis of historical revenues and expected future retail sales and employment. Sales tax is the
largest revenue stream in the General Fund, and is estimated to be approximately 37.1% of overall General
Fund revenues.
3.Other Taxes (previously Mixed Drink and Franchise Taxes) are projected to be $3,038,625, which
represents a small 1.5% decrease from the FY16 revised budget. Franchise taxes include phone, cable, and
natural gas.
4.Licenses and Permit Revenue in FY17 is anticipated to be 29.6% higher than the FY16 budget, but lower
than the FY16 year-end estimate. The FY16 estimate includes fees associated with several significant
developments that were permitted FY16. While strong revenues are projected for FY17, it is not anticipated
to be as high as is expected to be realized in FY16.
5.Charges for Services include miscellaneous charges and fees from various departments within the General
Fund, including Development Services, Police, Fire, Parks & Recreation, and Municipal Court. The revenues
51
include an increase in development fees necessary to support Planning & Development expenses related to
infrastructure inspections. Revenues are projected to be $4,478,236 in FY17.
6.Fines, Forfeits, and Penalties are mostly ticket and court fines from Municipal Court. These are generated
primarily through traffic citations. Fines, forfeits, and penalties are estimated to be $2,866,564 in FY17.
7.Intergovernmental Revenues for FY17 are projected to be $781,365 as the result of the continuation of a
grant to fund firefighter positions awarded in FY15. Among the intergovernmental revenues the City
anticipates receiving in FY17 are reimbursements related to the Easterwood ILA, reimbursements from
TAMU and CSISD for traffic control, various state and federal reimbursements associated with the Police
Department, and reimbursements from City of Bryan, TAMU, and Brazos County for a portion of the Staff
Assistant position for the Joint Emergency Operations Center.
8.Investment Earnings are estimated at $100,000 in the FY17 Approved Budget, a 60.7% increase over
FY16 Revised Budget. Investment earnings increased in FY16 due to the reinvestment of funds into different
interest earning accounts. The FY17 approved budget for investment earnings takes into account this
increase, but projects a relatively flat growth.
9.Other Revenue include such items as rental and concessions revenues, various donations, collection
service fees, reimbursed expenses, etc. FY17 estimated revenue is $477,805.
10.Utility Transfers to the General Fund are budgeted to be $11,765,233 for the FY17 Approved Budget.
These transfers reflect in-lieu of franchise fees revenue for the General Fund since the City owns the utilities.
11.Miscellaneous Revenues include such items as fiber lease income, sale of scrap metal, proceeds from
sales of real estate, and other miscellaneous non-operating revenue. FY17 estimated revenue is $87,451.
Approved Net Expenditures for FY17 are $75,901,831. The General Fund budget includes additional funds for
public safety, street maintenance and repair, parks and recreation facility improvements, and funds for salary
increases.
Several cash funded capital projects are included in the non-departmental portion of the General Fund budget.
These one-time expenditures are expected to be incurred in FY17 and FY18. These include transfers of $306,989
for various parks projects, the website redesign project, the Community Center design and a streets project
transfer. A transfer of $500,000 to the Economic Development Fund for future economic development incentives
is also budgeted in the non-departmental section of the General Fund budget.
Other non-departmental expenditures include general and administrative (G&A) transfers into the General Fund
from various operating funds to pay for the services provided such as Accounting, Budget, Purchasing, Human
Resources, Legal, etc. Interfund transfers (in and out), Public Agency Funding and Consulting services are also
included in this section. A full listing of these expenditures can be found in Appendix I of this document.
In addition, a number of Service Level Adjustments (SLAs) are included in the FY17 Approved Budget. The
detailed SLAs by department are included in each Department Summary and a full listing of these one-time and
recurring SLAs can be found in Appendix B of this document.
A total of 702.75 positions are included in the General Fund budget. Requests for increases in personnel were
submitted as SLAs as part of the budget process. An addition of 20.00 positions is included in the FY17 General
Fund Approved Budget. A full listing of personnel can be found in Appendix C.
There is a projected 14.5% decrease in the FY17 ending fund balance when compared to the FY16 year-end
ending fund balance. This is due, in part, to a number of one-time expenditures that are budgeted in FY17.
52
FY16 FY16 FY17 FY17 % Change
FY15 Revised Year-End Approved Approved Budget
Actual Budget Estimate Base Budget Budget FY16 to FY17
Beginning Fund Balance $18,043,699 $20,687,819 $21,698,627 $15,402,090 $15,402,090
REVENUES:
Ad Valorem Taxes $17,000,439 $18,267,815 $18,393,722 $20,070,363 $21,524,427 17.8%
Sales Tax 26,687,963 27,592,000 26,948,296 27,487,262 27,487,262 -0.4%
Other Taxes 3,061,718 3,084,425 3,107,292 3,038,625 3,038,625 -1.5%
Licenses & Permits 1,465,638 1,158,819 2,015,340 1,501,279 1,501,279 29.6%
Charges for Services 3,768,520 3,909,073 4,261,164 4,178,236 4,478,236 14.6%
Fines & Penalties 1,527,806 2,745,510 3,001,765 2,866,564 2,866,564 4.4%
Intergovernmental 321,271 560,203 917,871 781,365 781,365 39.5%
Investment Earnings 86,031 62,220 132,673 100,000 100,000 60.7%
Other Revenue 1,609,476 454,511 442,716 477,805 477,805 5.1%
Utility Transfer 9,308,300 10,474,917 10,474,917 11,765,233 11,765,233 12.3%
Misc Non-Operating 4,269,521 87,451 159,538 87,451 87,451 0.0%
TOTAL REVENUES $69,106,681 $68,396,944 $69,855,293 $72,354,182 $74,108,247 8.4%
TOTAL FUNDS AVAILABLE $87,150,380 $89,084,763 $91,553,921 $87,756,273 $89,510,337 0.5%
EXPENDITURES:
Police Dept $18,533,889 $20,202,243 $20,191,769 $20,633,412 $21,566,779 6.8%
Fire Dept 14,881,983 16,899,025 16,949,322 16,087,105 16,851,955 -0.3%
Public Works Dept 9,150,805 11,393,022 11,251,708 9,263,395 8,626,135 -24.3%
Parks & Recreation Dept 5,414,081 6,972,964 6,864,424 5,534,696 5,939,944 -14.8%
Recreation Programs 2,929,929 3,544,308 3,270,617 3,299,759 3,299,759 -6.9%
Library 1,138,568 1,101,851 1,100,914 1,102,770 1,185,030 7.5%
Planning & Development Sv Dept 3,106,143 3,660,014 3,401,129 3,573,621 3,957,872 8.1%
Information Technology Dept 4,112,987 4,982,476 4,922,365 5,123,616 5,172,616 3.8%
Fiscal Services Dept 3,310,963 3,803,821 3,720,795 3,743,289 3,862,971 1.6%
General Government Dept 4,789,053 5,511,625 5,335,344 5,863,009 6,269,466 13.7%
Pay Plan Contingency - 641,704 358,306 165,192 165,192 -74.3%
Total Operating Expenditures $67,368,401 $78,713,053 $77,366,693 $74,389,864 $76,897,719 -2.3%
TRANSFERS:
G&A Transfers In (4,412,703) (4,589,820) (4,589,820) ($4,968,100)($4,968,100)8.2%
Interfund Transfers (100,790) 1,190,814 (28,735) $1,137,399 $1,021,399 -14.2%
Total Transfers (Sources) Uses ($4,513,493)($3,399,006)($4,618,555)($3,830,701)($3,946,701)16.1%
OTHER (Sources) Uses:
Public Agency $1,187,500 $1,211,753 $1,211,753 $1,250,161 $1,250,161 3.2%
Consulting Services 62,398 50,000 61,575 85,000 85,000 70.0%
Capital Outlay/Project Transfers 1,492,705 3,075,976 1,931,326 306,989 306,989 -90.0%
Other 16,275 230,000 179,970 152,029 152,029 -33.9%
Contingency - 97,689 19,068 1,156,634 1,156,634
Total Other (Sources) Uses $2,758,878 $4,665,418 $3,403,693 $2,950,813 $2,950,813 -36.8%
TOTAL EXPENDITURES $65,613,786 $79,979,465 $76,151,831 $73,509,976 $75,901,831 -5.1%
Equipment Replacement Reserve - - - - $439,000
Total Increase(Decrease)$3,492,895 ($11,582,521)($6,296,537)($1,155,793)($2,232,584)-80.7%
Measurement Focus Increase (Decrease)162,033
Ending Fund Balance $21,698,627 $9,105,298 $15,402,090 $14,246,297 $13,169,507 44.6%
City of College Station
General Fund
Fund Summary
53
1137399
306989
Ad Valorem Taxes
29.04%
Sales Tax
37.09%
Other Taxes
4.10%
Licenses & Permits
2.03%
Charges for Services
6.04%
Fines & Penalties
3.87%
Intergovernmental
1.05%Investment Earnings
0.13%
Other Revenue
0.64%
Utility Transfer
15.88%
Misc Non-Operating
0.12%
General Fund - Revenues
Police Dept
28.11%
Fire Dept
21.96%
Public Works Dept
11.24%
Parks & Recreation Dept
7.74%
Recreation Programs
4.30%
Library
1.54%Planning & Development Sv
Dept
5.16%
Information Technology
Dept
6.74%
Fiscal Services Dept
5.03%
General Government
Dept
8.17%
General Fund -Department Expenditures
54
City of College Station
General Fund
Operations & Maintenance Summary
EXPENDITURE BY DEPARTMENT
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Police 18,533,889$ 20,202,243$ 20,191,769$ 20,633,412$ 21,566,779$ 6.75%
Fire 14,881,983 16,899,025 16,949,322 16,087,105 16,851,955 -0.28%
Public Works 9,150,806 11,393,022 11,251,708 9,263,395 8,626,135 -24.29%
Parks and Recreation 5,414,080 6,972,964 6,864,424 5,534,696 5,939,944 -14.81%
Recreation Programs*2,929,929 3,544,308 3,270,617 3,299,759 3,299,759 -6.90%
Library 1,138,568 1,101,851 1,100,914 1,102,770 1,185,030 7.55%
Planning and Development Services 3,106,143 3,660,014 3,401,129 3,573,621 3,957,872 8.14%
Information Technology 4,112,987 4,982,476 4,922,365 5,123,616 5,172,616 3.82%
Fiscal Services 3,310,963 3,803,821 3,720,795 3,743,289 3,862,971 1.56%
General Government 4,789,053 5,511,625 5,335,344 5,863,009 6,269,466 13.75%
Pay Plan Contingency - 641,704 358,306 165,192 165,192 -74.26%
TOTAL 67,368,401$ 78,713,053$ 77,366,693$ 74,389,864$ 76,897,719$ -2.31%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 47,016,741$ 51,384,635$ 51,379,016$ 54,151,699$ 55,778,609$ 8.55%
Supplies 3,299,358 3,362,101 2,815,139 2,951,751 3,252,321 -3.27%
Maintenance 4,965,928 5,774,185 5,675,574 5,333,288 5,434,668 -5.88%
Purchased Services 11,175,400 15,493,530 15,069,454 11,723,284 11,942,120 -22.92%
Capital Outlay 910,974 2,056,898 2,087,610 64,650 324,809 -84.21%
Indirect Costs** - - (18,406) - - N/A
Pay Plan Contingency - 641,704 358,306 165,192 165,192 -74.26%
TOTAL 67,368,401$ 78,713,053$ 77,366,693$ 74,389,864$ 76,897,719$ -2.31%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Police 196.50 202.50 206.50 206.50 213.50 3.39%
Fire 141.00 146.00 152.00 152.00 157.00 3.29%
Public Works 52.50 56.50 57.00 57.00 57.00 0.00%
Parks and Recreation 58.85 60.45 61.00 57.75 60.75 -0.41%
Recreation Programs - 46.05 46.00 46.00 46.00
Library - - - - - N/A
Planning and Development Services 37.00 38.00 40.50 40.50 43.50 7.41%
Information Technology 30.50 30.50 31.50 31.50 31.50 0.00%
Fiscal Services 39.00 41.00 45.50 44.00 45.00 -1.10%
General Government 43.00 44.00 46.50 47.50 48.50 4.30%
TOTAL 598.35 665.00 686.50 682.75 702.75 2.37%
*The Recreation Fund was collapsed into the General Fund in FY15 and is reflected as Recreation Programs, but is still located within the
Parks & Recreation Department.
**Indirect Costs include administrative Parks & Recreation costs allocated to the Recreation Fund. In previous years, indirect costs
represented a decrease in General Fund Parks & Recreational administrative costs. These costs now net with Recreation Programs resulting
in a net $0 impact to the General Fund.
55
POLICE DEPARTMENT
CITY OF COLLEGE STATION
City Manager
Assistant City
Manager
Chief of Police
Policy &
Accreditation
Internal
Affairs
Field Operations
Bureau Chief
Uniform Patrol
Division
Crime Analyst
Northgate Unit
Community
Enhancement
Unit
Operational
Support Bureau
Chief
Criminal
Investigations
Joint Terrorism
Task Force
Training &
Recruiting
Special
Operations
Administrative
Services Bureau
Chief
Information
Services
Technical
Services
Public Safety
Communications
Holding Facility
Support Services
Property/Purchasing
Administrative
Support Specialist PIO/Volunteers
56
City of College Station
Police
Department Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Police Administration 1,178,656$ 1,317,385$ 1,392,682$ 1,404,211$ 1,404,211$ 6.59%
Uniform Patrol 8,532,407 8,949,201 9,464,596 9,375,794 9,761,558 9.08%
Criminal Investigation 2,027,554 2,317,928 2,210,059 2,369,125 2,496,258 7.69%
Recruiting and Training 845,233 942,439 934,172 883,274 917,153 -2.68%
Support Services 2,800,950 2,952,420 2,662,254 2,812,356 3,118,930 5.64%
Communications* 1,987,246 1,573,072 1,459,322 1,672,950 1,672,950 6.35%
Jail* (25) 594,951 622,901 606,654 606,654 1.97%
Special Operations 740,475 1,055,336 1,002,662 948,693 971,693 -7.93%
Information Services 421,393 499,511 443,120 560,355 617,372 23.60%
TOTAL 18,533,889$ 20,202,243$ 20,191,769$ 20,633,412$ 21,566,779$ 6.75%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 15,347,128$ 16,734,427$ 17,021,748$ 17,564,356$ 18,048,763$ 7.85%
Supplies 809,017 1,042,543 792,324 725,283 852,838 -18.20%
Maintenance 362,890 482,255 458,739 390,372 404,602 -16.10%
Purchased Services 1,951,658 1,924,921 1,900,812 1,953,401 2,260,576 17.44%
Capital Outlay 63,196 18,097 18,146 - - -100.00%
TOTAL 18,533,889$ 20,202,243$ 20,191,769$ 20,633,412$ 21,566,779$ 6.75%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Police Administration 11.00 12.00 12.00 12.00 12.00 0.00%
Uniform Patrol 94.00 100.00 101.00 101.00 106.00 4.95%
Criminal Investigation 22.00 23.00 24.00 24.00 25.00 4.17%
Recruiting and Training 4.00 6.00 7.00 7.00 7.00 0.00%
Support Services 5.00 6.00 6.00 6.00 6.00 0.00%
Communications*36.00 36.00 26.00 26.00 26.00 0.00%
Jail*- - 11.00 11.00 11.00 0.00%
Special Operations 17.50 10.50 10.50 10.50 10.50 0.00%
Information Services 7.00 9.00 9.00 9.00 10.00 11.11%
TOTAL 196.50 202.50 206.50 206.50 213.50 3.39%
Service Level Adjustments One-Time Recurring Total
Five Patrol Officers & Two Fleet Patrol Vehicles 281,706$ 427,534$ 709,240$
CID Police Assistant 36,060 59,872 95,932
Digital Evidence Technician 4,530 52,487 57,017
Department Maintenance Items - 51,178 51,178
Tactical Budget - 20,000 20,000
Police SLA Total 322,296$ 611,071$ 933,367$
*In FY16, the Communications and Jail functions were split into two distinct divisions. In prior years, they were a combined division.
57
POLICE DEPARTMENT STRATEGIC PLAN
I.Mission Statement
We, the members of the College Station Police Department, in partnership with our
community will strive to reduce crime, the fear of crime and improve the quality of life by
upholding laws, protecting lives and property, and providing a safe and secure environment.
II.Top Departmental Goals for FY17
1.Goal: Reduce Crime
a.Strategic Initiative: Core Services & Infrastructure, Neighborhood Integrity
2.Goal: Reduce the Fear of Crime
a.Strategic Initiative: Core Services & Infrastructure, Neighborhood Integrity
3.Goal: Improve the Overall Quality of Life in the Community
a.Strategic Initiative: Neighborhood Integrity, Improve Mobility
4.Goal: Build and Maintain Effective Partnerships
a.Strategic Initiative: Neighborhood Integrity
III.Key Departmental Issues & Needs and Potential Responses
a.Issue: Inadequate facility space from a functional and growth perspective
i.Plan of Action: Continue plans to move forward with a new building.
ii.Plan of Action: Benchmark with other facilities to determine design and space
configuration suitable for our growing needs.
iii.Plan of Action: Work with architects to develop facility design documents and
construct new facility
b.Issue: Workload Demand Exceeds Resources Resulting in High Stress Level
i.Plan of Action: Continue to evaluate workload and associated processes to
ensure the most effective and efficient use of existing personnel.
ii.Plan of Action: Increase staffing in all divisions to offer appropriate shift relief
and more equitable workload distribution.
iii.Plan of Action: Encourage participation in the FAST (Fitness and Strength
Testing) program to promote a healthy work environment.
c.Issue: Improve Long-Term Employee Retention with competitive compensation
plans, internal career opportunities and an attractive work environment.
i.Plan of Action: Continue internal reviews of recognition and career development
opportunities,
ii.Plan of Action: Continue work on facility staffing needs to ensure employees have
appropriate workspace and equitable workload while also evaluating career
opportunities and staff recognition efforts.
iii.Plan of Action: Participate as requested in order to implement a competitive pay
plan for all professional and sworn employees.
58
POLICE DEPARTMENT STRATEGIC PLAN
d.Issue: Outdated Computer Aided Dispatch, Records Management technology and
inventory accounting methodology
i.Plan of Action: Go live with all modules and complete CAD/RMS system
ii.Plan of Action: Complete configuration, implementation and training process for new
CAD system.
iii.Plan of Action: Begin configuration, implementation and training process for RMS
and remainder of modules.
iv.Plan of Action: Hire and train and Inventory Control Specialist to comply with
recommendations of Council and Audit Committee
e.Issue: Disproportionate growth of agency vs. city population/ geographical size/
infrastructure/ funding
i.Plan of Action: Annually refine the strategic planning process to ensure true City
growth is realized, key needs are identified and all personnel have an opportunity to
contribute to the development of our future requirements.
ii.Plan of Action: A review of all selection and training processes to ensure the most
effective and efficient methodologies are being utilized.
iii.Plan of Action: Continue evaluation of workload through annual assessments.
iv.Plan of Action: Secure additional resources to respond to growth and satisfy
staffing requirements.
v.Plan of Action: Secure additional Recruiting and Training officers to assist with the
ever-growing hiring, training, and retention of employees.
f.Issue: Decreased ability to interact with our community due to ever-increasing workload.
i.Plan of Action: Hire and train 5 patrol officers to work toward establishing a
an additional beat for more patrol coverage in the city
ii.Plan of Action: Secure additional CEU staff to work toward eventual assignment
of one CEU officer per beat for more community interaction and involvement.
iii. Plan of Action: Secure additional Police Assistants as force multipliers for handling
tasks and cases that do not require a sworn Officer or Detective
g.Issue: Growing use of technology and digital evidence has increased workload for all
personnel and requires specialized training.
i.Plan of Action: Hire and train a Technician to handle the processing of digital
forms of evidence which will continue to increase with body worn cameras.
ii.Plan of Action: Implementation of body worn cameras for all field responders.
iii.Plan of Action: Secure additional investigators to handle the overwhelming increase
of case investigation complexity and overall growing case assignments.
iv.Plan of Action: Secure a Forensic Technician to assist with the growing number of
computer related forensic examinations needed.
h.Issue: Increases in population, student enrollment, and demands for special events at
Texas A&M affects our ability to improve safety on public roadways and meet staffing
demands.
i.Plan of Action: Reduce the number of motor vehicle crashes through education
and enforcement
ii.Plan of Action: Secure additional Traffic Officers to work toward
enhancement of our Traffic Division
iii.Plan of Action: Secure additional Traffic Officers to focus on accident and DWI
59
POLICE DEPARTMENT STRATEGIC PLAN
enforcement.
iv.Plan of Action: Ensure planning processes for special events is well coordinated
throughout the City and includes adequate staffing and manpower and awareness.
i.Issue: Increased Gang and narcotics violence increases our Crime Rate and threatens the
expected quality of life in our community.
i.Plan of Action: Secure additional Special Investigations officers in order to be
more proactive in addressing these activities.
ii.Plant of Action: Secure an SIU Sergeant to oversee special investigation
operations.
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
Reduction in Part 1 Major Crimes 2572 2630 Reduction
Average response time to Priority 1
calls 7:52 7:58** 6:15
CID Case Clearance Rate 70% 68% 75%
Percent Turnover Sworn 6.6% 8% 5%
Percent Turnover Communication
Operators 45% 39% 17%
Percent Turnover Other Professional
Staff 16% 19% 5%
Percentage of time R&T Division
provides instruction 32% 58% 50%
Percent of 911 Calls answered within
10 seconds 97% 97% 95%
Percent Compliance with Emergency
Medical Dispatch protocols 97% 95% 90%
Average Booking time 27 minutes 25 minutes 25 minutes
Evidence Destruction Rate 144% 127% 75%
Annual Efficiency Rate for Report
processing 99% 99% 95%
CEU Business, Apartment and
Neighborhood Contacts 433 528 Increase
Number of Volunteer/Intern Hours 5,746 5,838 Increase
**Estimated for last two months of fiscal year – New CAD has changed our available report information
60
61
FIRE DEPARTMENT
CITY OF COLLEGE STATION
City Manager
Assistant City
Manager
Fire Chief
Assistant Chief
Operations
Safety / EMS
Captains
Quartermaster
"A" Shift
Firefighters
"B" Shift
Firefighters
"C" Shift
Firefighters
Emergency
Management
Coordinator
Staff Assistant
Assistant Chief
Prevention & Safety
Fire Marshal
Investigation
Inspection
New Development
Existing
Public Education
Public Information
Officer / Training
Chief
Training Captains
Accreditation
Staff Assistant
Secretary
62
City of College Station
Fire
Department Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Fire Administration 538,040$ 438,134$ 439,286$ 443,010$ 470,510$ 7.39%
Emergency Management 229,734 258,326 252,432 267,388 267,388 3.51%
Fire Suppression 9,133,981 10,855,939 10,823,956 9,934,976 10,672,326 -1.69%
Fire Prevention 816,588 821,596 843,980 861,141 861,141 4.81%
Emergency Medical Services 4,163,640 3,984,874 4,010,930 4,035,775 4,035,775 1.28%
Fire Training *- 540,156 578,738 544,815 544,815 0.86%
TOTAL 14,881,983$ 16,899,025$ 16,949,322$ 16,087,105$ 16,851,955$ -0.28%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 12,326,756$ 13,003,763$ 13,215,642$ 13,741,780$ 14,343,008$ 10.30%
Supplies 532,383 687,019 583,669 595,938 667,228 -2.88%
Maintenance 227,718 251,208 236,621 249,086 251,086 -0.05%
Purchased Services 1,399,674 2,847,035 2,803,544 1,500,301 1,563,133 -45.10%
Capital Outlay 395,452 110,000 109,846 - 27,500 -75.00%
TOTAL 14,881,983$ 16,899,025$ 16,949,322$ 16,087,105$ 16,851,955$ -0.28%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Fire Administration 5.00 5.00 4.00 4.00 4.00 0.00%
Emergency Management 2.00 2.00 2.00 2.00 2.00 0.00%
Fire Suppression 86.00 90.00 95.00 95.00 100.00 5.26%
Fire Prevention 7.00 7.00 7.00 7.00 7.00 0.00%
Emergency Medical Services 41.00 42.00 41.00 41.00 41.00 0.00%
Fire Training *- - 3.00 3.00 3.00 0.00%
TOTAL 141.00 146.00 152.00 152.00 157.00 3.29%
Service Level Adjustments One-Time Recurring Total
CEOC Technology Replacement 27,500 - 27,500
Ladder Staffing - Phase 3 of 3 - Fire Station 6 197,602 503,948 701,550
Recurring costs for equipping Station 6 Ladder Truck - 3,600 3,600
Firefighting Foam & Medical Supplies - 32,200 32,200
Fire SLA Total 225,102$ 539,748$ 764,850$
*This division was new for FY16.
63
FIRE DEPARTMENT STRATEGIC PLAN
I. Mission Statement
The Fire Department focuses on the delivery of emergency services to ensure public
safety in the areas of Fire Administration, Emergency Management, Fire Suppression,
Fire Prevention, Hazardous Materials, Special Operations, and Emergency Medical
Services.
II. Top Departmental Goals
1. Goal: Implement the EMS / Safety Captain position.
a. Strategic Initiative: Core Services & Infrastructure
2. Goal: Increase our reserve Fleet. (Keep engine that was slated for replacement this
year. Purchase new Ambulance and equipment for engine and ambulance.)
a. Strategic Initiative: Core Services & Infrastructure
3. Goal: Continue to work in all areas of the department to maintain our national
accreditation and complete required annual compliance reports.
a. Strategic Initiative: Core Services & Infrastructure
4. Goal: Work with other internal city departments to develop and implement a pay
plan.
a. Strategic Initiative: Core Services & Infrastructure
5. Goal: Complete all Texas State required Emergency Management updates
a. Strategic Initiative: Core Services & Infrastructure
III. Key Departmental Issues & Needs and Potential Responses
a. Issue: Internal Departmental Communications
i. Plan of Action: Develop internal processes that enhance communications
though the chain of command. Communications will be regularly provided
in different forms such as written, verbal, and electronic. Minutes that are
collected from Staff Meetings, Battalion Chief Meetings, and Fire
Department Management Team meetings will be provided to department
members.
ii. Plan of Action: Fire Chief and Assistant Chiefs will conduct bi-annual
meetings with all personnel.
b. Issue: Recruitment, training, and retention of department paramedics.
i. Plan of Action: Assistant Chiefs will form a Work Group consisting of staff
and line personnel that have experience and knowledge in the areas.
64
FIRE DEPARTMENT STRATEGIC PLAN
c.Issue: Maintain an minimum of ISO rating of 2
i.Plan of Action: Complete ladder staffing for station #6 and place the unit in
service.
ii.Plan of Action: Continue the process for the approval and initial steps for
fire station #7 to cover the Southwest area of College Station, including
Wellborn.
iii.Plan of Action: Continue to have Fire Marshal Division work on batch
reports.
d.Issue: Maintain CFAI National Accreditation of the Fire Department.
i.Plan of Action: Maintain our Commission on Fire Accreditation
International (CFAI) Accredited Organization status.
ii.Plan of Action: Continue to maintain current standard operating procedures.
iii.Plan of Action: Add a full time Accreditation Manager to manage all
required documentation.
e.Issue: Complete implementation of the EMS / Safety Captains on shift.
i.Plan of Action: Promote the third Safety Captain and assign them to shift.
ii.Plan of Action: Provide Incident Safety Officer for department emergency
operations.
f.Issue: Maintain up-to-date fleet and equipment to provide critical emergency
services to the community.
i.Plan of Action: Work with Fleet Services, CMO, and City Council to keep
the needed number of fire, EMS and reserve units in top condition.
ii.Plan of Action: Continue to add new apparatus as needed as the community
continues to grow.
g.Issue: The Fire Department handheld radios are reaching the end of service support
from Motorola.
i.Plan of Action: Continue working with the Information and Technology
Department to replace handheld radios.
h.Issue: Support Special Teams
i.Plan of Action: The Fire Department will support special operations teams
to include the following: Hazmat, Water, Dive, Technical Rescue, Airport
Rescue Firefighting, and Wildland Firefighting through training,
specialized equipment purchases, and incentive pay.
ii.Plan of Action: Complete all CFAI recommendations for special
operational areas.
i.Issue: The administrative office of the Fire Department is minimally staffed and
will need to grow to provide the necessary field support to keep pace with
the rapid growth.
65
FIRE DEPARTMENT STRATEGIC PLAN
i.Plan of Action: Add an Accreditation Manager, Internal Investigator, and
Administrative Support Staff.
ii.Plan of Action: Add additional support staff as needed for operations.
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
Meet State Training Requirements for the
various task areas YES YES YES
Percent of time Drive time is 4.5 minutes or
less from rolling of wheels until the next unit
arrives on scene
72.6% 73% 75%
Percent of time turnout time is 90 seconds or
less from dispatch until wheels rolling on unit 82% 78.5% 90%
Percent of time Fire Inspections and systems
tests are conducted within 2 business days of
request
100% 100% 100%
At a minimum conduct Fire Safety classes at
all CSISD Elementary Schools YES YES YES
*Data collected on a calendar year basis.
66
67
PU BL IC W ORK S
CITY OF COLLEGE STATION
City Manager
Deputy City
Manager
Director
City Traffic
Engineer
Traffic Systems
Traffic
Engineering
Assistant Director
Operations
Administration
Facility
Maintenance
Sanitation
Street, Drainage
& L andscape /
Irrigation
Fleet Services
Assistant Director
Capital Proj ects
Proj ect Managers
L and Agents
68
City of College StationPublic Works Department Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Public Works Administration 582,302$ 662,689$ 661,212$ 624,144$ 624,144$ -5.82%
Traffic Engineering 559,521 368,159 291,522 345,143 445,143 20.91%
Facilities Maintenance 1,705,979 2,052,359 1,991,407 1,392,008 1,744,248 -15.01%
Capital Projects 794,232 873,778 891,874 894,592 894,592 2.38%
Streets Maintenance 3,980,589 5,765,960 5,732,208 2,958,055 3,193,555 -44.61%
Streets Maintenance Contract Labor -- - 1,415,000 - N/A
Traffic Signs and Markings 384,038 466,311 480,806 477,670 527,670 13.16%
Landscape and Irrigation Maintenance 258,113 320,271 333,414 283,325 323,325 0.95%
Traffic Signals 886,032 883,495 869,265 873,458 873,458 -1.14%
TOTAL 9,150,806$ 11,393,022$ 11,251,708$ 9,263,395$ 8,626,135$ -24.29%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 3,518,239$ 3,923,715$ 3,973,315$ 4,144,812$ 4,144,812$ 5.63%
Supplies 606,411 429,071 327,590 347,987 350,487 -18.31%
Maintenance 2,737,441 2,431,955 2,413,258 2,009,017 2,082,017 -14.39%
Purchased Services 2,288,715 4,608,281 4,505,545 2,761,579 2,048,819 -55.54%
Capital Outlay - - 32,000 - - N/A
TOTAL 9,150,806$ 11,393,022$ 11,251,708$ 9,263,395$ 8,626,135$ -24.29%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Public Works Administration 5.50 5.50 5.00 5.00 5.00 0.00%
Traffic Engineering 2.00 2.00 3.00 3.00 3.00 0.00%
Facilities Maintenance 8.00 9.00 9.00 9.00 9.00 0.00%
Capital Projects 8.00 9.00 9.00 9.00 9.00 0.00%
Streets Maintenance 18.00 19.00 19.00 19.00 19.00 0.00%
Traffic Signs and Markings 3.00 3.00 4.00 4.00 4.00 0.00%
Landscape and Irrigation Maintenance 2.00 3.00 3.00 3.00 3.00 0.00%
Traffic Signals 6.00 6.00 5.00 5.00 5.00 0.00%
TOTAL 52.50 56.50 57.00 57.00 57.00 0.00%
Service Level Adjustments One-Time Recurring Total
Pavement Management Assessment 200,000$ -$200,000$
Traffic Signs & Markings Maintenance Plan Implementation - 50,000 50,000
Facility Maintenance Funds - Corrective Increase 352,240 -352,240
Tree Maintenance Program - 20,000 20,000
Warrant/Intersection Safety Studies - 50,000 50,000
Transportation Improvement Studies - 50,000 50,000
2 ft Milling Machine Attachment for Skid Steer 30,000 5,500 35,500
Texas Avenue Planterbox Replacement - 20,000 20,000
Public Works SLA Total 582,240$ 195,500$ 777,740$
69
PUBLIC WORKS STRATEGIC PLAN
I. Mission Statement
The Public Works Department will enhance the quality of life in College Station through
excellence in customer services and efficient management of infrastructure and city-
owned assets.
II.Top Departmental Goals for FY17
1.Goal: Maintain APWA accreditation
a.Strategic Initiative: Financially Sustainable City, Core Services and
Infrastructure
2.Goal: Maintain an effective asset management system
a.Strategic Initiative: Core Services and Infrastructure
3.Goal: Effective management of capital improvement projects
a.Strategic Initiative: Financially Sustainable City
4.Goal: Provide a safe and efficient transportation system
a.Strategic Initiative: Improving Mobility
5.Goal: Provide superior customer service
a.Strategic Initiative: Core Services and Infrastructure
III.Key Departmental Issues & Needs and Potential Responses
a.Issue: Need for additional resources for street reconstruction and rehabilitation.
i.Plan of Action: Implement pavement assessment program to incrementally
improve the average score of the street inventory.
b.Issue: Need for additional resources in the Facility Maintenance Division.
i.Plan of Action: Implement 2013 condition assessment response plan for select
city facilities for both corrective and preventive maintenance needs.
c.Issue: Reduce traffic and congestion.
i.Plan of Action: Implement the Intelligent Transportation System (ITS) Master
Plan.
ii.Plan of Action: Hire new staff for the Traffic Control Center.
d.Issue: Improve the drainage network to reduce localized flooding.
i.Plan of Action: Maintain a GIS layer of drainage infrastructure.
ii.Plan of Action: Continue to identify drainage improvement projects as part of
the Drainage Master Plan.
e.Issue: Recruiting and retaining a highly motivated professional workforce.
i.Plan of Action: Continue working with Human Resources to evaluate the
effectiveness of establishing a skill based pay plan.
f.Issue: Development and implementation of an asset management program.
i.Plan of Action: Incorporate a work management system into the new enterprise
resource planning system.
70
PUBLIC WORKS STRATEGIC PLAN
g.Issue: Traffic Infrastructure Maintenance
i.Plan of Action: As part of the asset management plan, develop and maintain
an inventory of all city-wide traffic infrastructure including pavement
markings, signs, and signals.
h.Issue: City-wide Landscape Maintenance Initiative
i.Plan of Action: As part of the landscape management plan, develop and
maintain an inventory of all city-wide landscape infrastructure.
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
Streets Maintenance - Percent of
preventative and corrective
maintenance completed within budget.
100% 100% 99%
Drainage Maintenance- Percent of
scheduled drainage improvement
projects completed.
100% 100% 100%
Facilities Maintenance - Percent of
scheduled corrective maintenance
completed annually.
85% 96% 95%
Capital Projects - Number of capital
projects managed annually. 66 66 75
Traffic Operations - Percent of traffic
signal cabinets/intersections inspected
and tested monthly. *Effective FY16
inspections will be bi-monthly.
100% 100% 100%
Sanitation – Number of residential
customers per route manager. 1,804 1,277 1320
Fleet Services – Number of
preventative maintenance work orders
per day
4.82 4.93 4.95
71
PARK S AND RECREATION
CITY OF COLLEGE STATION
City Manager
Deputy City
Manager
Director
Assistant Director
Park Operations &
Maintenance
Division
East District
South District
W est District
Cemetery
Recreation Division
Aq uatics
L incoln Recreation
Center
Southwood
Community Center
L ick Creek Nature
Center
Proj ect & Asset
Manager
Administration Tourism Division
Special Events
Athletics
L ibrary
72
City of College Station
Parks and Recreation
Department Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Administration 440,354$ 525,567$ 512,283$ 533,717$ 543,717$ 3.45%
Recreation 1,055,567 918,854 932,392 743,185 870,185 -5.30%
Special Facilities - 8,705 2,541 7,778 7,778 -10.65%
Parks Operations 3,524,549 5,087,864 4,992,762 3,867,253 4,135,501 -18.72%
Cemetery*393,611 431,974 424,446 382,763 382,763 -11.39%
TOTAL 5,414,080$ 6,972,964$ 6,864,424$ 5,534,696$ 5,939,944$ -14.81%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 2,896,681$ 3,325,240$ 3,246,879$ 3,471,350$ 3,605,798$ 8.44%
Supplies 491,271 424,163 423,217 417,860 467,660 10.25%
Maintenance 594,792 911,044 875,378 889,959 893,459 -1.93%
Purchased Services 1,958,127 1,882,664 1,839,517 1,718,284 1,913,784 1.65%
Capital Outlay 339,842 1,413,927 1,413,927 - 22,000 -98.44%
Indirect Costs (866,632) (984,074) (934,495) (962,757) (962,757) -2.17%
TOTAL 5,414,080$ 6,972,964$ 6,864,424$ 5,534,696$ 5,939,944$ -14.81%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Administration 8.50 7.50 7.25 7.25 7.25 0.00%
Recreation 6.60 5.70 6.05 5.30 5.30 -12.40%
Special Facilities - - - - - N/A
Parks Operations 39.75 43.25 43.70 41.20 44.20 1.14%
Cemetery 4.00 4.00 4.00 4.00 4.00 0.00%
TOTAL 58.85 60.45 61.00 57.75 60.75 -0.41%
Service Level Adjustments One-Time Recurring Total
CAPRA Reaccreditation 10,000$ -$ 10,000$
Veterans Park Build Out O&M Increase - 10,000 10,000
Operations Groundworkers Staffing Increase - 132,648 132,648
Bobcat E20ZTS Compact Excavator 30,000 - 30,000
1/2 Ton Pickup Truck and Mobile Radio 33,800 1,300 35,100
Turf Tech Pull 300 Spray Rig 15,000 - 15,000
John Deere 5053 Tractor (Full Cost $46,000, 50% HOT Funded)23,000 - 23,000
Toro Sand Pro Athletic Field Groomer (Full Cost $20,000, 25% HOT Funded)15,000 - 15,000
Toro Workman (Full Cost $15,000, 50% HOT Funded)7,500 - 7,500
Veterans Park American Pavillion Fans (50% Reimbursed by HOT Fund)22,000 - 22,000
Tournament/Event Equipment Needs (100% Reimbursed by HOT Fund)40,000 - 40,000
Regional/National Level Event Bid Fulfillments (100% Reimbursed by HOT Fund)50,000 - 50,000
City-Wide Special Event Prep & Travel (100% Reimbursed by HOT Fund)15,000 - 15,000
Parks and Recreation SLA Total 261,300$ 143,948$ 405,248$
73
City of College Station
Recreation Programs
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Sports Programs 1,087,750$ 1,207,394$ 1,141,328$ 1,194,505$ 1,194,505$ -1.07%
Aquatics 983,218 1,330,568 1,097,103 913,407 913,407 -31.35%
Instruction 107,048 153,041 130,871 147,824 147,824 -3.41%
Southwood/Lincoln/Lick Creek Centers 751,912 853,305 901,315 1,044,023 1,044,023 22.35%
Conference Center - - - N/A
TOTAL 2,929,929$ 3,544,308$ 3,270,617$ 3,299,759$ 3,299,759$ -6.90%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 1,214,419$ 1,347,243$ 1,246,428$ 1,403,449$ 1,403,449$ 4.17%
Supplies 245,053 258,347 220,696 275,033 275,033 6.46%
Maintenance 57,667 61,584 48,622 86,023 86,023 39.68%
Purchased Services 537,658 598,888 544,611 572,497 572,497 -4.41%
Capital Outlay 8,500 294,172 294,172 - - -100.00%
Indirect Costs 866,632 984,074 916,089 962,757 962,757 -2.17%
TOTAL 2,929,929$ 3,544,308$ 3,270,617$ 3,299,759$ 3,299,759$ -6.90%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14*FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Sports Programs 2.90 2.80 1.90 1.90 1.90 -34.48%
Aquatics 1.25 1.75 1.30 1.30 1.30 4.00%
Concessions - - - - - N/A
Instruction 0.50 0.50 0.50 0.50 0.50 0.00%
SW Center, Lincoln Center 4.00 3.75 5.05 5.05 5.05 26.25%
Conference Center - - - - - N/A
Temp/Seasonal 38.00 37.25 37.25 37.25 37.25 -1.97%
TOTAL 46.65 46.05 46.00 46.00 46.00 0.00%
*Recreation Programs were located in a separate fund in FY14. Figures in this column are for comparison purposes only and do not
factor into the total FTE count for the General Fund in FY14.
74
PROGRAM REVENUE
DIRECT
COST
INDIRECT
COST
FIELD
COST G&A
TOTAL
COST
% OF REV
RECOVERY SUBSIDY
Adult Softball 110,000$ 150,699$ 43,547$ 42,000$ 10,549$ 246,795$ 44.57%(136,795)$
Adult Volleyball 19,000 28,191 6,796 - 1,973 36,960 51.41%(17,960)
Youth Basketball 55,000 63,651 6,796 - 4,456 74,903 73.43%(19,903)
Youth Football 25,000 33,363 18,330 10,500 2,335 64,528 38.74%(39,528)
Youth Volleyball 15,000 26,441 6,796 - 1,851 35,088 42.75%(20,088)
Adult Kickball 21,000 15,113 16,412 12,600 1,058 45,183 46.48%(24,183)
Challenger Sports 1,000 13,192 11,508 700 923 26,323 3.80%(25,323)
Tennis 10,000 17,988 6,796 - 1,259 26,043 38.40%(16,043)
No-Fee Programs - 49,983 321,120 247,800 3,499 622,402 0.00%(622,402)
Ultimate Frisbee 1,000 8,864 6,796 - 620 16,280 6.14%(15,280)
TOTAL SPORTS 257,000$ 407,485$ 444,897$ 313,600$ 28,523$ 1,194,505$ 21.52%(937,505)$
Xtra Ed 55,000$ 106,342$ 34,038$ -$ 7,444$ 147,824$ 37.21%(92,824)$
TOTAL INSTRUCT 55,000$ 106,342$ 34,038$ -$ 7,444$ 147,824$ 37.21%(92,824)$
SW Pool 60,000$ 175,929$ 16,729$ -$ 12,315$ 204,973$ 29.27%(144,973)$
Thomas Pool 25,000 131,649 14,003 - 9,215 154,867 16.14%(129,867)
Adamson Lagoon 233,500 312,783 19,455 - 21,895 354,133 65.94%(120,633)
Splash Pads - 10,781 7,189 - 755 18,725 0.00%(18,725)
Swim Lessons 100,000 84,786 19,455 - 5,935 110,176 90.76%(10,176)
Water Fitness 1,000 5,221 7,189 - 365 12,775 7.83%(11,775)
Swim Team 25,000 43,439 11,279 - 3,040 57,758 43.28%(32,758)
TOTAL AQUATICS 444,500$ 764,588$ 95,299$ -$ 53,520$ 913,407$ 48.66%(468,907)$
SW Center-Senior 15,500$ 165,373$ 12,938$ -$ 11,576$ 189,887$ 8.16%(174,387)$
SW Center-Teen 30,650 148,100 10,213 - 10,367 168,680 18.17%(138,030)
Lincoln Center 70,000 489,928 37,471 - 34,295 561,694 12.46%(491,694)
Lick Creek Nature Center - 102,300 14,301 - 7,161 123,762 0.00%(123,762)
TOTAL CENTERS 116,150$ 905,701$ 74,923$ -$ 63,399$ 1,044,023$ 11.13%(927,873)$
TOTAL 872,650$ 2,184,116$ 649,157$ 313,600$ 152,886$ 3,299,759$ 26.45%(2,427,109)$
CITY OF COLLEGE STATION
FY17 APPROVED BUDGET - RECREATION PROGRAMS
75
PARKS AND RECREACTION DEPARTMENT STRATEGIC PLAN
I. Mission Statement
To provide a diversity of facilities and leisure services which are geographically and
demographically accessible to our citizens.
II. Top Departmental Goals for FY17
1. Goal: Provide facilities and programs as per the 2011-2020 Parks and Recreation
Master Plan.
a. Strategic Initiative: Providing Core Services and Infrastructure
b. Strategic Initiative: Neighborhood Integrity
2. Goal: Provide and maintain quality parks, facilities and urban landscaping.
a. Strategic Initiative: Providing Core Services and Infrastructure
b. Strategic Initiative: Neighborhood Integrity
3. Goal: Provide City cemetery spaces, grounds maintenance, and customer service.
a. Strategic Initiative: Providing Core Services and Infrastructure
b. Strategic Initiative: Neighborhood Integrity
4. Goal: Provide helpful, friendly, customer-oriented library services to Brazos County
residents.
a. Strategic Initiative: Providing Core Services and Infrastructure
5. Goal: Use the Recreation Fund to identify the costs and revenues associated with
Sports, Instruction, Aquatics, the Southwood Community Center, and the
Lincoln Recreation Center.
a. Strategic Initiative: Providing Core Services and Infrastructure
6. Goal: Promote, solicit, and conduct tourism events to bring visitors to College
Station.
a. Strategic Initiative: Providing Core Services and Infrastructure
b. Strategic Initiative: Neighborhood Integrity
7. Goal: Expand marketing to inform the public of the benefits of Parks and Recreation,
emphasizing the Economic Impact of Parks, the Health and Wellness benefits, and the
Quality of Life aspects.
a. Strategic Initiative: Providing Core Services and Infrastructure
b. Strategic Initiative: Neighborhood Integrity
III. Key Departmental Issues & Needs and Potential Responses
a. Issue: Maintain 7 acres of Parkland per 1,000 citizens
i. Plan of Action: purchase additional Community Parkland
b. Issue: Provide high quality services to citizens
i. Plan of Action: *Conduct citizen satisfaction surveys
76
PARKS AND RECREACTION DEPARTMENT STRATEGIC PLAN
ii.Plan of Action: Maintain 90% park maintenance score on Park Facility
Inspections
c.Issue: Provide City cemetery spaces, grounds maintenance, and customer service.
i.Plan of Action: Provide cemetery spaces (regular, infant, niche)
d. Issue: Provide helpful, friendly, customer-oriented library services to Brazos County
residents.
i.Plan of Action: Conduct program and facility surveys on Library Services
ii.Plan of Action: Conduct/facilitate Library Services Audit
e.Issue: The Recreation Fund will identify the costs and revenues associated with
Sports, Instruction, Aquatics, the Southwood Community Center, and the Lincoln
Recreation Center.
i.Plan of Action: Adjust Program fee structure to help programs to meet
Council per cent recovery policy in each Recreation Fund area.
f.Issue: Promote, solicit, and conduct tourism events to bring visitors to College
Station.
i.Plan of Action: Focus emphasis on Sports Tourism and hosting of a variety of
tournaments and expanding special event offerings
ii.Plan of Action: Construct and expand athletic facilities (Veteran’s Park and
Southeast Community Park)
iii.Plan of Action: Strengthen relationships and facilitation of local leagues and
sports organizations, and outside organizations such as the CVB.
iv.Plan of Action: Revise field use schedules to facilitate additional tournaments
g.Issue: Expand marketing to inform the public of the benefits of Parks and Recreation,
emphasizing the Economic Impact of Parks, the Health and Wellness benefits, and the
Quality of Life aspects.
i.Plan of Action: Update the Parks and Recreation website
ii.Plan of Action: Produce three comprehensive Activity Guides per year
iii.Plan of Action: Work closely with Public Communications on marketing
materials
iv.Plan of Action: Produce monthly newsletters and information e-mails
v.Plan of Action: Utilize Rec-Trac data to target marketing opportunities
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goals
Population 105,000 107,000 110,000
# of parks 57 58 59
# acres of park land (total) 1,372.23 1,373.35 1,485
# acres of neigh. & comm. park land 706.69 707.81 819
# acres neigh. & comm. park land/1,000
pop. 6.73 6.62 7.45
77
PARKS AND RECREACTION DEPARTMENT STRATEGIC PLAN
Measure 2015 Actual 2016 Actual 2017 Goals
Customer Overall Satisfaction 90% 90% 90%
Total Budget (including Library) $10,673,161 $10,883,721 $9,828,573
Total Revenues $1,059,631 $1,129,629 $1,090,256
Per Capita costs for services $91.56 $91.16 $79.44
Park maintenance inspection score 88% 90% 90%
Library Visits 217,776 220,000 235,000
Library Circulation 414,307 415,000 450,000
Cemetery spaces sold 204 172 200
Columbarium Niches sold 25 40 50
Cemetery total burials 149 147 150
Sports Programs participants 13,000 17,200 15,170
Instruction programs participants 1,600 972 1,500
Aquatics program participants 75,000 98,631 102,635
Recreation Centers participants 1,100 34,100 41,500
78
79
COLLEGE STATION LIBRARY
CITY OF COLLEGE STATION
City Manager
Deputy City Manager
Parks & Recreation
Director
Community Librarian
80
City of College Station
Library
Department Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Library 1,138,568$ 1,101,851$ 1,100,914$ 1,102,770$ 1,185,030$ 7.55%
TOTAL 1,138,568$ 1,101,851$ 1,100,914$ 1,102,770$ 1,185,030$ 7.55%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits -$ -$ -$ N/A
Supplies 527 1,070 578 913 913 -14.67%
Maintenance 1,687 2,178 1,778 2,185 2,185 0.32%
Purchased Services 1,096,354 1,053,953 1,053,908 1,055,022 1,096,623 4.05%
Capital Outlay 40,000 44,650 44,650 44,650 85,309 91.06%
TOTAL 1,138,568$ 1,101,851$ 1,100,914$ 1,102,770$ 1,185,030$ 7.55%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Library - - - - - N/A
TOTAL - - - - - N/A
Service Level Adjustments One-Time Recurring Total
Library Books Purchase Increase submitted by City of College Station -$ 20,000$ 20,000$
Library Books Purchase Increase submitted by City of Bryan - 20,659 20,659
Library O&M Increase proposed by City of Bryan - 41,601 41,601
Library SLA Total -$ 82,260$ 82,260$
81
PL ANNING & DEV EL OPMENT
SERV ICES
CITY OF COLLEGE STATION
City Manager
Deputy City Manager
Director
Planning and
Development Services
Assistant Director
Planning
G reenways
G IS
Building Official Development
Coordinator City Engineer
Transportation
82
City of College Station
Planning and Development Services
Department Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Administration 428,814$ 353,329$ 353,041$ 337,925$ 337,925$ -4.36%
Civil Engineering 804,187 1,003,372 963,875 996,276 1,229,448 22.53%
Building 515,422 620,044 483,554 618,879 719,958 16.11%
Development Coordination 554,235 566,952 580,957 597,493 597,493 5.39%
Planning 541,127 709,647 662,884 672,584 722,584 1.82%
Transportation 101,815 205,241 175,501 121,296 121,296 -40.90%
Greenways 119,079 124,673 113,380 133,614 133,614 7.17%
Geographic Info. Services 41,464 76,756 67,937 95,554 95,554 24.49%
TOTAL 3,106,143$ 3,660,014$ 3,401,129$ 3,573,621$ 3,957,872$ 8.14%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 2,632,443$ 2,949,162$ 2,757,114$ 3,075,209$ 3,300,650$ 11.92%
Supplies 41,123 66,813 41,115 64,069 85,564 28.06%
Maintenance 32,561 49,430 47,719 56,500 60,100 21.59%
Purchased Services 400,016 594,609 555,181 377,843 511,558 -13.97%
Capital Outlay - -- - - N/A
TOTAL 3,106,143$ 3,660,014$ 3,401,129$ 3,573,621$ 3,957,872$ 8.14%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Administration 3.00 2.00 2.00 2.00 2.00 0.00%
Civil Engineering 9.00 9.00 10.00 10.00 12.00 20.00%
Building 7.00 8.00 8.00 8.00 9.00 12.50%
Development Coordination 8.00 9.00 9.00 9.00 9.00 0.00%
Planning 7.00 7.00 8.00 8.00 8.00 0.00%
Transportation 1.00 1.00 1.00 1.00 1.00 0.00%
Greenways 1.00 1.00 1.00 1.00 1.00 0.00%
Geographic Info. Services 1.00 1.00 1.50 1.50 1.50 0.00%
TOTAL 37.00 38.00 40.50 40.50 43.50 7.41%
Service Level Adjustments One-Time Recurring Total
Graduate Engineer 7,285$ 109,719$ 117,004$
Combination Building Inspector 35,895 65,184 101,079
Engineering Construction Inspector 38,085 78,083 116,168
Neighborhood Plan Implementation 50,000 50,000
Planning and Development Services SLA Total 131,265$ 252,986$ 384,251$
83
PLANNING & DEVELOPMENT SERVICES STRATEGIC PLAN
I. Mission Statement
Helping keep College Station a safe and prosperous community with a special emphasis
on creating places of lasting value that enrich people’s lives.
Department Strategy: We will achieve our mission through:
Sound management
Professional planning
Thorough and responsive project review and construction inspections
Offering assistance in special places (neighborhoods, districts, corridors, etc.) to
aid in maintaining their strength, vitality, and integrity
II.Top Departmental Goals for FY17
1.Goal: Fill open positions in P&DS, provide training for new employees, and actively
pursue employee retention
a.Strategic Initiatives: Good Governance, Sustainable City, Core Services and
Infrastructure, Neighborhood Integrity, and Improving Mobility
2.Goal: Initiate process of updating City’s Comprehensive Plan (10-Year Update)
a.Strategic Initiatives: Good Governance, Financially Sustainable City, Core
Services and Infrastructure, Neighborhood Integrity, Diverse Growing
Economy, and Improving Mobility
3.Goal: Implement action items identified in the recently-approved amendments to
Chapter 8, Growth Management & Capacity, of the City’s Comprehensive Plan
a.Strategic Initiatives: Good Governance, Financially Sustainable City, Core
Services and Infrastructure, Neighborhood Integrity, Diverse Growing
Economy, and Improving Mobility
4.Goal: Continue to provide quality review and inspection of the built environment
a.Strategic Initiatives: Good Governance, Financially Sustainable City, Core
Services and Infrastructure, Neighborhood Integrity, Diverse Growing
Economy, and Improving Mobility
5.Goal: Continue implementation of small area and neighborhood plans
a.Strategic Initiatives: Diverse Growing Economy and Neighborhood Integrity
III.Key Departmental Issues & Needs and Potential Responses
a.Issue: Fill open positions in Planning and Building Divisions
i.Plan of Action: Continue to work closely with Human Resources to actively
recruit and hire needed personnel
b. Issue: Seek funding to implement the strategies and actions identified in Chapter 8,
Growth Management and Capacity, of the Comprehensive Plan
84
PLANNING & DEVELOPMENT SERVICES STRATEGIC PLAN
i.Plan of Action: Submit a SLA for annexation via the exempt process and for
development of a three-year annexation plan
c.Issue: Continue quality and timely review of development projects
i.Plan of Action: Submit SLA for additional engineering inspector and building
inspector as part of FY ’17 budget process
ii.Plan of Action: Provide comprehensive training for new employees
d.Issue: Continue implementation of small area and neighborhood plans
i.Plan of Action: Complete Wellborn zoning districts in compliance with the
adopted Wellborn Community Plan
ii.Plan of Action: Submit SLA to fund implementation of plans
e.Issue: Seek funding to implement Comprehensive Plan Update
i.Plan of Action: Submit a SLA for funding to retain a consultant
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
Number of Neighborhood,
Corridor, and District plans being
implemented
6 6 6
Number of building permits issued 1,980 2,080 2,200
Number of inspections performed
by Building Inspectors 16,069 19,998 18,000
Number of development projects
submitted (Planning) 315 608 400
Projected Department annual
expenditures at or below annual
budget
Yes Yes Yes
Value of building construction
permits issued $257,813,200 $451,368,381 $290,000,000
Value of projects reviewed by
Engineering $18,000,000 $21,429,764 $27,000,000
Value of projects inspected by
Engineering Inspectors $27,000,000 $32,800,000 $93,000,000
85
INFORMATION TECH NOL OG Y
CITY OF COLLEGE STATION
City Manager
Assistant City
Manager
IT Director
Assistant IT
Director
G IS
G IS Coordinator
G IS Technician
G IS Intern
E-G OV Coordinator
Business Systems
Manager
Systems Analyst
Technology Services
Coordinator
Technology
Services Specialists
L ead Tech Services
Specialist
Tech Services
Representatives
T e c h n o l o g y
S e r v i c e s
C o o r d i n a t o r
Network Analyst
Network Admin
Communications
Communications
Services
Coordinator
Senior
Communications
Technician
Communications
Technician
Tech Admin
Support Specialist
Mail
86
City of College Station
Information Technology
Department Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Information Technology Administration 440,691$ 456,032$ 468,879$ 457,083$ 465,833$ 2.15%
E-Government 79,069 107,986 107,666 88,172 88,172 -18.35%
Geographic Information Services 198,084 205,203 211,495 228,562 228,562 11.38%
Mail 82,777 89,366 86,034 92,598 92,598 3.62%
Technology Services 850,575 741,250 720,762 829,774 829,774 11.94%
Business Services 1,292,062 1,984,994 1,937,293 2,196,806 2,196,806 0.00%
Network Services 422,515 511,047 483,357 400,887 441,137 10.04%
Communication Services 747,214 886,598 906,879 829,734 829,734 -6.41%
TOTAL 4,112,987$ 4,982,476$ 4,922,365$ 5,123,616$ 5,172,616$ 3.82%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 2,211,282$ 2,401,382$ 2,304,642$ 2,537,194$ 2,537,194$ 5.66%
Supplies 371,947 249,935 238,271 334,325 359,525 43.85%
Maintenance 933,991 1,551,620 1,564,658 1,628,464 1,633,514 5.28%
Purchased Services 570,982 644,687 681,124 603,633 622,383 -3.46%
Capital Outlay 24,785 134,852 133,670 20,000 20,000 -85.17%
TOTAL 4,112,987$ 4,982,476$ 4,922,365$ 5,123,616$ 5,172,616$ 3.82%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Information Technology Administration 3.00 3.00 3.00 3.00 3.00 0.00%
E-Government 1.00 1.00 1.00 1.00 1.00 0.00%
Geographic Information Services 2.25 2.25 2.25 2.25 2.25 0.00%
Mail 1.25 1.25 1.25 1.25 1.25 0.00%
Technology Services 9.00 9.00 9.00 9.00 9.00 0.00%
Business Services 6.00 6.00 7.00 7.00 7.00 0.00%
Network Services 3.00 3.00 3.00 3.00 3.00 0.00%
Communication Services 5.00 5.00 5.00 5.00 5.00 0.00%
TOTAL 30.50 30.50 31.50 31.50 31.50 0.00%
Service Level Adjustments One-Time Recurring Total
Server Access Mgmt 35,200$ 5,050$ 40,250$
Security Awareness Training - 8,750 8,750
Information Technology SLA Total 35,200$ 13,800$ 49,000$
87
INFORMATION TECHNOLOGY DEPARTMENT STRATEGIC PLAN
I. Mission Statement
Provide leadership, process governance, architecture resources and expertise in developing,
deploying and maintaining modern information technologies to improve government efficiency
and effectiveness.
II.Top Departmental Goals
1.Goal: Continue implementation of major enterprise systems, specifically the Enterprise
Resource Planning System Replacement and the CAD/RMS system replacement
a.Strategic Initiative: Financially Sustainable City
b.Strategic Initiative: Core Infrastructure and Services
2.Goal: Develop a plan and request resources to address the continued need for
additional electronic storage.
a.Strategic Initiative: Core Infrastructure and Services
3.Goal: Continue substantial progress toward implementing the Information
Technology Infrastructure Library (ITIL) framework
a.Strategic Initiative: Core Infrastructure and Services
4. Goal: In accordance with Council Direction, explore options for making city data
more open and accessible.
a. Strategic Initiative: Good Governance
III.Key Departmental Issues & Needs and Potential Responses
a.Issue: Electronic Storage Need Continue to Increase.
i.Plan of Action: A CIP request was submitted for FY 17 for additional
electronic storage. Options including cloud based storage are being examined
to determine if cost savings can be realized while meeting city needs.
b. Issue: The City Website was last updated in 2009. Newer technologies and
functionality to provide better capability for staff and citizens exist.
i.Plan of Action: Submit “Website Upgrade/Replacement Project” to the FY 16
CIP list of proposed projects. Due to resource constraints, this project may be
delayed to FY 17.
c.Issue: City Fiber Optic Cable Needs
i.Plan of Action: A FY 17 CIP request was submitted to cover fiber optic needs
for the next 5 years.
d. Issue: Mobile workers cannot efficiently access business applications on the city
network.
i.Plan of Action: A CIP request was submitted and approved for the FY 15
budget to fund the infrastructure hardware and software that will permit city
employees to access the city network and applications from the field,
88
INFORMATION TECHNOLOGY DEPARTMENT STRATEGIC PLAN
regardless of the mobile device they are using. Implementation of this initiative
is delayed due to ICE Project schedule changes.
e.Issue: Security of the city network and data continues to be a high priority.
i.Plan of Action: IT will continue to examine the security posture and make
changes and recommendations to improve security while preserving access and
capability. A SLA was submitted to fund the required annual security
awareness training for city staff and work is continuing on implementing
previous security enhancements.
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
Critical System Up-time at or above
99.9% (excl planned downtime) 99.9 99.9% 99.9%
Provide customer service to City
Staff rated at Satisfied or Highly
Satisfied on the Annual IT
Customer Satisfaction Survey
N/A N/A 85%
Tech Plan annually aligned with
Council Strategic Plan 100% 100% 100%
89
FISCAL SERV ICES
CITY OF COLLEGE STATION
City Manager
Assistant
City Manager
Finance Director
Purchasing
Manager
Purchasing &
Contracts
Municipal Court
Administrator
Court Operations
Budget Manager
Budget
Accounting &
Operations
Manager
Payroll
Accounts Payable
Accounts
Receivable
Financial
Reporting
Treasury Manager U tility Customer
Service
Billing/Collection
Meter Services
90
City of College Station
Fiscal Services
Department Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Fiscal Administration 325,320$ 518,767$ 400,502$ 354,242$ 422,965$ -18.47%
Accounting / Treasury Operations 601,535 577,760 598,052 884,423 935,382 61.90%
Purchasing 379,101 471,780 429,437 395,395 395,395 -16.19%
Budget 764,774 882,282 920,483 680,861 680,861 -22.83%
Municipal Court 1,049,487 1,154,817 1,169,005 1,220,867 1,220,867 5.72%
Judiciary 190,746 198,415 203,316 207,501 207,501 4.58%
TOTAL 3,310,963$ 3,803,821$ 3,720,795$ 3,743,289$ 3,862,971$ 1.56%
EXPENDITURES BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 2,825,542$ 3,235,646$ 3,150,220$ 3,233,038$ 3,283,997$ 1.49%
Supplies 43,176 42,639 54,576 34,791 34,791 -18.41%
Maintenance 6,553 10,548 10,361 6,702 6,702 -36.46%
Purchased Services 427,692 473,788 464,438 468,758 537,481 13.44%
Capital Outlay 8,000 41,200 41,200 - - -100.00%
TOTAL 3,310,963$ 3,803,821$ 3,720,795$ 3,743,289$ 3,862,971$ 1.56%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Fiscal Administration 2.50 2.50 3.50 3.00 3.00 -14.29%
Accounting / Treasury Operations 7.00 7.00 8.00 11.00 12.00 50.00%
Purchasing 4.00 5.00 5.00 5.00 5.00 0.00%
Budget 7.00 8.00 10.00 6.00 6.00 -40.00%
Municipal Court 17.00 17.00 17.50 17.50 17.50 0.00%
Judiciary 1.50 1.50 1.50 1.50 1.50 0.00%
TOTAL 39.00 41.00 45.50 44.00 45.00 -1.10%
Service Level Adjustments One-Time Recurring Total
HR/Payroll ERP Implementation Parallel Testing/Documentation Temp Labor 68,723$ -$ 68,723$
Payroll Clerk 4,340 46,619 50,959
Fiscal Services SLA Total 73,063$ 46,619$ 119,682$
91
FISCAL SERVICES DEPARTMENT STRATEGIC PLAN
I.Mission Statement
The Fiscal Services Department provides effective and efficient financial management
services to internal and external customers. We promote and support fiscal responsibility
through education and training, asset protection, accurate record keeping and reporting,
quality purchasing practices and sound cash management through short and long range
budget, financial and strategic planning.
II.Top Departmental Goals for FY17
1.Goal: Finance will set a standard of excellence by providing timely and accurate
financial information to our internal departments, citizens and business community.
a.Strategic Initiative: Good Governance, Financially Sustainable City, Core
Services and Infrastructure
2.Goal: Municipal Court will ensure compliance with all federal and state laws and local
ordinances while providing efficient, uniform and fair administration of Court
business.
a.Strategic Initiative: Good Governance, Financially Sustainable City, Core
Services and Infrastructure
3.Goal: Utility Customer Service will provide timely services including connecting
water and electric meters, capturing utility consumption and providing accurate billing
and efficient collection services for electric, water, sewer, sanitation and drainage.
a.Strategic Initiative: Good Governance, Financially Sustainable City, Core
Services and Infrastructure
4.Goal: Finance will improve efficiency and responsiveness by improving its business
processes related to payroll and integrating payroll processing into a modernized ERP
system
a.Strategic Initiative: Good Governance, Financially Sustainable City, Core
Services and Infrastructure
III.Key Departmental Issues & Needs and Potential Responses
a.Issue: ERP Project Implementation –HR / Payroll and Utility Customer Service
i.Plan of Action: With the implementation of a modernized ERP system,
additional resources are required to successfully implement the system while
meeting the existing service levels of the department.
b.Issue: Staffing Utilization Risks – Accounting Operations/Treasury/Financial
Reporting/Budget/Purchasing
i.Plan of Action: Review the structure of the department to ensure all existing
resources are adequately backed-up and cross-trained. Develop a succession
plan for key positions in the department to ensure all required service levels
can be met on an ongoing basis.
92
FISCAL SERVICES DEPARTMENT STRATEGIC PLAN
c.Issue: Municipal Court Payment Options and Reporting
i.Plan of Action: Municipal Court is preparing for a software change to replace
the current credit card processing software. This will provide online inquiry
and credit card processing in a more seamless manner. This change will
improve customer service by allowing defendants to make full or partial
payments via the online payment portal. There are also software interfaces that
are anticipated that will make reporting easier.
d.Issue: Utility Customer Service – Meeting service demands as the number of utility
accounts continues to increase.
i.Plan of Action: Begin implementation of a modernized ERP system and
participate in the review, selection and implementation of a modernized,
efficient work order system.
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
Receipt of Certificate of Excellence in Financial
Reporting, Budget Presentation and Public
Procurement (FY 15, FY16). Program change to
Texas Transparency Stars FY 17.
Received all 3 Received all 3 Receive 3 of 5
eligible stars
Accounts Payable/Expenditures posted on the City
website weekly. Yes Yes Yes
Percent of City’s total expenditures handled through
Fiscal Services with quotes, bids or proposals
obtained whenever feasible.
94.89% 96.06% 95.00%
Number of Municipal Court cases disposed by
payment, deferred disposition or judicial hearing 26,059 27,536 33,700 est
Municipal Court case disposition rate. 107% 96% 99%
Utility Customer Service – Percent of Utility
payments processed by electronic means (EFT,
automated check, website)
63.60% 70.61% 66.78%
93
G ENERAL G OV ERNMENT
CITY OF COLLEGE STATION
City Council
Internal Auditor City Manager' s Office
Public Communications
&
Mark eting
H uman Resources
Community Services
Economic Development
City Secretary L egal
94
City of College Station
General Government
Department Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Mayor & Council 25,621$ 32,652$ 28,929$ 36,322$ 36,322$ 11.24%
City Secretary’s Office 446,579 494,043 477,914 523,586 529,586 7.19%
Internal Auditor 193,813 213,366 181,244 219,583 219,583 2.91%
City Manager’s Office 1,088,794 931,780 939,068 1,171,802 1,349,082 44.79%
Economic Development - 450,762 404,430 430,621 430,621 -4.47%
Legal 999,042 1,075,209 1,082,744 1,069,111 1,176,732 9.44%
Public Comm/Neighborhood Svcs 813,308 940,011 905,104 938,264 938,264 -0.19%
Community Services 507,258 603,229 596,653 652,044 652,044 8.09%
Human Resources 714,638 770,573 719,258 821,676 937,232 21.63%
TOTAL 4,789,053$ 5,511,625$ 5,335,344$ 5,863,009$ 6,269,466$ 13.75%
EXPENDITURES BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 4,044,251$ 4,464,057$ 4,463,028$ 4,980,511$ 5,110,938$ 14.49%
Supplies 158,450 160,501 133,103 155,552 158,282 -1.38%
Maintenance 10,628 22,363 18,439 14,980 14,980 -33.01%
Purchased Services 544,525 864,704 720,774 711,966 815,266 -5.72%
Capital Outlay 31,199 - - - 170,000 N/A
TOTAL 4,789,053$ 5,511,625$ 5,335,344$ 5,863,009$ 6,269,466$ 13.75%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Mayor & Council - - - - - N/A
City Secretary’s Office 5.50 5.50 5.50 5.50 5.50 0.00%
Internal Auditor 2.00 2.00 2.00 2.00 2.00 0.00%
City Manager’s Office 7.00 7.00 5.00 6.00 6.00 20.00%
Economic Development *- - 2.00 2.00 2.00 0.00%
Legal 9.00 9.00 9.00 9.00 10.00 11.11%
Public Communications 7.00 7.00 7.00 7.00 7.00 0.00%
Community Services 5.50 6.50 8.00 8.00 8.00 0.00%
Human Resources 7.00 7.00 8.00 8.00 8.00 0.00%
TOTAL 43.00 44.00 46.50 47.50 48.50 4.30%
Service Level Adjustments One-Time Recurring Total
ADA Compliance Upgrades, Assistive Technology, and Training (CMO)171,590$ 5,690$ 177,280$
Municode Legal Review (Legal)9,000 - 9,000
Municode Recodification (CSO)6,000 - 6,000
Assistant City Attorney (Legal)150 98,471 98,621
Temporary Staffing - ICE Project (HR)100,556 - 100,556
Safety Program Resources (HR)- 5,000 5,000
Recruiting Sourcing Resources (HR)10,000 - 10,000
General Government SLA Total 297,296$ 109,161$ 406,457$
* Economic Development activities were moved from City Manager's Office to establish a separate department in FY16.
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CITY SECRETARY’S OFFICE STRATEGIC PLAN
I.Mission Statement
Our mission is to support, facilitate, and strengthen the City of College Station legislative
process; maintain the integrity of the election process; and to exceed customer
expectations through increased interaction, expanded services, technological
improvements and continuous learning.
II.Top Departmental Goals for FY17
1.Goal: Assist the State in the development of the Home Burial Project
a.Strategic Initiative: Good Governance
2.Goal: Increase city-wide understanding of the City’s retention policy and relating the
TSLAC schedules to individual departments
a.Strategic Initiative: Good Governance
3.Goal: Improve digitization across all departments and software platforms
a.Strategic Initiative: Good Governance
4.Goal: Implement Legistar city-wide for all Boards and Commissions
a.Strategic Initiative: Good Governance
III.Key Departmental Issues & Needs and Potential Responses
a.Issue: With the implementation of a new remote system for Vitals records, staff must
be adequately trained on Vitals Statistics processes.
i.Plan of Action: Increase budget dollars allocated to training.
ii.Plan of Action: Actively search out training opportunities with the State, and
establish an aggressive schedule for cross-training.
iii.Plan of Action: Continue to support and maintain good relationships with
outside entities, such as hospitals, funeral homes, county, state and other
Registrars throughout the state.
b.Issue: Community growth is increasing the number of birth and death records and the
requisite workload related to timely recording.
i.Plan of Action: Ensure the necessary staff, processes, and procedures are in
place to handle
c.Issue: 50% of departmental requests for records destruction have some form of
deficiency related to inaccurate information, classification, or description of records.
i.Plan of Action: Reduce the percentage of deficient requests through training
tailored to each department’s needs.
d.Issue: Obsolete legacy media, such as microfilm and microfiche, for records
preservation.
i.Plan of Action: Coordinate with vendor to convert legacy media to .tiff or .pdf,
to be stored in Laserfiche repository.
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CITY SECRETARY’S OFFICE STRATEGIC PLAN
e.Issue: Duplication of records throughout the City due to a lack of understanding of
custodial requirements.
i.Plan of Action: Create schedules for each department to assist with the
understanding of what is their record and what is not.
f.Issue: Departmental reluctance to utilize Laserfiche as their records management
solution
i.Plan of Action: Regardless of the software used to generate the record,
integrate imaging with software capabilities (primarily Laserfiche) to capture
records and store them
ii.Plan of Action: Implement destruction schedules for physical records after
examining procedure and appropriate safeguards to ensure quality control and
compliance with state statutes
IV.Key Performance Indicators (KPIs)
Division 2015 Actual 2016 Actual 2017 Goal
% of deficient department requests
for destruction of records which
have met their retention 50% 7% 0%
% of time Death certificates are
provided within 1 day of request 100% 100% 100%
% of time Abstracts of Death are
provided no later than the 10th of the
month
100% 100% 100%
% of time maintain less than 1% of
errors with Vitals 100% 100%
100%
% of time agenda packets ready for
Council the Friday before the
meeting 100% 100% 100%
% of time draft minutes are
submitted for Council review with
one business day of the meeting 100% 100% 100%
% of time City records are scanned
and indexed into Laserfiche within
two days of receipt 100% 100% 100%
% of time open records requests are
responded to within 10 days 100% 100% 100%
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INTERNAL AUDIT STRATEGIC PLAN
I.Mission Statement
Provide an independent, objective audit and attestation activity designed to add value
and improve city operations.
II.Top Departmental Goals for FY17
1.Goal: Begin a continuous monitoring/auditing program
a.Strategic Initiative: Good Governance
2.Goal: Prepare for a peer review in order to comply with GAS
a.Strategic Initiative: Good Governance, Financially Sustainable City
Note: Goals are based on the annual audit plan that was approved by the Audit Committee
at the beginning of FY16. The FY17 audit plan will not be approved by the Audit
Committee prior to October 1, 2016.
III.Key Departmental Issues & Needs and Potential Responses
a.Issue: Potential fraud discovered. If a potential fraud is discovered other audit work
will need to be put on hold in order to investigate this fraud. This could potentially
lead us to not completing all of our assigned audits.
i.Plan of Action: If a potential fraud is discovered, we will limit the scope on
our remaining audits so that we can still complete all assigned audits and still
at least audit all of the major areas of risk.
b.Issue: Audits take longer than expected
i.Plan of Action: If audits take longer than expected and we fall behind schedule,
we will limit the scope on our remaining audits so that we can still complete
all assigned audits and still at least audit all of the major areas of risk.
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
Percentage of annual audit plan completed 60% 80% 100%
Percentage of audit recommendations accepted 80% 70% 100%
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99
CITY MANAGER’S OFFICE STRATEGIC PLAN
I. Mission Statement
The City Manager’s Office is responsible for administering the day-to-day operations of
the city as well as implementing policy set by the City Council.
II. Top Departmental Goals for FY17
1. Goal: Encourage and Promote professional development of CMO staff
a. Strategic Initiative: Good Governance
2. Goal: Enhance cross coordination of departments in accomplishing Council’s
strategic plan
a. Strategic Initiative: Good Governance
b. Strategic Initiative: Core Services and Infrastructure
3. Goal: Provide general oversight of the ERP Implementation
a. Strategic Initiative: Good Governance
4. Goal: Provide general oversight over the FY17 Capital Improvement Program (CIP)
Schedule
a. Strategic Initiative: Good Governance
b. Strategic Initiative: Core Services and Infrastructure
5. Goal: Manage relationships with governmental and community partners
a. Strategic Initiative: Good Governance
III. Key Departmental Issues & Needs and Potential Responses
a. Issue: Continue to manage the growth of the city
i. Plan of Action: Track and stay up-to-date on development trends
b. Issue: Improve communication and coordination within the CMO
i. Plan of Action: Continue standing meetings
c. Issue: Keep track of legislative and judicial changes affecting municipal operations
i. Plan of Action: Work closely with our state and federal legislative officials
and with the Chamber’s Legislative Affairs Committee
d. Issue: Implement the City Council’s strategic plan
i. Plan of Action: Utilize departments and departmental strategic plans to
ensure Council’s strategic initiatives are being implemented
e. Issue: Manage the CIP
i. Plan of Action: Oversight of development trends, major economic
development projects, and internal needs to determine where CIP dollars can
be best utilized
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CITY MANAGER’S OFFICE STRATEGIC PLAN
f.Issue: Continuously improve city processes and operations
i.Plan of Action: Continually evaluate city operations, processes, and
procedures to take advantage of efficiency gains
g.Issue: Engage with the citizenry
i.Plan of Action: Administer a periodic citizens survey
ii.Plan of Action: Continued utilization of the “cmo@cstx.gov” email address
h.Issue: Promote continuous improvement and learning
i.Plan of Action: Encourage staff to participate and be active in TCMA,
ICMA, TML, and other professional organizations
i.Issue: Intergovernmental Relations
i.Plan of Action: Continue to work cooperatively with Texas A&M and City of
Bryan
IV.Key Performance Indicators (KPIs)
KPI’s are under development for the CMO.
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ECONOMIC DEVELOPMENT STRATEGIC PLAN
I.Mission Statement
The Economic Development department will lead efforts to promote a diversified
economy generating quality, stable, full-time jobs; bolstering the sales and property tax
bases; and contributing to a high quality of life.
II.Top Departmental Goals for FY17
1.Goal: Establish a proactive economic development department.
a.Strategic Initiative: Good Governance
b.Strategic Initiative: Diverse Growing Economy
c.Strategic Initiative: Sustainable City
2.Goal: Develop a more strategic approach to retail development to expand the sales
tax base.
a.Strategic Initiative: Diverse Growing Economy
b.Strategic Initiative: Sustainable City
3.Goal: Maximize existing infrastructure investments through complimentary land
uses and development patterns.
a.Strategic Initiative: Diverse Growing Economy
b.Strategic Initiative: Core Services and Infrastructure
c.Strategic Initiative: Sustainable City
4.Goal: Develop a strategic plan for industrial and manufacturing recruitment and
capitalize on the commercialization efforts of Texas A&M University.
a.Strategic Initiative: Diverse Growing Economy
b.Strategic Initiative: Sustainable City
5.Goal: Support and stimulate local tourism efforts through the sports, entertainment
and hospitality markets.
a.Strategic Initiative: Diverse Growing Economy
b.Strategic Initiative: Sustainable City
III.Key Departmental Issues & Needs and Potential Responses
a.Issue: Re-establish and develop the department.
i.Plan of Action: Develop essential tools to promote and market College
Station.
ii.Plan of Action: Hire and train additional staff.
iii.Plan of Action: Establish a multi-year budget and identify funding sources.
b.Issue: Develop an aggressive plan to support and expand retail development.
i.Plan of Action: Maintain up-to-date base retail data and identify existing gaps
and opportunities.
ii.Plan of Action: Identify retail expansion opportunities, target retailers and
site locations.
iii.Plan of Action: Develop and implement a retail action plan that includes
direct recruitment of target retailers to shovel-ready sites.
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ECONOMIC DEVELOPMENT STRATEGIC PLAN
c.Issue: Support and expand the industrial, manufacturing and biotechnology markets.
i.Plan of Action: Identify potential site locations.
ii.Plan of Action: Improve our competitive edge and position properties to
quickly respond to the industrial market.
iii.Plan of Action: Capitalize on the technology commercialization efforts
through a partnership with Texas A&M University and local property
owners.
d.Issue: Maximize the City’s investment in infrastructure and facilities.
i.Plan of Action: Identify areas where the city has made significant
investments.
ii.Plan of Action: Determine if we have maximized that investment through
complimentary land uses and development patterns.
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
Number of fast-tracked projects 0 2 3
Direct recruitment of retailers to CS 10 25 25
ED Plan Implementation Projects 3 4 4
Target industry client recruitment with
TAMU
1 1 3
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CITY ATTORNEY’S OFFICE STRATEGIC PLAN
I.Mission Statement
With the highest level of integrity, the City Attorney’s Office seeks to provide quality municipal legal
services to the City and its elected and appointed officials and employees to assist the City with
accomplishing its goals and serving the community effectively.
II.Top Departmental Goals for FY17
1.Goal: Manage internal workloads efficiently
a.Strategic Initiative: Financially Sustainable City
b.Good Governance
2.Goal: Retain capable attorneys, legal assistants and staff
a.Strategic Initiative: Good Governance
3.Goal: Meet increasing departmental demands for legal services
a.Strategic Initiative: Good Governance
4.Goal: Foster improved communications with departments
a.Strategic Initiative: Good Governance
5.Goal: Transition to paperless practice
a.Strategic Initiative: Sustainable City
III.Key Departmental Issues & Needs and Potential Responses
a.Issue: Increased requests for legal services from City staff
i.Plan of Action: Request funding for an additional Assistant City Attorney to help
manage increased requests for legal services
b.Issue: Inefficient filing system and storage
i.Plan of Action: Implemented CityLaw case management system
ii.Plan of Action: Implementation complete except for calendar function
c.Issue: Specialized training for attorneys and staff to meet departmental needs
i.Plan of Action: Develop training plan for each legal employee and allocate
sufficient funds for training
d.Issue: Develop effective contacts and relationships with members of the local bar
i.Plan of Action: Continue involvement with professional organizations
ii.Plan of Action: Continue involvement with Municipal legal organizations
iii.Plan of Action: Continue to develop contacts with the Brazos County District
Attorney’s Office and the Brazos County Attorney’s Office through the Police
Legal Advisor and Municipal Prosecutor
iv.
e.Issue: Measure Client Departments satisfaction with Legal Services
i.Plan of Action: Developed and implemented a client satisfaction survey for City
departmental feedback
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CITY ATTORNEY’S OFFICE STRATEGIC PLAN
ii.Plan of Action: Determine and apply any necessary changes based on client
satisfaction survey
f.Issue: Assist staff by providing proactive legal support
i.Plan of Action: Request funding to contract with Municode for a comprehensive
legal review of the Code of Ordinances to update and revise provisions that are
outdated or inconsistent with state or federal law
ii.Plan of Action: Continue to review and modify the Parks and Recreation
Department’s standard form agreements and related policies
iii.Plan of Action: Engage outside counsel to review the City’s standard construction
contract and professional services contract. Work with City staff to revise as
necessary.
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
Number of requests for legal services 270 376 Meet departmental
needs
Number of open records requests
handled 507 875 Meet departmental
needs
Number of hours attending
continuing legal education 150 121.75
Meet professional
requirements and
departmental needs
Number of public meetings served 185 91 Meet City needs
Number of trials held in municipal
court 70 58 Meet caseload
needs
Number of cases resolved without
trial (plea agreements, dismissals) 2,200 2,550 Meet caseload
needs
Number of claims/lawsuits resolved 15 8 90% resolution
Number of claims/lawsuits open 8 16 Meet City needs
Number of easements prepared 50 87 Meet departmental
needs
Number of real estate contracts
prepared 20 6 Meet departmental
needs
Number of contracts prepared or
reviewed 275 327 Meet departmental
needs
Number of ordinances/resolutions
prepared or reviewed 150 154 Meet departmental
needs
Leadership roles in professional
organizations 5 5 3-5
105
PUBLIC COMMUNICATIONS DEPARTMENT STRATEGIC PLAN
I.Mission Statement
The Public Communications Office strives to present information in truthful, transparent and
authentic ways that encourage engagement and build trust. This vision is best summarized
by: We care. We listen. We respond.
II.Top Departmental Goals for FY17
1.Elevate the image of the City of College Station
a.Strategic Initiatives:All
2.Expose a wide variety of audiences to city messaging
a.Strategic Initiatives:All
3. Create opportunities for improved customer service and engagement
a.Strategic Initiatives:All
III.Key Departmental Issues, Needs and Potential Responses
a.Issue: Growth has increased demands for outbound and inbound digital strategies and
responses, but current staffing levels are insufficient.
i.Plan of Action: Add one Public Communications Assistant FTE
ii.Plan of Action: Free the Marketing & Communications Outreach Coordinator
to plan and execute digital strategies, including daily website maintenance
b.Issue: Growth in population and outreach threatens to exceed design capacity
i.Plan of Action: Add one Multimedia Coordinator FTE
c.Issue: Growth in number of HOAs is severely testing the city’s quality of support and
education at current staffing levels
i.Plan of Action: Add one Neighborhood Services Assistant FTE
ii.Plan of Action: Enhance services to HOAs while creating a succession plan
d.Issue: Continue to refine plan to effectively utilize Educational & Governmental Funds
i.Plan of Action: Review and revise multi-year broadcast equipment needs
ii.Plan of Action: Review and revise multi-year video production project list
iii.Plan of Action: Plan for potential audio/video needs in future city hall
e.Issue: There is no plan or strategy for implementing mobile technologies for citizens
i.Plan of Action: Meet with IT staff to develop a clear strategy and plan
ii.Plan of Action: Engage other city departments to identify needs and priorities
iii.Plan of Action: Bring proposals to city manager and city council
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PUBLIC COMMUNICATIONS DEPARTMENT STRATEGIC PLAN
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
Number of positive news stories
strategically pitched to media 178 171 180
Media satisfaction survey results 100% Scheduled for Q1
FY17 100%
Number of proactive, positive blog
posts published 125 106 120
Number of views resulting from
blog posts published 72,000 54,633 70,000
107
COMMUNITY SERVICES DEPARTMENT STRATEGIC PLAN
I. Mission Statement
The mission of the Community Services Department is to facilitate partnerships and
leverage public and private resources that promote and preserve a community with strong
and safe neighborhoods; decent and affordable housing; reliable infrastructure; cost-
effective public services; and attractive community amenities that enhance the tax-base
and improve the quality of life for all citizens of College Station.
II.Top Departmental Goals for FY17
1.Goal: Manage the City’s CDBG & HOME grant programs
a.Strategic Initiative: Financially Sustainable City
2.Goal: Increase safe and affordable housing opportunities
a.Strategic Initiative: Neighborhood Integrity
3.Goal: Rehabilitate and improve streets, sidewalks, and other infrastructure in income-
eligible neighborhoods
a.Strategic Initiative: Core Services and Infrastructure
4.Goal: Continue responsive code enforcement and expand proactive code enforcement
throughout the City
a.Strategic Initiative: Neighborhood Integrity
5.Goal: Manage the Northgate District, including maintenance of non-parking assets,
providing efficient parking operations, and an annual analysis of the Northgate Parking
Fund
a.Strategic Initiative: Core Services and Infrastructure
III.Key Departmental Issues & Needs and Potential Responses
a.Issue: Work collaboratively to invest CDBG & HOME grant funds to promote
economic development and affordable housing development.
i.Plan of Action: Identify infrastructure improvements that will promote
economic development
ii.Plan of Action: Work to attract housing developers and locate additional
sources of fund to development affordable housing for both seniors and
families
b. Issue: Engage and expand partnerships and outreach to effectively serve the target
population of the grant programs
i.Plan of Action: Provide technical assistance and program monitoring to funded
and non-funded health and human service providers
ii.Plan of Action: Expand partnerships with non-profit and for-profit affordable
housing providers and developers
iii.Plan of Action: Promote Fair Housing through public awareness initiatives
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COMMUNITY SERVICES DEPARTMENT STRATEGIC PLAN
c. Issue: Encourage financial education for the target population
i. Plan of Action: CD staff will participate in local collaborative efforts to
increase local opportunities for financial education and financial coaching,
including opportunities for city staff
ii. Plan of Action: Promote public awareness through participation in Financial
Literacy Month activities
iii. Plan of Action: Continue Homebuyer Education classes and outreach to
potential homebuyers, lenders, and real estate agents.
d. Issue: Expand code enforcement activities
i. Plan of Action: Promote education efforts to residents and encourage voluntary
compliance
ii. Plan of Action: Consistently, effectively and efficiently take enforcement
action in response to code violations
iii. Plan of Action: Continue Parking Enforcement in neighborhoods
iv. Plan of Action: Continue to analyze the Rental Registration program to
determine effectiveness
e. Issue: Promote SeeClickFix to community to empower residents to take care of and
improve their neighborhoods
i. Plan of Action: Expand the use and promotion of SCF
ii. Plan of Action: Work with other departments to more effectively manage SCF
issues
f. Issue: Continue to engage the Northgate District stakeholders
i. Plan of Action: Expand the relationship with the NDA representatives & Board
ii. Plan of Action: Maintain appropriate communication with NG stakeholders
regarding development, maintenance, issues & opportunities
g. Issue: Maintain the overall aesthetics of the Northgate District to ensure a positive
experience of those who frequent the area and for visitors to our community, and
maintain the Northgate fund through effective fiscal management.
i. Plan of Action: Provide additional services as able while maintaining spending
within the current budget
ii. Plan of Action: Utilize Community Service Worker program to enhance the
level of service while maintaining current staffing levels
IV. Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
# of housing assistance activities completed 87 67 85
# of residents receiving home buyer/financial
education 59 98 75
# of Public Facility activities completed 4 3 4
# of code compliance cases initiated 5,983 6,079 5,000
NG Revenue vs NG Expenditures $1,436,569/
$1,036,445
$1,296,888/
$1,454,027
$1,355,925/
$1,044,648
109
HUMAN RESOURCES/RISK MANAGEMENT DEPARTMENT
STRATEGIC PLAN
I.Mission Statement
It is the mission of the Human Resources department to be a strategic partner in
developing, implementing and supporting programs and processes that add value to
the City of College Station and its employees, to ensure the effective recruitment,
retention, productivity and engagement of its employees and to support the safety
and welfare of our employees, citizens and customers.
II.Top Departmental Goals for FY17
1.Goal: Align with departments to recruit, retain & engage employees to
effectively serve the citizens of College Station with the focus on recognition,
performance, wellness, safety, engagement and development. Ongoing
implementation of various programs and initiatives such as compensation survey,
recognition programs, enhancement of training and development programs.
a.Strategic Initiative: Core services & infrastructure
2.Goal: Transition HR processes, as needed, to support the successful
implementation of key initiatives (i.e. ERP, compensation strategy), and continue
to review current processes and procedures to ensure they are effective and easy
to access, utilizing electronic workflows whenever possible.
a.Strategic Initiative: Core services & infrastructure
3.Goal: Continued and enhanced design, delivery and implementation of employee
development initiatives to support City strategies, departmental and individual
goals.
a.Strategic Initiative: Core Services & infrastructure
4.Goal: Develop and report on key metrics to measure HR/RM’s impact on the
City’s strategic goals, including those related to loss prevention, incidents and
injuries, employment satisfaction, recruiting, retention and development
a.Strategic Initiative: Core Services & Infrastructure
III.Key Departmental Issues & Needs and Potential Plan of Actions:
a.Issue: Ongoing staffing changes (i.e. retirement, job changes), complexity of work
and a changing workforce requires a strategic effort on workforce planning, and
organizational effectiveness plan to align the City for success in the future.
i.Plan of Action: Add a resource to provide the appropriate level of
support.
ii.Plan of Action: Address a succession planning strategy to address gaps
iii.Plan of Action: Develop additional mentoring and pipeline hiring for
addressing future positions
iv.Plan of Action: Increase internal development and career advancement
opportunities.
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HUMAN RESOURCES/RISK MANAGEMENT DEPARTMENT
STRATEGIC PLAN
b.Issue: Managing a complex and changing workforce with an increasing
number of employee incidents, complexity of issues and need to address
competency and performance goals, and need to educate supervisors and
realign and communicate expectations on performance.
i.Plan of Action: Reinforce current policies and expectations.
ii.Plan of Action: Develop a strategy to align department strategies and
goals to ongoing issues related to employee performance.
iii.Plan of Action: Provide appropriate level of development, education and
communication focusing on safety, engagement and individual
responsibility.
c.Issue: Increasing number of legislative changes. Understanding and supporting
legislative changes at the Federal & State levels, such as Affordable Care Act,
to ensure City remains in compliance to changes required, has knowledge of
the impacts to these changes, and helps organization align practices and
procedures accordingly.
i.Plan of Action: Stay in alignment with requirements of the ACA law
ii.Plan of Action: Increase knowledge and education related to legislative
concerns related to HR, Risk & Safety issues
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
Training & Development Classes held
(Internal) Note: Ouch Training Rollout 2016 15 47 20*
Safety Training Classes held throughout the
organization (doesn’t include NHO) 48 49 50
Number of safety-related inspections conducted 7 9 3
Recruiting – Avg. time to fill open position
(full-time) 49 50 45 days
New Hire Orientation – New Hire participation
rate 100% 95% 100%
*Limited capability without additional resource
111
Debt Service Fund
The City’s basic debt management policies are explained in the Financial Policy Statements included in Appendix F in
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 only issue debt 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 approved FY17 tax rate to finance general governmental
services, including debt service, is 47.2500 cents per $100 of valuation. The FY17 debt service portion of the tax rate
is 19.5339 cents per $100 of valuation. Current policy is to maintain at least 8.33% of annual appropriated
expenditures 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 below:
*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 grade" is Bbb.
Revenues in the Debt Service Fund are projected to increase in FY17 by 10.5% from the FY16 revised budget. FY17
ad valorem tax collections are projected to increase by 11.53%. Total revenues projected to pay on the City’s existing
debt in FY17 are estimated to be $15,413,142. Total expenditures out of the Debt Service Fund are estimated to be
$15,369,282. Of that total, budget for the General Obligation (GO) and Certificates of Obligation (CO) debt service
expenditure is $15,319,282.
In November of 2008, voters approved $76,950,000 in GO Bond Authorization for streets, traffic, a new fire station,
the Library expansion project, and parks and recreation projects including an addition at the Lincoln Center and the
Lick Creek Park Nature Center. In FY16, GO debt in the amount of $8,785,000 was issued. Projects for which this
debt was issued were the Lakeway Drive Extension project, Traffic Signal projects and the Library Expansion. In
FY17, it is projected that the City will issue the remaining GO debt from the 2008 GO Bond Authorization. This will
include $10,135,000 for the Lakeway Drive Extension project, $3,700,000 for the Library Expansion project and
$3,555,000 for University Drive Pedestrian Improvements Phase II project.
In accordance with the direction provided by Council on August 13, 2015, a number of transportation projects were
added to the Capital Improvement Program that are projected to be funded with CO debt over a five year period.
Street and transportation projects for which CO debt is scheduled to be issued in FY17 include the Francis Drive
Rehabilitation Phases I and II projects, the Cain/Deacon Union Pacific Railroad Cross Switch project, the Rock Prairie
Road West – Wellborn to City Limits project, the Capstone and Barron Road Realignment project, Holleman Drive
South Widening project, the Royder Road Expansion project, the Greens Prairie Trail – Arrington to City Limits West
of W.S. Phillips Parkway project, the Greens Prairie Trail –City Limits West of Woodlake to Royder project, Oversize
Participation projects, Traffic Signal projects and Sidewalk projects. In addition, debt is projected to be issued in FY17
for the ITS Master Plan Implementation project. The debt for most of the transportation projects is issued over multiple
years as the projects progress.
In addition to the aforementioned transportation projects, it is anticipated that CO debt will be used for improvements
at the City’s aquatics facilities and in the various park facilities. CO debt is also planned for several technology
projects, including the ERP System Replacement project, the Fiber Optic Infrastructure project, Electronic Storage
Upgrades, the Fuel System Software replacement and the replacement of the City’s Public Safety radios. It is
anticipated that CO debt will also be used for the replacement of the Fire Department’s Self-Contained Breathing
Apparatus equipment and for the replacement of the planter boxes along Texas Avenue between George Bush Drive
and University Drive. Also, during the FY17 budget workshops, direction was given by City Council to add additional
budget for a second City Gateway Sign. It is anticipated that this project will be funded with COs.
In addition, CO debt is projected to be issued in FY17 to be used toward the construction of a new Police Station
facility. It is anticipated that the debt for the construction of this facility would take place over two fiscal years and,
based on current forecasts, would require a tax increase to support.
Bond Type Standard &
Poor's Moody's
General Obligation AA+ Aa2
Utility Revenue A+ Aa2
Certificates of Obligation AA+ Aa2
112
Each year, an analysis is done to determine what resources are needed and if refunding and call options are available
and in the best interest of the City. It is not known at this time whether refunding will be done in FY17. The following
section contains a schedule of requirements and a summary of requirements for all GOs and COs. The detailed
schedule for each GO issue, CO issue and Utility Revenue Bond issue is found in Appendix H.
113
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City of College Station
Debt Service
Fund Summary
10/13/16 6:55 PM
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16-FY17
Beginning Fund Balance 3,214,434$2,814,048$2,814,048$3,631,731$3,631,731$
REVENUES -
Ad Valorem Taxes 12,655,920$13,565,252$13,565,252$15,129,437$15,129,437$11.53%
Investment Earnings 19,417 20,000 24,000 25,000 25,000 25.00%
Transfers 262,795 363,101 363,101 258,705 258,705 -28.75%
Proceeds/Long Term Debt - - 15,962,190 - - N/A
Other - - 1,000 - - N/A
Total Revenues 12,938,132$13,948,353$29,915,543$15,413,142$15,413,142$10.50%
Total Funds Available 16,152,566$16,762,401$32,729,591$19,044,873$19,044,873$13.62%
EXPENDITURES & TRANSFERS
Debt Service 13,330,656$13,302,308$12,867,027$15,319,282$15,319,282$15.16%
Agent Fees, Other Costs 7,862 50,000 143,711 50,000 50,000 0.00%
Advance Refunding - - 16,087,122 - -N/A
Total Operating Expenses/Transfers 13,338,518$13,352,308$29,097,860$15,369,282$15,369,282$15.11%
Increase in Fund Balance (400,386)$596,045$817,683$43,860$43,860$
Measurement Focus Increase (Decrease -$
Ending Fund Balance 2,814,048$3,410,093$3,631,731$3,675,591$3,675,591$
Ad Valorem
Taxes 98.16%
Investment
Earnings
0.16%
Transfers
1.68%
Debt Service Fund -Sources
Debt Service
99.67%
Agent Fees,
Other Costs
0.33%
Debt Service Fund -U ses
115
DEBT SERVICE
SUMMARY OF REQUIREMENTS
CERTIFICATES OF OBLIGATION & GENERAL OBLIGATION BONDS
ALL SERIES
FY 2016-2017
GENERAL OBLIGATION BONDS
ISSUE - PRINCIPAL
GENERAL
DEBT
ASSOCIATED
PARKING
ENTERPRISE
ASSOCIATED
ELECTRIC
FUND
ASSOCIATED
WATER FUND
ASSOCIATED
WASTEWATER
FUND
ASSOCIATED
NEW
MUNICIPAL
CEMETERY
ASSOCIATED TOTAL
G.O. Series 2006 Refunding - - - - - - -
G.O. Series 2007 - - - - - - -
G.O. Series 2008 375,000 - - - - - 375,000
G.O. Series 2009 140,000 - - - - - 140,000
G.O. Series 2009 Refunding 490,000 440,000 - - - - 930,000
G.O. Series 2010 795,000 - - - - - 795,000
G.O. Series 2010 Refunding 1,400,000 - 280,000 1,225,000 1,060,000 - 3,965,000
G.O. Series 2011 215,000 - - - - - 215,000
G.O. Series 2012 135,000 - - - - - 135,000
G.O. Series 2012 Refunding 605,000 - 480,000 - 200,000 - 1,285,000
G.O. Series 2013 290,000 - - - - - 290,000
G.O. Series 2013 Refunding 405,000 - 235,000 325,000 125,000 - 1,090,000
G.O. Series 2014 445,000 - - - - - 445,000
G.O. Series 2014 Refunding 590,000 - 630,000 665,000 615,000 - 2,500,000
G.O. Series 2016 275,000 - - - - 275,000
G.O. Series 2016 Refunding 1,420,000 105,000 435,000 210,000 25,000 2,195,000
TOTAL PRINCIPAL 7,580,000$ 440,000$ 1,730,000$ 2,650,000$ 2,210,000$ 25,000$ 14,635,000$
ISSUE - INTEREST
G.O. Series 2006 Refunding - - - - - - -
C.O. Series 2007 - - - - - - -
G.O. Series 2008 57,644 - - - - - 57,644
G.O. Series 2009 103,408 - - - - - 103,408
G.O. Series 2009 Refunding 33,864 30,475 - - - - 64,339
G.O. Series 2010 464,456 - - - - - 464,456
G.O. Series 2010 Refunding 220,150 - 69,500 277,775 239,550 - 806,975
G.O. Series 2011 5,550 - - - - - 5,550
G.O. Series 2012 108,331 - - - - - 108,331
G.O. Series 2012 Refunding 239,500 - 188,300 - 85,700 - 513,500
G.O. Series 2013 307,369 - - - - - 307,369
G.O. Series 2013 Refunding 211,700 - 87,800 120,200 5,100 - 424,800
G.O. Series 2014 473,700 - - - - - 473,700
G.O. Series 2014 Refunding 330,000 - 205,750 164,875 93,675 - 794,300
G.O. Series 2016 285,975 - - - - 285,975
G.O. Series 2016 Refunding 425,304 199,888 419,650 182,794 129,414 1,357,050
TOTAL INTEREST 3,266,951$ 30,475$ 751,238$ 982,500$ 606,819$ 129,414$ 5,767,397$
TOTAL PAYMENT 10,846,951$ 1 470,475$ 2 2,481,238$ 2 3,632,500$ 2 2,816,819$ 2 154,414$ 2/3 20,402,397$
1. This portion of the General Obligation Bond (GOB) debt will be paid out of the debt service fund.
2. The bonds for the projects in these funds were originally issued as Certificates of Obligation (CO's). When the CO's were refunded,
all refunded bonds were reissued as GO bonds as a cost saving measure. To have reissued as both GO bonds and CO bonds would have resulted in increased
debt issuance costs. The Utility portion of the GO debt will be paid directly out of the Utility fund with which the debt is associated.
3. This portion of the GO debt will be paid out of the debt service fund, but one-half of the funds for the debt service payment will be transferred into the
Debt Service Fund from Memorial Cemetery Fund.
ISSUE - PRINCIPAL
GENERAL
DEBT
ASSOCIATED
ELECTRIC
FUND
ASSOCIATED
WATER FUND
ASSOCIATED
WASTEWATER
FUND
ASSOCIATED
NEW
MUNICIPAL
CEMETERY
ASSOCIATED
BVSWMA, INC.
ASSOCIATED TOTAL
C.O. Series 2007 - - - - - - -
C.O. Series 2008 110,000 300,000 305,000 100,000 300,000 - 1,115,000
C.O. Series 2009 40,000 485,000 290,000 - 25,000 210,000 1,050,000
C.O. Series 2010 85,000 105,000 - 15,000 - - 205,000
C.O. Series 2011 - 190,000 - 125,000 - - 315,000
C.O. Series 2012 - 320,000 120,000 240,000 - - 680,000
C.O. Series 2013 - 310,000 - 75,000 - - 385,000
C.O. Series 2014 735,000 260,000 195,000 340,000 - - 1,530,000
C.O. Series 2016 1,780,000 - 265,000 - - - 2,045,000
TOTAL PRINCIPAL 2,750,000$ 1,970,000$ 1,175,000$ 895,000$ 325,000$ 210,000$ 7,325,000$
ISSUE - INTEREST
C.O. Series 2007 - - - - - - -
C.O. Series 2008 43,871 47,156 48,494 15,719 21,067 - 176,307
C. O. Series 2009 3,598 382,531 224,166 - 16,928 149,135 776,358
C. O. Series 2010 1,062 60,331 - 7,163 - - 68,556
C.O. Series 2011 - 111,670 - 72,813 - - 184,483
C.O. Series 2012 - 228,906 85,769 171,738 - - 486,413
C.O. Series 2013 - 287,944 - 69,775 - - 357,719
C.O. Series 2014 411,775 339,150 251,675 441,325 - - 1,443,925
C.O. Series 2016 744,617 - 305,065 - - - 1,049,682
TOTAL INTEREST 1,204,923$ 1,457,688$ 915,169$ 778,533$ 37,995$ 149,135$ 4,543,443$
TOTAL PAYMENT 3,954,923$ 1 3,427,688$ 2 2,090,169$ 2 1,673,533$ 2 362,995$ 3 359,135$ 4 11,868,443$
1. This portion of the Certificates of Obligation (CO) debt will be paid out of the debt service fund.
2. The Utility portion of the CO debt will be paid directly out of the Utility fund with which the debt is associated.
3. This portion of the CO debt will be paid out of the debt service fund, but one-half of the funds for the debt service payment will be transferred into the
Debt Service Fund from Memorial Cemetery Fund.
4. Brazos Valley Solid Waste Management Agency, Inc. (BVSWMA, Inc.) associated debt will be paid out of the Sanitation Fund, but funds for the debt service payment
will be transferred into the Sanitation Fund from BVSWMA, Inc.
CERTIFICATES OF OBLIGATION BONDS
116
FISCAL
YEAR PRINCIPAL INTEREST
TOTAL DUE
ANNUALLY
PRINCIPAL
OUTSTANDING AS
OF OCTOBER 1
FY 17 10,505,000 4,555,577 15,060,577 115,602,500
FY 18 8,712,500 4,119,839 12,832,339 105,097,500
FY 19 8,142,500 3,739,376 11,881,876 96,385,000
FY 20 8,467,500 3,365,921 11,833,421 88,242,500
FY 21 7,555,000 3,025,891 10,580,891 79,775,000
FY 22 7,487,500 2,714,397 10,201,897 72,220,000
FY 23 7,850,000 2,369,928 10,219,928 64,732,500
FY 24 7,845,000 2,000,641 9,845,641 56,882,500
FY 25 7,022,500 1,653,855 8,676,355 49,037,500
FY 26 6,720,000 1,338,687 8,058,687 42,015,000
FY 27 5,437,500 1,094,820 6,532,320 35,295,000
FY 28 5,432,500 919,276 6,351,776 29,857,500
FY 29 4,615,000 755,148 5,370,148 24,425,000
FY 30 4,495,000 598,491 5,093,491 19,810,000
FY 31 3,180,000 466,306 3,646,306 15,315,000
FY 32 3,295,000 353,506 3,648,506 12,135,000
FY 33 3,160,000 239,188 3,399,188 8,840,000
FY 34 2,665,000 136,488 2,801,488 5,680,000
FY 35 1,485,000 68,175 1,553,175 3,015,000
FY 36 1,530,000 22,950 1,552,950 1,530,000
*Includes total of General Debt associated GO/CO Bonds and New Memorial Cemetery associated GO/CO Bonds (less
$3,290,600 portion that is being funded by Memorial Cemetery Fund. The FY17 portion that is funded by the Memorial
Cemetery portion is $258,705).
GOB & CO SERIES
ALL DEBT SERVICE FUND SUPPORTED*
SCHEDULE OF REQUIREMENTS
DEBT SERVICE
- 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000
FY 17FY 19FY 21FY 23FY 25FY 27FY 29FY 31FY 33FY 35DEBT SERVICE FUND PRINCIPAL AND INTEREST
PRINCIPAL INTEREST
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Organization FY16 Year End
Est.
FY17
Approved
University Town Center $ 304,253 $ -
Reynolds & Reynolds 55,000 55,000
Kalon Biotherapeutics - 196,839
Economic Incentives TBD - 500,000
Total $ 359,253 $ 751,839
Economic Development Cash Assistance
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 Appendix F-1.
Revenue for the Economic Development Fund is collected from the General Fund. The approved funding level for
FY17 is $875,000 which includes a one-time transfer of $500,000 for future economic development incentives.
Investment earnings of $2,000 are also included in the approved FY17 revenue budget.
The Economic Development Fund expenditure budget is 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. A total of $751,839 is projected in the FY17
Approved Budget for cash assistance.
Reynolds & Reynolds is eligible for an incentive payment of $55,000 each year through FY17. To receive
payment, they must maintain a property valuation of $24,000,000 per year and annual payroll of at least
$18,000,000 per year. City Council approved an incentive agreement with Kalon Biotherapeutics in June 2014
with annual payments scheduled from October 2016 to October 2022. Kalon Biotherapeutics has an estimated
$196,839 incentive payment which will be based on Brazos Central Appraisal District certified taxable values as of
August 25, 2016. In addition $500,000 is approved to for economic development incentives to be determined.
A one-time $33,500 SLA is approved for the implementation of College Station’s retail development and
recruitment strategy. A second one-time $50,000 SLA is approved to develop and implement a target industries
strategy in partnership with the Texas A&M University System.
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. Total approved expenditures for FY17 are $870,339.
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City of College Station
Economic Development Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
BEGINNING BALANCE 327,442$ 665,211$ 665,211$ 669,958$ 669,958$
REVENUES
Operating transfers
General Fund 375,000$ 875,000$ 375,000$ 875,000$ 875,000$ 0.00%
Proceeds: Investment LP MMD East Project 25,000 ----N/A
Investment Earnings 1,978 1,000 4,000 2,000 2,000 100.00%
Total Revenues 401,978$ 876,000$ 379,000$ 877,000$ 877,000$ 0.11%
Total Funds Available 729,420$ 1,541,211$1,044,211$1,546,958$1,546,958$0.37%
EXPENDITURES & TRANSFERS
Cash Assistance 45,000$ 751,839$ 359,253$ 751,839$ 751,839$ 0.00%
Other 19,305 15,000 15,000 15,000 98,500 556.67%
Contingency -20,000 -20,000 20,000 0.00%
Total Operating & Transfers 64,305$ 786,839$ 374,253$ 786,839$ 870,339$ 10.61%
Increase/Decrease in Fund Balance 337,673$ 89,161$ 4,747$ 90,161$ 6,661$
Measurement Focus Increase (Decrease)96$
Ending Fund Balance 665,211$ 754,372$ 669,958$ 760,119$ 676,619$
Cash Assistance
Other
Contingency
Cash
Assistance
86.38%
Other
11.32%
Contingency
2.30%
Economic Development Fund -
Uses
General Fund
99.77%
Invest.
Earnings
0.23%
Economic Development Fund -
Sources
119
City of College Station
Efficiency Time Payment Fee Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Beginning Fund Balance 57,391$59,226$59,226$55,341$55,341$
REVENUES
Efficiency Time Payment Fees 5,630$6,462$4,981$4,831$4,831$-25.24%
Interest Earnings 232 211 289 275 275 30.33%
Total Revenues 5,862$6,673$5,270$5,106$5,106$-23.48%
EXPENDITURES
Operating Expenditures 4,027$11,160$9,155$11,160$11,160$0.00%
Total Expenditures 4,027$11,160$9,155$11,160$11,160$0.00%
Increase (Decrease) in Fund Balance 1,835$(4,487)$(3,885)$(6,054)$(6,054)$34.92%
Measurement Focus Increase (Decrease)-$
Ending Fund Balance 59,226$54,739$55,341$49,287$49,287$
Efficiency
Time
Payment
Fees
94.61%
Interest
Earnings
5.39%
Efficiency Time Payment Fee Fund
-Sources
Operating
Expenditures
100.00%
Efficiency Time Payment Fee
Fund -Uses
The Efficiency Time Payment Fee Fund can be used to improve the efficiency of the administration of justice in College
Station. The City retains ten percent of the total fee collected from defendants who are delinquent in payment for more than
thirty days for a misdemeanor offense, which amounts to $2.50. Expected revenues in FY17 total $5,106. Proposed
expenditures in FY17 include $11,160 for the printing and distribution of collection notices,as well as for the purchase of
software to interface with Texas Department of Transportation (TxDOT).
120
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 may use GO debt for
the acquisition and development of parks and recreation facilities; rights-of-way acquisition; construction and
reconstruction of streets; and for public buildings such as City offices, libraries, fire stations 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 FY16, the City issued $8,785,000 in GOB debt for several General Government capital projects. This included
$4,000,000 for the Lakeway Drive Extension project, $600,000 for traffic signal projects and $4,185,000 for the
Library Expansion project. In FY17, it is projected that the City will issue $17,390,000 in General Obligation debt
from the 2008 GOB authorization. This includes $10,135,000 for the Lakeway Drive Extension project, $3,555,000
for the University Drive Pedestrian Improvements project and $3,700,000 for the Library Expansion project.
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 COs). 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 and development of land for economic development uses.
• Transportation and facility infrastructure.
• Infrastructure for the Electric, Water and Wastewater utilities.
In accordance with the direction provided by Council on August 13, 2015, a number of transportation projects will
be funded with CO debt over a five year period. In FY16, COs were issued for a number of these street and
transportation projects. Included was $200,000 to be used toward the design of the Munson Drive Rehabilitation
project, $1,330,000 for the Francis Drive Phases I and II Rehabilitation projects, $4,100,000 for the Greens Prairie
Trail from FM 2154 through Royder project, $1,000,000 for the Cain/Deacon Union Pacific Railroad Cross Switch
project, $655,000 for the Design of the FM 2818 Capacity Improvements project, $700,000 for the Rock Prairie
Road West – Wellborn to City Limits project, $800,000 for the Capstone and Barron Road Realignment project,
$500,000 for the Southside Neighborhood Safety Improvements project, $1,500,000 for Holleman Drive South
Widening project, $515,000 for the Intersection Improvements at Greens Prairie Road and Arrington, $2,700,000
121
for the Royder Road Expansion project and $3,050,000 for the Intelligent Transportation System (ITS) Master
Plan Implementation project.
In addition, $3,000,000 in CO debt was issued in FY16 for the design of the Police Station facility.
Street and transportation projects for which CO debt is scheduled to be issued in FY17 include the Francis Drive
Rehabilitation Phases I and II projects, the Cain/Deacon Union Pacific Railroad Cross Switch project, the Rock
Prairie Road West – Wellborn to City Limits project, the Capstone and Barron Road Realignment project,
Holleman Drive South Widening project, the Royder Road Expansion project, the Greens Prairie Trail – Arrington
to City Limits West of W.S. Phillips Parkway project, the Greens Prairie Trail –City Limits West of Woodlake to
Royder project, Oversize Participation projects, Traffic Signal projects and Sidewalk projects. In addition, debt is
projected to be issued in FY17 for the ITS Master Plan Implementation project. The debt for most of the
transportation projects is issued over multiple years as the projects progress.
In addition to the aforementioned transportation projects, it is anticipated that CO debt will be used for
improvements at the City’s aquatics facilities and in the various park facilities. CO debt is also planned for several
technology projects, including the ERP System Replacement project, the Fiber Optic Infrastructure project,
Electronic Storage Upgrades, the Fuel System Software replacement and the replacement of the City’s Public
Safety radios. It is anticipated that CO debt will also be used for the replacement of the Fire Department’s Self-
Contained Breathing Apparatus equipment and for the replacement of the planter boxes along Texas Avenue
between George Bush Drive and University Drive. Also, during the FY17 budget workshops, direction was given
by City Council to add additional budget for a second City Gateway Sign. It is anticipated that this project will be
funded with COs.
In addition, CO debt is projected to be issued in FY17 to be used toward the construction of a new Police Station
facility. It is anticipated that the debt for the construction of this facility would take place over two fiscal years and,
based on current forecasts, would require a tax increase to support.
It is also anticipated that CO’s in the amount of $11,225,000 will be issued in FY17 for Water capital projects and
that $3,350,000 will be issued for Wastewater projects. CO debt is not projected to be issued for Electric capital
projects in FY17.
GOVERNMENTAL CAPITAL PROJECTS
Below are descriptions of the governmental capital projects included in the FY17 Approved Budget. The funds
expended on these projects are considered significant and non-routine.
STREETS, TRAFFIC, SIDEWALKS AND TRAIL CAPITAL PROJECTS
Street Rehabilitation Projects
In FY17, funds in the amount of $3,351,008 are estimated to be spent on Street Rehabilitation projects.
Rehabilitation projects expected to be completed in FY17 include the Luther Street Rehabilitation project and
the Munson Street Rehabilitation project. The funding for these projects came from several sources. A portion
of the funding came from proceeds from a Fire Department ladder truck that was sold in FY12. A portion of the
funding for the replacement ladder truck came from the budget balances of street and transportation projects.
These projects had been funded with CO debt and it was legally permissible to use the balance on the purchase
of the ladder truck. As a portion of the funding for the replacement ladder truck originated from the budget
balances of street projects, the proceeds from the sale of the truck that was sold are being used to fund a portion
of the cost of these two street rehabilitation projects. In addition, $1,000,000 of the funds needed for the Munson
and Luther Rehabilitation projects will come from the Health Science Center Parkway budget balance. This cost
of this project came in more favorable than expected and a portion of the remaining budget is being used on the
rehabilitation projects. The budget for the Health Science Center Parkway originated from Barron Road Phase II
authorization. The balance of the funds needed for the two rehabilitation projects will come from CO debt issued
in FY14 and FY16.
In addition, estimates have been included in FY17 for the Francis Drive Rehabilitation project. This project is
planned for two phases – from Glenhaven to Munson and from Munson to Walton. It is anticipated that
construction on the project will begin in FY17 and will extend into FY18. A portion of the funding for the design of
these projects was transferred from the General Fund. The balance of the needed funding will come from CO
debt issue projected for FY17 and from projects that have been completed and came in under budget.
122
Street Extension/Capacity Improvement Projects
The expenditure of a significant amount of funds is anticipated in FY17 for Street Extension/Capacity
Improvement projects. A total of $29,417,019 is estimated to be expended on these project in FY17. Included in
this estimate is $354,170 for Oversize Participation (OP) projects that may arise throughout the fiscal year.
These funds are used for building increased capacity on the streets that are being constructed by developers. The
funding for the OP comes from several different sources. $100,867 is what remains from the 2003 GOB. In
addition, funds in the amount $203,303, reflect assessments expected to be received as a result of the Holleman
Extension project. As a significant portion of the Holleman Extension project budget was funded using OP funds,
the received assessments will be earmarked for future OP projects. These funds will not be available for
expenditure until they are received. In addition, included in FY17 is an estimate of $50,000 in OP that is expected
to be funded with CO debt issued in FY17.
An estimate of $10,713,969 is projected in FY17 for construction on the Lakeway Extension project. This project
was part of the 2008 GOB authorization and is for the extension of Lakeway from its current terminus north to the
existing Lakeway section south of Scott & White. The project also includes the extension of Pebble Creek
Parkway from State Highway 6 east to Lakeway extension. Construction is expected to begin in FY17 and be
completed in FY18.
An estimate of $2,021,703 is included for the construction of Widening of Rock Prairie Road West project. This
project is for the reconstruction of Rock Prairie Road from approximately State Highway 6 to Longmire. This
project will improve the capacity of this street segment and align additional travel lanes with the reconfigured Rock
Prairie Road overpass. A portion of the budget for this project came from several projects that were completed
under budget while the remaining portion came from COs issued in FY14.
A number of projects were added to the CIP last fiscal year in an effort to address some high priority
transportation needs that were identified. Funding for the construction of projects is anticipated to come from
COs. This includes the construction of Improvements on Greens Prairie Trail from FM 2154 through Royder
Road. This project will be for the rehabilitation of Greens Prairie Trail from FM 2154 through the intersection with
Royder Road with the proposed roadway being a 4-lane divided roadway. It is anticipated that this project will be
constructed in conjunction with CSISD’s plans for a future school. The funding for design of this project came from
budget balances of two other projects that received favorable bids. Funding for construction is anticipated to come
from COs. Other projects along this corridor and that are included in the FY17 CIP include the Greens Prairie
Road at Arrington Intersection Improvements project and the Royder Road Expansion project. The Greens
Prairie Road at Arrington Intersection Improvements project is for intersection improvements at Greens Prairie
and Arrington Road. This may be signalization and/or other traffic control methods. The Royder Road Expansion
project is for the reconstruction of Royder Road from approximately Greens Prairie Road to Green Prairie Trail.
The existing asphalt roads are expected to be replaced with concrete roadways with curb, gutter, underground
storm sewer and sidewalks.
Several projects have been added that involve roadway and grade crossing improvements at Union Pacific
Railroad Crossings. The first of these projects is the Relocation of the Union Pacific Railroad Crossing from
Cain to Deacon. This project is for the relocation of the Union Pacific Railroad Crossing from Cain to Deacon with
the addition of a traffic signal. The second of these projects is the Union Pacific Railroad Crossing and
Roadway Improvements – Rock Prairie Road West – 2154 to the City Limits project. This project includes
the reconstruction of Rock Prairie Road West from approximately Wellborn Road to the city limits. The third of
these projects is the Capstone and Barron Road Realignment project. This project includes the reconstruction
and realignment of Capstone Drive and Barron Road from approximately Apricot Glen to Picadilly Circle.
Also included in the FY17 CIP is the Design of Capacity Improvements on 2818 between Wellborn Road and
George Bush Drive. This project is for the design of capacity improvements on 2818 between Wellborn Road
and George Bush Drive. Construction of these improvements is expected to be TxDOT funded, but completing
the design at this time should help to expedite the project when funds become available. In addition, funding is
included in the FY17 CIP for the Holleman Drive South Widening project. This project is for the widening of
Holleman Drive South from North Dowling to Rock Prairie Road.
Other projects added to the CIP to address high priority transportation needs include the Southside
Neighborhood Safety Improvements – Holik, Park Place, Anna and Glade. This project is for the rehabilitation
of Park Place, Holik Street, Glade Street and Anna Street surrounding Oakwood Intermediate School. Currently
the street cross-sections consist of a rural local street cross-section with open ditches and no pedestrian
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accommodations for students walking to school. Design of this project will occur in FY16 and FY17, with
construction scheduled for FY18 and FY19.
Several additional extension and capacity projects have been added to the Capital Program. While construction of
these projects is scheduled for several years out, funds have been estimated in FY17 for preliminary engineering
and surveying. These projects include Greens Prairie Road - Arrington Road to City Limits West of Wallace
Phillips Parkway. This project includes the reconstruction of Greens Prairie Road from approximately Arrington
Road to the city limits west of Wallace Phillips Parkway. Also included for future construction is the Greens
Prairie Trail – City Limits West of Woodlake to Royder Road. This project is for the reconstruction of Greens
Prairie Trail from the city limits west of Woodlake to Royder Road. Lastly, the extension of Rock Prairie Road –
State Highway 6 to Medical Way project has been projected for future construction. This project is for the
reconstruction of Rock Prairie Road from approximately State Highway 6 to Medical Avenue.
TxDOT Projects
An estimate of $150,000 is included for Improvements to the Greens Prairie Trail and FM 2154 Intersection.
This project is being completed in coordination with Brazos County and TxDOT. Phase I was bid by the County
with participation from the City for traffic signal items. Phase II will be bid by TxDOT with participation from the
County and the City. A portion of the budget for this project came from remaining OP funds and a portion of the
budget came from the Health Science Center Parkway budget balance. The bids for the Health Science Center
Parkway project came in more favorable than expected and a portion of the remaining budget was available for
this project.
Traffic Projects
The FY17 Approved Budget includes an estimate of $3,004,468 for traffic projects throughout the City. This
includes an estimate of $634,775 for a signal and related roadway improvements at the intersection of
Victoria Avenue and State Highway 40. Also included in the estimated expenditures for traffic projects is
$262,193 for future signal projects that may be needed as determined by the results of traffic warrant studies.
Another project included in FY17 is the Replacement of the Planter Boxes along Texas Avenue. The planter
boxes along Texas Avenue between George Bush Drive and University Drive will be replaced.
The most significant traffic project to be included in the FY17 Approved Budget is for the Intelligent
Transportation System (ITS) Master Plan Implementation. In 2013, an ITS Master Plan was developed in
order to provide an evaluation status of the Traffic Division and identify any deficiencies in technology such as
signal controllers and central system software that are at the end of their useful lives. Phases I and II of the
project are complete and an estimate of $1,707,500 is included in FY17 is for the next phase of the
implementation plan. It is anticipated that CO debt will be issued for most of the capital costs of this project that
are included in the CIP. In addition, the Texas A&M University System has committed $850,000 for improvements
beyond the original scope of the project.
Sidewalk and Trail Projects
The City of College Station has worked over the years to ensure adequate transportation infrastructure is
constructed for pedestrians and bicyclists. The City has an adopted Bicycle, Pedestrian and Greenways Master
Plan. The FY17 CIP includes an estimate of $100,000 for Sidewalk projects. It is anticipated that funding for
these projects will come from FY17 CO debt issue. In addition, $5,782,824 is estimated to be spent on the
construction of Phase II of the University Drive Pedestrian Improvements project. This project consists of
implementing the remaining phases (2 through 5) of the Pedestrian Improvements on University Drive. The
project is designed to improve pedestrian safety in the Northgate area of College Station while preserving
vehicular mobility. The improvements included in the project will ultimately extend from College Main to South
College Avenue
In addition, several transportation projects are expected to be completed in FY17 using Community Development
Block Grant (CDBG) Funds. These projects include Nimitz Street Rehabilitation, the San Saba Sidewalks
project, and the Southwest Parkway North Sidewalk Phase I project. These projects are described in more
detail in the CDBG section of this budget document.
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PARKS AND RECREATION CAPITAL PROJECTS
In FY17, expenditures in the amount of $3,255,492 are estimated for Parks and Recreation capital improvement
projects. Included is $210,000 for Field Redevelopment projects. A portion of the funds will be used for
replacement and repairs to numerous athletic facilities and parks throughout the City. 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.
An estimate of $1,956,992 has been included in FY17 for the Lincoln Center Expansion construction. This
project is for the expansion of the Lincoln Center building to include additional space for programming and
storage. In addition, funds in the amount of $290,000 are included for a number of Renovations at the Pools.
These include the repair of structural cracks, pool decking renovations, plumbing repairs, grating replacement and
the replacement of a slide feature. It is anticipated that CO debt will be issued for these renovations. In addition,
budget has been included in the FY17 CIP for a number of System-Wide Park Improvement projects. These
include the addition and replacement of play sets and playground surfacing, lighting improvements, parking lot
renovations, facility repairs, gym equipment, sidewalk reconstruction, fencing upgrades, and basketball court
resurfacing. These projects will be funded primarily with CO debt issue. The items that are not debt eligible will be
funded with General Funds.
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/equipment
projects. In FY17, $21,426,620 is the estimated expenditure for public facility projects. Included is $6,730,920
which will be used toward the Library Expansion project. This project is for the expansion and renovation of the
Larry J. Ringer Library.
The FY17 budget also includes projects for existing City facilities and are necessary to address compliance and
corrective maintenance needs. These projects are being funded with one-time General Funds that will be
transferred to the General Government CIP Fund. The first of these projects is for the replacement, containment
repair, and cleaning of existing above-ground storage tanks. This is necessary in order to meet Texas
Commission on Environmental Quality (TCEQ) regulations. The second of these projects is the addition of a
tipping structure that will be used for street sweeping containment. This structure is necessary for TCEQ
and Environmental Protection Agency (EPA) compliance.
The approved budget also includes two public safety facility projects that are anticipated will be needed in the
future. The first of these is a new Police Station facility and the second is Fire Station #7. The FY16 budget
included funding for the design of a new Police Station and the first phase of construction is included in the FY17
budget. It is anticipated that COs will be issued for the construction of the Police Station. While not budgeted for
expenditure in FY17, the five-year CIP also includes an estimate for the construction of Fire Station #7. Design is
forecasted for FY18 with construction in FY19 and FY20. Also included in the FY17 facility capital project budget
is budget to be used for the conceptual planning/design of a community center. The funding for this
planning/design will come from the General Fund and will be transferred to the General Government CIP Fund of
expenditure. Based on current forecasts, construction of a New Police Station, Fire Station #7 and a Community
Center would require a tax increase.
Also included in the CIP for facility projects is an estimate for the construction of two City Gateway Signs. These
projects are for the design and construction of a gateway monument signs. The first of these signs will be located
at the State Highway 6 and University Drive Interchange within TXDOT ROW. The second sign will be located at
the southern entrance of the City off of State Highway 6.
The FY17 Approved Budget also includes a projected expenditure of $5,674,252 for technology and equipment
projects. This includes the public safety CAD/RMS (Computer Aided Dispatch/Records Management System)
Replacement project. This project is for the replacement of all software and hardware based systems managing
the information resources of the College Station Police Department. The acquisition of a newer and more
enhanced system will allow for a more efficient and productive department; as well as provide the opportunity to
accomplish more robust and advanced tasks. Funding for this project comes from CO debt issue and balances
from several completed projects. Another significant technology project that will continue in FY17 is the
Enterprise Resource Planning (ERP) System Replacement project. This project is for the replacement of the
City’s primary financial and management software system. The project is occurring in several phases over the
course of several years. CO debt issue accounts for a significant portion of the project funding. In addition, a
125
portion of the funding will come from General Fund and from the enterprise funds that are benefitting from the
project.
Also included in the CIP is a FY17 estimate of $225,000 for the 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. It is anticipated
that fiber optic infrastructure expansion will be needed for the foreseeable future. The CIP includes an annual
estimate for the next five years. It is anticipated that CO debt will be issued to fund the fiber optic infrastructure.
The CIP also includes an estimate for the Replacement/Upgrade of the City’s Website. Funding for this project
will come from funds that were previously transferred to the General Government CIP Fund for expenditure on the
Mobile Computing Infrastructure project. As the Mobile Computing Infrastructure project has been delayed, the
funds will be redirected to the Website Replacement project. A transfer from the General Fund is forecasted in
FY18 to fund the Mobile Computing Infrastructure project. Budget has been included in the FY17 technology CIP
for the Electronic Storage Upgrade project. This project is needed to address the City’s electronic storage
needs. The demand has grown faster than anticipated and the storage system procured in 2014 is over 60% full.
This project will be funded with CO debt as well as with funds that have been set aside for Virtual Storage
Replacement. In addition, budget has been included for the Replacement of the City’s Fuel System Software.
The FY17 Technology and Equipment portion of the CIP also includes two additional projects related to the
replacement of Public Safety equipment. The first of these is the replacement of the Self Contained Breathing
Apparatus (SCBA) equipment in the Fire Department. SCBA air packs allow firefighters to enter an Immediately
Dangerous to Life or Health (IDLH) environment for firefighting or hazardous material emergencies to save lives
and mitigate the situation. Current equipment is at the end of its service life. The project will include the
replacement of air packs, air masks, SCBA cylinders, and all other related equipment. In addition, one
compressor for station #2 will be added. Also approved for replacement in FY17 are the police and fire hand-
held radios. This equipment is also nearing the end of its service life the manufacturer will no longer support
these radios starting in FY18. It is anticipated that this public safety equipment will be funded with CO debt.
ADDITIONAL O&M COSTS
The FY17 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 on line. 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 (i.e. for additional
personnel). In some situations, the anticipated O&M cost is added to the base budget (i.e. additional budget for
utility 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 Budget division in financial forecasting.
The FY17 Approved Budget includes $548,951 for O&M related to General Government CIP projects that are
anticipated to be completed in FY16 and FY17. Street projects for which O&M budget has been included are the
Lick Creek Hike and Bike Trail, Intersection Improvements at Holleman & Eleanor, Eisenhower Street Sidewalk
Improvements, Live Oak Sidewalk Improvements, Cross Street Sidewalk Improvements and the State Highway
40/Victoria Signal project. Budget for the anticipated O&M costs associated with the Lick Creek Nature Center
has also been included in the FY17 budget, as has budget for the CAD/RMS System Replacement and the ERP
System Replacement.
In addition to the budget included for FY17, O&M estimates are included in the financial forecasts for projects that
are expected to be completed in the next five years. A more detailed sheet at the end of this section reflects the
estimated O&M costs associated with the governmental capital projects. It is anticipated that the availability of
funding for the O&M costs will be limited in upcoming years. Therefore, departments will continue to evaluate
current operations before increases in budget will be approved. Recommendations may also be made to delay
projects for which O&M funding does not exist.
126
127
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT REVISED APPROVED
PROJECT BUDGET APPROPRIATIONS FY15 - 16 FY16 - 17
NUMBER AMOUNT THROUGH FY15 APPROPRIATIONS APPROPRIATIONS
BEGINNING FUND BALANCE:11,590,741$ 24,488,549$
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS (08 GOB)4,600,000$ 13,690,000$
CERTIFICATES OF OBLIGATIONS 14,550,000 12,180,000
INTRAGOVERNMENTAL TRANSFERS 24,489 24,489
INTERGOVERNMENTAL TRANSFERS 850,000 1,207,532
INVESTMENT EARNINGS 50,000 90,000
OTHER 200,000 228,303
SUBTOTAL ADDITIONAL RESOURCES 20,274,489$ 27,420,324$
TOTAL RESOURCES AVAILABLE 31,865,230$ 51,908,873$
STREET REHABILITATION PROJECTS
4 LUTHER STREET REHABILITATION ST1401 1,420,698 1,420,698 -
1 MUNSON STREET REHABILITATION ST1402 1,850,000 1,400,000 450,000 -
*/4 FRANCIS DRIVE REHABILITATION PH I ST1419 1,700,000 629,813 890,187 180,000
*/4 FRANCIS DRIVE REHABILITATION PH II ST1420 1,335,000 475,000 540,000 320,000
CLOSED PROJECTS
SUBTOTAL 3,925,511$ 1,880,187$ 500,000$
STREET EXTENSION/CAPACITY IMPROVEMENT PROJECTS
2 OVERSIZE PARTICIPATION (2003 GOB)ST0519 64,209 64,209 - -
2 UNIVERSITY DR APTS OP ST1618 36,658 36,658 - -
1 OVERSIZE PARTICIPATION (HOLLEMAN ASSESSMENT)ST1204 203,303 - 203,303 -
6 OVERSIZE PARTICIPATION (FY17 - FY20)ST1701 250,000 - - 50,000
3 LAKEWAY EXTENSION ST1101 15,135,000 1,500,000 13,635,000 -
4 ROCK PRAIRIE ROAD WEST WIDENING ST1304 3,497,921 3,497,921 - -
*/4/6 GREENS PRAIRIE TR FR 2154 THRU ROYDER ST1504 5,345,000 840,517 4,100,000 404,483
6 CAIN/DEACON UNION PACIFIC RAILROAD CROSS SWITCH ST1602 3,775,000 - 3,775,000 -
6 DESIGN OF FM 2818 CAPACITY IMPROVEMENTS ST1603 655,000 - 655,000 -
6 ROCK PRAIRIE RD WEST - WELLBORN TO CITY LIMITS ST1604 4,985,000 - 700,000 4,285,000
6 CAPSTONE AND BARRON REALIGNMENT ST1605 5,635,000 - 800,000 4,835,000
6 SAFETY IMP - HOLIK, PARK PL, ANNA & GLADE ST1606 2,090,000 - 500,000 -
6 HOLLEMAN DR S - N DOWLING TO ROCK PRAIRIE RD ST1607 10,305,000 - 1,500,000 8,805,000
6 GREENS PRAIRIE RD AT ARRINGTON INTERSECTION IMPR ST1608 515,000 - 515,000 -
6 GREENS PRAIRIE RD - ARRINGTON TO CL W of WS PHILLIPS ST1702 4,230,000 - - 100,000
6 GREENS PRAIRIE TRAIL - CL W OF WOODLAKE TO ROYDER ST1703 2,860,000 - - 100,000
6 ROYDER ROAD EXPANSION ST1611 4,930,000 - 200,000 4,730,000
6 ROCK PRAIRIE RD - SH6 TO MEDICAL WAY STTBD 4,290,000 - - -
CLOSED PROJECTS
SUBTOTAL 5,939,305$ 26,583,303$ 23,309,483$
BUDGET APPROPRIATIONS
128
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT
EXPENDITURES FY 14-15 PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
THROUGH FY14 ACTUAL FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
23,569,205$ 19,681,609$ 24,488,549$ 9,561,146$ 1,296,774$ 33,089$ 48,089$ 28,089$
-$ 4,615,000$ 13,690,000$ -$ -$ -$ -$ -$
- 17,050,000 12,180,000 15,990,000 3,995,000 8,335,000 - -
1,739,457 - 24,489 17,325 33,186 - - -
187,020 46,951 1,207,532 - - - - -
90,310 90,000 90,000 70,000 25,000 15,000 5,000 5,000
107,897 239,537 228,303 50,000 340,000 170,000 - -
2,124,684$ 22,041,488$ 27,420,324$ 16,127,325$ 4,393,186$ 8,520,000$ 5,000$ 5,000$
25,693,889$ 41,723,097$ 51,908,873$ 25,688,471$ 5,689,960$ 8,553,089$ 53,089$ 33,089$
22,634 67,787 633,550 696,727 - - - - -
5,676 216,229 406,760 1,221,335 - - - - -
270 50,984 176,200 1,093,454 379,092 - - - -
626 26,601 57,200 339,492 911,081 - - - -
- 2,507,927 1,044,869 -
29,206$ 2,869,528$ 2,318,579$ 3,351,008$ 1,290,173$ -$ -$ -$ -$
- - - 64,209 - - - - -
- - - 36,658 - - - - -
- - - 203,303 - - - - -
- - - 50,000 100,000 50,000 50,000 - -
85,918 39,619 1,329,488 10,713,969 2,966,006 - - - -
1,754 189,815 1,284,649 2,021,703 - - - - -
- 1,349 875,200 4,319,800 148,651 - - - -
- 149 220,000 1,646,000 1,908,851 - - - -
- 313 520,000 134,687 - - - - -
- 109 253,000 2,137,000 2,594,891 - - - -
- 149 147,000 1,371,000 4,003,000 113,851 - -
- 453 72,000 264,000 877,000 876,547 - - -
- - 620,648 3,133,227 6,551,125 - - - -
- 409 120,000 394,591 - - - - -
- - - 100,000 119,000 1,866,000 2,145,000 - -
- - - 100,000 - 1,310,000 1,450,000 - -
- 128 195,000 2,726,872 2,008,000 - - - -
- - - - - - 4,290,000 -
- 271,382 770,288 -
87,672$ 503,875$ 6,407,273$ 29,417,019$ 21,276,524$ 4,216,398$ 7,935,000$ -$ -$
PROJECTED EXPENDITURES
129
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT REVISED APPROVED
PROJECT BUDGET APPROPRIATIONS FY15 - 16 FY16 - 17
NUMBER AMOUNT THROUGH FY15 APPROPRIATIONS APPROPRIATIONS
BUDGET APPROPRIATIONS
STREET TXDOT PROJECTS
3/5 GREENS PRAIRIE/FM2154 IMPROVEMENTS ST1505 600,000 403,303 196,697 -
CLOSED TXDOT PROJECTS
SUBTOTAL 403,303$ 196,697$ -$
TRAFFIC PROJECTS
6 FUTURE TRAFFIC SIGNAL PROJECTS ST1704 1,500,000 - - 200,000
3 TRAFFIC SIGNAL PROJECTS (2008 GOB)ST1027 12,193 9,012 3,181 -
3 SIGNAL @ VICTORIA/SH 40 ST1503 800,000 542,023 257,977 -
3 LONGMIRE/HARVEY MITCHELL SIGNAL RECON DESIGN ST1616 150,000 - 150,000 -
3 HARVEY RD/GEORGE BUSH SIGNAL RECON DESIGN ST1615 125,000 - 125,000 -
3 FM 2818/FM 60 INTERCHANGE ST1617 43,500 43,500 - -
6 TX AVENUE PLANTER BOX REPLACEMENT ST1706 400,000 - - 400,000
4 ITS MASTER PLAN ST1501 5,425,000 1,500,000 3,925,000 -
CLOSED PROJECTS -
SUBTOTAL 2,094,535$ 4,461,158$ 600,000$
SIDEWALKS & TRAILS
6 SIDEWALK PROJECTS ST1705 500,000 - - 100,000
3 UNIVERSITY DR PEDESTRIAN IMP Ph II ST1206 7,055,000 7,055,000 - -
CLOSED PROJECTS
SUBTOTAL 7,055,000$ -$ 100,000$
CAPITAL PROJECTS SUBTOTAL 19,417,654$ 33,121,345$ 24,509,483$
OTHER - -
DEBT ISSUANCE COSTS 100,000 125,000
GENERAL & ADMIN. CHARGES 373,313 417,408
TOTAL EXPENDITURES 33,594,658$ 25,051,891$
Measurement Focus Increase (Decrease)
ENDING FUND BALANCE:(1,729,428)$ 26,856,982$
Funded with General Funds to be transferred in to the Streets Capital Projects Fund.
Estimated $500,000 to be received through future assessments related to Holleman Extension project. Funds will not be available for expenditure until they are received.
Indicates projects funded through 2003 G.O. Bond Authorization
Indicates projects funded through 2008 G.O. Bond Authorization
Funded with Certificates of Obligation (CO) debt or a combination of CO debt and budget balance from closed projects; ITS Master Plan budget includes $850,000
to be received from TX A&M University System
Funded with budget balance from completed projects
Projects projected to be funded with Certificates of Obligation (CO) debt
*
1
2
3
4
5
6
130
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT
EXPENDITURES FY 14-15 PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
THROUGH FY14 ACTUAL FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
PROJECTED EXPENDITURES
- - 450,000 150,000 - - - - -
- 113,368 1,302,861
-$ 113,368$ 1,752,861$ 150,000$ -$ -$ -$ -$ -$
- - - 250,000 500,000 500,000 250,000 - -
- - - 12,193 - - - - -
- 40,225 125,000 634,775 - - - - -
- - 150,000 - - - - - -
- - 125,000 - - - - - -
- 43,500 - - - - - -
- - - 400,000 - - - - -
- 1,295,614 971,413 1,707,500 825,000 625,473 - - -
- 490,451 419,810
-$ 1,826,290$ 1,834,723$ 3,004,468$ 1,325,000$ 1,125,473$ 250,000$ -$ -$
- - - 100,000 100,000 150,000 150,000 - -
251,227 50,344 970,605 5,782,824 - - - - -
- 278,664 3,437,658
251,227$ 329,008$ 4,408,263$ 5,882,824$ 100,000$ 150,000$ 150,000$ -$ -$
368,105$ 5,642,069$ 16,721,699$ 41,805,319$ 23,991,697$ 5,491,871$ 8,335,000$ -$ -$
- - - - - - -
- 139,537 125,000 50,000 15,000 20,000 - -
370,211 373,313 417,408 350,000 150,000 150,000 25,000 25,000
6,012,280$ 17,234,549$ 42,347,727$ 24,391,697$ 5,656,871$ 8,505,000$ 25,000$ 25,000$
19,681,609$ 24,488,549$ 9,561,146$ 1,296,774$ 33,089$ 48,089$ 28,089$ 8,089$
131
GENERAL GOVERNMENT
PARKS AND RECREATION PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT REVISED APPROVED
PROJECT BUDGET APPROPRIATIONS FY 15 - 16 FY 16 - 17
NUMBER AMOUNT THROUGH FY15 APPROPRIATIONS APPROPRIATIONS
BEGINNING FUND BALANCE:4,784,238$ $2,504,962
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS (2008 GOB)-$ -$
CERTIFICATES OF OBLIGATIONS - 1,025,000
INTERGOVERNMENTAL TRANSFERS - -
INTRAGOVERNMENTAL TRANSFERS - 63,500
INVESTMENT EARNINGS 15,000 10,000
OTHER 85,000 86,700
SUBTOTAL ADDITIONAL RESOURCES $100,000 $1,185,200
TOTAL RESOURCES AVAILABLE $4,884,238 $3,690,162
PARK PROJECTS
*FIELD REDEVELOPMENT PK0300 ANNUAL - 184,750 -
1 NEIGHBORHOOD PARKS REVOLVING FUND PK0912 1,000,000 1,710,000 - -
1 LINCOLN CENTER EXPANSION PK1213 4,342,973 4,342,973 - -
2 AQUATICS RENOVATION/IMPROVEMENTS PK1701 290,000 290,000
2 SYSTEM-WIDE PARK IMPROVEMENTS PK1702 2,884,000 - - 735,000
CLOSED PROJECTS
CAPITAL PROJECTS SUBTOTAL 184,750$ 1,025,000$
MISCELLANEOUS - -
DEBT ISSUANCE COST 5,000 10,000
GENERAL & ADMIN. CHARGES 32,863 32,865
TOTAL EXPENDITURES 222,613$ 1,067,865$
Measurement Focus Increase (Decrease)
ENDING FUND BALANCE:4,661,625$ 2,622,297$
*Project funded with Field Redevelopment fees from field users
1 Indicates projects funded through 2008 G.O. Bond Authorization
2 Indicates projects funded through Certificates of Obligation
BUDGET APPROPRIATIONS
132
GENERAL GOVERNMENT
PARKS AND RECREATION PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT
EXPENDITURES FY 14-15 PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
THROUGH FY14 ACTUAL FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
8,645,168$ $8,218,662 2,504,962$ 391,805$ 277,705$ 190,405$ 124,905$ 86,205$
-$ -$ -$ -$ -$ -$ -$ -$
- - 1,025,000 - - - - -
- - - - - - - -
300,000 - 63,500 695,000 716,000 738,000 - -
32,823 35,000 10,000 2,500 2,500 2,500 2,500 2,500
202,943 85,000 86,700 88,400 90,200 92,000 93,800 95,700
$535,766 $120,000 $1,185,200 $785,900 $808,700 $832,500 $96,300 $98,200
$9,180,934 $8,338,662 $3,690,162 $1,177,705 $1,086,405 $1,022,905 $221,205 $184,405
683,684 26,719 184,750 210,000 175,000 150,000 150,000 125,000 125,000
712,615 1,705 985,680 - - - - - -
49,957 159,439 2,176,585 1,956,992 - - - - -
- - - 290,000 - - - - -
- - - 798,500 695,000 716,000 738,000 - -
741,413 2,453,822 - - - - - -
1,446,256$ 929,276$ 5,800,837$ 3,255,492$ 870,000$ 866,000$ 888,000$ 125,000$ 125,000$
- - - - - - - -
- - 10,000 - - - - -
32,996 32,863 32,865 30,000 30,000 10,000 10,000 10,000
962,272$ 5,833,700$ 3,298,357$ 900,000$ 896,000$ 898,000$ 135,000$ 135,000$
-$
$8,218,662 $2,504,962 391,805$ 277,705$ 190,405$ 124,905$ 86,205$ 49,405$
PROJECTED EXPENDITURES
133
GENERAL GOVERNMENT
FACILITIES AND TECHNOLOGY CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT REVISED APPROVED
BUDGET APPROPRIATIONS FY15-16 FY16-17
AMOUNT THROUGH FY15 APPROPRIATIONS APPROPRIATIONS
BEGINNING FUND BALANCE:3,038,588$ 7,867,694$
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS (08 GOB)4,185,000$ 3,700,000$
CERTIFICATES OF OBLIGATIONS 2,250,000 15,720,000
INTERGOVERNMENTAL TRANSFERS - -
INTRAGOVERNMENTAL TRANSFERS 2,336,650 804,000
INVESTMENT EARNINGS 20,000 30,000
OTHER 10,000 90,000
SUBTOTAL ADDITIONAL RESOURCES 8,801,650$ 20,344,000$
TOTAL RESOURCES AVAILABLE 11,840,238$ 28,211,694$
PUBLIC FACILITIES
1 LIBRARY EXPANSION GG1010 8,385,000 1,065,000 7,320,000 -
5 STORAGE TANKS & CONTAINMENT GG1601 212,000 - 212,000 -
5 PW's COMPLIANCE UPGRADES GG1602 605,000 - 605,000 -
5 CITY GATEWAY SIGN #1 GG1501 200,000 150,000 50,000 -
2 CITY GATEWAY SIGN #2 GG1701 175,000 - - 175,000
6 NEW POLICE STATION GG1604 28,000,000 - 3,000,000 25,000,000
6 FIRE STATION #7 GGTBD 5,565,000 - - -
5 COMMUNITY CENTER PLANNING/DESIGN GG1605 400,000 - 400,000 -
CLOSED PROJECTS - 1,269,650
FACILITY PROJECTS SUBTOTAL 12,856,650$ 25,175,000$
TECHNOLOGY/EQUIPMENT PROJECTS
3 CAD/RMS SYSTEM REPLACEMENT CO1301 2,748,900 2,680,804 - 68,096
4 ERP SYSTEM REPLACEMENT CO1204 5,885,000 4,485,000 - 700,000
5 MOBILE COMPUTING INFRASTRUCTURE CO1502 96,500 96,500 -
2 FIBER OPTIC INFRASTRUCTURE CO1701 675,000 - - 225,000
5 WEBSITE REPLACMENT/UPGRADE CO1702 115,500 - - 115,500
2 STORAGE UPGRADE CO1703 685,000 - - 685,000
2 FUEL SYSTEM SOFTWARE REPLACEMENT CO1706 200,000 - - 200,000
2 SELF CONTAINED BREATHING APPARATUS REPL CO1704 1,250,000 - - 1,250,000
2 PUBLIC SAFETY RADIO REPLACEMENT CO1705 1,385,000 - - 1,385,000
CLOSED PROJECTS
TECHNOLOGY/EQUIPMENT PROJECTS SUBTOTAL -$ 4,628,596$
CAPITAL PROJECTS SUBTOTAL 12,856,650$ 29,803,596$
DEBT ISSUANCE COSTS 30,000$ 90,000$
TRANSFERS - -
OTHER MISC - -
GENERAL & ADMIN. CHARGES 81,790 89,439
TOTAL EXPENDITURES 12,968,440$ 29,983,035$
Measurement Focus Increase (Decrease)
ENDING FUND BALANCE:(1,128,202)$ (1,771,341)$
1 Indicates projects funded through 2008 General Obligation (G.O.) Bond Authorization
2 Funded primarily with Certificates of Obligation (C.O.) debt
3 Funded with 03 G.O. debt issued for a New City Hall ($430,766), a portion of the balance of the Radio System Replacement project ($282,866),
General Funds ($406,823), Misc IT project balances ($57,004), Fire Station Alerting balance ($31,441) and C.O. debt ($1,540,000)
4 Estimated to be funded with General Funds ($412,041); Water, WW and Electric Utility funds ($1,375,561), Sanitation Fund ($43,439), Drainage Fund ($28,959),
and C.O. debt ($3,325,000).
5 Funded with General Funds transferred to General Gov't CIP Fund
6 Projects expected to be funded with G.O. and/or C.O. debt. Funding for these projects is projected to require an increase to the property tax rate in future years
BUDGET APPROPRIATIONS
134
GENERAL GOVERNMENT
FACILITIES AND TECHNOLOGY CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT
EXPENDITURES FY 14-15 PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
THROUGH FY14 ACTUAL FY 15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22
6,776,791$ 5,849,006$ 7,867,694$ 756,383$ 45,083$ 34,083$ 20,583$ 13,083$
-$ 4,185,000$ 3,700,000$ -$ -$ -$ -$ -$
- 3,024,552 15,720,000 14,165,000 2,305,000 2,650,000 100,000 -
- - - - - - - -
1,183,124 1,285,094 804,000 201,500 - - - -
25,263 25,000 30,000 25,000 10,000 2,500 2,500 2,500
72 - 90,000 70,000 10,000 10,000 - -
1,208,459$ 8,519,646$ 20,344,000$ 14,461,500$ 2,325,000$ 2,662,500$ 102,500$ 2,500$
7,985,250$ 14,368,652$ 28,211,694$ 15,217,883$ 2,370,083$ 2,696,583$ 123,083$ 15,583$
7,636 76,444 1,570,000 6,730,920 - - - - -
- - 77,000 135,000 - - - - -
- - 309,000 296,000 - - - - -
- 27,716 157,584 14,700 - - - - -
- - - 175,000 - - - - -
- - 525,000 14,050,000 13,425,000 - - - -
- - - - 803,000 2,206,000 2,556,000 - -
- - 200,000 200,000 - - - - -
150,000
7,636$ 104,160$ 2,988,584$ 21,601,620$ 14,228,000$ 2,206,000$ 2,556,000$ -$ -$
92,784 52,180 1,887,531 716,405 - - - - -
1,104,134 1,787,953 1,347,266 1,097,347 548,300 - - - -
- - - - 96,500 - - - -
- - - 225,000 150,000 100,000 100,000 100,000 -
- - - 115,500 - - - - -
- - - 685,000 - - - - -
- - - 200,000 - - - - -
- - - 1,250,000 - - - - -
- - - 1,385,000 - - - - -
107,876 171,235
1,196,918$ 1,948,009$ 3,406,032$ 5,674,252$ 794,800$ 100,000$ 100,000$ 100,000$ -$
2,052,169$ 6,394,616$ 27,275,872$ 15,022,800$ 2,306,000$ 2,656,000$ 100,000$ -$
-$ 24,552$ 90,000$ 70,000$ 10,000$ 10,000$ -$ -$
- - - - - - - -
- - - - - - - -
87,846 81,790 89,439 80,000 20,000 10,000 10,000 10,000
2,140,015$ 6,500,958$ 27,455,311$ 15,172,800$ 2,336,000$ 2,676,000$ 110,000$ 10,000$
3,771$
5,849,006$ 7,867,694$ 756,383$ 45,083$ 34,083$ 20,583$ 13,083$ 5,583$
PROJECTED EXPENDITURES
135
Projected Projected Projected Projected Projected Projected
FY17 FY18 FY19 FY20 FY21 FY22 Comments
FY17 O&M Included in FY17 Base Budget**
Lick Creek Hike and Bike Trail 26,665 27,465 28,289 29,138 30,012 30,912 Trail maintenance costs
Intersection Imp @ Holleman/Eleanor 3,100 3,193 3,289 3,387 3,489 3,594
Eisenhower Street Sidewalk Improvements 803 827 852 877 904 931 General sidewalk maintenance
Live Oak Sidewalk Improvements 819 844 869 895 922 949 General sidewalk maintenance
Cross Street Sidewalk Improvements 358 369 380 391 403 415 General sidewalk maintenance
State Hwy 40/Victoria Signal 4,090 4,213 4,339 4,469 4,603 4,741 Signal maintenance & utility costs
Lick Creek Nature Center 102,300 105,369 108,530 111,786 115,140 118,594
Personnel (part-time); supplies; utility
costs; facilities maintenance; and
other services
CAD/RMS System Replacement 214,106 220,529 227,145 233,959 240,978 240,978 Computer software maintenance
Enterprise Resource Planning System Repl 196,710 202,612 208,690 214,950 221,399 221,399 Computer software maintenance
FY17 O&M Included in FY17 Base Budget
Subtotal** 548,951$ 565,420$ 582,382$ 599,853$ 617,849$ 622,513$
Street/Traffic Projects
Southside Safety Improvements - - - 1,295 1,334 1,374 General street maintenance
Greens Prairie/Arrington Signal - 4,090 4,213 4,339 4,469 4,603 Signal maintenance & utility costs
Signal Rehab - Harvey @ GB East - 4,090 4,213 4,339 4,469 4,603 Signal maintenance & utility costs
Signal Rehab - Longmire Dr @ Harvey Mitchell - 4,090 4,213 4,339 4,469 4,603 Signal maintenance & utility costs
Future Signal Projects - - 8,180 8,425 8,678 8,939 Signal maintenance & utility costs
Lakeway Drive Extension - - 11,175 11,510 11,856 12,211 General street maintenance
ITS Master Plan - 133,171 137,166 141,281 145,520 149,885 Traffic signal supplies and
maintenance; 2 FTE positions
University Drive Pedestrian Improvements Ph II - 2,700 2,781 2,864 2,950 3,038 Signal maintenance
Street/Traffic Projects Subtotal -$ 148,141$ 171,940$ 178,393$ 183,745$ 189,257$
Parks Projects
Lincoln Center Addition - 110,550 113,867 117,282 120,801 124,425 Personnel, supplies, utility costs and
facilities maintenance
Parks Projects Subtotal -$ 110,550$ 113,867$ 117,282$ 120,801$ 124,425$
Facility and Technology Projects
Library Expansion - 206,000 212,180 218,545 225,102 231,855
Personnel (3 positions), supplies,
utility costs, book replacement and
facilities maintenance
Mobile Computing Infrastructure - - 7,000 7,210 7,426 7,649 Computer software maintenance
Website Replacement/Upgrade - 3,000 - - - - Consulting and troubleshooting
Facilities and Technology Projects Totals $ - $ 209,000 $ 219,180 $ 225,755 $ 232,528 $ 239,504
Total Estimated O&M Costs 548,951$ 1,033,111$ 1,087,369$ 1,121,284$ 1,154,923$ 1,175,699$
Governmental Funds Capital Improvement Projects
Estimated Operations and Maintenance Costs*
*The Operations and Maintenance (O&M) 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 O&M budget for these projects was included in the FY17 Approved Budget.
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Utility Funds
The utility funds account for revenues and expenses 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 2015 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.
Certificates of Obligation (CO) debt has been issued for utility projects since FY08. Prior to that time, Utility
Revenue Bonds (URBs) were issued. In FY17, CO debt in the amount of $11,400,000 is projected to be issued
for Water capital improvement projects and CO debt in the amount of $3,275,000 is projected to be issued for
Wastewater capital improvement projects. Debt is not projected to be issued for Electric projects in FY17. It is
anticipated that working capital will be used for the FY17 capital project expenditures in the Electric Fund.
Electric Fund
The FY17 Electric Fund revenue is estimated to be $101,948,159. The FY17 revenue estimate includes a
approved 1% decrease in residential and commercial electric utility rates. However, revenue overall reflects an
approximate 1.16% net increase over the FY16 year-end estimate of $100,778,967 due, in part, to growth that is
expected to impact the system. The FY17 operating budget in the Electric Fund is projected to be $73,415,791.
This reflects a 1.00% increase from the FY16 revised budget.
Five Service Level Adjustments (SLAs) are included in the FY17 Electric Approved Budget. The first of these
SLAs, in the amount of $173,308, is for the addition of two Linemen positions. The Linemen positions handle daily
customer calls; the installation of new equipment and the completion of system maintenance for electric service;
completion of upgrades to the overhead and underground electric distribution system; and the installation of new
overhead and underground feeder additions for future substations to provide for future system growth, stability
and reliability. These additional positions are needed for the continued delivery of safe, dependable, efficient
electric service for the citizens of College Station. A second approved SLA is the purchase of a Hydro Excavation
Vacuum Trailer. This piece of equipment will be used for the safe hydro excavation of holes for many of the City’s
electric utility poles; for potholing done to locate buried facilities; to aid in pumping out and the safe clearing of
man holes and subsurface vaults; and for the prevention of damage to other underground utilities. The estimated
cost for this piece of equipment is $82,500. The third SLA approved in the Electric Fund, in the amount of
$30,000, is for a SCADA Cyber Vulnerability Assessment. The Federal Energy Regulatory Commission (FERC)
and the North American Energy Regulatory Corporation (NERC) Critical Infrastructure Protection (CIP)
regulations require the performance of periodic Cyber Vulnerability Assessments on the SCADA system. This
SLA is for a third party assessment to evaluate the vulnerability of the Electric SCADA system. In addition, an
SLA in the amount of $10,000 is included in the approved budget for Dog Bite Safety Training. This SLA is for
onsite occupational dog bite safety training that demonstrates situations that employees are likely to encounter in
the field. The last SLA included in the approved budget for the Electric Fund is for a Learning Thermostat
Program. The Learning Thermostat Program will provide an incentive for residential electric customers to install
remote capable energy efficient Learning Thermostats. The program will provide a rebate of $35.00 for each
Learning Thermostat purchased and installed. It is estimated that approximately 700 residential customers will
take advantage of the program, which results in approximately $25,000 in annual rebates.
The FY17 estimated non-operating budget is $30,960,791 or 22.27% above the FY16 revised non-operating
budget. A significant portion of this is due to an increase in the amount of funds being budgeted in FY17 to be
transferred to the Electric Capital Improvement Projects Fund for use on electric capital projects. These funds are
transferred in lieu of additional debt issuance. In FY16, $12,150,000 was budgeted for this purpose, while in
FY17, a total of $16,600,000 is projected to be transferred for this purpose. It is anticipated that the reduction in
the purchased power costs will allow the utility to use more cash for capital projects in lieu of debt issuance in
future years.
The FY17 estimated ending working capital is anticipated to decrease 9.2% when compared to the FY16
estimated ending working capital. This is due primarily to the increase in the amount of funds being budgeted in
FY17 to be transferred to the Electric Capital Improvement Projects Fund for use on electric capital projects. Each
137
year, the projected ending working capital is evaluated to determine if funds are available above the required 15%
reserve for transfer in lieu of additional debt issuance. These funds are transferred in lieu of additional debt
issuance. The FY17 working capital is projected to meet the 15% working capital requirement as outlined in the
Fiscal and Budgetary Policy Statements.
Water Fund
Water Fund revenue for FY17 is estimated to be $15,811,757. This is a 0.79% decrease from the FY16 year-end
estimate of $15,937,987. The FY16 year-end estimate includes several one-time revenue items that are not
anticipated to recur in FY17. Also included in the FY17 revenue estimate is $10,000 related to an approved FY17
SLA for fire flow fee testing. The Water Services Department currently conducts fire flow tests that are used for
fire flow analysis. The testing is currently being conducted by Water Services for no fee. The approved SLA would
require the requestor to pay a 'Fire Flow Test Fee' that would cover the City costs of performing the test. It is
estimated that 200 fire hydrants are tested annually at a City cost of approximately $50 per tested hydrant.
No rate increase is included for residential or commercial users in the Water Fund in FY17.
The FY17 approved operating budget in the Water Fund is $8,148,844 or 11.83% greater than the FY16 revised
budget. A significant portion of this is due the Service Level Adjustments that have been included in the FY17
approved budget. In addition, a portion of this is due to the reallocation of salary and benefits budgets between
the Water and Wastewater Funds to more accurately reflect where the work is being performed. A number of SLA
requests have been included in the FY17 Water Fund approved budget. Several of these SLAs are for equipment
and technology upgrades and additions. The first of these, in the amount of $58,000 is for an upgrade to a
SCADA system processor. The processor currently used for SCADA system has reached the end of its useful life.
The SLA is for the upgrade of the processor to the latest model. The second equipment SLA approved for FY17 is
for the purchase of a mobile 6-inch potable water pump. This pump will provide the ability to dewater large
diameter distribution leaks and reduce the associated outage time. An SLA in the amount of $20,000 is included
in the approved budget for an upgrade to an existing vehicle. The vehicle is due for replacement in FY17 and the
additional funds will be used to upgrade to a higher load capacity that is needed to remain compliant with State
Transportation Laws.
Also included in the FY17 approved Water Fund budget are two SLAs totaling $92,031 for the addition of an
Environmental Technician position and vehicle. The increased customer base and service area have created
increased demand on the Environmental Services Division. This has resulted in the need for an additional
Environmental Technician position and vehicle. An additional SLA included in the approved budget is for the
expansion of the Water and Wastewater Design Guidelines, Specifications and Details. The current water and
wastewater design guidelines were developed in the late 1990's. Over the years, the standards have been
improved, however, much is missing within the design guidelines, specifications, and details. This SLA is for the
hiring of a professional firm to rewrite the existing water/wastewater guidelines, specifications, and details. The
total estimated cost is $100,000, with the Water and Wastewater Funds splitting the cost equally. Also included in
the FY17 approved Water budget is an SLA in the amount of $225,000 for phase II of a corrosion control
program. The City of College Station currently maintains many miles of metallic pipelines installed throughout the
water collection, water transmission, and wastewater collection system. This pipe material is susceptible to
galvanic corrosion caused by the differential soil conditions and/or electrical fields from adjacent electrical
systems installed along gas/power lines. This approved SLA will study the soil resistivity and potential
measurements along existing metallic pipelines by collecting field data and performing chemical analysis of soil
samples. This study will then use the collected data to conduct a risk assessment matrix/table that will prioritize
corrosion control concerns.
Two final SLAs included in the FY17 Water Fund are approved to be funded with revenue received in FY15 and
FY16 from the sale of effluent. The proceeds from the sale of effluent were intended to be used for water
conservation efforts and these two SLAs support those efforts. The first of these SLAs is for the addition of a
chlorine booster system for the reclaimed water system located at Veterans Park. The system will include
automated and remote operation and monitoring through the existing SCADA system, bulk storage of liquid
chlorine, on-line chlorine analyzer that can provide real-time chlorine residual levels, and booster pumps capable
of adding and mixing the treated water inside of the storage tank. The implementation of this project should result
in being able to keep the irrigation system for the Veterans Park complex on the reclaimed water supply all year
round while still meeting all of the permit requirements for this system. The second SLA approved to be funded
with the revenue received from the sale of effluent is for the replacement of irrigation clocks at a number of City
facilities. This program would allow for immediate monitoring of controllers using a web-based service. This
138
program is anticipated to use water more efficiently, with better control over the system. This program will shut
down a broken line and alert the administrator of the problem. The system will also alert the administrator if the
system has been tampered with.
The FY17 non-operating budget is $9,169,116 or 37.23% higher than the FY16 revised non-operating budget.
This is primarily due to an increase in the amount budgeted to be transferred in FY17 to the Water Capital
Improvement Projects budget for water capital projects. Each year, the projected ending working capital is
evaluated to determine if funds are available above the required 15% reserve for transfer in lieu of additional debt
issuance. In FY16, no funds were budgeted for this transfer; whereas, $1,850,000 is budgeted for this transfer in
FY17. Also contributing to the overall increase in the FY17 non-operating budget is an increase in the debt
service payment projected for FY17. It is higher than the amount budgeted for the FY16 debt service payment
due to the additional debt issued in FY16.
The FY17 estimated ending working capital is anticipated to decrease 35.22% when compared to the FY16
estimated ending working capital. As explained above, a significant portion of this is due to an increase in the
amount of funds being budgeted in FY17 to be transferred to the Water Capital Improvement Projects Fund for
use on water capital projects.
Wastewater Fund
The Wastewater Fund revenue estimate for FY17 is $16,648,687. This is a 9.08% increase over the FY16 year-
end estimate of $15,262,652. A significant portion of this projected increase is due to an 8% residential and
commercial rate increase that has been included in the FY17 approved Wastewater budget. This rate increase is
needed to support the projected Wastewater Capital Improvement Program (CIP) and the ongoing Wastewater
operations and maintenance costs.
The FY17 Wastewater Fund operating budget is $7,180,086 or 2.88% lower than the FY16 revised budget of
$7,393,233. A significant portion of this is due to the reallocation of salary and benefits budgets between the
Water and Wastewater Funds to more accurately reflect where the work is being performed. The approved
budget includes six SLAs in the Wastewater Fund. These SLAs include several equipment and technology
requests. Similar to the request in the Water Fund, the first Wastewater request, in the amount of $70,000, is for
an upgrade to a SCADA system processor. The processor currently used for SCADA system has reached the end
of its useful life. The SLA is for the upgrade of the processor to the latest model. A second technology upgrade
requested in Wastewater is for the purchase of hardware and software to perform automated backup of critical
data and server configuration for Plant SCADA systems. This estimated cost for this SLA is $42,100. Another
request included in the Wastewater budget is for the replacement of a 4-wheeler with a Gator. This request, for
$7,000, is to replace the 4-wheeler with a Gator that will be more suitable for collecting samples within the Carters
Creek Plant area. The fourth Wastewater technology and equipment request is for additional security cameras at
the Carters Creek Wastewater Treatment Plant. The request is for the replacement of existing cameras and
enhancing coverage in the front of the Plant. With the addition of these cameras, complete coverage of the
perimeter of the Plant will be provided. The cameras are estimated at $43,600.
The addition of one position is included in the FY17 approved budget for Wastewater. This position is an Engineer
in Training position and the request is for $100,761. This position will provide the resources necessary to manage
the increasing workload arising from the growth of the City of College Station. Currently, the Water Services
Department has one engineer in the department. This position will provide an additional resource necessary for
the department to continue to meet the engineering needs. The last SLA in the FY17 approved Wastewater
budget is for the expansion of the Water and Wastewater Design Guidelines, Specifications and Details. As
described above in the Water section, this SLA is for the hiring of a professional firm to rewrite the existing
water/wastewater guidelines, specifications, and details. The total estimated cost is $100,000, with the Water and
Wastewater Funds splitting the cost equally.
The FY17 Wastewater Fund non-operating budget is $13,112,272 or 81.14% higher than the FY16 revised non-
operating budget. This is primarily due to an increase in the amount budgeted to be transferred in FY17 to the
W astewater Capital Improvement Projects budget for wastewater capital projects. Each year, the projected
ending working capital is evaluated to determine if funds are available above the required 15% reserve for
transfer in lieu of additional debt issuance. In FY16, $1,200,000 was budgeted for this transfer; whereas,
$7,000,000 is budgeted for this transfer in FY17.
The FY17 estimated ending working capital is anticipated to decrease 57.68% when compared to the FY16
estimated ending working capital. As explained above, a significant portion of this is due to an increase in the
139
amount of funds being budgeted in FY17 to be transferred to the Wastewater Capital Improvement Projects Fund
for use on wastewater capital projects. The transfer of working capital for use on capital projects had been
planned and forecasted.
140
141
EL ECTRIC U TIL ITY
CITY OF COLLEGE STATION
City Manager
Deputy City
Manager
Director
Compliance Officer
Compliance
Admin/Budget
Manager
Stores/Support
Staff
Electric System
Analyst
Assistant Director
Operations
Superintendent
Dispatch/SCADA
Substation
Metering
Superintendent
Substation/Meters
Assistant Director
Transmission &
Distribution ( T&D)
Superintendent
T&D
Design Supervisor
Design
Energy
Coordinator
Energy
142
City of College Station
Electric Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
REVENUES
Residential 54,958,986$54,098,286$53,504,396$54,306,962$53,763,892$-0.62%
Commercial/ Industrial 39,569,668 39,448,705 40,435,059 40,839,410 40,431,016 2.49%
TDA 4,120,062 4,099,831 4,184,663 4,247,432 4,247,432 3.60%
Other Sales 114,577 127,046 122,000 124,440 124,440 -2.05%
Other Operating 2,115,951 2,127,823 2,127,823 2,170,379 2,170,379 2.00%
Investment Earnings 71,155 67,905 120,000 75,000 75,000 10.45%
Other Nonoperating/Street Lights 290,458 69,965 285,026 1,136,000 1,136,000 1523.67%
Total Revenues 101,240,857$100,039,561$100,778,967$ 102,899,623$ 101,948,159$1.91%
EXPENDITURES AND TRANSFERS
Administration*2,233,009$2,773,420$2,897,901$2,722,702$2,806,958$1.21%
Transmission/ Distribution*6,861,039 7,653,789 7,436,072 7,425,868 7,662,420 0.11%
Purchased Power/Wheeling Charges*62,063,960 60,235,835 58,100,000 60,606,000 60,606,000 0.61%
Direct Capital*299,604 395,000 403,399 465,000 465,000 17.72%
Net Gen/Admin Transfers 1,580,181 1,631,242 1,631,242 1,875,413 1,875,413 14.97%
Total Operating, Expenditures and Transfers 73,037,793$72,689,286$70,468,614$73,094,983$73,415,791$1.00%
NONOPERATING EXPENDITURES
Debt Service 6,144,989$6,127,686$6,096,286$5,908,927$5,908,927$-3.57%
Contingency - 150,000 - 150,000 150,000 0.00%
Transfer to Gen'l Fund (In Lieu of Franchise Fees)5,809,891 6,893,217 6,893,217 8,021,864 8,021,864 16.37%
ERP System Replacement 332,433 - - 280,000 280,000 N/A
Capital Projects Funding 5,500,000 12,150,000 11,550,000 16,600,000 16,600,000 36.63%
Other 128,424 - - - - N/A
Total Non Operating Expenditures 17,915,737$25,320,903$24,539,503$30,960,791$30,960,791$22.27%
Total Expenditures and Transfers 90,953,530$98,010,189$95,008,117$104,055,774$ 104,376,582$6.50%
Increase/Decrease in Working Capital, modified
accrual budgetary basis 10,287,327$2,029,372$5,770,850$(1,156,151)$(2,428,423)$
Measurement Focus Increase (Decrease)(564,247)$
Beginning Working Capital, accrual basis of
accounting 10,897,506$20,620,586$20,620,586$26,391,436$26,391,436$
Ending Working Capital, accrual basis of
accounting 20,620,586$22,649,958$26,391,436$25,235,285$23,963,013$
*Administration, Transmission/Distribution, Purchased Power/Wheeling Charges and Direct Capital make up the Operations & Maintenance portion of the Electric Budget.
Residential
52.74%Commercial/
Industrial
39.66%
TDA
4.17%
Other Sales
0.12%
Other
Operating
2.13%
Investment
Earnings
0.07%
Other
Nonoperating/Street
Lights
1.11%
Electric Fund -Sources
Administration*
2.69%
Transmission/
Distribution*
7.34%
Purchased Power/Wheeling
Charges*
58.06%
Direct
Capital*
0.45%
Net Gen/Admin
Transfers
1.80%
Debt Service
5.66%Contingency
0.14%
Transfer to Gen'l
Fund (In Lieu of
Franchise Fees)
7.69%
ERP System
Replacement
0.27%
Capital Projects
Funding
15.90%
Electric Fund -Uses
143
City of College Station
Electric Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Warehouse 435,431$ 262,415$ 391,271$ 272,437$ 272,977$ 4.02%
Operations Administration 1,797,578 2,511,005 2,506,630 2,450,265 2,533,981 0.92%
Substations 965,134 1,633,971 1,233,404 1,564,195 1,565,681 -4.18%
Utility Dispatch 844,198 1,575,028 1,727,767 1,615,883 1,617,775 2.71%
Electric Compliance 122,861 321,875 298,076 283,297 313,567 -2.58%
Engineering & Design 425,956 816,311 775,792 829,140 830,222 1.70%
Energy Conservation 421,380 559,294 518,551 501,789 527,059 -5.76%
Tranmission / Distribution 4,081,510 2,747,310 2,882,482 2,631,564 2,808,116 2.21%
Purchased Power/Wheeling Charges 62,063,960 60,235,835 58,100,000 60,606,000 60,606,000 0.61%
Direct Capital 299,604 395,000 403,399 465,000 465,000 17.72%
TOTAL 71,457,612$ 71,058,044$ 68,837,372$ 71,219,570$ 71,540,378$ 0.68%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 6,038,151$ 6,659,280$ 6,883,626$ 6,874,500$ 7,024,808$ 5.49%
Supplies 930,312 812,420 781,985 609,800 627,300 -22.79%
Maintenance 216,657 288,457 257,950 285,601 287,601 -0.30%
Purchased Services 1,639,654 2,399,364 2,142,724 2,110,981 2,261,981 -5.73%
Purchased Power/Wheeling Charges 62,063,960 60,235,835 58,100,000 60,606,000 60,606,000 0.61%
Other Purchased Services 269,274 267,688 267,688 267,688 267,688 0.00%
Direct Capital 299,604 395,000 403,399 465,000 465,000 17.72%
TOTAL 71,457,612$ 71,058,044$ 68,837,372$ 71,219,570$ 71,540,378$ 0.68%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Warehouse /
Operations Administration 12.50 12.50 12.50 12.50 12.50 0.00%
Transmission / Distribution
Administration 58.00 60.00 62.00 62.00 64.00 3.23%
TOTAL 70.50 72.50 74.50 74.50 76.50 2.68%
Service Level Adjustments One- Time Recurring Total
Two (2) Electric Linemen 17,000$ 156,308$ 173,308$
Hydro Excavation Vacuum Trailer 80,000 2,500 82,500
SCADA Cyber Vulnerability Assessment - 30,000 30,000
Dog Bite Safety Training 10,000 - 10,000
Learning Thermostat Rebate Program - 25,000 25,000
Electric SLA Total 107,000$ 213,808$ 320,808$
144
Debt Service Requirements
Electric Fund
All Electric URB, GO and CO Series
FISCAL
YEAR PRINCIPAL INTEREST
FISCAL YEAR
PAYMENT
PRINCIPAL
OUTSTANDING
OCT. 1
FY17 3,700,000 2,208,927 5,908,927 55,135,000
FY18 3,705,000 2,070,702 5,775,702 51,435,000
FY19 3,685,000 1,918,720 5,603,720 47,730,000
FY20 3,865,000 1,762,368 5,627,368 44,045,000
FY21 4,000,000 1,605,883 5,605,883 40,180,000
FY22 4,135,000 1,443,301 5,578,301 36,180,000
FY23 4,090,000 1,267,680 5,357,680 32,045,000
FY24 3,915,000 1,093,608 5,008,608 27,955,000
FY25 3,770,000 927,593 4,697,593 24,040,000
FY26 3,675,000 765,391 4,440,391 20,270,000
FY27 3,250,000 626,765 3,876,765 16,595,000
FY28 3,210,000 506,792 3,716,792 13,345,000
FY29 2,875,000 386,339 3,261,339 10,135,000
FY30 2,010,000 286,493 2,296,493 7,260,000
FY31 1,900,000 203,384 2,103,384 5,250,000
FY32 1,625,000 121,850 1,746,850 3,350,000
FY33 1,140,000 56,287 1,196,287 1,725,000
FY34 585,000 14,625 599,625 585,000
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
FY17FY18FY19FY20FY21FY22FY23FY24FY25FY26FY27FY28FY29FY30FY31FY32FY33FY34ELECTRIC FUND PRINCIPAL AND INTEREST
PRINCIPAL INTEREST
145
ELECTRIC DEPARTMENT STRATEGIC PLAN
I.Mission Statement
Provide high quality, customer owned electric service to our customers in College
Station through:
•Exceptional reliability
•Outstanding customer service
•Controlling costs and rates
•Anticipating future needs
•Improving the quality of life through dependable service
II.Top Departmental Goals for FY17
1.Goal: Management of power supply contract(s) and the implementation of a Cost of
Service Study to best utilize the financial assets of the utility.
a.Strategic Initiative: Core Services and Infrastructure
2.Goal: Compliance with state and federal regulatory authorities.
a.Strategic Initiative: Financially Sustainable City
3.Goal: Provide service to extensive growth in the Northgate and Bio-Corridor areas.
a.Strategic Initiative: Core Services and Infrastructure
b.Strategic Initiative: Diverse Growing Economy
4.Goal: Develop and maintain a trained and knowledgeable electric utility workforce.
a.Strategic Initiative: Core Services and Infrastructure
5.Goal: Culture of Safety: Plan, design, construct, and maintain the electric system to
ensure employee and public safety.
a.Strategic Initiative: Core Services and Infrastructure
III.Key Departmental Issues & Needs and Potential Responses
a.Issue: Employee Retention
i.Plan of Action: Create a culture of accountability.
ii.Plan of Action: Create an environment of healthy work behaviors that reward
performance and encourage learning.
iii.Plan of Action: Focus on recruiting, developing, and retaining a quality work
force.
iv.Plan of Action: Emphasizing “hiring for attitude” in the recruitment process.
v.Plan of Action: Encourage longevity by mentoring new recruits.
vi.Plan of Action: Continued training.
b.Issue: Competitive Compensation
i.Plan of Action: Continue to address areas of concern for competitive salaries.
ii.Plan of Action: Benchmark labor markets that have recruited CSU personnel.
iii.Plan of Action: Update compensation survey on a periodic basis to maintain
competitiveness.
c.Issue: Unfunded Mandates from Regulatory Agencies
146
ELECTRIC DEPARTMENT STRATEGIC PLAN
i.Plan of Action: Stay abreast of changing regulatory requirements as best
possible to minimize current budget impacts and to provide for future funding
to meet evolving compliance standards.
ii.Plan of Action: Maintain and develop subject matter experts (SME’s) for
auditable occurrences.
d.Issue: Safety of personnel / Safe work practices
i.Plan of Action: Utilize, train, and enforce the safety standards in the CSU
Safety Manual.
ii.Plan of Action: Involve employees in developing and presenting an in-house
safety program.
e.Issue: Transition to and develop Department Specific and Citywide Software
i.Plan of Action: Select and Implement an Electric “best in class” work order
system.
ii.Plan of Action: Implement ICE and GIS projects.
iii.Plan of Action: Evaluate business processes and use best practices to ensure
software is used to its fullest potential.
f.Issue: Address aging Office and Warehouse Buildings for Water and Electric
i.Plan of Action: Fifteen year plan for office and space needs.
ii.Plan of Action: Look at property layout and needs.
iii.Plan of Action: Develop a design.
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
Meet budget requirements and
provide projections MET MET MEET
Meet Compliance goals and
requirements MET MET MEET
Meet reliability indices MET MET MEET
Meet energy efficiency goals MET MET MEET
Provide effective safety programs
and maintain safe facilities MET MET MEET
147
W ATER SERV ICES
CITY OF COLLEGE STATION
City Manager
Deputy City
Manager
Director
Assistant
Director
Plant
Operations
Manager
Support Staff
W ater
Production
Supervisor
L ead Operator
Operators
SCADA Systems
Analyst
Power &
Control
W ater
Treatment Supervisor
L ead Operators
Operators
Asset System
Administrator U tility Engineer
Field
Operations
Manager
Supervisors
Crew L eaders
Operators
Environmental
Manager
Regulatory
Compliance
Coordinator
L ead
Environmental
Techician
Environmental
Technicians
L aboratory
Supervisor
L aboratory
Technician
W ater
Resources
Coordinator
G IS Analyst
148
City of College Station
Water Fund
Fund Summary
10/25/16 11:01 AM FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
REVENUES
Residential 8,150,339$8,243,000$8,627,637$8,783,466$8,783,466$6.56%
Commercial/ Industrial 6,028,060 6,165,025 6,331,350 6,521,291 6,521,291 5.78%
Commercial/Sale of Effluent 358,353 - 115,000 - - N/A
Other Operating 442,150 448,050 775,000 461,000 471,000 5.12%
Investment Earnings 13,874 21,218 25,000 26,000 26,000 22.54%
Other Non-Operating 845 24,311 64,000 10,000 10,000 -58.87%
Total Revenues 14,993,621$ 14,901,604$15,937,987$15,801,757$15,811,757$6.11%
EXPENDITURES AND TRANSFERS
Production*2,440,638$2,818,634$2,779,713$2,616,686$2,731,130$-3.10%
Distribution*2,678,792 2,565,642 2,912,926 2,785,943 3,174,674 23.74%
Direct Capital*168,020 50,000 61,794 50,000 180,000 260.00%
General & Administrative Transfers 1,824,706 1,852,438 1,853,438 2,063,040 2,063,040 11.37%
Total Operating Expenditures & Transfers 7,112,156$7,286,714$7,607,871$7,515,669$8,148,844$11.83%
NONOPERATING EXPENDITURES
Debt Service 5,390,700$5,130,215$4,996,380$5,722,669$5,722,669$11.55%
Capital Projects - - - 1,850,000 1,850,000 N/A
Contingency - - - 50,000 50,000 N/A
ERP System Replacement 162,192 - - - - N/A
Utility Transfer to General Fund 1,457,675 1,501,405 1,501,405 1,546,447 1,546,447 3.00%
Other - - - - - N/A
Total Nonoperating Expenditures 7,010,567$6,631,620$6,497,785$9,169,116$9,169,116$38.26%
Total Expenditures & Transfers 14,122,723$ 13,918,334$14,105,656$16,684,785$17,317,960$24.43%
Increase/Decrease in Working Capital, modified
accrual budgetary basis 870,898$983,270$1,832,331$(883,029)$(1,506,204)$
Measurement Focus Increase (Decrease)(77,676)$
Beginning Working Capital, accrual basis of
accounting 1,651,225$2,444,447$2,444,447$4,276,778$4,276,778$
Ending Working Capital, accrual basis of
accounting 2,444,447$3,427,717$4,276,778$3,393,749$2,770,574$
*Production, Distribution and Direct Capital make up the Operations & Maintenance portion of the Water Budget.
Residential
55.55%
Commercial/
Industrial
41.24%
Other
Operating
2.98%
Investment
Earnings
0.16%
Other Non-Operating
0.06%
Water Fund -Sources
Production*
15.77%
Distribution*
18.33%
Direct Capital*
1.04%
General &
Administrative
Transfers
11.91%
Debt Service
33.04%
Capital Projects
10.68%
Contingency
0.29%Utility Transfer
to General Fund
8.93%
Water Fund -Uses
149
City of College Station
Water Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Production*2,440,638$ 2,818,634$ 2,779,713$ 2,616,686$ 2,731,130$ -3.10%
Distribution*2,678,792 2,565,642 2,912,926 2,785,943 3,174,674 23.74%
Direct Capital 168,020 50,000 61,794 50,000 180,000 260.00%
TOTAL 5,287,450$ 5,434,276$ 5,754,433$ 5,452,629$ 6,085,804$ 11.99%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits*2,283,067$ 2,275,110$ 2,760,373$ 2,670,508$ 2,717,964$ 19.47%
Supplies 572,274 699,380 714,192 535,882 657,101 -6.05%
Maintenance 78,075 100,066 92,928 100,338 104,338 4.27%
Purchased Services 1,987,144 2,105,720 1,930,363 1,880,401 2,210,901 5.00%
Other Purchased Services 198,870 204,000 194,783 215,500 215,500 0.00%
Direct Capital 168,020 50,000 61,794 50,000 180,000 260.00%
TOTAL 5,287,450$ 5,434,276$ 5,754,433$ 5,452,629$ 6,085,804$ 11.99%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Production*5.00 5.00 5.00 5.00 5.00 0.00%
Distribution*24.00 26.00 28.50 28.50 29.50 3.51%
TOTAL 29.00 31.00 33.50 33.50 34.50 2.99%
Service Level Adjustments One -Time Recurring Total
PLC Processor Upgrade 58,000$ 58,000$
Mobile 6" Potable Water Pump 32,000 1,700 33,700
Environmental Technician Position 2,200 47,956 50,156
Environmental Technician Vehicle 35,000 6,875 41,875
Expansion of W/WW Specs 50,000 - 50,000
Service Truck Upgrade 20,000 - 20,000
Corrosion Control Program Phase II 225,000 - 225,000
Chlorine Disinfection Booster System/Reclaimed Water 40,000 6,500 46,500
Irrigation Clock Replacement (Part of Water Conservation Program)107,944 - 107,944
Fire Flow Test Fee - (10,000) (10,000) -
Water Services SLA Total 570,144$ 53,031$ 623,175$
150
Debt Service Requirements
Water Fund
All Water URB, GO and CO Series
FISCAL
YEAR PRINICIPAL INTEREST
FISCAL YEAR
PAYMENT
PRINCIPAL
OUTSTANDING
OCT. 1
FY17 3,825,000 1,897,669 5,722,669 45,335,000
FY18 3,760,000 1,708,379 5,468,379 41,510,000
FY19 3,700,000 1,540,291 5,240,291 37,750,000
FY20 3,890,000 1,375,629 5,265,629 34,050,000
FY21 4,000,000 1,207,529 5,207,529 30,160,000
FY22 3,130,000 1,053,329 4,183,329 26,160,000
FY23 2,855,000 914,401 3,769,401 23,030,000
FY24 3,025,000 773,010 3,798,010 20,175,000
FY25 3,200,000 622,048 3,822,048 17,150,000
FY26 2,990,000 471,648 3,461,648 13,950,000
FY27 2,520,000 359,544 2,879,544 10,960,000
FY28 1,835,000 288,298 2,123,298 8,440,000
FY29 1,415,000 229,155 1,644,155 6,605,000
FY30 885,000 185,128 1,070,128 5,190,000
FY31 920,000 149,700 1,069,700 4,305,000
FY32 955,000 110,025 1,065,025 3,385,000
FY33 790,000 73,850 863,850 2,430,000
FY34 825,000 41,175 866,175 1,640,000
FY35 400,000 18,450 418,450 815,000
FY36 415,000 6,225 421,225 415,000
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
FY17FY18FY19FY20FY21FY22FY23FY24FY25FY26FY27FY28FY29FY30FY31FY32FY33FY34FY35FY36WATER FUND PRINCIPAL AND INTEREST
INTEREST PRINICIPAL
151
City of College Station
Wastewater Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
REVENUES
Residential 11,938,429$12,054,333$12,289,096$ 12,534,878$13,518,006$12.14%
Commercial/ Industrial 2,599,398 2,506,073 2,499,833 2,549,830 2,749,817 9.73%
Other Operating 300,725 252,350 265,743 273,715 273,715 8.47%
Investment Earnings 23,396 25,750 38,980 40,149 40,149 55.92%
Other Non-Operating 68,353 1,000 169,000 67,000 67,000 6600.00%
Total Revenues 14,930,301$14,839,506$15,262,652$ 15,465,572$16,648,687$12.19%
EXPENDITURES AND TRANSFERS
Sewer Collection*1,916,510$ 2,105,337$ 1,925,547$ 1,659,482$ 1,659,482$ -21.18%
Sewer Treatment*3,604,929 4,082,852 3,640,084 3,954,693 4,124,854 1.03%
Direct Capital*127,414 42,700 69,502 42,700 186,900 337.70%
Gen/Admin Transfer 1,136,104 1,162,344 1,162,344 1,208,850 1,208,850 4.00%
Total Operating Expeditures and Transfers 6,784,957$ 7,393,233$ 6,797,477$ 6,865,725$ 7,180,086$ -2.88%
NONOPERATING EXPENDITURES
Debt Service 4,499,202$ 4,630,603$ 4,568,539$ 4,490,350$ 4,490,350$ -3.03%
Capital Projects -1,200,000 1,200,000 7,000,000 7,000,000 483.33%
Contingency ---50,000 50,000 N/A
ERP System Replacement 155,765 --105,000 105,000 N/A
Utility Transfer to General Fund 1,318,700 1,358,261 1,358,261 1,466,922 1,466,922 8.00%
Total Nonoperating Expenditures 5,973,667$ 7,188,864$ 7,126,800$ 13,112,272$13,112,272$82.40%
Total Expenditures and Transfers 12,758,624$14,582,097$13,924,277$ 19,977,997$20,292,358$39.16%
Increase/Decrease in Working Capital,
modified accrual budgetary basis 2,171,677$ 257,409$ 1,338,375$ (4,512,425)$ (3,643,671)$
Measurement Focus Increase (Decrease)29,199$ -
Beginning Working Capital, accrual basis of
accounting 2,777,971$ 4,978,847$ 4,978,847$ 6,317,222$ 6,317,222$
Ending Working Capital, accrual basis of
accounting 4,978,847$ 5,236,256$ 6,317,222$ 1,804,797$ 2,673,551$
* Sewer Treatment, Sewer Collection and Direct Capital make up the Operations & Maintenance portion of the Wastewater Budget.
Residential
81.20%
Commercial/
Industrial
16.52%
Other
Operating
1.64%
Investment
Earnings
0.24%
Other Non-
Operating
0.40%
Wastewater Fund - Sources
Sewer
Collection*
8.18%
Sewer
Treatment*
20.33%
Direct Capital*
0.92%
Gen/Admin
Transfer
5.96%
Debt Service
22.13%Capital Projects
34.50%
Contingency
0.25%
ERP System
Replacement
0.52%Utility Transfer
to General
Fund
7.23%
Wastewater Fund -Uses
152
City of College Station
Wastewater Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Sewer Collection*1,916,510$ 2,105,337$ 1,925,547 1,659,482$ 1,659,482$ -21.18%
Sewer Treatment*3,604,929 4,082,852 3,640,084 3,954,693 4,124,854 1.03%
Direct Capital 127,414 42,700 69,502 42,700 186,900 337.70%
TOTAL 5,648,853$ 6,230,889$ 5,635,133$ 5,656,875$ 5,971,236$ -4.17%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits*2,418,413$ 3,125,261$ 2,432,397$ 2,920,611$ 3,002,535$ -3.93%
Supplies 942,873 878,405 860,661 776,084 799,951 -8.93%
Maintenance 192,890 199,653 181,855 200,247 202,247 1.30%
Purchased Services 1,967,263 1,984,870 2,090,718 1,717,233 1,779,603 -10.34%
Other Purchased Services - - - - - NA
Direct Capital 127,414 42,700 69,502 42,700 186,900 337.70%
TOTAL 5,648,853$ 6,230,889$ 5,635,133$ 5,656,875$ 5,971,236$ -4.17%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Sewer Collection*23.00 23.00 25.00 25.00 25.00 0.00%
Sewer Treatment*26.00 26.00 26.00 26.00 27.00 3.85%
TOTAL 49.00 49.00 51.00 51.00 52.00 1.96%
Service Level Adjustments One -Time Recurring Total
PLC Processor Upgrade 70,000$ -$ 70,000$
Automated Backup Solution & VMWare Upgrade 41,200 900 42,100
Engineer in Training Position 15,017 85,744 100,761
Replace 4-wheeler with Gator 7,000 900 7,900
Carters Creek Additional Security Cameras 43,000 600 43,600
Expansion of W/WW Specs 50,000 - 50,000
Wastewater Total 226,217$ 88,144$ 314,361$
153
Debt Service Requirements
Wastewater
All Wastewater URB, GO and CO Series
FISCAL
YEAR PRINCIPAL INTEREST
FISCAL YEAR
PAYMENT
PRINCIPAL
OUTSTANDING
OCT. 1
FY17 3,105,000 1,385,350 4,490,350 34,145,000
FY18 2,915,000 1,261,400 4,176,400 31,040,000
FY19 2,735,000 1,137,982 3,872,982 28,125,000
FY20 2,865,000 1,023,528 3,888,528 25,390,000
FY21 2,930,000 908,437 3,838,437 22,525,000
FY22 2,135,000 805,107 2,940,107 19,595,000
FY23 1,880,000 716,867 2,596,867 17,460,000
FY24 1,950,000 631,082 2,581,082 15,580,000
FY25 1,775,000 549,777 2,324,777 13,630,000
FY26 1,855,000 470,560 2,325,560 11,855,000
FY27 1,710,000 400,453 2,110,453 10,000,000
FY28 1,395,000 344,030 1,739,030 8,290,000
FY29 1,295,000 290,081 1,585,081 6,895,000
FY30 1,355,000 234,755 1,589,755 5,600,000
FY31 1,395,000 173,565 1,568,565 4,245,000
FY32 1,225,000 110,669 1,335,669 2,850,000
FY33 865,000 59,275 924,275 1,625,000
FY34 760,000 19,000 779,000 760,000
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
FY17FY18FY19FY20FY21FY22FY23FY24FY25FY26FY27FY28FY29FY30FY31FY32FY33FY34WASTEWATER FUND PRINCIPAL AND INTEREST
PRINCIPAL INTEREST
154
WATER SERVICES DEPARTMENT STRATEGIC PLAN
I. Mission Statement
Protect public health and enable economic growth at a reasonable cost, by providing
potable and palatable drinking water in adequate quantities for firefighting, as well as the
sanitary collection and proper treatment of wastewater – all within the direction of the
College Station City Council and regulatory framework of the Texas Commission on
Environmental Quality, Texas Department of State Health Services, US Environmental
Protection Agency, and the Brazos Valley Groundwater Conservation District.
II.Top Departmental Goals for 2017
1.Goal: Keep Water production and distribution capacities ahead of demand
a.Strategic Initiative: Core Services and Infrastructure
2.Goal: Keep Wastewater collection and treatment capacities ahead of demand
a.Strategic Initiative: Core Services and Infrastructure
3.Goal: Attract and retain an engaged and highly professional staff
a.Strategic Initiative: Core Services and Infrastructure
4.Goal: Meet or exceed all Regulatory standards and requirements
a.Strategic Initiative: Core Services and Infrastructure
5.Goal: Enhance effective water conservation strategies
a.Strategic Initiative: Sustainable City
III.Key Departmental Issues & Potential Responses
a.Issues: Water supply & infrastructure must meet future demands:
i.Plan of Action: Work with P&DS to implement the Land Use Plan in the
revised Comprehensive Plan
ii.Plan of Action: Implement 2016 update of the Water Master Plan through
the budget process.
iii.Plan of Action: Update extended period simulation water system model as
growth occurs
iv.Plan of Action: Develop Capital Improvement Plan to meet future needs
v.Plan of Action: Revise BVGCD Rules to protect Historic Usage
b. Issues: Extend water supply with Water Conservation and Re-Use:
i.Plan of Action: Revise Water Conservation Rebates to get better results
ii.Plan of Action: Revise Subdivision Regulations to promote water
conservation
iii.Plan of Action: Update Reclaimed Water Capital Plan in 2017
iv.Plan of Action: Brief City Council on the Direct Potable Reuse Study
v.Plan of Action: Conduct study on surface water as an Alternative Water
Supply.
155
WATER SERVICES DEPARTMENT STRATEGIC PLAN
c.Issues: Wastewater collection & treatment must meet current regulations and future
demands:
i.Plan of Action: Complete full update of Wastewater CIP in 2016
ii.Plan of Action: Rehabilitate and increase capacity of the collection system to
eliminate predictable Sanitary Sewer Overflows.
iii.Plan of Action: Plan for capacity expansion beginning in FY17.
iv.Plan of Action: Evaluate conversion to Anaerobic for production of methane
d. Issues: Provide workforce proper compensation and incentives:
i.Plan of Action: Update compensation plan for identified positions, “worst
first”.
ii.Plan of Action: Re-Establish Skill Band Pay system in 2017
iii.Plan of Action: Maintain Cross Training Certification Pay Plan.
e.Issues: Maintain efficient operations and excellent customer service:
i.Plan of Action: Successfully accomplish all Performance Indicators
ii.Plan of Action: Evaluate the cost effectiveness of corrosion study / pipe
condition assessment / pipe replacement.
iii.Plan of Action: Maintain APWA Accreditation standards
iv.Plan of Action: Execute two Rehabilitation projects every year
v.Plan of Action: Perform “cost of service” Rate study in 2018
vi.Plan of Action: Leverage ICE Project to provide most efficient delivery of
service and maximize asset management.
IV.Key Performance Indicators (KPIs)
Measure 2015 Actual 2016 Actual 2017 Goal
Water/WW – Full APWA accreditation Full Full Full
Water/WW – Provide Excellent Customer
Service; Rated Excellent or Good in
Citizen Survey
Not Measured 80% 92%
Water/WW – Technology practices are
AWWA “Best in Class” Best Best Best
Water/WW – Compliance with Reporting
reqmts, % reports filed timely 100% 100% 100%
Water – Compliance with Standards, % of
water sold in compliance 100% 100% 100%
Water – Minimize “unbilled” water, to
10% or below 2.46% 5% 8%
Water – continue reducing per capita daily
use to 140 gallons by 2024. 146 150 149
Water – Adequate capacity; Peak day
demand below 90% of max day capacity 89% 77% 80%
Water – Adequate capacity; Annual
demand below 22,626 af/yr maximum 60% 61% 70%
Wastewater – Compliance with Treatment
Stds, effluent meeting regs 100% 100% 100%
156
WATER SERVICES DEPARTMENT STRATEGIC PLAN
Wastewater - Adequate capacity; %
capacity used at CC/LC 66/62 67/63% 65/65
Wastewater – Maximize re-use; million
gallons reclaimed past 12 months 172 61 40
157
158
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 weekly residential collection,
weekly bulky item pickup, weekly brush/yard clippings pick up, and bi-weekly recycling pick up. The recycling
program and Clean Green activities are designed to help reduce the amount of solid waste deposited into the
landfill. 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 2015 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.
FY17 revenues for the fund are estimated to be $9,576,148. This is a 4.8% increase over the FY16 Revised
Budget due to growth projections in Residential and Commercial Collections. No rate increase is included in the
Sanitation Fund for FY17. A Sanitation cost of service and rate design study is in process to review the
residential and commercial charges to ensure adequate coverage of costs of services. The City wants to ensure
revenue sufficient to meet the operations, maintenance and capital needs of the City’s Sanitation Enterprise Fund.
The approved budget for residential and commercial Sanitation operations for FY17 is $8,087,457. This is an
increase in operating costs due primarily to increased replacements costs of the Sanitation fleet. Sanitation will
begin to reimburse the Equipment Replacement Fund in FY17 for the cost of vehicles purchased in previous
years. Funding in the amount of $51,190 is approved in the Sanitation Fund for Keep Brazos Beautiful (KBB) for
operations, the Demonstration Garden at Texas Ave & George Bush location, beautification along with litter
abatement, and educational programs.
Non-operating expenditures are approved for $867,364. Included is $730,000 for the utility transfer to the General
Fund as well as $359,135 for the Twin Oaks Landfill debt service payment. The expenditure for the debt service
payment will be offset by reimbursement received from the Brazos Valley Solid Waste Management Agency, Inc.
(BVSWMA, Inc.). The non-operating expenditure budget includes a transfer from the General Fund and the
Drainage Fund for street-sweeping costs. Total FY17 approved expenditures for the Sanitation Fund are
$9,872,971.
The FY17 Sanitation ending working capital is expected to decrease by 16.4% from the estimated FY16 ending
working capital due to an increase in operating expenditures. The FY17 working capital is projected to meet the
15% working capital requirement as outlined in the Fiscal and Budgetary policy.
159
City of College Station
Sanitation Fund
Fund Summary
last reviewed: 07/16/13 at 7:45am
FY16 FY16 FY17 FY17 % Change in
10/25/16 3:22 PM FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
REVENUES
Residential 5,378,989$ 5,457,878$ 5,540,360$ 5,706,570$ 5,706,570$ 4.56%
Commercial / Industrial 3,244,175 3,212,965 3,341,500 3,441,745 3,441,745 7.12%
Other Operating 63,744 52,821 64,381 64,970 64,970 23.00%
Investment Earnings 2,305 2,030 2,317 2,328 2,328 14.68%
Payment from BVSWMA, Inc. for Debt Service 403,910 406,560 406,560 359,135 359,135 -11.66%
Other Non Operating (173) 1,400 1,400 1,400 1,400 0.00%
Total Revenues 9,092,950$ 9,133,654$ 9,356,518$ 9,576,148$ 9,576,148$ 4.84%
EXPENDITURES AND TRANSFERS
Residential*4,006,714$ 4,328,289$ 4,299,639$ 4,734,408$ 4,734,408$ 9.38%
Commercial*2,678,956 2,837,811 2,768,907 3,353,049 3,353,049 18.16%
General & Admin Transfers 709,350 750,205 750,205 816,960 816,960 8.90%
Outside Agency Funding 40,729 56,690 53,190 51,190 51,190 -9.70%
Contingency -1,000 -50,000 50,000 4900.00%
Total Operating Expenditures & Transfers 7,435,749$ 7,973,995$ 7,871,941$ 9,005,607$ 9,005,607$ 12.94%
NONOPERATING EXPENDITURES/TRANSFERS
Utility Transfer to General Fund 722,034$ 722,034$ 722,034$ 730,000$ 730,000$ 1.10%
Transfers In - Street Sweeping (218,401) (219,575) (219,575) (221,771) (221,771) 1.00%
ERP System Replacement 44,313 ----N/A
Debt Service 403,049 406,560 406,560 359,135 359,135 -11.66%
Total Non Operating Expenditures 950,995$ 909,019$ 909,019$ 867,364$ 867,364$ -4.58%
Total Operating & Non Operating Expenditures 8,386,744$ 8,883,014$ 8,780,960$ 9,872,971$ 9,872,971$ 11.14%
Increase/Decrease in Working Capital, modified
accrual budgetary basis 706,206$ 250,640$ 575,558$ (296,823)$ (296,823)$
Measurement Focus Increase (Decrease)16,509$
Beginning Working Capital, accrual basis of
accounting 515,348$ 1,238,063$ 1,238,063$ 1,813,621$ 1,813,621$
Ending Working Capital, accrual basis of accounting 1,238,063$ 1,488,703$ 1,813,621$ 1,516,798$ 1,516,798$
*Residential and Commercial Operations are the O&M portion of the Sanitation Fund budget.
Residential
59.60%
Commercial /
Industrial
35.94%
Pmt from
BVSWMA,
Inc.- Debt
Service
3.75%
Other
0.71%
Sanitation Fund - Sources
Residential
46.91%
Commercial
33.22%
General &
Admin Tfs
8.13%
Utility Tf to
GF
7.23%
Debt Service
3.56%
Outside
Agency
Funding
0.51%
Contingency
0.44%
Sanitation Fund - Uses
160
City of College Station
Sanitation Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Residential Collection 4,006,714$ 4,328,289$ 4,299,639$ 4,734,408$ 4,734,408$ 9.38%
Commercial Collection 2,678,956 2,837,811 2,768,907 3,353,049 3,353,049 18.16%
TOTAL 6,685,670$ 7,166,100$ 7,068,546$ 8,087,457$ 8,087,457$ 12.86%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 2,139,265$ 2,137,235$ 2,241,589$ 2,306,936$ 2,306,936$ 7.94%
Supplies 397,272 673,827 464,948 585,207 585,207 -13.15%
Maintenance 645,796 678,593 676,945 679,757 679,757 0.17%
Purchased Services 3,503,337 3,676,445 3,685,064 4,515,557 4,515,557 22.82%
TOTAL 6,685,670$ 7,166,100$ 7,068,546$ 8,087,457$ 8,087,457$ 12.86%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Residential Collection 23.25 24.25 25.50 25.00 25.00 -1.96%
Commercial Collection 12.25 11.25 12.50 12.50 12.50 0.00%
TOTAL 35.50 35.50 38.00 37.50 37.50 -1.32%
161
Northgate Parking Fund
The Northgate Parking Fund accounts for revenues and expenditures from the City’s Northgate parking facilities.
The revenue sources are Patricia Street Promenade Surface Lot, 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 net change in working capital. The measurement focus adjustment to
arrive at Actual 2015 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.
FY17 parking fee revenue is estimated to be $1,400,364 which is a slight decrease from the FY16 revised budget
due to lower semester leases of spaces in the parking garage. Other revenues in this fund include investment
earnings and miscellaneous revenue.
Approved expenditures for Northgate District parking operations are $618,290. Also included in the Northgate
Parking Fund is budget related to non-parking costs in the amount of $204,145. This budget is included in the
Northgate Parking Fund as these functions are handled by the Northgate Parking staff. However, funds are
budgeted to be transferred from the General Fund to offset this cost. The approved FY17 expenditures include
two SLAs. The first SLA for $37,500 is handheld citation writers. A second SLA is approved to allocate $16,057
for Americans with Disabilities Act (ADA) corrective maintenance. The City completed an ADA Self-Evaluation
and Transition Plan in 2015 and areas of modification are needed to reach full compliance with current
accessibility standards at the Northgate Parking Garage.
Included in the Northgate Parking Fund is budget of $470,474 for the debt service payment related to the College
Main Parking Garage. Budget is also included for two projects at the Parking Garage. The first is $32,000 for LED
lights at the parking garage, and $50,000 is approved for elevator repair. Total approved Northgate Parking Fund
expenditures are $1,290,517.
Estimated ending working capital is anticipated to increase 14.6% when compared to FY16 due to lower capital
costs planned for FY17. The FY17 working capital is projected to meet the 15% working capital requirement as
outlined in the Fiscal and Budgetary policy.
162
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
REVENUES
Parking Fees 1,193,101$ 1,191,276$ 1,162,867$ 1,138,714$ 1,138,714$ -4.41%
Parking Fines 229,480 216,584 300,000 250,000 250,000 15.43%
Investment Earnings 4,452 1,355 6,492 4,000 4,000 195.20%
Other 9,536 7,611 11,100 7,650 7,650 0.51%
Total Revenues 1,436,569$ 1,416,826$ 1,480,459$ 1,400,364$ 1,400,364$ -1.16%
EXPENDITURES
Northgate District Operations 448,142$ 530,185$ 510,694$ 564,733$ 618,290$ 16.62%
Non Parking Costs 192,426 198,199 198,199 204,145 204,145 3.00%
Non Parking Transfer (192,426) (198,199) (198,199) (204,145) (204,145) 3.00%
General & Administrative Transfers 88,516 77,183 77,183 69,753 69,753 -9.63%
Debt Service 466,375 463,925 463,925 470,474 470,474 1.41%
Capital Outlay 33,412 511,790 511,790 82,000 82,000 -83.98%
Contingency - 50,000 - 50,000 50,000 0.00%
Total Expenditures 1,036,445$ 1,633,083$ 1,563,592$ 1,236,960$ 1,290,517$ -20.98%
Increase/Decrease in Working Capital 400,124$ (216,257)$ (83,133)$ 163,404$ 109,847$
Measurement Focus Increase (Decrease)(73,763)$
Beginning Working Capital 508,373$ 834,734$ 834,734$ 751,601$ 751,601$
Ending Working Capital 834,734$ 618,476$ 751,601$ 915,005$ 861,448$
City of College Station
Northgate Parking Fund
Fund Summary
Parking Fees
81.30%
Parking Fines
17.90%
Investment
Earnings
0.30%
Other
0.50%
Northgate Parking Enterprise Fund
- Sources
Net Parking
Operations
47.92%
G&A Transfer
5.41%
Capital
Outlay
6.35%Transfer/Debt
Service
36.45%
Contingency
3.87%
Northgate Parking Enterprise Fund - Uses
163
City of College Station
Northgate Parking Fund
Operations and Maintenance Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Parking 673,982$ 1,240,174$ 1,220,683$ 850,878$ 904,435$ (27.07%)
TOTAL 673,982$ 1,240,174$ 1,220,683$ 850,878$ 904,435$ (27.07%)
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 312,424$ 345,381$ 354,468$ 388,833$ 388,833$ 12.58%
Supplies 24,538 15,800 13,250 17,585 17,585 11.30%
Maintenance 18,498 26,922 21,931 39,637 58,194 116.16%
Purchased Services 285,110 340,281 319,244 322,823 322,823 (5.13%)
General Capital 33,412 511,790 511,790 82,000 117,000 (77.14%)
TOTAL 673,982$ 1,240,174$ 1,220,683$ 850,878$ 904,435$ (27.07%)
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Parking 8.00 8.00 8.00 8.00 8.00 0.00%
TOTAL 8.00 8.00 8.00 8.00 8.00 0.00%
Service Level Adjustments One-Time Recurring Total
Hand Held Citation Writers 35,000$ 2,500$ 37,500$
ADA compliance upgrades 16,057 - 16,057
Parking SLA Total 51,057$ 2,500$ 53,557$
EXPENDITURE BY DIVISION
EXPENDITURE BY CLASSIFICATION
PERSONNEL
164
FISCAL
YEAR PRINCIPAL INTEREST
TOTAL DUE
ANNUALLY
PRINCIPAL
OUTSTANDING AS
OF OCTOBER 1
FY 17 440,000 30,475 470,475 1,075,000
FY 18 205,000 19,738 224,738 635,000
FY 19 210,000 12,475 222,475 430,000
FY 20 220,000 4,400 224,400 220,000
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
NORTHGATE PARKING FUND SUPPORTED
GOB SERIES
-
100,000
200,000
300,000
400,000
500,000
FY 17FY 18FY 19FY 20NG PARKING FUND PRINCIPAL AND INTEREST
PRINCIPAL INTEREST
165
166
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.
Certificates of Obligation (CO) debt has been issued for utility projects since FY08. Prior to that time, Utility
Revenue Bonds (URBs) were issued. In FY17, CO debt in the amount of $11,400,000 is projected to be issued
for Water capital improvement projects and $3,275,000 is projected to be issued for Wastewater capital
improvement projects. Debt is not projected to be issued for Electric projects in FY17. It is anticipated that working
capital will be used for the FY17 capital project expenditures in this Fund.
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 FY17 Approved Budget. The funds expended
on these projects are considered significant and nonroutine.
Electric Capital Projects
The approved budget appropriation for electric capital projects is $16,767,100. Included is $2,050,000 for General
Plant projects. This amount is for general plant upgrades as well as an estimate for costs related to addressing
long-term facility programming needs. Funds in the amount of $1,500,000 are estimated for Overhead System
Improvement projects. These funds will be used for the construction of overhead feeder extensions and
upgrades of existing overhead electric infrastructure. This includes the annual utility pole replacement program.
Funds in the amount of $3,100,000 are estimated for Underground System Improvement projects. These
funds will be used for the construction of new underground electric projects and for conversion of overhead power
lines to underground. Included in this estimate are various underground feeders in the Northgate area. Also
included is underground on Rock Prairie Road and an underground duct system to coincide with the Lakeway
Drive Extension project. A total of $2,280,000 is included in the budget for New Service and System Extension
projects. These funds will be used to provide electrical system services for new customer additions (residential,
commercial, apartments and subdivisions). Funds in the amount of $3,190,000 are included for Thoroughfare
Street Lighting projects. These funds will be used for new thoroughfare street lighting projects and
improvements to existing thoroughfare street lights. The FY17 estimate also includes the replacement of the
City’s residential and thoroughfare street lights with LED systems. A budget of $1,385,000 is included for
Distribution projects and $3,230,000 is included for Transmission projects. Significant
Transmission/Distribution projects planned for FY17 include improvements to the ring bus at the Greens Prairie
Substation and improvements to the breaker configuration and transformer locations that will improve reliability
and safety at this location. Also included in FY17 is an estimate for the purchase of land that will be needed for a
future substation as well as an estimate for engineering costs related to the construction of the Graham Road
Substation, which is planned for FY18. Other FY17 Transmission/Distribution projects include various SCADA
enhancements, the installation of cameras in the substations, a 138 KV transmission switch replacement and
various other minor capital improvements.
The FY17 Approved Budget includes an estimated $16,600,000 in current revenues that will be transferred from
operations to fund Electric capital projects. It is not anticipated that debt will be issued in FY17 for Electric capital
projects.
Water Capital Projects
In FY17, $8,733,640 is the new appropriation included for water capital projects. The total expenditures in FY17
167
for Water capital projects are projected to be $17,158,393. Appropriations from prior years carry forward on
capital projects and additional appropriations may be added each year as the projects progress. The FY17
projected expenditures exceed the FY17 appropriations as the projected expenditures include appropriations from
prior years.
Water Production projects include an FY17 estimated expenditure of $9,751,569. This includes an estimate for
the purchase of land for a future well. It is an anticipated that an additional well will be needed, and this budget
will provide for the land purchase if a suitable site is identified. A total of $3,132,522 is included for the start of
construction on Well #9 and $2,959,038 is included for the Well #9 Collection Line. As capacity needs grow, the
City is preparing for the construction of new wells. It is anticipated that the construction of well #9 and the well #9
collection line will begin in FY17 with completion scheduled for FY18. An estimate of $988,025 is included in FY17
for the Well Field Collection System Loop project. This project is for the design, construction, and easement
acquisition of a well field collection line along West OSR. This approved line connection will incorporate a
redundant well field collection system and will also allow flow to be diverted during maintenance and outages in
the well field. An additional project planned for FY17 is the Rehabilitation of Water Well Pumps and Motors.
The project is for the rehabilitation of seven vertical turbine water well pumps and motors. This project is being
phased over several years with a maximum of two rehabs a year. Other Production projects include the
Installation of Security Fencing at Sandy Point Pump Station and the construction of an Equipment Shed at
the Dowling Road Pump Station.
Funds in the amount of $3,706,696 are projected to be expended on Water Distribution projects in FY17. This
includes $200,000 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. An estimate
of $150,000 has been included in FY17 for the Sweetwater Forest Water Line Extension project. This project
is for the extension of a 12" water distribution line to serve the existing Sweetwater Forest Phase I subdivision.
Several projects have been included in the FY17 budget for the extension of water lines along State Highway 6.
The first is the State Highway 6 Waterline Phase I (State Highway 40 to Venture), the second is the State
Highway 6 Waterline Phase II (Creagor Line to State Highway 40) and the third is the State Highway 6
Waterline Phase III (Creagor Lane to State Highway 40). These lines are needed to help address increased
demand. The Lakeway Waterline Extension project is also included in FY17. This project is for the construction
of an approximately 5,600 linear foot of 12-inch diameter water distribution system line along the potential
projection of Lakeway Drive. Lastly, $100,000 is estimated for Miscellaneous Water Rehabilitation projects
that may arise throughout the fiscal year.
Rehabilitation projects included in the FY17 Approved Budget include the Eastgate Rehabilitation project.
Construction is estimated to start in FY17 and be completed in FY18. This project will involve the replacement of
water and sewer lines in the area bounded by Lincoln Avenue to the north, Walton Drive to the east, Francis Drive
to the south, and Texas Avenue to the west. The water distribution lines are in need of replacement due to an
increase in service disruptions caused by deteriorating materials. The project also includes some repair of existing
aging streets in the respective project area. Another significant rehabilitation project scheduled to begin in FY17 is
the Woodson Village Water Line Rehabilitation project. This project is for the rehabilitation of water and sewer
lines in the Southgate area, in the vicinity of Haines Drive, Glade Street, Dexter Drive, and Timm Drive. The water
distribution lines are in need of replacement due to an increase in service disruptions caused by deteriorating
lines.
Several other utility rehabilitation projects are also included in the FY17 estimated expenditures. These include
the Luther Street Water Line Rehabilitation project, the Munson Street Water Line Rehabilitation project,
the Francis Drive Water Line Rehabilitation project, the Nimitz Street Water Line Rehabilitation project and
the Southside Safety Improvements - Park Place/Holik/Anna Water Line Rehabilitation project. The utility
line rehabilitation on these projects is being completed in coordination with the corresponding street rehabilitation
projects.
Contingency in the amount of $150,000 has been included in the FY17 Approved Budget. These funds will be
available for use on unanticipated projects as well as to offset project overruns.
The FY17 budget includes an estimated $1,850,000 in current revenues that will be transferred from operations to
fund Water capital projects. In addition, the FY17 budget includes an estimated debt issue in the amount of
$11,400,000 for W ater capital projects.
168
Wastewater Capital Projects
In FY17, $14,414,810 is the new appropriation included for wastewater capital projects. The total expenditures in
FY17 for Wastewater capital projects are projected to be $20,670,431. Appropriations from prior years carry
forward on capital projects and additional appropriations may be added each year as the projects progress. The
FY17 projected expenditures exceed the FY17 appropriations as the projected expenditures include
appropriations from prior years.
Wastewater Collection projects include $200,000 for Oversize Participation (OP). These funds are available to
meet future anticipated capacity in the construction of wastewater lines above the minimum size needed to serve
the development. Also included in the FY17 estimate is the East Side FM 158 Sewer project. As part of the
Sanitary Sewer CCN swap with the City of Bryan associated with the BioCorridor infrastructure project, the East
Side Sewer Project will provide sewer service to the service area within the City of Bryan Corporate Limits
acquired as College Station Sewer Service area. The City of Bryan will reimburse the City of College Station for a
significant portion of the cost of this project, in accordance with an Interlocal Agreement. An estimate of $541,805
has been included in FY17 to be used toward the design of Lick Creek Parallel Trunk Line Phases I and II.
These projects are for the design and construction of a parallel or replacement trunk line from State Highway 40
to the Lick Creek Wastewater Treatment Plant. Construction is estimated for FY18 and FY19. In addition, an
estimate is included in FY17 for the Bee Creek Parallel Trunkline project. The existing Bee Creek Trunkline
sub-basin currently serves areas along FM 2818, from areas north of Wellborn Road to the Carters Creek
Wastewater Treatment Plant. This project will install a gravity line to increase the system capacity of the Bee
Creek Trunkline sub-basin to accept the ultimate build-out demand anticipated in this respective area. This project
is being completed in phases, with the third phase progressing in FY17.
Other W astewater Collection projects scheduled for FY17 include Phases I and II of the Northeast Sewer
Trunkline. The Northeast Sewer Trunkline currently serves areas West of State Highway 6 including Northgate,
Hensel Park, Chimney Hill and the Gateway development. This trunkline also serves areas East of State Highway
6 spanning from FM 60 south to Carters Creek Wastewater Treatment Plant. Much of the existing trunkline was
constructed in 1973 and spans along Carters Creek from Cooner Street to the Carters Creek Wastewater
Treatment Plant. Phase I of the project will replace the existing line with a larger diameter line from State Highway
30 to the Horse Haven Subdivision and will increase capacity while also relocating the approved line further away
from the wandering creek bank. Phase II of the project will replace the existing line with a larger diameter line,
from the Horse Haven Subdivision to the Carters Creek Wastewater Treatment Plant. This trunkline replacement
and relocation is necessary to proactively prevent surcharge events, emergency failures caused by erosion, and
possible fines from the Texas Commission on Environmental Quality. Design of phase I began in FY16 with
construction planned for FY17. Design of phase II is scheduled to begin in FY17. It is anticipated that
approximately $1.5 million of the expenditures for phase I will be funded with Community Development Block
Grant funds.
Rehabilitation projects included in the FY17 Approved Budget include the Eastgate Rehabilitation project.
Construction is estimated to start in FY17 and be completed in FY18. This project will involve the replacement of
water and sewer lines in the area bounded by Lincoln Avenue to the north, Walton Drive to the east, Francis Drive
to the south, and Texas Avenue to the west. The sewer lines are in need of replacement due to an increase in
service disruptions caused by deteriorating materials, shallow lines, and poor access to mains located near back
lot lines. The project also includes some street repair of existing aging streets in the respective project area. Other
utility rehabilitation projects are also included in the FY17 estimated expenditures. These include the Munson
Street Sewer Line Rehabilitation project, the Francis Drive Sewer Line Rehabilitation project, the Nimitz
Street Sewer Line Rehabilitation project and the Southside Safety Improvements - Park Place/Holik/Anna
Sewer Line Rehabilitation project. The utility line rehabilitation on these projects is being completed in
coordination with the corresponding street rehabilitation projects.
Another significant rehabilitation project scheduled to begin in FY17 is the Woodson Village Sewer Line
Rehabilitation project. This project is for the rehabilitation of water and sewer lines in the Southgate area, in the
vicinity of Haines Drive, Glade Street, Dexter Drive, and Timm Drive. The sanitary sewer lines are in need of
replacement due to an increase in service disruptions caused by deteriorating lines, shallow lines and poor
access to main.
Funds in the amount of $7,254,222 have been estimated in FY17 for Treatment and Disposal projects. This
includes an estimate of $341,000 for the installation related to the Structure Coating Replacement at the
Carters Creek Wastewater Treatment Plant (CCWWTP). The project is for new coatings on four clarifiers. The
169
repairs are necessary to ensure that the full service life of the equipment is realized and full regulatory compliance
is maintained. Another FY17 Treatment and Disposal project is the Lick Creek Generator Replacement. This
project is for the replacement and upgrade of the existing Lick Creek Wastewater Treatment Plant (LCWWTP)
emergency power generator, which is nearing the end of its service life. The new generator will provide additional
power so that more of the routine Plant processes can be completed while under generator power. The larger
generator capacity will also provide operational redundancy and accommodate planned Plant Expansion. The
design of this project should be completed in FY17, with installation scheduled for FY18. Also estimated in FY17
is $118,500 for the Installation of a Headworks Catwalk at the CCWWTP. The catwalk will facilitate easier and
safer cleaning of the number two grit channel of the headworks facility. Also included in FY17 is an estimate of
$785,189 for Aeration Blower Improvements at the CCWWTP. The current blowers have met the end of their
useful service life and replacement will address performance issues.
Other Treatment and Disposal projects planned for FY17 include the CCWWTP Fueling Station. This project is
for the replacement of the existing above ground fuel tanks at CCWWTP. Also included in FY17 is the
Replacement of the Carters Creek Screw Lift Pumps. It is anticipated that two pumps will be replaced in FY17
and two will be replaced in FY18.
A significant project what has been added to the FY17 Wastewater CIP is the Lick Creek Expansion and
Nutrient Removal project. The total current budget for this project is $36,525,000, which includes an estimated
$3,100,000 expenditure in FY17. The results of the 2016 Wastewater Master plan indicate that a 3 MGD
expansion will be required to meet the TCEQ permit requirements as development continues to occur within the
LCWWTP sewershed. This project will increase the capacity of the LCWWTP from two million gallons per day to
five million gallons per day while adding phosphorus removal capabilities to the plant. Design of the project is
scheduled to begin in FY17 with construction expected to span several years.
Several General Plant projects are included in the FY17 Approved Budget. These include SCADA at the New
Lift Stations. This project was created to fund the integration of new lift stations to the SCADA system. In
addition, a FY17 estimate of $818,240 is included for the Carters Creek Electrical Improvements project. This
project is for the replacement of the Motor Control Centers (MCC's) for Plants 2 and 3. Construction of these
improvements is scheduled for FY17 and FY18. Also included in the FY17 budget is an estimate of $202,000 to
Repurpose Buildings at the CCWWTP. In 2012, the construction of the new wastewater laboratory was
completed. This project will renovate the old laboratory facility into a full service maintenance building and which
will include an expansion of the employee locker rooms.
Two projects related to land acquisition have also been included in the FY17 budget. These projects are intended
for the purchase of land to serve as buffers around the treatment plants. An estimate of $300,000 has been
included for the purchase of land surrounding the CCWWTP and $560,000 has been included for the purchase of
land surrounding the LCWW TP.
Also included in the FY17 CIP is $125,000 for Miscellaneous Wastewater Rehabilitation projects that may
arise throughout the fiscal year. Contingency in the amount of $150,000 has also been included for use on
unanticipated projects as well as to offset project overruns.
The FY17 budget includes an estimated $7,000,000 in current revenues that will be transferred from operations to
fund W astewater capital projects. In addition, the FY17 budget includes an estimated debt issue in the amount of
$3,275,000 for Wastewater capital projects.
ADDITIONAL O&M COSTS
The City of College Station strives to provide superior electric, water, and wastewater services to its citizens. Part
of this effort includes investment in the capital that makes up the infrastructure. These investments take place in
the form of capital improvement projects. Some of these improvements require additional operating and
maintenance (O&M) costs. These costs are identified and ultimately become part of the cost of providing these
utility services. In some situations, the O&M cost of a project is minimal and can be absorbed by the City
department that is benefiting the most from the project.
Departments are expected to consider the impact of current and planned capital improvement projects on O&M
budgets. This analysis is a component of the 5-year Strategic Business Plans that are completed by all City
departments. Projections as to the impact of capital projects on O&M budgets that are included in the Strategic
Business Plans are used by the Budget and Financial Reporting division in financial forecasting. No additional
budget was included in the FY17 Approved Budget for O&M costs related to recently completed Utility capital
170
projects. Projections for O&M are included in the financial forecasts for projects that are expected to be completed
in the next 5 years. A more detailed sheet at the end of this section reflects the estimated O&M costs associated
with the utility capital projects. The departments will continue to evaluate current operations before increases in
budget will be approved.
171
ELECTRIC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2020-2021
FY15-16
FY14-15 REVISED FY15-16
Actual BUDGET ESTIMATE
BEGINNING FUND BALANCE:1,555,777$ 1,167,118$ 1,167,118$
UTILITY REVENUE BONDS/CO's -$ -$ -$
INTEREST ON INVESTMENTS 641 10,000 1,000
INTERGOVERNMENTAL TRANSFERS 14,200 - -
INTRAGOVERNMENTAL TRANSFERS 5,500,000 12,150,000 11,550,000
SUBTOTAL ADDITIONAL RESOURCES 5,514,841$ 12,160,000$ 11,551,000$
TOTAL RESOURCES AVAILABLE 7,070,618$ 13,327,118$ 12,718,118$
CAPITAL PROJECTS:
GENERAL PLANT 190,582 88,000 88,422
OVERHEAD SYSTEM IMPROV.1,083,726 1,325,000 1,011,033
UNDERGROUND SYSTEM IMPROV.1,074,986 2,928,925 2,456,691
NEW SERVICES & SYSTEM EXT.2,226,597 2,180,000 2,298,714
RES. STREET LIGHTING 37,386 95,000 -
THOR. STREET LIGHTING 100,745 150,000 190,819
DISTRIBUTION 881,460 1,980,000 1,725,962
TRANSMISSION 379,187 3,613,000 4,545,986
GENERAL AND ADMINISTRATIVE 35,418 35,000 35,000
DEBT ISSUANCE COST - -
TOTAL EXPENDITURES 6,010,085$ 12,394,925$ 12,352,627$
106,585$
ENDING FUND BALANCE:1,167,118$ 932,193$ 365,491$
MEASUREMENT FOCUS INCREASE (DECREASE)
172
ELECTRIC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2020-2021
FY16-17
APPROVED PROJECTED PROJECTED PROJECTED PROJECTED
BUDGET FY17-18 FY18-19 FY19-20 FY20-21
365,491$ 199,391$ 95,391$ 130,391$ 44,391$
-$ -$ 8,200,000$ -$ -$
1,000 1,000 1,000 1,000 1,000
- - - - -
16,600,000 12,850,000 10,275,000 9,525,000 9,150,000
16,601,000$ 12,851,000$ 18,476,000$ 9,526,000$ 9,151,000$
16,966,491$ 13,050,391$ 18,571,391$ 9,656,391$ 9,195,391$
2,050,000 225,000 2,300,000 1,050,000 300,000
1,500,000 1,650,000 1,650,000 1,800,000 1,800,000
3,100,000 1,700,000 1,600,000 2,050,000 2,050,000
2,280,000 2,280,000 11,305,000 2,375,000 2,375,000
- - - - -
3,190,000 120,000 100,000 100,000 100,000
1,385,000 4,045,000 545,000 1,440,000 1,480,000
3,230,000 2,900,000 866,000 762,000 995,000
32,100 35,000 35,000 35,000 35,000
- - 40,000 - -
16,767,100$ 12,955,000$ 18,441,000$ 9,612,000$ 9,135,000$
199,391$ 95,391$ 130,391$ 44,391$ 60,391$
173
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
FY17 REVISED APPROVED
PROJECT APPROVED APPROPRIATIONS FY15 - 16 FY16 - 17
NUMBER BUDGET THROUGH FY15 APPROPRIATIONS APPROPRIATIONS
BEGINNING FUND BALANCE:8,415,431$ 3,944,112$
ADDITIONAL RESOURCES:
CERTIFICATES OF OBLIGATION 8,910,000$ 11,400,000$
INTEREST ON INVESTMENTS 10,000 5,000
TRANSFERS FROM OPERATIONS - 1,850,000
OTHER - -
SUBTOTAL ADDITIONAL RESOURCES 8,920,000$ 13,255,000$
TOTAL RESOURCES AVAILABLE
17,335,431$ 17,199,112$
PRODUCTION PROJECTS
SOURCE AND SUPPLY PLANT - WSWOC
LAND ACQUISITION - WELLS WF0377324 6,050,000 6,345,917 - -
WELL #9 WF1762004 5,228,000 600,000 3,345,000 1,283,000
WELL #9 COLLECTION LINE WF1771590 3,337,000 325,000 1,651,000 1,361,000
WELL FIELD COLLECTION SYSTEM LOOP WF1656029 1,130,000 247,900 875,200 6,900
WATER PUMPING AND TREATMENT PLANT - WPWOC -
WATER WELL SOFT STARTERS WF1656095 195,000 195,000 - -
VARIABLE FREQUENCY DRIVE REPLACEMENT WF1680680 1,360,000 416,500 943,500 -
REHAB OF WATER WELL PUMPS AND MOTORS WA1877982 1,033,000 - 280,000 320,000
GREENS PRAIRIE WATER TANK REHAB TBD 1,500,000 - - -
LONGMIRE/2818 VALVE REPLACEMENT WA1872105 89,227 - 82,000 -
RPR ELEVATED STORAGE TANK W/ PRV'S TBD 8,756,000 - - -
WATER GENERAL PLANT - WGWOC -
UTILITY SERVICE CENTER RENOVATIONS WF1441516 1,861,720 37,500 - -
IMPROVED SECURITY FENCING AT SPPS WA1957434 577,500 - - 577,500
DOWLING ROAD EQUIPMENT SHED WA1957439 696,000 - - 696,000
CLOSED PROJECTS 705,000
SUBTOTAL 7,881,700$ 4,244,400$
DISTRIBUTION PROJECTS
TRANSMISSION AND DISTRIBUTION PLANT - WTWOC
OVERSIZED PARTICIPATION WA1700000 200,000 - 88,769 200,000
CASTLEGATE II, SECTION 207 WA1881135 17,574 - 17,574 -
CASTLEGATE II, SECTION 208 WA1880619 16,618 - 16,618 -
CASTLEGATE II, SECTION 209 WA1925872 44,865 44,865 -
THE CROSSING AT LICK CREEK PH I OP WA1881145 17,039 - 17,039 -
THE CROSSING AT LICK CREEK PH II OP WA1881145 15,135 - 15,135 -
BUDGET APPROPRIATIONS
174
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT
EXPENDITURES ACTUAL PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
THROUGH FY14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
8,415,431$ 3,427,890$ 3,944,112$ 40,719$ 40,761$ 69,601$ 60,035$ 71,486$
-$ 7,900,000$ 11,400,000$ 8,625,000$ 8,450,000$ 3,425,000$ 550,000$ 7,775,000$
26,352 10,000 5,000 2,500 2,500 2,500 2,500 2,500
- - 1,850,000 975,000 1,625,000 1,275,000 1,450,000 75,000
26,829 - - - - - - -
53,181$ 7,910,000$ 13,255,000$ 9,602,500$ 10,077,500$ 4,702,500$ 2,002,500$ 7,852,500$
8,468,612$ 11,337,890$ 17,199,112$ 9,643,219$ 10,118,261$ 4,772,101$ 2,062,535$ 7,923,986$
4,950,024 - - 1,099,976 - - - - -
- 478 368,000 3,132,522 1,727,000 - - - -
- 162 205,000 2,959,038 172,800 - - - -
233 109,742 32,000 988,025 - - - - -
- - 195,000 - - - - - -
111,945 10,235 1,237,820 - - - - - -
- - 284,508 298,508 298,508 151,476 - - -
- - - - - 200,000 1,300,000 - -
- - 89,227 - - - - - -
- - - - 1,150,000 7,606,000 - - -
- - - - 63,594 1,142,500 508,750 146,876 -
- - 577,500 - - - - -
- - 696,000 - - - - -
2,719,932 2,263,403
5,062,202$ 2,840,549$ 4,674,958$ 9,751,569$ 3,411,902$ 9,099,976$ 1,808,750$ 146,876$ -$
2,078 - 88,769 200,000 100,000 100,000 100,000 100,000 100,000
- - 17,574 - - - - - -
- - 16,618 - - - - - -
- - 44,865 - - - - - -
- - 17,039 - - - - - -
- - 15,135 - - - - - -
PROJECT EXPENDITURES
175
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
FY17 REVISED APPROVED
PROJECT APPROVED APPROPRIATIONS FY15 - 16 FY16 - 17
NUMBER BUDGET THROUGH FY15 APPROPRIATIONS APPROPRIATIONS
BUDGET APPROPRIATIONS
SPRING MEADOWS WATER LINE IMP TBD 253,000 - - -
SWEETWATER FOREST WATER LINE EXTENSION WA1869585 150,000 - 135,000 15,000
SH6 WATER LINE PH I (SH40 TO VENTURE DR)WA1869602 1,225,000 - 335,000 890,000
SH6 WATER LINE PH II (CREAGOR LANE TO SH40)WA1869603 1,300,000 - 350,000 950,000
SH 6 WATER LINE PH III (WOODCREEK TO SEBESTA)WA1957432 2,810,000 - - 635,000
LAKEWAY WATER LINE WA1869604 705,000 - 705,000 -
DRPS TO WELLBORN RD WATER LINE REHAB TBD 6,340,000 - - -
MISCELLANEOUS REHABILITATION MISC 100,000 - 125,000 100,000
CLOSED PROJECTS 35,000
SUBTOTAL 1,885,000$ 2,790,000$
REHABILITATION PROJECTS:
EASTGATE REHAB WF1656023 2,645,000 370,415 2,274,585 -
COLLEGE HEIGHTS REHABILITATION TBD 2,335,000 - - -
McCULLOCH UTILITY REHABILITATION TBD 2,822,000 - - -
WOODSON VILLAGE REHAB WA1957431 2,736,000 - 619,000
MUNSON UTILITY REHABILITATION WF1749362 580,000 105,000 475,000 -
LUTHER UTILITY REHABILITATION WF1735668 150,000 150,000 - -
FRANCIS DR REHAB PH I WF1749347 400,000 125,300 274,700 -
FRANCIS DR REHAB PH II WF1749356 165,000 27,500 102,500 35,000
NIMITZ REHABILITATION WF1701514 42,000 42,000 - -
EISENHOWER REHAB WF1711179 100,000 100,000 - -
PARK PLACE/HOLIK/ANNA UTILITY REHAB WA1945844 395,000 - 50,000 345,000
CLOSED PROJECTS 320,000
SUBTOTAL 3,496,785$ 999,000$
CAPITAL PROJECTS CONTINGENCY WA1700001 65,000 150,000
NEW WATER SERVICES Various 150,000 150,000
METER REPLACEMENT PROGRAM Various 150,000 250,000
CAPITAL PROJECTS SUBTOTAL 13,628,485$ 8,583,400$
GENERAL AND ADMINISTRATIVE 88,010 90,240
DEBT ISSUANCE COST 40,000 60,000
TOTAL EXPENDITURES 13,756,495$ 8,733,640$
MEASUREMENT FOCUS INCREASE (DECREASE)
ENDING FUND BALANCE:3,578,936$ 8,465,472$
176
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT
EXPENDITURES ACTUAL PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
THROUGH FY14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
PROJECT EXPENDITURES
- - - - 253,000 - - - -
- - - 150,000 - - - - -
- - 240,000 985,000 - - - - -
- - 172,000 1,128,000 - - - - -
- - - 554,000 2,256,000 - - - -
- - 115,304 589,696 - - - - -
- - - - - - - 1,085,811 5,254,189
153,135 48,368 90,000 100,000 - - - - -
309,608 1,499,447 394,299
464,821$ 1,547,815$ 1,211,603$ 3,706,696$ 2,609,000$ 100,000$ 100,000$ 1,185,811$ 5,354,189$
125 121,665 125,000 1,564,210 834,000 - - - -
- - - - - - - 263,362 2,071,638
- - - - - 423,684 2,398,316 - -
- - 619,000 2,117,000 - - - -
- 56,611 432,809 90,580 - - - - -
- 763 92,150 57,087 - - - - -
- 1,018 62,800 250,032 86,150 - - - -
- - 8,085 42,509 114,406 - - - -
- - 11,000 31,000 - - - - -
3,774 4,937 91,289 - - - - - -
- 49,530 345,470 - - - - -
50,461 432,107 16,544
54,360$ 617,101$ 889,207$ 2,999,888$ 3,151,556$ 423,684$ 2,398,316$ 263,362$ 2,071,638$
- - 150,000 150,000 150,000 150,000 150,000 150,000
147,167 73,285 140,000 150,000 - - - - -
311,732 191,072 350,000 250,000 150,000 150,000 150,000 150,000 150,000
5,581,383$ 5,269,822$ 7,265,768$ 17,008,153$ 9,472,458$ 9,923,660$ 4,607,066$ 1,896,049$ 7,725,827$
88,018 88,010 90,240 85,000 85,000 85,000 85,000 85,000
40,000 60,000 45,000 40,000 20,000 10,000 40,000
5,357,840$ 7,393,778$ 17,158,393$ 9,602,458$ 10,048,660$ 4,712,066$ 1,991,049$ 7,850,827$
317,118$
3,427,890$ 3,944,112$ 40,719$ 40,761$ 69,601$ 60,035$ 71,486$ 73,159$
177
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
FY17 REVISED APPROVED
PROJECT APPROVED APPROPRIATIONS FY15-16 FY16-17
NUMBER BUDGET THROUGH FY15 APPROPRIATIONS APPROPRIATIONS
BEGINNING FUND BALANCE:7,754,156$ 8,920,908$
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS/CERTIFICATES OF OBLIGATION -$ 3,275,000$
INTEREST ON INVESTMENTS 5,000 25,000
TRANSFERS FROM OPERATIONS 1,200,000 7,000,000
INTERGOVERNMENTAL - -
OTHER - 1,497,306
SUBTOTAL ADDITIONAL RESOURCES 1,205,000$ 11,797,306$
TOTAL RESOURCES AVAILABLE 8,959,156$ 20,718,214$
COLLECTION PROJECTS
COLLECTION PLANT - SCWOC
OVERSIZE PARTICIPATION WW1700000 200,000 - 120,000 200,000
EAST SIDE FM 158 SEWER LINE WF1382208 2,172,845 1,632,000 - 540,845
LICK CREEK PARALLEL TRUNK LINE - PH I WW1877335 3,550,575 724,988 - -
LICK CREEK PARALLEL TRUNK LINE - PH II WF1656094 5,366,000 1,095,253 - -
BEE CREEK PARALLEL TRUNK LINE WF1369909 14,295,000 11,293,611 1,165,000 -
NORTHEAST SEWER TRUNKLINE PH I WW1895942 3,502,000 - 600,000 2,902,000
NORTHEAST SEWER TRUNKLINE PH II WW1957471 2,821,000 - - 653,500
NORTHEAST SEWER TRUNKLINE PH III TBD 6,023,000 - - -
NORTHEAST SEWER TRUNKLINE PH IV TBD 3,742,000 - - -
MEDICAL DISTRICT INTERCEPTOR PH I TBD 12,425,000 -
MEDICAL DISTRICT INTERCEPTOR PH II TBD 3,160,000 -
SOUTHWOOD VALLEY TRUNKLINE PH I TBD 2,577,000 - - -
SOUTHWOOD VALLEY TRUNKLINE PH II TBD 1,565,000 - - -
CLOSED PROJECTS -
SUBTOTAL 1,885,000$ 4,296,345$
REHABILITATION PROJECTS
EASTGATE REHAB WF1656024 2,806,000 370,415 2,435,585 -
COLLEGE HEIGHTS REHAB TBD 1,388,000 - - -
MUNSON UTILITY REHABILITATION WF1749363 450,000 100,000 350,000 -
FRANCIS DR REHAB PH I WF1749349 295,000 38,200 171,800 85,000
FRANCIS DR REHAB PH II WF1749355 54,920 23,200 31,720 -
NIMITZ REHABILITATION WF1701517 82,000 82,000 - -
PARK PLACE/HOLIK/ANNA UTILITY REHAB WW1945843 336,000 - 50,000 286,000
WOODSON VILLAGE REHAB WW1957430 3,762,000 - - 619,100
McCULLOCH UTILITY REHAB TBD 3,770,000 - - -
DEXTER/THOMAS SEWER REHAB WW1932973 100,000 - 100,000 -
CLOSED PROJECTS 205,080
SUBTOTAL 3,344,185$ 990,100$
BUDGET APPROPRIATIONS
178
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT
EXPENDITURES ACTUAL PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
THROUGH FY14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
12,939,830$ 10,616,105$ 8,920,908$ 47,783$ 35,558$ 53,371$ 61,904$ 52,828$
-$ -$ 3,275,000$ 23,500,000$ 26,750,000$ 20,400,000$ 15,600,000$ 14,150,000$
45,275 45,000 25,000 5,000 5,000 5,000 5,000 5,000
- 1,200,000 7,000,000 4,375,000 3,100,000 2,175,000 1,825,000 2,650,000
- - - - - - - -
773 - 1,497,306 1,524,000 - - - -
46,048$ 1,245,000$ 11,797,306$ 29,404,000$ 29,855,000$ 22,580,000$ 17,430,000$ 16,805,000$
12,985,878$ 11,861,105$ 20,718,214$ 29,451,783$ 29,890,558$ 22,633,371$ 17,491,904$ 16,857,828$
- - 20,000 200,000 100,000 100,000 100,000 100,000 100,000
73,845 - 179,000 140,000 1,780,000 - - - -
- - 92,380 200,000 3,258,195 - - - -
- - 100,000 341,805 3,673,318 1,250,877 - - -
3,600,894 46 95,000 5,179,000 2,078,800 2,046,800 - - -
- - 378,640 3,123,360 - - - - -
- - - 524,500 1,500,000 796,500 - - -
- - - - 1,025,920 3,500,000 1,497,080 - -
- - - - - 660,272 2,000,000 1,081,728 -
- - - - - - 2,250,000 5,175,000 5,000,000
- - - - - - - 692,828 2,467,172
- - - - - - - 322,000 2,255,000
- - - - - - - 251,000 1,314,000
97,758 460
3,674,739$ 97,804$ 865,480$ 9,708,665$ 13,416,233$ 8,354,449$ 5,847,080$ 7,622,556$ 11,136,172$
125 121,665 236,500 2,014,000 433,710 - - - -
- - - - - - - 263,740 1,124,260
- 49,668 143,698 256,634 - - - - -
- - 20,420 205,470 69,110 - - - -
- - 6,490 14,630 33,800 - - - -
- - 26,000 56,000 - - - - -
- - 49,530 286,470 - - - - -
- - - 619,100 1,642,900 1,500,000 - - -
- - - - - 423,684 3,346,316 - -
- - 100,000 - - - - - -
960,799 506,909
125$ 1,132,132$ 1,089,547$ 3,452,304$ 2,179,520$ 1,923,684$ 3,346,316$ 263,740$ 1,124,260$
PROJECT EXPENDITURES
179
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
FY17 REVISED APPROVED
PROJECT APPROVED APPROPRIATIONS FY15-16 FY16-17
NUMBER BUDGET THROUGH FY15 APPROPRIATIONS APPROPRIATIONS
BUDGET APPROPRIATIONS
TREATMENT & DISPOSAL PROJECTS
SLUDGE TREATMENT & DISPOSAL/PUMPING PLANT - SSWOC
CC CENTRIFUGE IMPROVEMENTS WF1771887 1,900,000 1,806,685 38,315 -
WF1761833 408,000 369,735 38,265 -
LIFT STATION FORCE MAIN REHAB TBD 72,000 - - -
WF1580237 250,000 178,500 71,500 -
LICK CREEK GENERATOR REPLACEMENT WF1761997 1,365,000 755,000 41,000 569,000
WF1762000 118,500 105,000 - 13,500
CCWWTP 4&5 BLOWER IMPROVEMENTS WF1611278 887,550 668,925 - 218,625
CARTERS CREEK FUELING STATION WW1869610 150,000 150,000 - -
CARTERS CREEK SCREW LIFT REPL WW1952451 1,250,000 - - 625,000
WW1869605 252,000 252,000 - -
WW1869672 55,620 - 55,000 -
TBD 9,975,000 - - -
TBD 5,555,000 - - -
WW1945495 36,525,000 - - 6,100,000
TBD 1,240,000 - - -
30,000 -
SEWER GENERAL PLANT - SGWOC
WF1359125 202,000 180,650 21,350 -
CC FIBER RING WF1440366 160,000 - - -
WF1677128 2,960,000 665,000 1,275,000 1,020,000
UTILITY SERVICE CENTER RENOVATIONS WF1441517 1,861,720 37,500 - -
WF1440367 218,000 - - -
CARTER CREEK EQUIPMENT SHED TBD 716,000 -
REPURPOSE CARTER CREEK BUILDINGS WW1957448 202,000 - 202,000
CARTER CREEK LAND BUFFER WW1872097 300,000 - 300,000 -
LICK CREEK LAND BUFFER WW1868508 560,000 26,560 533,440 -
-
MISCELLANEOUS REHAB/WW SERVICES MISC - 125,000 125,000
CLOSED PROJECTS -
SUBTOTAL 2,528,870$ 8,873,125$
CAPITAL PROJECTS CONTINGENCY WW1700001 - - 150,000
CAPITAL PROJECTS SUBTOTAL 7,758,055$ 14,309,570$
GENERAL AND ADMINISTRATIVE 88,010 90,240
DEBT ISSUANCE COST - 15,000
TOTAL EXPENDITURES 7,846,065$ 14,414,810$
MEASUREMENT FOCUS INCREASE (DECREASE)
ENDING FUND BALANCE:1,113,091$ 6,303,404$
AGGIE ACRES FIBER OPTIC CONDUIT
SCADA - NEW LIFT STATIONS
CC ELECTRICAL IMPROVEMENTS
CARTERS CREEK HEADWORKS CATWALK
LICK CREEK RAW LIFT PUMPS
CLOSED PROJECTS
CC TREATMENT STRUCTURE COATINGS REPL
VARIABLE FREQUENCY DRIVE REPL
WASTEWATER DISINFECTION CONTROLLER
CC DIVERSION LIFT STATION & FORCE MAIN
HENSEL PARK LIFT STATION IMPROVEMENTS
LICK CREEK INFLUENT SCREEN
LC CAPACITY EXPANSION & NUTRIENT REMOVAL
180
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT
EXPENDITURES ACTUAL PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
THROUGH FY14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
PROJECT EXPENDITURES
- 20,653 - - 281,000 942,000 656,347 - -
- 500 66,500 341,000 - - - - -
- - - - - - - 72,000 -
10,565 - 239,435 - - - - - -
- 6,640 45,867 69,293 1,243,200 - - - -
- - - 118,500 - - - - -
34,721 67,640 - 785,189 - - - - -
- - - 150,000 - - - - -
- - - 625,000 625,000 - - - -
- - 252,000 - - - - - -
- - 55,620 - - - - - -
- - - - - - 1,730,000 4,245,000 4,000,000
- - - - - - 790,000 4,765,000 -
- - - 3,100,000 8,412,500 15,662,500 9,350,000 - -
- - - - 200,000 1,040,000 - - -
752,035 47,238
21,885 80 - 60,000 120,035 - - - -
- - - - 160,000 - - - -
518 17,742 65,500 818,240 1,658,000 400,000 - - -
- - - - 63,594 1,142,500 508,750 146,876 -
- - - - - - - - 218,000
- - - - 716,000 - - - -
- - - 202,000 - - - - -
- - - 300,000 - - - - -
- - - 560,000 - - - - -
88,712 127,462 125,000 125,000 - - - - -
- - - - - - -
156,401$ 992,752$ 897,160$ 7,254,222$ 13,479,329$ 19,187,000$ 13,035,097$ 9,228,876$ 4,218,000$
- - 150,000 150,000 150,000 150,000 150,000 150,000
3,831,265$ 2,222,688$ 2,852,187$ 20,565,191$ 29,225,082$ 29,615,133$ 22,378,493$ 17,265,172$ 16,628,432$
88,018 88,010 90,240 91,142 92,054 92,974 93,904 94,843
- - 15,000 100,000 130,000 100,000 80,000 70,000
2,310,706$ 2,940,197$ 20,670,431$ 29,416,224$ 29,837,187$ 22,571,467$ 17,439,076$ 16,793,275$
(59,067)
10,616,105$ 8,920,908$ 47,783$ 35,558$ 53,371$ 61,904$ 52,828$ 64,553$
181
Projected Projected Projected Projected Projected Projected
FY17 FY18 FY19 FY20 FY21 FY22 Comments
Water Projects
Well #9 -$ -$ 94,600$ 97,438$ 100,361$ 103,372$ Personnel, supplies, maintenance
and utility costs
Well #9 Collection Line - - 1,600 1,648 1,697 1,748 Line maintenance
Wellfield Collection System Loop - 240 240 240 240 240 Line maintenance
Variable Frequency Drive Replacement - 2,800 2,884 2,971 3,060 3,151 General maintenance
Water Project Totals -$ 3,040$ 99,324$ 102,297$ 105,358$ 108,512$
Wastewater Projects
Carters Creek Diversion Lift Station & Force Main - - - - - - O&M to begin in FY23
Carters Creek Centrifuge Improvements - - 10,500 10,815 11,139 11,474 Supplies and maintenance
LCWWTP Capacity Expansion & Nutrient Removal - - - - TBD TBD O&M to begin in FY21
Lick Creek Influent Screen - - - 6,300 6,489 6,684 Utility costs
Wastewater Project Totals -$ -$ 10,500$ 17,115$ 17,628$ 18,157$
Total Estimated O&M Costs -$ 3,040$ 109,824$ 119,412$ 122,987$ 126,669$
*The Operations and Maintenance (O&M) 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.
Enterprise Funds Capital Improvement Projects
Estimated Operations and Maintenance Costs*
182
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.
As outlined in Chapter 351 of the Tax Code, 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 nine 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. State of Texas
House Bill 3629 was passed in the 2015 Legislative Session that provides authority for the City of
College Station to use hotel tax revenue for constructing, operating, or expanding a sporting facility or
sports field owned by the municipality, if the majority of the events at the facility or field are directly
related to a sporting event in which the majority of participants are tourists who substantially increase
economic activity at hotels in the municipality.
8. Funding transportation systems for tourists.
9. Signage directing the public to sights and attractions that are visited frequently by hotel guest in the
municipality.
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 FY17 budgeted Hotel Tax revenue is $5,391,000 which reflects a 2.5% increase over FY16 year-end
estimate of $5,259,912. Hotel tax revenues are forecasted to increase due to a continued solid tourism economy
and the addition of several hotels. Investment earnings of $40,000 are estimated for FY17.
Total City operating expenditures in the Hotel Tax Fund are $7,379,890. This is a 36.4% increase from the FY16
revised budget due primarily to expected costs for the next phase of fields at Veterans Park in the amount of
$3,763,274, which will build two additional synthetic fields and provide other improvements to the existing athletic
fields. Budget in the amount of $1,700,000 is approved for the initial phase of the Southeast Park project. Funds
are also budgeted for the fourth preferred access payment to Bryan/College Station Convention & Visitors Bureau
(CVB) for the use of athletic facilities at Texas A&M University. The FY17 budget for this is $690,000. The City of
College Station provides Hotel Tax revenue to the CVB in order to secure preferred access to certain Texas A&M
University facilities at preferred rates for the purpose of enhancing and promoting tourism and the convention and
hotel industry in College Station and Brazos County.
Total City operating expenditures in the Hotel Tax Fund also include $442,000 for expenditures related to Parks
and Recreation Programs & Events. Programs in the budget include expenditures related to athletic events such
as National & Regional Athletic Tournaments, and other events that are eligible for Hotel Tax funds. Seven
service level adjustments related to Parks & Recreation programs and events are approved with the FY17 budget.
The first SLA is $23,000 to pay one-half of the costs to purchase a John Deere tractor to perform field
maintenance at Veterans Park. The other half of this request is an approved SLA in the General Fund Parks and
Recreation Budget. A second SLA is approved to pay $5,000 one-fourth of the cost to purchase an Athletic Field
Groomer for Beachy Central Park, Bee Creek and Lemontree parks. The balance of the approved SLA is in the
General Fund Parks and Recreation Budget. The third SLA, in the amount of $7,500, is for one-half of the cost to
purchase a Toro Workman for field maintenance at Veterans Park. The balance of the approved SLA is in the
General Fund Parks and Recreation Budget. A fourth SLA approves $40,000 for tournament event equipment
needs at Veterans Park & Athletic Complex to attract tourism based events. The fifth SLA approves $50,000 for
183
bid requirements, if selected, for hosting the U.S. Quidditch Southern Regional and USA Ultimate National
Collegiate Championship. The U.S. Quidditch Southern Regional will bring 80+ teams to town and the USA
Ultimate National Collegiate Championship will bring 70+ teams to town. A sixth SLA approves $15,000 for City-
Wide Special Event Preparation & Travel that would allow our Tourism staff to prepare information and
presentation materials as well as funds for travel to state and national events to help solidify our plans for College
Station’s own City-wide Special event. The seventh SLA is $11,000 for one-half of the costs to purchase fans for
the American Pavilion at Veterans Park. The fans would be utilized as an amenity for athletic events that come to
town and the citizens that use the pavilion during the hot spring and summer months. The second half of the costs
of the fans are approved in the General Fund Parks and Recreation Budget.
Other City operating expenditures approved in FY17 include $300,000 for soliciting and hosting of sports
tournaments in College Station. Funding in the amount of $104,116 is approved for Public Communications and
Marketing to be used for advertising the City to encourage visitors to come to College Station. Also included is
$80,000 for staff costs in the Public Communications (PC) Department. PC staff members will be responsible for
strategically creating marketing materials that help increase tourism to College Station and its many amenities. In
addition, PC staff will introduce College Station to other markets through the development of brochures,
promotional videos, and marketing and advertising materials. It is anticipated that these responsibilities will be
shared among PC staff members resulting in the time spent on the activities equating to one FTE position. The
primary focus will be to create high-quality collaterals needed to bring tourism dollars to College Station. The
position is budgeted in the General Fund and Hotel Tax funds will be transferred to the General Fund to cover the
expenditures related to eligible activities. A SLA ($40,000) is approved for the purchase of a City-wrapped vehicle
to be used for marketing, promotional and business development of the City. The approved budget also contains
$25,000 for nonprofit/charitable organizations that hold events at local hotels and meet the criteria for Hotel Tax
use. These funds will be distributed at the discretion of the City Manager. Funding is also approved for $200,000
for City-Wide Special Event.
A total of $3,158,206 of Hotel Tax funding is approved in FY17 Budget for Outside Agencies. This includes
$2,122,616 for the Bryan/College Station Convention & Visitors Bureau (CVB) for operational, sales/marketing,
promotional, servicing and business development elements; $400,000 for the CVB Grant Program; $102,690 for
Easterwood Airport Advertising; $91,000 for Arts Council operations and maintenance; $348,400 to Arts Council
for affiliate funding and $43,500 for marketing and public arts support; $25,000 to Veterans Memorial; and
$25,000 for the Bryan/College Station Chamber of Commerce.
184
City of College Station
Hotel Tax Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Beginning Fund Balance 5,157,946$ 16,078,406$ 16,078,406$ 17,272,120$ 17,272,120$
REVENUES
Taxes 5,336,661 5,502,000 5,259,912 5,391,000 5,391,000 -2.02%
Chimney Hill Sale Proceeds/Fund Balance 9,260,688 - - - - N/A
Investment Earnings 35,957 40,000 88,872 40,000 40,000 0.00%
Other 6,700 - 10,266 - -
Total Revenues 14,640,006$ 5,542,000$ 5,359,050$ 5,431,000$ 5,431,000$ -2.00%
Total Funds Available 19,797,952$ 21,620,406$ 21,437,456$ 22,703,120$ 22,703,120$ 5.01%
EXPENDITURES & TRANSFERS
City Operations:
Parks Programs & Events 569,531$ 557,659$ 453,833$ 326,000$ 442,000$ -20.74%
Sports Tournament Promotional Funds 106,411 300,000 300,000 300,000 300,000 0.00%
Veteran's Park Synthetic Fields 581,575 3,673,274 210,000 3,763,274 3,763,274 2.45%
Southeast Park --- 1,700,000 1,700,000 N/A
Capital Purchases -160,000 160,000 - 75,500 -52.81%
Preferred Access Payment 292,567 510,000 288,742 690,000 690,000 35.29%
Public Communications 32,826 184,116 68,104 184,116 184,116 0.00%
Miscellaneous Programs & Events 4,943 25,000 112 225,000 225,000 800.00%
Total City Operations Expenditures 1,587,853$ 5,410,049$ 1,480,791$ 7,188,390$ 7,379,890$ 36.41%
Outside Agency Funding Expenditures:
B/CS CVB O&M 1,321,294$ 1,727,855$ 1,727,855$ 1,727,855$ 2,122,616$ 22.85%
B/CS CVB Grant Program 206,499 350,000 313,990 350,000 400,000 14.29%
Easterwood Advertising - 200,000 141,300 102,690 102,690 -48.66%
Aggies Go To War 112,500 -- - - N/A
Arts Council of Brazos Valley O&M 65,000 96,500 65,000 65,000 91,000 -5.70%
Arts Council of Brazos Valley Affiliate/Marketing Funding 386,400 386,400 386,400 391,900 391,900 1.42%
Veterans Memorial 15,000 25,000 25,000 25,000 25,000 0.00%
B/CS Chamber of Commerce O&M 25,000 25,000 25,000 25,000 25,000 0.00%
Total Outside Agency Expenditures 2,131,693$ 2,810,755$ 2,684,545$ 2,687,445$ 3,158,206$ 12.36%
Contingency -$50,000$ -$ 10,000$ 10,000$ -80.00%
Total Operating Expenses & Transfers 3,719,546$ 8,270,804$ 4,165,336$ 9,885,835$ 10,548,096$ 27.53%
Measurement Focus Increase (Decrease)
Increase (Decrease) in Fund Balance 10,920,460$ (2,728,804)$ 1,193,714$ (4,454,835)$ (5,117,096)$
Ending Fund Balance **16,078,406$ 13,349,602$ 17,272,120$ 12,817,285$ 12,155,024$
** Remaining fund balance is forecast to be used for Athletic Field improvements including the next phase of Veterans Park buildout, and initial phases of Southeast
Park development.
Outside Agency
Funding
29.94%
Parks Pgms &
Events
4.91%
Sports Tour.
2.84%
Veterans's Park
35.68%
Southeast Park
16.12%
Preferred
Access Pmt
6.54%
Public Comm.
1.75%
Misc. Pgms &
Events
2.13%
Contingency
0.09%
Hotel Tax Fund - Uses
Taxes
99.26%
Investment
Earnings
0.74%
Hotel Tax Fund - Sources
185
Community Development Fund
The Community Development Fund is used to account for grants received from the U. S. Department of Housing
and Urban Development (HUD) by the City for use in revitalizing low and moderate income areas and addressing
the needs of low and moderate income citizens.
The City has submitted an action plan to HUD for FY17 to receive the Community Development Block Grant
(CDBG) and the Home Investment Partnership Program Grant (HOME). 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 program is a yearly
entitlement grant that can only be used for housing programs that assist income-eligible individuals and
households. 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.
Community Development Block Grant funds are allocated to projects including public service agency funding,
public facility and infrastructure improvement activities, owner-occupied housing rehabilitation, and Code
Enforcement activities. Other eligible expenditures include grant administration, housing services, interim
assistance, demolition, and acquisition.
In October 2009, the City purchased property on Holleman Drive with CDBG Funds with the intent to use it for a
CDBG eligible development. Over time, City Council direction changed and a decision was made to sell the
property to allow private development of the property to occur. HUD informed the City that since an eligible
project was not completed, the City was required to repay the funds used to purchase the land. The HUD Director
in Houston directed that the CDBG funds should not be returned to Treasury and directed the establishment of a
CDBG Local Account Fund and the funds were deposited in a separate bank account and a new special revenue
fund entitled CDBG Local Account Fund was set up to meet these requirements. The repayment, via a transfer of
the funds, from the Community Development Fund to the new CDBG Local Account Fund occurred in FY16. The
Community Development Fund lacked the funds to transfer into the newly-created local account and cash was
loaned to the Community Development Fund from General Fund ($893,638) and Wastewater Fund ($1,497,306).
Once the Holleman property sale is closed and the proceeds are made available, the General Fund and
Wastewater Fund loans will be repaid. It is anticipated that the closing on the property will occur in FY17.
The City currently uses HOME Grant funds for owner-occupied rehabilitation assistance and down payment
assistance. Funds are also approved for Community Housing Development Organizations (CHDO) activities,
construction, rental rehabilitation, and Tenant Based Rental Assistance (TBRA).
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.
Grant amounts included in the FY17 Approved Budget include $1,274,634 in Community Development Block
Grant (CDBG) funds and $1,119,887 in HOME Investment Partnership Grant (HOME) funds. In addition
recaptured funds and program income of $2,386,996 from the CDBG program and $33,930 is expected to be
received from HOME program.
CDBG appropriations include Public Facility projects that are intended to expand, improve and/or add public
facilities and infrastructure when and where needed for designated low to moderate income areas of the city.
Improvements for FY17 include street and sidewalk projects. An estimate of $184,424 is included for the Nimitz
Street Rehabilitation project. This project is for the rehabilitation of Nimitz Street from Lincoln Avenue to Ash
Street. The proposed design is for a standard two-lane local street with sidewalk. Funds are included in FY17 for
San Saba Sidewalks ($188,578), Georgie K. Fitch Park sidewalks ($127,875); and Southwest Parkway
North Sidewalks ($164,400). Funds are included for Northeast Sewer Trunk line Phase I ($1,497,306). Funds
from the 2017 grant and recaptured funds will be used for design of the upgrade to the trunk line and Phase One
of construction. Overall, approved FY17 Public Facility appropriations total $2,162,583.
186
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
BEGINNING FUND BALANCE -$ -$ -$ (2,390,944)$ (2,390,944)$
REVENUES
Grants
Community Development Block Grant 1,168,685$ 1,535,279$ 1,475,688$ 1,274,634$ 1,274,634$ -16.98%
Home Grant 958,107 705,116 562,776 1,119,897 1,119,897 58.82%
Recaptured Funds & Program Income - CDBG - - 2,386,996 2,386,996 N/A
Recaptured Funds & Program Income - HOME 60,527 81,931 38,674 33,930 33,930 -58.59%
Total Revenues 2,187,319$ 2,322,326$ 2,077,138$ 4,815,457$ 4,815,457$ 107.35%
TOTAL FUNDS AVAILABLE 2,187,319$ 2,322,326$ 2,077,138$ 2,424,513$ 2,424,513$ 4.40%
EXPENDITURES AND TRANSFERS
Community Development Block Grant
Housing Assistance/Rehab 10,287$ 24,930$ 22,424$ 28,268$ 28,268$ 13.39%
Clearance/Demolition - 10,000 - 10,000 10,000 0.00%
Acquisitions - - 889,687 889,687 N/A
Interim Assistance - 2,500 - 2,500 2,500 0.00%
Housing Services 18,334 19,848 11,136 20,000 20,000 0.77%
Public Service Agency Funding 161,668 160,501 110,195 186,198 186,198 16.01%
Code Enforcement 88,189 101,704 97,674 65,772 65,772 -35.33%
Administrative Fees 189,833 213,582 177,540 196,622 196,622 -7.94%
Economic Development - 50,000 - 100,000 100,000 100.00%
Public Facilities Projects
Nimitz Street Rehabilitation (ST1315)42,891 417,511 215,000 184,424 184,424 -55.83%
Dominik #3 - Stallings to Munson (ST1412)140 61,204 70,798 - - -100.00%
FM 2154 Sidewalks (ST1203)45,831 - 263,356 - - N/A
Eisenhower Sidewalks (ST1610)- 197,300 197,244 - - -100.00%
Live Oak Sidewalks (ST1612)- 149,190 150,079 - - -100.00%
Cross Street ADA Sidewalks (ST1613)- 127,009 128,334 - - -100.00%
San Saba Sidewalks(ST1614)- - 53,223 188,578 188,578 N/A
Northeast Trunkline PH1(WW1895942)- - - 1,497,306 1,497,306 N/A
Georgie Fitch Park Improvements - - - 127,875 127,875 N/A
Southwest Parkway North Sidewalks - PH1 - - - 164,400 164,400 N/A
Completed Projects 923,759 - 17,359 - - N/A
Total CDBG Expenditures 1,480,932$ 1,535,279$ 1,514,362$ 3,661,630$ 3,661,630$ 138.50%
Home Grant
-$ -$ Homeowner Assistance (Rehab/Reconstruction)- 109,662 80,000 195,354 195,354 78.14%
CHDO Operating Expenses - 17,460 8,500 27,581 27,581 57.97%
New Construction 1,077 240,018 50,000 259,135 259,135 7.96%
Homebuyer’s Assistance 162,757 313,603 206,100 331,081 331,081 5.57%
Tenant Based Rental Assistance 23,360 17,639 14,379 12,500 12,500 -29.13%
CHDO 487,414 46,828 191,797 284,016 284,016 506.51%
Administrative Fees 47,002 34,920 12,000 37,243 37,243 6.65%
Rental Rehabilitation - 6,917 - 6,917 6,917 0.00%
Total Home Expenditures 721,610$ 787,047$ 562,776$ 1,153,827$ 1,153,827$46.60%
Other -$ 2,390,944$ -$ -$ N/A
Total Other Expenditures -$ -$ 2,390,944$ -$ -$ N/A
Total Operating Expenses & Transfers 2,202,542$ 2,322,326$ 4,468,082$ 4,815,457$ 4,815,457$ 107.35%
Expenditures Under (Over) Revenues (15,223)$ -$ (2,390,944)$-$ -$
Measurement Focus Increase (Decrease)15,223 *
ENDING FUND BALANCE -$ -$ (2,390,944)$(2,390,944)$ (2,390,944)$
*The City does not maintain a fund balance in the Community Development Fund. Grant funds available from the U. S. Department of Housing and
Urban Development are maintained and drawn from the City’s Line of Credit with the U. S. Treasury. The balance in the Line of Credit is indicated as the
Total Funds available.
City of College Station
Community Development Fund
Fund Summary
Community
Development
Block Grant
52.48%
Home Grant
46.12%
Recaptured Funds
& Program Income
-HOME
1.40%
Community Development Fund -
Sources
Total CDBG
Expenditures
76.04%
Total Home
Expenditures
23.96%
Community Development Fund -Uses
187
City of College Station
Community Development Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Community Development 355,533$ 309,159$ 293,701$ 318,078$ 318,078$ 2.88%
TOTAL 355,533$ 309,159$ 293,701$ 318,078$ 318,078$ 2.88%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 324,260$ 266,964$ 253,616$ 280,006$ 280,006$ 4.89%
Supplies 2,370 2,285 2,171 2,263 2,263 -0.96%
Maintenance - - - - - N/A
Purchased Services 28,903 39,910 37,915 35,809 35,809 -10.28%
Capital Outlay - - - - - N/A
TOTAL 355,533$ 309,159$ 293,701$ 318,078$ 318,078$ 2.88%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Community Development 4.00 6.00 4.00 4.00 4.00 0.00%
TOTAL 4.00 6.00 4.00 4.00 4.00 0.00%
188
City of College Station
CDBG Local Account
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
BEGINNING BALANCE -$ -$ -$ 2,390,944$ 2,390,944$
REVENUES
Transfer In from CD Fund -$ 2,390,944$ 2,390,944$ -$ -$
Total Revenues -$ 2,390,944$ 2,390,944$ -$ -$ -100%
TOTAL FUNDS AVAILABLE - 2,390,944 2,390,944 2,390,944 2,390,944 -100%
EXPENDITURES & TRANSFERS
Transfer Out to CD Fund -$ 2,390,944$ -$ -$ -$ -100%
Total Expenditures & Transfers -$ 2,390,944$ -$ -$ -$ -100%
Increase (Decrease) in Fund Balance -$ -$ 2,390,944$ -$ -$ N/A
Measurement Focus Increase (Decrease)-$
ENDING FUND BALANCE -$ -$ 2,390,944$ 2,390,944$ 2,390,944$
In October 2009, the City purchased a piece of property on Holleman Drive with CDBG Funds with the intent to use it for a CDBG
eligible development. Over time, a decision was made to sell the property to allow private development of the property to occur.
HUD has informed the City that because an eligible project has not been completed, the City would be required to repay the funds
used to purchase the land. In an e-mail to City staff dated July 15, 2016, the HUD Director in Houston directed that the CDBG funds
should not be returned to Treasury, but that the City should set up a CDBG Local Account Fund into which these funds would be
deposited so that the HUD requirements are satisfied. City staff has established a separate bank account and a new special
revenue fund entitled CDBG Local Account Fund to meet these requirements.
The HUD funds related to the Holleman property were originally received into the Community Development Fund. Therefore, the
repayment of the funds had to originate from the Community Development Fund as a transfer to the new CDBG Local Account Fund.
The Community Development Fund lacked the funds to transfer into the Local Account Fund. To meet the HUD requirement, cash
was loaned to the Community Development Fund from the General Fund ($893,638) and the Wastewater Fund ($1,497,306).
Once the Holleman property sale is closed and the proceeds are made available, the General Fund and Wastewater Fund loans will
be repaid. It is anticipated that the closing on the property will occur in the latter part of FY17.
189
City of College Station
Roadway Maintenance Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
BEGINNING BALANCE -$ -$ -$ -$ -$
REVENUES
Utility Revenues -$ -$ -$ -$ 4,000,000$
Interest on Investments - - - - -
Total Revenues -$ -$ -$ -$ 4,000,000$ N/A
TOTAL FUNDS AVAILABLE - - - - 4,000,000 N/A
EXPENDITURES & TRANSFERS
Roadway/Streets Maintenance -$ -$ -$ -$ 4,000,000$ N/A
Total Expenditures & Transfers -$ -$ -$ -$ 4,000,000$ N/A
Increase (Decrease) in Fund Balance -$ -$ -$ -$ -$ N/A
Measurement Focus Increase (Decrease)-$
ENDING FUND BALANCE -$ -$ -$ -$ -$
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 f und
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 Roadway Maintenance Fee Fund is a new fund established to administer financial activity related to the Roadway Maintenanc e
Fee. Revenues are generated from a Roadway Maintenance fee assessed to City of College Station transportation system users.
FY17 revenues are projected to be $4,000,000. Expenses in the fund are dedicated to the rehabilitation and upgrade of street s
necessitated by increased traffic pressure. Street maintenance projects are selected after a review of data that includes: o verall road
condition; increased traffic; and importance as a conduit for traffic through the community. An SLA is approved for $2,585,0 00 to
continue the rehabilitation and upgrade of streets due to increased traffic pressure. FY17 expenses are approved at $4,000,00 0.
190
City of College Station
Wolf Pen Creek TIF Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
BEGINNING BALANCE 1,253,781$ 1,258,814$ 1,258,814$ 1,265,874$ 1,265,874$
REVENUES
Investment Earnings 5,033$ 4,500$ 7,060$ 5,000$ 5,000$ -100%
Total Revenues 5,033$ 4,500$ 7,060$ 5,000$ 5,000$ -100%
TOTAL FUNDS AVAILABLE 1,258,814 1,263,314 1,265,874 1,270,874 1,270,874 -100%
EXPENDITURES & TRANSFERS
WPC Festival Site -$ -$ -$ -$ -$ N/A
Reimbursement to CSISD/Brazos Co.- - - - - N/A
Transfer Out to CIP - - - - - N/A
Other - - - - -
Total Expenditures & Transfers -$ -$ -$ -$ -$ N/A
Increase (Decrease) in Fund Balance 5,033$ 4,500$ 7,060$ 5,000$ 5,000$ -100%
Measurement Focus Increase (Decrease)
ENDING FUND BALANCE 1,258,814$ 1,263,314$ 1,265,874$ 1,270,874$ 1,270,874$
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 WPC District.
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 TIF expired on December 31,2009. Therefore, no ad valorem revenue is estimated to be received in FY17. In years past, the
TIF received ad valorem taxes from the City of College Station, College Station Independent School District and Brazos County on
the incremental increase in assessed valuation (captured value) over the base year (1989).
The fund balance includes a total of $1,235,044 for a future payment to College Station Independent School District for the balance
of the school district's portion of unspent WPC TIF funds.
191
City of College Station
West Medical District TIRZ No. 18 Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
BEGINNING BALANCE 75,131$ 267,285$ 267,285$ 450,347$ 450,347$
REVENUES
Ad Valorem Tax COCS 191,936$ 181,562$ 181,562$ 227,635$ 227,635$ 25%
Ad Valorem Tax Brazos County - - - - - N/A
Investment Earnings 218 2,500 1,500 2,500 2,500 0%
Total Revenues 192,154$ 184,062$ 183,062$ 230,135$ 230,135$ 25%
TOTAL FUNDS AVAILABLE 267,285 451,347 450,347 680,482 680,482 51%
EXPENDITURES & TRANSFERS
TIRZ #18 Expenditures -$ -$ -$ -$ -$ N/A
Total Expenditures & Transfers -$ -$ -$ -$ -$ N/A
Increase (Decrease) in Fund Balance 192,154$ 184,062$ 183,062$ 230,135$ 230,135$ 25%
Measurement Focus Increase (Decrease)-$
ENDING FUND BALANCE 267,285$ 451,347$ 450,347$ 680,482$ 680,482$
In October of 2012, the City Council approved an amendment of the City’s Comprehensive Plan to include the
College Station Medical District Master Plan. To realize the vision and economic development opportunities included
in the Master Plan, significant barriers to development must be overcome. These barriers include, but are not limited
to, lack of basic infrastructure (potable water, fire flow, sanitary sewer, etc) to serve development in the area and lack
of transportation capacity (vehicular, pedestrian, etc) to meet the mobility needs present in the area.
The Master Plan identified a series of financial and management tools necessary to overcome these barriers and to
maximize the development potential of the area. A key tool identified in the Master Plan is the use of Tax Increment
Reinvestment Zones (TIRZ). Staff proposed the establishment of two TIRZ in the District.
A TIRZ is a political subdivision of a municipality or county in the state of Texas created to implement tax increment
financing. TIRZ are special zones created to attract new investment to an area. TIRZ help finance the cost of
redevelopment and encourage development in an area. Taxes attributable to new improvements (tax increments) are
set-aside in a fund to finance public improvements within the boundaries of the zone.
Established in December 2012, the West Medical District TIRZ #18, encompasses the area near the State Highway
6/Rock Prairie Road Bridge and includes both The Med Hospital and the Scott & White Hospital. Development
projects in this area include Rock Prairie Road (East and West), Normand Drive Extension, and other public works.
It is projected that new development in this portion of the District will meet or exceed $117 million over a twenty year
period. This development activity would yield an increment of approximately $8.4 million in tax proceeds. These
proceeds would be used to fund the required improvement projects, either through repayment of issued debt or on a
“pay as you go” cash basis.
The City of College Station is the only participant in this TIRZ at this time. In FY17, an estimated $227,635 in ad
valorem tax will be collected in the West Medical District TIRZ #18. Interest earnings in the amount of $2,500 are also
estimated. No expenditures are projected for FY17. Therefore, the FY17 ending fund balance is projected to increase
51.1% over the projected FY16 ending fund balance.
192
City of College Station
East Medical District TIRZ No. 19 Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
BEGINNING BALANCE 1,037$ 2,045$ 2,045$ 2,917$ 2,917$
REVENUES
Ad Valorem Tax COCS 1,005$ 822$ 822$ 2,921$ 2,921$ 255%
Ad Valorem Tax Brazos County - - - - - N/A
Investment Earnings 3 50 50 50 50 0%
Total Revenues 1,008$ 872$ 872$ 2,971$ 2,971$ 241%
TOTAL FUNDS AVAILABLE 2,045$ 2,917$ 2,917$ 872$ 5,888$ 102%
EXPENDITURES & TRANSFERS
TIRZ #19 Expenditures -$ -$ -$ -$ -$ N/A
Total Expenditures & Transfers -$ -$ -$ -$ -$ N/A
Increase (Decrease) in Fund Balance 1,008$ 872$ 872$ 2,971$ 2,971$ 241%
Measurement Focus Increase (Decrease)-$
ENDING FUND BALANCE 2,045$ 2,917$ 2,917$ 5,888$ 5,888$
In October of 2012, the City Council approved an amendment of the City’s Comprehensive Plan to include the
College Station Medical District Master Plan. To realize the vision and economic development opportunities included
in the Master Plan, significant barriers to development must be overcome. These barriers include, but are not limited
to, lack of basic infrastructure (potable water, fire flow, sanitary sewer, etc) to serve development in the area and lack
of transportation capacity (vehicular, pedestrian, etc) to meet the mobility needs present in the area.
The Master Plan identified a series of financial and management tools necessary to overcome these barriers and to
maximize the development potential of the area. A key tool identified in the Master Plan is the use of Tax Increment
Reinvestment Zones (TIRZ). Staff proposed the establishment of two TIRZ in the District.
A TIRZ is a political subdivision of a municipality or county in the state of Texas created to implement tax increment
financing. TIRZ are special zones created to attract new investment to an area. TIRZ help finance the cost of
redevelopment and encourage development in an area. Taxes attributable to new improvements (tax increments) are
set-aside in a fund to finance public improvements within the boundaries of the zone.
Established in December 2012, the East Medical District TIRZ #19, encompasses the area east of the State Highway
6/Rock Prairie Road Bridge and includes most of the undeveloped properties within the District. Development
projects in this area include Rock Prairie Road (East), Barron Road, Lakeway Drive, potable water, fire flow water
supply, greenway trails, sanitary sewer service, and other public works.
It is projected that new development in this portion of the District will meet or exceed $283 million over a twenty year
period. This development activity would yield an increment of approximately $30.8 million in tax proceeds. These
proceeds would be used to fund the required improvement projects, either through reimbursement to private
developers, repayment of issued debt, “pay as you go” basis, or a combination of these and others.
The City of College Station is the only participant in this TIRZ at this time. In FY17, it is anticipated that $2,921 in ad
valorem tax will be collected in the East Medical District TIRZ #19. No expenditures are projected for FY17.
Therefore, the FY17 ending fund balance is projected to increase 101.9% over the projected FY16 ending fund
balance.
193
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, Efficiency Time
Payment Fee, Juvenile Case Manager Fee and the Truancy Prevention Fee. Other fees collected
specifically for child safety are collected in the General Fund and are used to pay for school crossing
guards. These fees are paid by those who pay citations 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 Fund revenues 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. Defendants convicted of a misdemeanor
offense in the municipal court shall pay a municipal court technology fee of $4.00 in addition to any other
fines, penalties, or court costs required by city ordinance, state, or federal law.
The Court Technology Fee Fund generates revenues from Court Technology fees. Total approved
revenues are $80,017 in FY17. Approved expenditures in the amount of $80,619 will be used for
technology-related purchases such as computer hardware and software for court facilities as well as
software training for Municipal Court employees.
Court Security Fee Fund
The Court Security Fee Fund revenues can be used to fund security personnel, security devices and
security services for any building housing a municipal court of the city. Defendants convicted of a
misdemeanor offense in the municipal court shall pay a municipal court building security fee of $3.00 in
addition to any other fines, penalties, or court costs required by city ordinance, state, or federal law.
Approved FY17 fund revenues are $58,022. Approved expenditures are $46,044 for one-half of a court
security FTE.
The FY17 ending fund balance is anticipated to increase 84% when compared to the FY16 estimated
ending fund balance. This is due to reclassing 50% of the Court Security’s only FTE expense from April
through September 2016 to the Municipal Court department within General Fund in order to ensure that
the Court Security Fund Balance for the period ending FY16 did not become negative. For FY17, the
FTE will be budgeted 50% in the Court Security Fund and 50% in General Fund. The FTE will be
budgeted between these two funds until the Court Security Fund Balance can recover enough to sustain
100%.
Efficiency Time Payment Fee Fund
The Efficiency Time Payment Fee Fund can be used for the purpose of improving the efficiency of the
administration of justice in College Station. The City retains ten percent of the total fee collected from
defendants who are delinquent in payment for more than thirty days for a misdemeanor offense, which
amounts to $2.50. Approved revenues in FY17 total $5,106 while approved expenditures in FY17 total
$11,160. The base budgeted amount will be used to interface court system software with Texas
Department of Transportation and printing and distribution of collection notices. The Efficiency Time
Payment Fee Fund summary is located in the Governmental Funds section of this book.
The Efficiency Time Payment Fee Fund balance is forecasted to decrease throughout the next five years.
Revenue activity has been highly variable over the past three years while expenditures continue to
increase. The fund balance will continue to be monitored closely.
194
Juvenile Case Manager Fee Fund
The Juvenile Case Manager Fee Fund revenues are used to fund Juvenile Case Management and the
City’s Teen Court Program. As of June 2011, the Texas legislature has approved the use of these funds
for training, travel, office supplies, and other necessary expenses relating to the position of the juvenile
case manager to be paid from the Juvenile Case Manager Fee Fund. Defendants convicted of a
misdemeanor offense in the municipal court shall pay a juvenile case manager fee of $5.00 in addition to
any other fines, penalties, or court costs required by city ordinance, state, or federal law.
Revenues in the Juvenile Case Manager Fee Fund are estimated to be $98,217 in FY17. Approved FY17
expenditures in the amount of $119,740 will provide funding for the salary and benefits of the Juvenile
Case Manager and the Teen Court Coordinator positions, as well as for related supplies, travel and
training. The FY17 approved budget also includes $1,065 for the training and recognition of Teen Court
volunteers.
Truancy Prevention Fee Fund
The Truancy Prevention Fee Fund revenues are used to fund truancy prevention and intervention
services. Defendants convicted of a misdemeanor offense in the municipal court shall pay a truancy
prevention fee of $2.00 in addition to any other fines, penalties, or courts costs required by city ordinance,
state, or federal law. Approved revenues in FY17 total $16,145. A $6,000 expenditures budget is
approved for FY17 in order to fund training and travel, and printing and postage expenses associated with
this fund.
The FY17 ending fund balance is anticipated to increase 26.7% when compared to the FY16 estimated
ending fund balance. This is due to revenues increasing from last year and the fund having no related
expenditures in FY14, FY15, or FY16. Furthermore, FY17 approved expenditures are less than
anticipated revenues.
195
City of College Station
Court Technology Fee Fund
Fund Summary
10/10/2016 15:00
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Beginning Fund Balance 450,134$443,826$443,826$441,613$441,613$
REVENUES
Court Technology Fees 64,479$59,545$77,396$77,783$77,783$30.63%
Investment Interest 1,774 1,543 2,223 2,234 2,234 44.78%
Total Revenues 66,253$61,088$79,619$80,017$80,017$30.99%
EXPENDITURES
Court Technology Projects 72,561$99,519$81,832$80,619$80,619$-18.99%
Total Expenditures 72,561$99,519$81,832$80,619$80,619$-18.99%
Increase (Decrease) in Fund Balance (6,308)$(38,431)$(2,213)$(602)$(602)$
Ending Fund Balance 443,826$405,395$441,613$441,011$441,011$
Court
Technology
Projects
100.00%
Court Technology Fee Fund -Uses
Court
Technology
Fees
97.21%
Investment
Interest
2.79%
Court Technology Fee Fund -Sources
196
City of College Station
Court Security Fee Fund
Fund Summary
10/25/2016 11:28
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
BEGINNING FUND BALANCE 49,247$23,930$23,930$14,279$14,279$
REVENUES
Court Security Fees 48,374$44,100$57,299$57,872$57,872$31.23%
Investment Interest 143 162 61 150 150 -7.41%
Other .17,000 ----100.00%
Total Revenues 48,517$61,262$57,360$58,022$58,022$-5.29%
EXPENDITURES
Court Security 73,834$59,880$67,011$46,044$46,044$-23.11%
Total Expenditures 73,834$59,880$67,011$46,044$46,044$-23.11%
Increase (Decrease) in Fund Balance (25,317)$1,382$(9,651)$11,978$11,978$
Measurement Focus Increase (Decrease)-$
Ending Fund Balance 23,930$25,312$14,279$26,257$26,257$
Court Security
Fees
99.74%
Investment
Interest
0.26%
Court Security Fee Fund -Sources
Court Security
100.00%
Court Security Fee Fund -Uses
197
City of College Station
Court Security Fee Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Court Security 73,834$ 59,880$ 67,011$ 46,044$ 46,044$ -23.11%
TOTAL 73,834$ 59,880$ 67,011$ 46,044$ 46,044$ -23.11%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits*73,834$ 59,880$ 67,011$ 46,044$ 46,044$ -23.11%
Supplies - - - - - N/A
Maintenance - - - - - N/A
Purchased Services - - - - - N/A
Capital Outlay - - - - - N/A
TOTAL 73,834$ 59,880$ 67,011$ 46,044$ 46,044$ -23.11%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Court Security 1.00 1.00 0.50 0.50 0.50 0.00%
TOTAL 1.00 1.00 0.50 0.50 0.50 0.00%
* Mid-way through FY16, 50% of the salary and benefits expenditures in this Fund were transferred to General Fund
(Municipal Court Division) via Budget Amendment. The Court Security Fund will continue to fund 50% of the salary
and benefits for FY17 while the other 50% is funded via the Municipal Court Division of Fiscal Services in the
General Fund.
198
City of College Station
Juvenile Case Manager Fee Fund
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Beginning Fund Balance 288,145$262,526$262,526$246,854$246,854$
REVENUES
Juvenile Case Manager Fees 80,260$73,056$95,920$96,880$96,880$32.61%
Interest Earnings 1,093 1,033 1,324 1,337 1,337 29.43%
Total Revenues 81,353$74,089$97,244$98,217$98,217$32.57%
EXPENDITURES
Operating Expenditures 106,972$111,433$112,916$119,740$119,740$7.45%
Total Expenditures 106,972$111,433$112,916$119,740$119,740$7.45%
Increase (Decrease) in Fund Balance (25,619)$(37,344)$(15,672)$(21,523)$(21,523)$
Measurement Focus Increase (Decrease)-$
Ending Fund Balance 262,526$225,182$246,854$225,331$225,331$
Fund Summary
Juvenile Case
Manager Fees
98.64%
Interest
Earnings
1.36%
Juvenile Case Manager Fee Fund -
Sources
Operating
Expenditures
100.00%
Juvenile Case Manager Fee Fund -Uses
199
City of College Station
Juvenile Case Manager Fee Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Juvenile Case Manager 106,972$ 111,433$ 112,916$ 119,740$ 119,740$ 7.45%
TOTAL 106,972$ 111,433$ 112,916$ 119,740$ 119,740$ 7.45%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 100,269$ 100,838$ 104,826$ 109,175$ 109,175$ 8.27%
Supplies 156 1,030 1,100 1,000 1,000 -2.91%
Maintenance - - - - - N/A
Purchased Services 6,547 9,565 6,990 9,565 9,565 0.00%
Capital Outlay - - - - - N/A
TOTAL 106,972$ 111,433$ 112,916$ 119,740$ 119,740$ 7.45%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Juvenile Case Manager 1.75 1.75 1.75 1.75 1.75 0.00%
TOTAL 1.75 1.75 1.75 1.75 1.75 0.00%
200
City of College Station
Truancy Prevention Fee Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
BEGINNING BALANCE 8,508$ 22,005$22,005$37,992$ 37,992$
REVENUES
Truancy Prevention Fees 13,436$12,749$15,848$16,006$ 16,006$26%
Investment Earnings 61 36 139 139 139 286%
Total Revenues 13,497$12,785$15,987$16,145$ 16,145$26%
TOTAL FUNDS AVAILABLE 22,005 34,790 37,992 54,137 54,137 56%
EXPENDITURES & TRANSFERS
Operating Expenditures -$ 5,000$ -$ 6,000$ 6,000$20%
Total Expenditures & Transfers -$ 5,000$ -$ 6,000$ 6,000$20%
Increase (Decrease) in Fund Balance 13,497$7,785$ 15,987$10,145$ 10,145$30%
Measurement Focus Increase (Decrease)-$
ENDING FUND BALANCE 22,005$29,790$37,992$48,137$ 48,137$
Truancy
Prevention Fees
99.14%
Investment
Earnings
0.86%
Truancy Prevention Fee Fund -
Sources
Operating
Expenditures
100.00%
Truancy Prevention Fee Fund -
Uses
201
City of College Station
Police Seizure
Fund Summary
9/28/2016 9:10
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Beginning Fund Balance 84,487$76,042$76,042$57,678$57,678$
REVENUES
Police Seizure Revenues 5,070$15,000$37,918$20,000$20,000$33.33%
Investment Earnings 304 200 405 401 401 100.50%
Other 75 -- - N/A
Total Revenues 5,449$15,200$38,323$20,401$20,401$34.22%
EXPENDITURES
Police Seizure Programs 13,904$57,000$56,687$20,000$20,000$-64.91%
Total Expenditures 13,904$57,000$56,687$20,000$20,000$-64.91%
Increase (Decrease) in Fund Balance (8,455)$(41,800)$(18,364)$401$401$
Measurement Focus Increase (Decrease)10$
Ending Fund Balance 76,042$34,242$57,678$58,079$58,079$
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 $20,401 in FY17. Expenditures of $20,000 are proposed in FY17. Expenditures from this
fund are monitored throughout the year, and are adjusted based on revenue received and expected fund balance.
Police Seizure
Revenues
98.03%
Investment
Earnings
1.97%
Police Seizure Fund -Sources
Police Seizure
Programs
100.00%
Police Seizure Fund -Uses
202
=now()
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
REVENUES
Lot Sales 240,398$ 243,478$ 233,626$ 252,004$ 252,004$ 3.50%
Investment Earnings 6,173 5,000 8,000 5,000 5,000 0.00%
Total Revenues 246,571$ 248,478$ 241,626$ 257,004$ 257,004$ 3.43%
EXPENDITURES
Debt Service Transfer 262,794$ 363,101$ 363,101$ 258,705$ 258,705$ (28.75%)
Misc Non-Operating Expenses --6,000 --
Total Expenditures 262,794$ 363,101$ 369,101$ 258,705$ 258,705$ (28.75%)
Increase/Decrease in Fund Balance (16,223)$ (114,623)$ (127,475)$ (1,701)$ (1,701)$
Beginning Fund Balance 1,561,202$1,544,979$1,544,979$1,417,504$ 1,417,504$
Ending Fund Balance 1,544,979$ 1,430,356$ 1,417,504$ 1,415,803$ 1,415,803$
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 on page F-1.
The Memorial Cemetery Fund is a Special Revenue Fund that 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 FY17, approved
revenue earnings are $257,004.Revenues are from the sale of lots at the site and from investment earnings.
A transfer to the Debt Service Fund, in the amount of $258,705,is included in the FY17 approved expenditure budget. This
represents one-half of the total debt service related to the Memorial Cemetery. In FY17, it is approved that one-half of the Memorial
Cemetery debt service will come from the Memorial Cemetery Fund and one-half of the payment will come from the Debt Service
Fund. FY14 was the first year that a portion of the Memorial Cemetery debt service payment was covered by the Memorial Cemetery
Fund. One-half of the debt service is projected to be covered by the Memorial Cemetery Fund in future years, but the Memorial
Cemetery Fund will continue to be monitored to ensure that this can be supported. The Operations and Maintenance costs
associated with the Memorial Cemetery Fund are included in the General Fund Parks and Recreation Department budget.
Lot Sales
98.05%
Investment
Earnings
1.95%
Memorial Cemetery Fund -
Sources
Debt Service
Transfer
100.00%
Memorial Cemetery Fund - Uses
203
FISCAL
YEAR PRINCIPAL INTEREST
TOTAL DUE
ANNUALLY
PRINCIPAL
OUTSTANDING AS
OF OCTOBER 1
FY 17 175,000 83,705 258,705 2,657,500
FY 18 182,500 82,830 265,330 2,482,500
FY 19 192,500 81,751 274,251 2,300,000
FY 20 202,500 80,642 283,142 2,107,500
FY 21 195,000 75,280 270,280 1,905,000
FY 22 207,500 65,367 272,867 1,710,000
FY 23 220,000 54,820 274,820 1,502,500
FY 24 230,000 43,692 273,692 1,282,500
FY 25 247,500 31,811 279,311 1,052,500
FY 26 260,000 19,167 279,167 805,000
FY 27 272,500 9,736 282,236 545,000
FY 28 252,500 3,840 256,340 272,500
FY 29 20,000 460 20,460 20,000
*These amounts do not reflect all of the Memorial Cemetery related debt service. The
above amounts reflect one-half of the debt service as being paid from the Memorial
Cemetery Fund from FY17 through FY29. The balance of the debt service is projected
to be paid out of the Debt Service Fund. This will be evaluated on a annual basis and
will be adjusted accordingly based on the financial condition of the Memorial Cemetery
Fund and Debt Service Fund.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
MEMORIAL CEMETERY FUND SUPPORTED*
GOB & CO SERIES
-
50,000
100,000
150,000
200,000
250,000
300,000
FY 17FY 19FY 21FY 23FY 25FY 27FY 29DEBT SERVICE FUND PRINCIPAL AND INTEREST
PRINCIPAL INTEREST
204
=(now)
############
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
REVENUES
Lot Sales 118,405$119,922$115,069$124,121$124,121$3.50%
Investment Earnings 3,206 5,000 5,317 3,000 3,000 -40.00%
Other 66 - - - - N/A
Total Revenues 121,677$124,922$120,386$127,121$127,121$1.76%
EXPENDITURES
Advertising -$10,000$10,000$10,000$10,000$0.00%
Other - 15,000 19,362 - 134,750 798.33%
Total Expenditures -$25,000$29,362$10,000$144,750$479.00%
Increase/Decrease in Fund Balance 121,677$99,922$91,024$117,121$(17,629)$
Beginning Fund Balance 757,991$879,668$879,668$970,692$970,692$
Ending Fund Balance 879,668$979,590$970,692$1,087,813$953,063$
City of College Station
Memorial Cemetery Endowment 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 on page F-1.
The Memorial Cemetery Endowment Fund is a Special Revenue Fund that accounts for one-third of cemetery lot sales that
are accrued through the Memorial Cemetery. For FY17, approved revenues are $127,121. Revenues are projected to come
from the sale of lots at the site and from interest earnings. FY17 approved expenditures are $144,750, which includes
$10,000 for continued marketing of the cemetery plots, as well as a one-time service level adjustment of $100,250 for the
addition of a Jewish faith section. There are three other one-time service level adjustments totaling $34,500 for the
purchase of various equipment and wayfinding signs.
Lot Sales
97.64%
Investment
Earnings
2.36%
Memorial Cemetery Endowment
Fund -Sources Advertising
6.91%
Other
93.09%
Memorial Cemetery Endowment
Fund -Uses
205
9/28/2016 9:07
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Beginning Fund Balance 1,811,132$1,851,533$1,851,533$1,884,778$ 1,884,778$
REVENUES
Sale of Cemetery Lots 37,806$ 10,000$ 25,845$10,000$ 10,000$0.00%
Investment Income 7,348 5,460 10,500 5,460 5,460 0.00%
Other - - -- - N/A
Total Revenues 45,154$ 15,460$ 36,345$ 15,460$ 15,460$ 0.00%
Total Funds Available 1,856,286$1,866,993$1,887,878$1,900,238$ 1,900,238$1.78%
EXPENDITURES & TRANSFERS
Other: Filing Fees 1,208$ -$-$-$-$N/A
Other: Cemetery Plots 3,475 - 3,100 - - N/A
Total Expenditures & Transfers 4,684$ -$ 3,100$ -$-$N/A
Increase in Fund Balance 40,470$ 15,460$ 33,245$ 15,460$ 15,460$
Measurement Focus Increase (Decrease)(69)$
Ending Fund Balance 1,851,533$1,866,993$1,884,778$1,900,238$ 1,900,238$
City of College Station
Texas Avenue Cemetery Endowment Fund
Fund Summary
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 on page F-1.
The Texas Avenue Cemetery Endowment Fund is a Special Revenue Fund that accounts for sales of cemetery lots and
other revenues that are accrued through the College Station Cemetery on Texas Avenue. No expenditures are
budgeted in this fund for FY17. The Operations and Maintenance costs associated with the Texas Avenue Cemetery
are included in the General Fund Parks and Recreation Department budget.
For FY17, approved revenues are budgeted at $15,460.The College Station Cemetery on Texas Avenue has few
spaces remaining for sale.
Sale of Cemetery
Lots
64.68%
Investment Income
35.32%
Texas Avenue Cemetery Endowment Fund -Sources
206
City of College Station
Public, Educational and Governmental (PEG) Access Channel Fee Fund
Fund Summary
10/25/2016 11:33
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Beginning Fund Balance 230,247$ 385,976$ 385,976$ 508,973$ 508,973$
REVENUES
Cable Franchise Fees 206,138$ 206,142$ 200,313$ 200,000$ 200,000$ -2.98%
Trsf from Gen'l Fund (EG Fee Balance)- - - - - N/A
Investment Earnings 1,382 914 2,482 1,000 1,000 9.41%
Total Revenues 207,520$ 207,056$ 202,795$ 201,000$ 201,000$ -2.92%
Total Funds Available 437,767$ 593,032$ 588,771$ 709,973$ 709,973$
EXPENDITURES & TRANSFERS
Public Comm. - Prof Services 30,548$ 63,120$ 38,963$ 48,000$ 48,000$ -23.95%
Public Comm. - Broadcasting 21,243 66,700 40,835 95,640 95,640 43.39%
Total Expenditures & Transfers 51,791$ 129,820$ 79,798$ 143,640$ 143,640$ 10.65%
Increase (Decrease) in Fund Balance 155,729$ 77,236$ 122,997$ 57,360$ 57,360$
Measurement Focus Increase (Decrease)-
Ending Fund Balance 385,976$ 463,212$ 508,973$ 566,333$ 566,333$
Public, Education and Government (PEG) Access Channel funds are collected in an amount equal to 1% of gross revenues in
cable services provided per month. These funds may be used for educational and governmental broadcasting on Channel 19.
Channel 19 provides unique programming that addresses the needs and interests of the citizens of College Station and its
surrounding community. This includes information on City Council and Planning & Zoning meetings, development projects,
special events, job opportunities, and many other pertinent issues and notices.
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.
While the PEG Fee has been collected for a number of years in the General Fund, the PEG Fee Fund was established in FY14
due to changes in legislative requirements. The balance of the PEG fees collected in prior years, $266,573, was transferred from
the General Fund into the PEG Fee Fund at the beginning of FY14. Proposed FY17 PEG Fee Fund revenues from cable
franchise fees and Investment Revenue total $201,000. Expenditures of $143,640 are proposed in FY17 to include various
broadcasting upgrades.
The FY17 budgeted fund balance is anticipated to increase 11% when compared to the FY16 estimated ending fund balance.
Cable Franchise
Fees
99.50%
Investment
Earnings
0.50%
PEG Fee Fund -Sources
Public Comm. -
Prof Services
33.42%
Public Comm. -
Broadcasting
66.58%
PEG Fee Fund -Uses
207
City of College Station
R.E. Meyer Estate Restricted Gift Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
BEGINNING BALANCE 116,250$564,911$564,911$568,182$568,182$
REVENUES
Restricted Gift Funds 446,407$-$-$-$-$N/A
Investment Earnings 2,254 2,200 3,271 2,200 2,200 0%
Total Revenues 448,661$2,200$3,271$2,200$2,200$0%
TOTAL FUNDS AVAILABLE 564,911 567,111 568,182 570,382 570,382 1%
EXPENDITURES & TRANSFERS
Senior Programs -$-$-$-$-$N/A
Total Expenditures & Transfers -$-$-$-$-$N/A
Increase (Decrease) in Fund Balance 448,661$2,200$3,271$2,200$2,200$0%
Measurement Focus Increase (Decrease)-$
ENDING FUND BALANCE 564,911$567,111$568,182$570,382$570,382$
The R.E. Meyer Estate Restricted Gift Fund was established in FY14. Robert Earl "Bob" Meyer passed away in October of
2013. As part of his will, he generously bequeathed a portion of his estate to the College Station Parks and Recreation
Department, with the gift being restricted for the benefit of programs for senior citizens. During Mr. Meyer's lifetime, he loved
and supported the many senior programs offered by the Parks and Recreation Department Senior Services.
A total of $562,657 from the estate has been received to date. In accordance with Mr. Meyer's will, these funds will be used for
the purpose of programs designed to benefit senior citizens. No funds are currently planned for expenditure in FY17. As
programming plans are developed, it is anticipated that these funds will be budgeted for future expenditure in accordance with
the agreement.
Investment
Earnings
100.00%
R.E. Meyer Estate Restricted Gift
Fund -Sources
208
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 on page F-1.
SPECIAL REVENUE CAPITAL PROJECTS
Below are descriptions of the special revenue capital projects included in the FY17 Approved Budget. The funds
expended on these projects are considered significant and non-routine.
Park Land Dedication Capital Improvement Projects
The Park Land 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 Park Land Dedication Capital Improvement Projects
Funds are funded using the dedicated park land funds. Park Land dedication funds must be used for the
development of parks within the zone to which the funds are dedicated. In FY17, estimates are included for Park
Land Dedication projects that are anticipated to be completed in the various park zones.
In Park Land Zone 3, funds in the amount of $135,000 are estimated for the Fun for All Playground at Central
Park. This project is for the design and construction of an inclusive playground for children with special needs.
The playground will provide a safe atmosphere while incorporating educational aspects and challenges to spark
imagination and enhance quality of life. In addition to the budget in Park Land Zone 3, funds have been included
in Community Park Land Zone C for this effort. It is anticipated that the FY17 funds will be used to complete the
design of this project. The playground is a joint effort of the College Station Rotary Club, the College Station Noon
Lions Club, the Kiwanis Club and the City of College Station. The service groups are pursuing possible grants and
fund-raising opportunities for the construction of the playground.
In Park Land Zone 4, budget is included for the completion of the development of Crescent Point Park. The
total project estimate is $86,575 and will include the addition of exercise equipment, lights, water fountains and
benches. Also included in Park Land Zone 4 is an estimate of $95,000 for the Raintree Park Improvements
project. This project is for the installation of a new playground, swing set and surfacing at Raintree Park.
In Park Land Zone 7, an estimate of $105,000 has been included for the Improvements at John Crompton
Park project. Improvements planned for this park include the installation of new LED light fixtures; a new park
sign; a new sand volleyball court; and other amenities such as a picnic table, grills and benches.
In Park Land Zone 9, improvements are planned for Woodland Hills Park. These improvements include the
installation of new surfacing under the existing swing set.
In Park Land Zone 10, estimates have been included for the development of two parks in the zone. The first of
these is Sonoma Park. Amenities planned for this park include a sidewalk, play structure, surfacing, a covered
area and a bench. The second park planned for development in FY17 in this zone is Reatta Meadows Park. The
amenities planned in this park include a sidewalk, play structure, surfacing, a covered area, a bench and a water
fountain.
In Park Land Zone 12, an estimate of $24,000 is included for the installation of trail lights at the Cove of
Nantucket Park.
Projects planned for Park Land Zone 13 include the development of Bridgewood Park. Also planned in Park
Land Zone 13 is the installation of LED lights on the tennis courts at Castlegate Park.
In Park Land Zone 15 funds for the development of Barracks Park are included. This project is for development
of the remaining three parks and for lighting of the existing four parks.
In addition to the aforementioned major projects, minor improvements are planned for a number of parks within
the Park Land Zones. These include signage at parks in Park Land Zones 2, 5 and 8 and the installation of a
new drinking fountain at Cy Miller Park in Park Land Zone 3. In addition, funds that have not yet been
209
obligated to specific projects are budgeted in a number of Park Land Zones. These funds are available to be used
for projects that arise throughout the year within the applicable Zones. Funds not used in the fiscal year will carry
over to future fiscal years.
Drainage Capital Improvement Projects
Drainage capital projects are funded by revenue generated through a drainage utility fee that is collected from
residential and commercial utility users. An estimate of $200,000 is included in FY17 for Minor Drainage
Improvement projects. These funds are used for minor unscheduled drainage projects that may arise
throughout the fiscal year. Also included in the Drainage CIP is an estimate for the Southwest Parkway Storm
Drain Replacement project. The existing storm drain is at the end of its service life and needs to be replaced.
The total project estimate is $435,000. Another significant Drainage capital project planned for FY17 is the
Culvert Replacement under John Milliff Road and Redmond Drive. The project is for the replacement of the
culverts and the slope stabilization of the creek bank.
Sidewalk Zone Capital Projects
The Sidewalk Zone Funds account for the receipt and expenditure of funds received by the City from developers
who, upon approval of the Planning and Zoning Commission and in accordance with a number of criteria as
defined by the City’s Sidewalk ordinance, pay a fee in lieu of constructing the required sidewalk or multi-use path.
Fees collected in lieu of sidewalk or multi-use path construction must be expended in the sidewalk zone within
which the approved development is located. Fees collected in lieu of sidewalk construction must be used only for
construction, reconstruction or land acquisition costs associated with sidewalks, multi-use paths and other non-
vehicular ways.
The FY17 budget includes estimates for projects in two of the Sidewalk Zones. The first is an estimate of $7,100
in Sidewalk Zone 8 for the Emerald Dove Sidewalk project. This project is for the design and construction of a
6-foot sidewalk on one side of Emerald Dove from Creek View Elementary to Alexandria Avenue. The second
project is for the use of Sidewalk Zone 15 funds toward the sidewalks planned for construction as part of the
Holleman Drive South project. This project includes the reconstruction and widening of Holleman Drive South
from approximately North Dowling to Rock Prairie Road West. Sidewalks or a multi-use path will be included as
part of the project. In addition to these projects, funds that have not yet been obligated to specific sidewalk
projects are included in the FY17 budget in Sidewalk Zones 2, 3, 5, 9 and 13. Including these funds in the budget
will make them available for use on projects that arise throughout the year within the applicable Zones. Funds not
used in the fiscal year will carry over to future fiscal years.
Hotel Tax Fund Capital Projects
Included in the FY17 Approved Budget is an estimate for the construction of phase I of the Build-Out of the
Veterans Park and Athletic Complex. The project will include the construction of two additional synthetic turf
fields at Veterans Park along with parking and lighting to support the new fields. The synthetic turf fields will
provide an all-weather playing surface that can be used immediately following a rain event. In addition, spectator
areas and amenities will be added to these fields and to several existing fields as part of this project. The project
will be funded using Hotel Tax funds as the project is anticipated to result in a significant number of individuals
coming from outside of the community to play in tournaments held on these fields. The fields will be able to
facilitate sports such as soccer, football, lacrosse, and a myriad of other sports events.
Also included in the Hotel Tax Fund is a FY17 estimate of $1,700,000 for costs related to beginning the
development of Southeast Community Park. The City currently owns the property on Rock Prairie Road next to
the BVSWMA landfill where this park is approved. This project would develop the park with 9 ball fields, parking,
lighting, restrooms, picnic pavilion, batting cages, streets and park amenities. The Master Plan is currently under
development. The project would be completed in phases and the FY17 estimate is to begin the project.
Additional O&M Costs
In some situations, the operations and maintenance (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 (i.e. for additional personnel). In some situations, the anticipated O&M
cost is added to the base budget (i.e. additional budget for utility costs).
210
Departments are expected to consider the impact of current and planned capital improvement projects on 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.
No additional budget was included in the FY17 Approved Budget for O&M costs related to recently completed
Special Revenue capital projects. Projections for O&M are included in the financial forecasts for projects that are
expected to be completed in the next 5 years. O&M estimates are included in the financial forecasts for projects
that are expected to be completed in the next five years. 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.
211
GENERAL GOVERNMENT
PARK LAND DEDICATION
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT REVISED APPROVED
PROJECT BUDGET APPROPRIATIONS FY 15-16 FY 16-17
NUMBER AMOUNT THROUGH FY15 APPROPRIATIONS APPROPRIATIONS
BEGINNING FUND BALANCE:3,804,156$ 5,475,397$
ADDITIONAL RESOURCES:
CONTRIBUTIONS 300,000$ 400,000$
INVESTMENT EARNINGS 10,000 10,000
INTRAGOVERNMENTAL TRANSFERS - -
OTHER - -
SUBTOTAL ADDITIONAL RESOURCES 310,000$ 410,000$
TOTAL RESOURCES AVAILABLE 4,114,156$ 5,885,397$
PARK LAND DEDICATION FUND
ZONE 1 PARK PK0051 275,000 - - 275,000
ZONE 2 PARK PK0052 2,500 - - 2,500
ZONE 2 PARK SIGNAGE PK1707 7,500 - - 7,500
ZONE 3 PARK PK0053 - - - -
FUN FOR ALL PLAYGROUND PK1409 135,000 - 85,000 50,000
CY MILLER PARK DRINKING FOUNTAIN PK1710 3,500 - 3,500
ZONE 4 PARK PK0054 - - 90,000 -
CRESCENT POINT PARK PK1601 86,575 - 75,000 11,575
RAINTREE PARK IMP PK1711 95,000 - - 95,000
ZONE 5 PARK PK0055 - - 4,000 -
ZONE 5 PARK SIGNAGE PK1708 5,000 - - 5,000
ZONE 6 PARK PK0056 - - - -
ZONE 7 PARK PK0057 320,000 - 270,000 320,000
CROMPTON PARK IMPROVEMENTS PK1703 105,000 - - 105,000
ZONE 8 PARK PK0058 - - 7,500 -
ZONE 8 PARK SIGNAGE PK1709 5,000 - - 5,000
ZONE 9 PARK PK0059 - - 22,000 -
WOODLAND HILLS PARK IMP PK1704 23,000 - - 23,000
ZONE 10 PARK PK0060 35,000 - 46,000 35,000
REATTA PARK PK1602 160,275 - 142,000 18,275
SONOMA PARK PK1603 141,875 - 140,000 1,875
ZONE 11 PARK PK0061 - - - -
ZONE 12 PARK PK0824 - - 24,000 -
COVE OF NANTUCKET LIGHTS PK1705 24,000 - - 24,000
ZONE 13 PARK PK0807 - - 36,000 -
BRIDGEWOOD PARK PK1517 100,000 60,000 40,000 -
CASTLEGATE TENNIS COURT LIGHTS PK1706 40,000 - - 40,000
ZONE 14 PARK PK0717 90,000 - 90,000 90,000
ZONE 15 PARK PK0808 500,000 - 265,000 500,000
BARRACKS PARK PK1522 728,000 - 450,000 278,000
ZONE 24 PARK PK1205 15,000 - 15,000 15,000
COMMUNITY PARK ZONE A PK1304 560,000 - 325,000 560,000
COMMUNITY PARK ZONE B PK1203 2,500,000 - 1,490,000 2,500,000
COMMUNITY PARK ZONE C PK1204 - - - -
FUN FOR ALL PLAYGROUND PK1409 335,000 120,500 109,500 105,000
CLOSED PROJECTS 43,900 -
CAPITAL PROJECTS SUBTOTAL 3,769,900$ 5,070,225$
OTHER - -
GENERAL & ADMIN. CHARGES 21,909 21,910
TOTAL EXPENDITURES 3,791,809$ 5,092,135$
Measurement Focus Increase (Decrease)
ENDING FUND BALANCE:322,347$ 793,262$
BUDGET APPROPRIATIONS
212
GENERAL GOVERNMENT
PARK LAND DEDICATION
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT
EXPENDITURES FY 14-15 PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
THROUGH FY14 ACTUAL FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
4,214,105$ 4,620,601$ 5,475,397$ 18,162$ 18,162$ 18,162$ 18,162$ 18,162$
998,295$ 1,400,000$ 400,000$ -$ -$ -$ -$ -$
18,323 10,000 10,000 - - - - -
12,000 - - - - - - -
- - - - - - - -
1,028,618$ 1,410,000$ 410,000$ -$ -$ -$ -$ -$
5,242,723$ 6,030,601$ 5,885,397$ 18,162$ 18,162$ 18,162$ 18,162$ 18,162$
400,000 300,000 - 275,000 - - - - -
- - - 2,500 - - - - -
- - - 7,500
- - - - - - - - -
- - - 135,000
- - - 3,500
- - - - - - - - -
- - 7,700 78,875 - - - - -
- - - 95,000
- - - - - - - - -
- - - 5,000
- - - - - - - - -
- - - 320,000 - - - - -
- - - 105,000
- - - - - - - - -
- - - 5,000
- - - - - - - - -
- - - 23,000
- - - 35,000 - - - - -
- - 14,400 145,875 - - - - -
- - 12,700 129,175 - - - - -
- - - - - - - - -
- - - - - - - - -
- - - 24,000 - - - - -
- - - - - - - - -
- - 100,000 - - - - - -
- - - 40,000
- - - 90,000 - - - - -
- - - 500,000 - - - - -
- - 47,795 680,205 - - - - -
- - - 15,000 - - - - -
- - - 560,000 - - - - -
- - - 2,500,000 - - - - -
- - - - - - - - -
3,956 34,549 225,800 70,695 - - - - -
- 265,575 124,900 -
403,956$ 600,124$ 533,295$ 5,845,325$ -$ -$ -$ -$ -$
- - - -
20,042 21,909 21,910 - - - - -
620,166$ 555,204$ 5,867,235$ -$ -$ -$ -$ -$
(1,956)$
4,620,601$ 5,475,397$ 18,162$ 18,162$ 18,162$ 18,162$ 18,162$ 18,162$
PROJECTED EXPENDITURES
213
DRAINAGE UTILITY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT REVISED APPROVED
PROJECT BUDGET APPROPRIATIONS FY15-16 FY16-17
NUMBER AMOUNT THROUGH FY15 APPROPRIATIONS APPROPRIATIONS
BEGINNING FUND BALANCE:2,419,837$ 2,017,672$
ADDITIONAL RESOURCES:
UTILITY REVENUES 2,184,100$ 2,274,100$
INTEREST ON INVESTMENTS 8,000 12,000
OTHER - -
SUBTOTAL ADDITIONAL RESOURCES 2,192,100$ 2,286,100$
TOTAL RESOURCES AVAILABLE 4,611,937$ 4,303,772$
DRAINAGE CAPITAL
MINOR DRAINAGE IMPROVEMENTS SD1701 ANNUAL 100,000 100,000 200,000
DRAINAGE MASTER PLAN SD1202 528,000 528,000 - -
SOUTHWEST PKWY STORM DRAIN REPL SD1602 435,000 - 435,000 -
SOUTHWOOD VALLEY DRAINAGE IMP SDTBD 585,000 - - -
DRAINAGE IMP AT DOMINIK AND STALLINGS SD1603 500,000 - 50,000 450,000
CULVERT AT J. MILLIFF RD AND REDMOND DR SD1604 400,000 - 50,000 -
CLOSED PROJECTS
CAPITAL G&A 209,391 219,861
CAPITAL PROJECTS SUBTOTAL 844,391$ 869,861$
DRAINAGE OPERATIONS
DRAINAGE INSPECTION (PLANNING & DEV SERVICES) ANNUAL 140,966 115,722
DRAINAGE MAINTENANCE OPERATIONS (PUBLIC WORKS)ANNUAL 1,332,606 1,205,331
PAY PLAN - 28,707
SLA's - 409,129
ERP SYSTEM REPLACEMENT - -
STREET SWEEPING 118,575 119,761
MOSQUITO ABATEMENT 7,200 7,200
BEE CREEK MITIGATION MONITORING/REPORTING (SD0902)13,000 -
TRANSFERS OUT 100,000 101,000
OTHER - -
GENERAL & ADMIN. 217,800 228,690
TOTAL EXPENDITURES 2,774,538$ 3,085,400$
Measurement Focus Increase (Decrease)
ENDING FUND BALANCE:1,837,399$ 1,218,372$
BUDGET APPROPRIATIONS
214
DRAINAGE UTILITY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2016-2017 THROUGH FISCAL YEAR 2021-2022
PROJECT
EXPENDITURES FY 14-15 PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
THROUGH FY14 ACTUAL FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22
3,143,513$ 3,101,639$ 2,017,672$ 833,372$ 566,010$ 64,264$ 47,716$ 37,248$
2,146,486$ 2,207,841$ 2,274,100$ 2,342,300$ 2,412,600$ 2,485,000$ 2,559,600$ 2,636,400$
12,078 15,000 12,000 5,000 5,000 5,000 6,000 7,500
- 3,441 - - - - - -
2,158,564$ 2,226,282$ 2,286,100$ 2,347,300$ 2,417,600$ 2,490,000$ 2,565,600$ 2,643,900$
5,302,077$ 5,327,921$ 4,303,772$ 3,180,672$ 2,983,610$ 2,554,264$ 2,613,316$ 2,681,148$
- - - 200,000 100,000 100,000 200,000 200,000 200,000
431,382 3,283 93,335 - - - - - -
- - 50,000 385,000 - - - - -
- - - - - 585,000 - - -
- - 50,000 450,000 - - - - -
- - 50,000 - 350,000 - - - -
382,699 1,039,386
190,355 209,391 219,861 230,854 242,396 254,516 267,242 275,259
576,337$ 1,492,112$ 1,254,861$ 680,854$ 927,396$ 454,516$ 467,242$ 475,259$
140,288 142,686 115,722 119,194 122,769 126,453 130,246 134,154
1,035,114 1,231,876 1,205,331 1,241,491 1,278,736 1,317,098 1,356,611 1,397,309
- - 28,707 29,568 30,455 31,369 32,310 33,279
- 409,129 73,263 75,461 77,725 80,056 82,458
30,561 - - - - - - -
117,401 118,575 119,761 120,958 122,168 123,390 124,624 125,870
- 7,200 7,200 7,200 7,200 7,200 7,200 7,200
- - - - - - - -
100,000 100,000 101,000 102,010 103,030 104,060 105,101 106,152
6,901 - - - - - - -
193,836 217,800 228,690 240,125 252,131 264,737 272,679 280,860
2,200,438$ 3,310,249$ 3,470,400$ 2,614,662$ 2,919,346$ 2,506,547$ 2,576,069$ 2,642,540$
-$
3,101,639$ 2,017,672$ 833,372$ 566,010$ 64,264$ 47,716$ 37,248$ 38,607$
PROJECTED EXPENDITURES
215
City of College Station
Drainage Utility Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Civil Engineering 140,288$ 140,966$ 142,686$ 117,465$ 117,465$ -16.67%
Drainage Maintenance 1,035,114 1,352,806 1,239,076 1,239,495 1,648,624 21.87%
TOTAL 1,175,402$ 1,493,772$ 1,381,762$ 1,356,960$ 1,766,089$ 18.23%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 711,019$ 862,911$ 822,624$ 902,375$ 950,754$ 10.18%
Supplies 48,033 111,621 58,717 93,161 103,861 -6.95%
Maintenance 115,607 119,358 113,967 118,492 331,992 178.15%
Purchased Services 286,092 261,992 248,454 242,932 379,482 44.84%
Capital Outlay 14,651 137,890 138,000 - - -100.00%
TOTAL 1,175,402$ 1,493,772$ 1,381,762$ 1,356,960$ 1,766,089$ 18.23%
PERSONNEL
FY16 FY17 FY16 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Civil Engineering 1.00 1.00 1.00 1.00 1.00 0.00%
Drainage Maintenance 14.00 15.00 16.00 16.00 17.00 6.25%
TOTAL 15.00 16.00 17.00 17.00 18.00 5.88%
Service Level Adjustments One-Time Recurring Total
Drainage Maintenance Repair 200,000$ -$ 200,000$
138,000 71,129 209,129
Drainage SLA Totals 338,000$ 71,129$ 409,129$
Drainage Dump Truck and Equipment Operator
216
City of College Station
Sidewalk Zone Funds
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
BEGINNING BALANCE 56,725$ 56,952$ 56,952$ 83,926$ 83,926$
REVENUES
Contributions -$ -$ 26,974$ -$ -$
Investment Earnings 227 - - 250 250 N/A
Total Revenues 227$ -$ 26,974$ 250$ 250$ N/A
TOTAL FUNDS AVAILABLE 56,952 56,952 83,926 84,176 84,176 -100%
EXPENDITURES & TRANSFERS
Sidewalk Zone 2 -$ -$ -$ 6,500$ 6,500$ N/A
Sidewalk Zone 3 - - - 12,000 12,000 N/A
Sidewalk Zone 5 - - - 30,000 30,000 N/A
Sidewalk Zone 8 - - - - - N/A
Emerald Dove Sidewalk (ST1707)7,100 7,100 N/A
Sidewalk Zone 9 9,500 9,500 N/A
Sidewalk Zone 13 - - - 5,500 5,500 N/A
Sidewalk Zone 15 - - - - - N/A
Holleman Drive South Sidewalk 11,500 11,500 N/A
Other - - - - - N/A
Total Expenditures & Transfers -$ -$ -$ 82,100$ 82,100$ N/A
Increase (Decrease) in Fund Balance 227$ -$ 26,974$ (81,850)$ (81,850)$ N/A
Measurement Focus Increase (Decrease)-$
ENDING FUND BALANCE 56,952$ 56,952$ 83,926$ 2,076$ 2,076$
The Sidewalk Zone Funds account for the receipt and expenditure of funds received by the City from developers who,
upon approval of the Planning and Zoning Commission and in accordance with a number of criteria as defined by the
City’s Sidewalk ordinance, pay a fee in lieu of constructing the required sidewalk or multi-use path. Fees collected in lieu
of sidewalk or multi-use path construction must be expended in the sidewalk zone within which the proposed development
is located. Fees collected in lieu of sidewalk construction must be used only for construction, reconstruction or land
acquisition costs associated with sidewalks, multi-use paths and other non-vehicular ways.
The FY17 budget includes estimates for projects in two of the Sidewalk Zones. The first is an estimate of $7,100 in
Sidewalk Zone 8 for the Emerald Dove Sidewalk project. This project is for the design and construction of a 6-foot
sidewalk on one side of Emerald Dove from Creek View Elementary to Alexandria Avenue. The second project is for the
use of Sidewalk Zone 15 funds toward the sidewalks planned for construction as part of the Holleman Drive South project.
This project includes the reconstruction and widening of Holleman Drive South from approximately North Dowling to Rock
Prairie Road West. Sidewalks or a multi-use path will be included as part of the project. In addition to these projects,
funds that have not yet been obligated to specific sidewalk projects are included in the FY17 budget in Sidewalk Zones 2,
3, 5, 9 and 13. Including these funds in the budget will make them available for use on projects that arise throughout the
year within the applicable Zones. Funds not used in the fiscal year will carry over to future fiscal years.
The FY17 estimated ending fund balance is anticipated to decrease 98% from the FY16 ending fund balance. This would
occur only if the funds budgeted in all of the Sidewalk Zones were expended.
217
Projected Projected Projected Projected Projected Projected
FY17 FY18 FY19 FY20 FY21 FY22 Comments
Hotel Tax Funded Projects
Veterans Park Build Out Ph I $ - $ 50,000 $ 51,500 $ 53,045 $ 54,636 $ 56,275
$15,000 budgeted in FY16 for electric
utility costs; $10,000 for field
maintenance added in FY14
Southeast Park $ - $ - $ - $ - $ - $ - O&M TBD
Hotel Tax Funded Projects Subtotal -$ 50,000$ 51,500$ 53,045$ 54,636$ 56,275$
Parkland Dedication Projects
Play for All Playground $ - $ 9,000 $ 18,000 $ 18,540 $ 19,096 $ 19,669 Playground maintenance and electric
utility costs
Parkland Projects Totals -$ 9,000$ 18,000$ 18,540$ 19,096$ 19,669$
Community Development (CD) Fund Projects
San Saba Sidewalk Improvements - 502 517 533 549 565 General sidewalk maintenance
Southwest Parkway North Sidewalks - 459 473 487 502 517 General sidewalk maintenance
CD Fund Projects Totals -$ 961$ 990$ 1,020$ 1,050$ 1,082$
Total Estimated O&M Costs -$ 59,961$ 70,490$ 72,605$ 74,783$ 77,026$
Special Revenue Funds Capital Improvement Projects
Estimated Operations and Maintenance Costs*
*The Operations and Maintenance (O&M) 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.
218
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 health care 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 2015 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 & Casualty Insurance Fund
Budgeted premiums are based on the actual amounts charged to departments to cover the City’s Property and
Casualty costs. The approved premium revenue for FY17 is $799,548, a reduction of 20% from FY16. Approved
investment earnings are $9,000 and other revenues, including subrogation, are projected to be $5,000. The total
approved revenues for the Property & Casualty Insurance Fund are $813,548. Approved FY17 expenditures in
this fund are $1,119,965.
Employee Benefits Fund
Approved revenues in the Employee Benefits Fund are $11,812,379. This includes a 10% increase in City-paid
employee Health Insurance premiums. This increase is necessary to help offset rising claims costs. The FY17
approved budget also includes $465,689 for the continued operation of the newly-established Employee Health
Clinic. This health clinic provides acute and preventive primary care, occupational medicine, workers’
compensation care, and wellness services. Services are available to City health plan-enrolled employees,
dependents and retirees to encourage wellness and pro-active medical intervention and treatment. In addition,
included in the FY17 approved budget is $315,000 for an Other Post-Employment Benefits (OPEB) Trust. The
approved expenditures for the Employee Benefits Fund are $12,732,249. The FY17 ending working capital in this
fund is projected to decrease 13.20% when compared to the FY16 estimated ending working capital. This is due
to the continued rise in healthcare costs with no corresponding increase in employee-paid contributions.
Workers’ Compensation Insurance Fund
Budgeted premiums are based on the actual amounts charged to departments to cover the City’s Workers
Compensation costs. In FY17, approved revenues are $593,546 and approved expenditures are $678,215.
Unemployment Insurance Fund
Revenues in this fund are typically collected based as a percentage of each employee’s salary; however, in FY17
the decision was made to forego collection of this revenue due to the increase in working capital in recent years.
The Working Capital has increased every year since FY14. Therefore, FY17 approved revenues (investment
earnings only) are $1,904. Claims costs in the amount of $50,000 are approved for FY17.
219
City of College Station
Property & Casualty Insurance Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
REVENUES
Premiums 951,836$999,428$961,928$799,548$799,548$-20.00%
Investment Earnings 15,621 12,329 9,942 9,000 9,000 -27.00%
Other (including Subrogation)150,637 5,000 82,530 5,000 5,000 0.00%
Other Revenue 1,371,030 ----N/A
Total Revenues 2,489,124$1,016,757$1,054,400$ 813,548$813,548$-19.99%
EXPENDITURES AND TRANSFERS
Administration 91,821$132,870$116,303$135,415$135,415$1.92%
Professional Services 16,301 11,550 11,249 11,550 11,550 0.00%
Legal Fees 1,514,643 225,000 134,166 225,000 225,000 0.00%
Third Party Administration Fees 24,773 28,560 27,027 30,000 30,000 5.04%
Claims 451,054 175,000 252,444 180,000 180,000 2.86%
Legal Settlements -120,000 12,000 120,000 120,000 0.00%
Premiums 310,470 370,107 314,843 375,000 375,000 1.32%
Other Non-Operating 26,110 43,000 52,690 43,000 43,000 0.00%
Transfers Out -----N/A
Total Operating Expenses & Transfers 2,435,172$1,106,087$920,722$1,119,965$1,119,965$ 1.25%
Increase (Decrease) in Working Capital,
modified accrual budgetary basis 53,952$(89,330)$133,678$(306,417)$(306,417)$
Measurement Focus Increase (Decrease)13,791$
Beginning Working Capital, accrual basis of
accounting 1,542,999$1,610,742$1,610,742$ 1,744,420$1,744,420$
Ending Working Capital, accrual basis of
accounting 1,610,742$1,521,412$1,744,420$ 1,438,003$1,438,003$
Premiums
98.28%
Investment
Earnings
1.11%
Other
(including
Subrogation)
0.61%
Property & Casualty Insurance Fund -
Sources
Administration
12.09%
Professional
Services
1.03%
Legal Fees
20.09%
Third Party
Administration
Fees
2.68%Claims
16.07%
Legal
Settlements
10.71%
Premiums
33.48%
Other Non-
Operating
3.84%
Property & Casualty Insurance Fund
-Uses
220
City of College Station
Property & Casualty Insurance Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Property & Casualty 108,122$ 144,420$ 127,552$ 146,965$ 146,965$ 1.76%
TOTAL 108,122$ 144,420$ 127,552$ 146,965$ 146,965$ 1.76%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 91,821$ 132,860$ 116,303$ 135,415$ 135,415$ 1.92%
Supplies - 10 - - - -100.00%
Maintenance - - - - - N/A
Purchased Services 16,301 11,550 11,249 11,550 11,550 0.00%
Capital Outlay - - - - - N/A
TOTAL 108,122$ 144,420$ 127,552$ 146,965$ 146,965$ 1.76%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Property & Casualty 1.00 1.00 1.50 1.50 1.50 0.00%
TOTAL 1.00 1.00 1.50 1.50 1.50 0.00%
221
City of College Station
Employee Benefits Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
REVENUES
City Contribution 7,070,631$7,576,140$7,740,174$9,581,873$9,581,873$26.47%
Employee Contribution 2,302,922 2,521,028 2,386,119 2,165,506 2,165,506 -14.10%
COBRA Premiums 2,384 25,000 5,656 25,000 25,000 0.00%
Other Operating Revenues 26,490 20,000 20,000 20,000 20,000 0.00%
Investment Earnings 35,965 16,391 41,832 20,000 20,000 22.02%
Total Revenues 9,438,393$10,158,559$10,193,781$11,812,379$11,812,379$16.28%
EXPENDITURES & TRANSFERS
Administration 61,590$61,462$52,968$63,137$63,137$2.73%
Administration Fees 2,666 432 2,849 432 432 0.00%
Claims 8,112,655 8,635,350 8,794,890 10,110,690 10,110,690 17.08%
Premiums 1,239,229 1,805,074 1,336,554 1,473,407 1,473,407 -18.37%
Transfer Out Expense 69,120 75,654 75,000 78,000 78,000 3.10%
Professional Services 130,420 93,696 144,932 150,894 150,894 61.05%
Wellness 33,701 50,000 31,559 50,000 50,000 0.00%
Other Operating 11,796 3,500 3,410 ---100.00%
Health Clinic -550,000 84,860 465,689 465,689 -15.33%
OPEB Trust -300,000 -315,000 315,000 5.00%
Contingency -25,000 -25,000 25,000 0.00%
Total Operating Expenses & Transfers 9,661,177$11,600,168$10,527,022$12,732,249$12,732,249$9.76%
Increase (Decrease) in Working Capital,
modified accrual budgetary basis (222,784)$(1,441,609)$(333,241)$(919,870)$(919,870)$
Measurement Focus Increase (Decrease)11,590$
Beginning Working Capital, accrual basis
of accounting 7,502,752$7,291,558$7,291,558$6,958,317$6,958,317$
Ending Working Capital, accrual basis of
accounting 7,291,558$5,849,949$6,958,317$6,040,040$6,038,447$
City Contribution
81.10%
Employee
Contribution
18.30%COBRA
Premiums
0.20%
Other Operating
Revenue
0.20%Investment
Earnings
0.20%
Employee Benefits Fund -Sources
Administration
0.50%
Administration
Fees
0.003%
Claims
79.41%
Premiums
11.57%
Transfer Out
Expense
0.61%
Professional
Services
1.19%Wellness
0.39%Health Clinic
3.66%
OPEB Trust
2.47%
Contingency
0.20%
Employee Benefits Fund -Uses
222
City of College Station
Employee Benefits Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Employee Benefits Admin 64,256$ 61,894$ 55,817$ 63,569$ 63,569$ 2.71%
TOTAL 64,256$ 61,894$ 55,817$ 63,569$ 63,569$ 2.71%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 61,590$ 61,462$ 52,968$ 63,137$ 63,137$ 2.73%
Supplies - - - - - N/A
Maintenance - - - - - N/A
Purchased Services 2,666 432 2,849 432 432 0.00%
Capital Outlay - - - - - N/A
TOTAL 64,256$ 61,894$ 55,817$ 63,569$ 63,569$ 2.71%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Comp & Benefits Assistant 1.00 1.00 1.00 1.00 1.00 0.00%
TOTAL 1.00 1.00 1.00 1.00 1.00 0.00%
223
City of College Station
Workers' Compensation Insurance Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
REVENUES
Premiums 492,182$ 549,514$ 551,742$ 582,046$ 582,046$ 5.92%
Other Operating Revenues - 500 - - - -100.00%
Investment Earnings 9,857 9,100 11,801 11,500 11,500 26.37%
Reimbursed Expenses - 500 - - - -100.00%
Total Revenues 502,040$ 559,614$ 563,543$ 593,546$ 593,546$ 6.06%
EXPENDITURES AND TRANSFERS
Administration 91,818$ 132,860$ 116,358$ 135,415$ 135,415$ 1.92%
Supplies - 10 - - - -100.00%
Professional Services 11,000 11,600 11,000 11,600 11,600 0.00%
Administration Fee 24,773 28,700 24,948 28,700 28,700 0.00%
Claims 166,310 325,000 162,540 325,000 325,000 0.00%
Premiums 155,538 175,000 145,090 175,000 175,000 0.00%
Other Operating Expenses 14,507 2,500 625 2,500 2,500 0.00%
Transfers Out - - - - - N/A
Total Operating Expenses & Xfers 463,946$ 675,670$ 460,561$ 678,215$ 678,215$ 0.38%
Increase (Decrease) in Working Capital,
modified accrual budgetary basis 38,093$ (116,056)$ 102,982$ (84,669)$ (84,669)$
Measurement Focus Increase (Decrease)13,817$
Beginning Working Capital, accrual basis of
accounting 2,123,904$2,175,814$ 2,175,814$ 2,278,796$ 2,278,796$
Ending Working Capital, accrual basis of
accounting 2,175,814$2,059,758$ 2,278,796$ 2,194,127$ 2,194,127$
Premiums,
98.06%
Investment
Earnings
1.94%
Workers Compensation Insurance Fund
-Sources
Administration
19.97%
Professional
Services
1.71%
Administration
Fee
4.23%
Claims
47.92%
Premiums
25.80%
Other
Operating
Expenses
0.37%
Workers Compensation Insurance
Fund -Uses
224
City of College Station
Workers' Compensation Insurance Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Workers' Compensation 102,818$ 144,470$ 127,358$ 147,015$ 147,015$ 1.76%
TOTAL 102,818$ 144,470$ 127,358$ 147,015$ 147,015$ 1.76%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 91,818$ 132,860$ 116,358$ 135,415$ 135,415$ 1.92%
Supplies - 10 - - - -100.00%
Maintenance - - - - - N/A
Purchased Services 11,000 11,600 11,000 11,600 11,600 0.00%
Capital Outlay - - - - - N/A
TOTAL 102,818$ 144,470$ 127,358$ 147,015$ 147,015$ 1.76%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Workers' Compensation 1.00 1.00 1.50 1.50 1.50 0.00%
TOTAL 1.00 1.00 1.50 1.50 1.50 0.00%
225
City of College Station
Unemployment Insurance Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
REVENUES
Premiums 30,394$31,836$31,627$-$-$-100.00%
Investment Earnings 1,610 900 2,116 1,904 1,904 111.56%
Total Revenues 32,004$32,736$33,743$1,904$1,904$-94.18%
EXPENDITURES
Claims 10,986$50,000$13,469$50,000$50,000$0.00%
Total Operating Expenses & Transfers 10,986$50,000$13,469$50,000$50,000$0.00%
Increase (Decrease) in Working Capital,
modified accrual budgetary basis 21,019$(17,264)$20,274$(48,096)$(48,096)$
Measurement Focus Increase (Decrease)-$
Beginning Working Capital, accrual basis of
accounting 387,056$408,075$408,075$428,349$428,349$
Ending Working Capital, accrual basis of
accounting 408,075$390,811$428,349$380,253$380,253$
Investment
Earnings
100.00%
Unemployment Insurance Fund -
Sources Claims
100.00%
Unemployment Insurance Fund -
Uses
226
227
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 equipment and vehicle
replacements are then purchased out of this fund as scheduled and/or as conditions warrant. This fund is
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.
Specific rental charges are based upon the estimated replacement price of the individual items. 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. The list is submitted to the Budget
Office for funding recommendations and inclusion in the annual budget after it has been approved by the
director of each department.
3. 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 five years.
4. Each department will be charged an annual copier replacement fee based upon the number of authorized
copiers. Each year, the company contracted to maintain copiers evaluates each copier and determines which
copiers need to be replaced. The approved replacement list is then further evaluated by Budget and IT
representatives based on the availability of funds. New (additions to the inventory) copiers are funded through
the department’s operating budget.
5. 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’s at
approved locations are funded from the Equipment Replacement Fund and each department contributes to
their replacement and maintenance.
6. Virtual servers/storage devices allows the City to run the same application on multiple servers without
purchasing additional hardware. The IT department estimates the annual cost of replacement.
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.
In FY17, $1,026,504 is approved for new fleet purchases as follows: Police Department $30,000 to purchase a
vehicle for Criminal Investigations Division and $181,504 for the purchase of two patrol vehicles; Fire Department
$285,000 for ladder truck equipment (to be purchased out of Equipment Replacement Fund); Planning &
Development $67,000 for the purchase of two trucks; Public Works-Streets Maintenance $30,000 for milling
machine attachment for skid steer; Parks & Recreation $156,000 to purchase a truck, compact excavator, pull
spray rig, tractor, athletic field groomer, and Toro workman; Drainage Maintenance $135,000 dump truck; Electric
$80,000 vacuum trailer; Water $55,000 for SUV purchase and upgrade to vehicle #9410 replacement; and
Wastewater $7,000 to purchase a John Deere Gator.
A trade-in is anticipated on some vehicle purchases, and the trade-in value is used to offset the expected cost of
the vehicle. A list outlining the vehicles to be replaced is included on the pages that follow.
The FY17 Equipment Replacement ending working capital is expected to increase by 6.0% from the estimated
FY16 ending working capital due to anticipated contributions increases from the departments. The working capital
in the Equipment Replacement Fund fluctuates from year to year based on the vehicles that are up for
replacement. A five-year fund forecast is prepared to ensure that the Fund has sufficient working capital to
accommodate the scheduled replacements.
228
10/25/2016 13:51
10/25/2016 13:51 FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
REVENUES
Fleet Rentals 4,856,126$ 6,298,294$ 6,331,794$ 5,278,514$ 6,020,018$ -4.42%
Mobile Data Terminal Rentals 109,164 123,476 123,476 125,674 125,674 1.78%
Mobile Video Camera Systems 95,985 70,985 70,985 141,082 141,082 98.75%
Copier Rentals 64,421 55,659 55,659 55,023 55,023 -1.14%
Uninterruptible Power Supply Rentals 35,071 40,449 40,449 47,670 47,670 17.85%
Virtual Storage / Storage Devices 85,056 85,056 85,056 90,993 90,993 6.98%
Investment Income 30,583 20,600 39,782 39,000 39,000 89.32%
Transfers In - 1,300,000 - - - -100.00%
Other Non Operating Revenues 45,451 100,000 40,000 100,000 100,000 0.00%
Total Revenues 5,321,857$ 8,094,519$ 6,787,201$ 5,877,956$ 6,619,460$ -18.22%
EXPENDITURES
Fleet Purchase & Replacement 5,951,270$ 6,265,012$ 5,786,212$ 4,348,000$ 5,374,504$ -14.21%
Mobile Data Terminal Replacement 26,074 206,055 206,055 N/A
Electronic Storage - Transfer to GG CIP - - - 200,000 200,000 N/A
Uninterruptible Power Supply Replacement 98,817 61,076 61,000 64,760 64,760 6.03%
Virtual Storage Devices 195,196 - 64,000 64,000 -67.21%
Copier Replacement 11,700 80,213 80,000 67,760 67,760 -15.52%
Phone System Replacement - Phase One - - - - 50,000 N/A
Mobile Video Camera Systems 18,372 50,440 50,440 109,596 109,596 117.28%
Other 5,387 - - - - N/A
Contingency 40,000 - 40,000 40,000 0.00%
Total Expenditures 6,111,620$ 6,691,937$ 5,977,652$ 5,100,171$ 6,176,675$ -7.70%
Increase (Decrease) in Working Capital,
modified accrual budgetary basis (789,763)$ 1,402,582$ 809,549$ 777,785$ 442,785$
Measurement Focus Increase (Decrease)248,692$
Beginning Working Capital, accrual basis of
accounting 7,127,392$ 6,586,321$ 6,586,321$ 7,395,870$ 7,395,870$
Ending Working Capital, accrual basis of
accounting 6,586,321$ 7,988,903$ 7,395,870$ 8,173,655$ 7,838,655$
City of College Station
Equipment Replacement Fund
Fund Summary
leet
.94%
MDT
1.90%
MVC
2.13%
Copiers
0.83%
UPS/Virtual
2.09%
Invest. Inc.
0.59%
Other
1.52%
Equipment Replacement Fund - Sources
Fleet
87.01%
MDT
3.34%
Elect. Storage
3.24%UPS/Virtual
2.08%Copiers
1.10%
Phones
0.81%
MVC
1.77%
Contingency
0.65%
Equipment Replacement Fund - Uses
229
FY17 Approved Fleet Replacement Schedule
Department Ref #Year Description Replacement Cost
Police 4005 2004 Ford F250 35,000$
Police 4105 2013 Chev Tahoe PPV 60,000
Police 4106 2013 Chev Tahoe PPV 60,000
Police 4107 2013 Chev Tahoe PPV 60,000
Police 4108 2013 Chev Tahoe PPV 60,000
Police 4109 2013 Chev Tahoe PPV 60,000
Police 4110 2013 Chev Tahoe PPV 60,000
Police 4111 2013 Chev Tahoe PPV 60,000
Police 4112 2013 Chev Tahoe PPV 60,000
Police 4113 2013 Chev Tahoe PPV 60,000
Police 4114 2013 Chev Tahoe PPV 60,000
Police 4115 2013 Chev Tahoe PPV 60,000
Police 4225 2009 Ford Taurus 30,000
Police 41107 2012 Chev Tahoe PPV 60,000
Police 41108 2012 Chev Tahoe PPV 60,000
Police 41109 2012 Chev Tahoe PPV 60,000
905,000$
Fire 5208 2005 Ford F150 35,000$
Fire 5216 2002 Fire Safety Trailer 56,000
Fire 5221 2005 Ford F150 35,000
126,000$
Public Works/Facility Maintenance 1909 2005 Ford F250 35,000$
Public Works/Streets 3142 2007 DYNAPAC Drum Roller 160,000
Public Works/Traffic 3414 2008 FORD F150 30,000
Public Works/Traffic 3416 2010 FORD F250 35,000
260,000$
Parks & Rec/East District 8325 2008 Ford F350 55,000$
Parks & Rec/West District 8426 2012 Toro 60" Mower 17,000
Parks & Rec/Parks Oper. Admin.8432 2008 Ford F350 55,000
127,000$
Information Technology/Mail 1808 2006 Ford Escape 30,000$
Information Technology/Communications 1809 2007 Ford F150 30,000
Information Technology/Communications 1812 2009 Ford Ranger 30,000
Information Technology/Technology Svcs 2606 2006 Ford Escape 30,000
Information Technology/Technology Svcs 2609 2005 Ford F150 30,000
Information Technology/Technology Svcs 2610 2006 Ford E150 Van 30,000
180,000$
Human Resources 6406 2006 Ford Crown Victoria Sedan 30,000$
30,000$
General Fund Total 1,628,000$
Electric 9210 2007 Ford F750 Bucket Truck 220,000$
Electric 9237 2004 Digger Derrick 220,000
Electric 9255 2007 Chev 2500 Truck 35,000
Electric 9257 2006 Freightliner bucket Truck 230,000
Electric 9262 2004 Underground Puller 130,000
Electric 9268 2003 Volvo 90' Bucket Truck 340,000
Electric Fund Total 1,175,000$
Water 9410 2008 Ford F250 35,000$
Water 9434 2011 Chev Silv CC Hybrid 42,000
Water 9461 2008 Ford F350 55,000
Water 9495 2006 Ford F450 Service Truck 55,000
Water Fund Total 187,000$
Wastewater 9526 2007 Freightliner Dump Truck 120,000$
Wastewater Fund Total 120,000$
Sanitation/Residential 7136 2012 Side Loader 360,000$
Sanitation/Commercial 7218 2012 Front Loader 360,000
Sanitation/Commercial 7219 2012 Front Loader 360,000
SanitationTotal 1,080,000$
230
FY17 Approved Fleet Replacement Schedule
Department Ref #Year Description Replacement Cost
Drainage 3220 2004 Batwing Shredder 23,000$
Drainage 3228 2008 Ford F350 55,000
Drainage 3240 2007 Bobcat Skidsteer 80,000
Drainage Total 158,000$
Total Vehicle Replacement Costs (All Funds)4,348,000$
Police CID Vehicle 30,000$
Police Patrol SUV 90,752
Police Patrol SUV 90,752
Fire Ladder Truck equipment 285,000
Planning & Development - Civil Engineering Truck 35,000
Planning & Development - Develop. Svcs.Truck 32,000
Public Works - Streets Maintenance
2' Milling Machine Attachment for Skid
Steer 30,000
Parks & Recreation Truck 30,000
Parks & Recreation Bobcat Compact Excavator 30,000
Parks & Recreation Turf Tech Pull Spray Rig 15,000
Parks & Recreation/Hotel Tax Fund John Deere Tractor 46,000
Parks & Recreation/Hotel Tax Fund Athletic Field Groomer 20,000
Parks & Recreation/Hotel Tax Fund Toro Workman 15,000
Drainage Maintenance Dump Truck 135,000
Electric Hydro Excavation Vacumn Trailer 80,000
Water SUV 35,000
Water 9410 Service Truck upgrade 20,000
Wastewater John Deere Gator 7,000
Total New Fleet Purchases 1,026,504$
Total Vehicle Replacement Costs and New Fleet Purchases 5,374,504$
Legal Color 5000 16,852$
Community Services IR2535i 4,900
Finance XEROX 5855APT 9,979
Municipal Court IR ADVANCE 4051 8,600
Police Patrol IR 2535i 5,225
PARD - Community Center MP 3550SP/1,625
Electric - CSU Common IR3045 5,695
Parks - Adamson MP 3550SP/7,442
Pub Works - Fleet MP 3550SP/7,442
Total Copier Replacement Costs 67,760$
Various Phone System - Phase 1 50,000$
Various Mobile Data Terminals 206,055
Various Mobile Video Cameras 109,596
Various UPS Batteries 64,760
Various Virtual Server/Storage 64,000
Total Equipment Purchases 494,411$
FY17 Approved New Fleet Purchases
FY17 Approved Copier Replacement Schedule
FY17 Miscellaneous Equipment Purchases
231
232
Fleet Maintenance Fund
The Fleet Maintenance Fund is an Internal Service Fund which receives revenue based on expected
costs of departmental transportation and uses those funds to pay for maintaining the City’s fleet of
vehicles.
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) to arrive at Actual 2015 Working Capital. This 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 fleet
maintenance costs. Each department with assigned vehicles will be charged an annual maintenance fee
to cover inspections and maintenance. 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.
In FY17, total estimated revenues in the Fleet Maintenance Fund are forecasted to be $2,196,144.
Approved revenue includes $39,100 in SLAs related to fleet additions.
The approved FY17 Fleet Maintenance expenditures are $2,096,323. This includes a $9,700 SLA for
environmental and safety compliance upgrades.
The FY17 budgeted ending working capital is anticipated to increase 30.9% when compared to the FY16
estimated ending working capital due to a budgeted increase in fleet charges revenue in order to meet
the needs of the fund.
233
City of College Station
Fleet Maintenance Fund
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
REVENUES
Fleet Charges 2,091,341$ 2,133,608$ 2,133,608$ 2,156,744$ 2,195,844$ 2.92%
Interest Earnings 712 404 288 300 300 -25.74%
Other - - 405 - - N/A
Total Revenues 2,092,053$ 2,134,012$ 2,134,301$ 2,157,044$ 2,196,144$ 2.91%
EXPENDITURES
Parts 1,016,847$ 1,102,593$ 1,105,423$ 1,118,208$ 1,118,208$ 1.42%
Fleet Services 955,763 961,035 943,283 953,415 963,115 0.22%
Contingency - 4,274 - 15,000 15,000 250.96%
Other - - - - - N/A
Total Expenditures 1,972,610$ 2,067,902$ 2,048,706$ 2,086,623$ 2,096,323$ 1.37%
Increase (Decrease) in Working Capital,
Modified Accrual Basis of Accounting $ 119,443 $ 66,110 $ 85,595 $ 70,421 $ 99,821
Measurement Focus Increase (Decrease)(8,378)$
Beginning Working Capital, Accrual Basis
of Accounting $ 126,745 $ 237,810 $ 237,810 $ 323,405 $ 323,405
Ending Working Capital, Accrual Basis of
Accounting $ 237,810 $ 303,920 $ 323,405 $ 393,826 $ 423,226
Fleet Charges
99.99%
Interest
Earnings
0.01%
Fleet Maintenance Fund - Sources
Parts
53.36%
Fleet
Maintenance
45.94%
Contingency
0.70%
Fleet Maintenance Fund - Uses
234
City of College Station
Fleet Maintenance Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Parts 1,016,847$ 1,102,593$ 1,105,423$ 1,118,208$ 1,118,208$ 1.42%
Fleet Services 955,763 961,035 943,283 953,415 963,115 0.22%
TOTAL 1,972,610$ 2,063,628$ 2,048,706$ 2,071,623$ 2,081,323$ 0.86%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 933,090$ 932,078$ 961,477$ 992,247$ 992,247$ 6.46%
Supplies 913,793 1,001,299 965,131 988,849 998,549 -0.27%
Maintenance 19,169 21,400 19,754 33,316 33,316 55.68%
Purchased Services 76,737 76,160 69,653 20,211 20,211 -73.46%
General Capital 29,821 32,691 32,691 37,000 37,000 13.18%
TOTAL 1,972,610$ 2,063,628$ 2,048,706$ 2,071,623$ 2,081,323$ 0.86%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Parts 2.00 2.00 3.00 3.00 3.00 0.00%
Fleet Services 13.00 13.00 13.00 13.00 13.00 0.00%
TOTAL 15.00 15.00 16.00 16.00 16.00 0.00%
Service Level Adjustments One-Time Recurring Total
9,700$ -$ 9,700$
Fleet SLA Total 9,700$ -$ 9,700$
Environmental & Safety Compliance Upgrades
235
236
Utility Customer Service Fund
The Utility Customer Service Fund is an Internal Service Fund used to account for expenses associated with
reading electric and water meters within the city limits of College Station; completing connect and disconnect work
requests; and providing customer service activities including billing and collections for Electric, Water,
Wastewater, Sanitation, and Drainage utilities. While the billing functions and connects/disconnects are
conducted by City employees, the meter reading functions were outsourced starting April 1, 2016.
For financial statement reporting, Internal Service Funds are reported using the economic resources
measurement focus and the accrual basis of accounting.
The measurement focus adjustment to arrive at Actual 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. 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).
Revenues in the Utility Customer Service Fund are received as service charges from the various enterprise funds
and the Drainage Fund. Revenues of $2,647,139 are approved for FY17.
FY17 approved expenditures are $2,759,995. Two SLAs are included in the approved budget. The first SLA will
fund year 3 of 3 of the Enterprise Resource Planning (ERP) Process Documentation, which will provide contract
services to assist with documenting new processes as part of the system implementation that is scheduled to take
place in FY17. This will be a one-time expenditure of $85,904. The second SLA, in the amount of $40,293, is for
the addition of one full-time Customer Service Representative for Billing Services. This position will help ensure
that a high level of customer service is maintained, as well as decrease delays in billings caused by the current
shortage of manpower in that department.
.
237
Fund Summary
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
BEGINNING WORKING CAPITAL 284,274$434,591$434,591$250,415$250,415$
REVENUES & SERVICE CHARGES
Service Charges 2,184,188$2,176,425$2,176,425$2,534,530$2,534,530$16.45%
Other Operating Revenues 167,495 154,856 111,894 110,949 110,949 -28.35%
Investment Income 1,432 693 1,581 1,660 1,660 139.54%
Non Operating -----N/A
Total Revenues 2,353,115$2,331,974$2,289,900$2,647,139$2,647,139$13.51%
Total Funds Available 2,637,389$2,766,565$2,724,491$2,897,554$2,897,554$4.73%
EXPENDITURES
Collections*1,562,287$1,734,668$1,712,501$1,772,709$1,898,906$9.47%
Meter Service*641,741 791,667 761,575 831,089 831,089 4.98%
Contingency -7,352 -30,000 30,000 308.05%
Other -----N/A
Total Expenditures 2,204,028$2,533,687$2,474,076$2,633,798$2,759,995$8.93%
Increase/Decrease in Working Capital 149,087$(201,713)$(184,176)$13,341$(112,856)$
Measurement Focus Increase (Decrease)1,230$
ENDING WORKING CAPITAL 434,591$232,878$250,415$230,524$137,559$
* Collections and Meter Service make up the Operations & Maintenance portion of the Utility Customer Service Budget.
Utility Customer Service Fund
City of College Station
Service
Charges
95.75%
Other
Operating
Revenues
4.19%
Investment
Income
0.06%
Utility Customer Service Fund -Sources
Collections*
68.80%
Meter Service*
30.11%Contingency
1.09%
Utility Customer Service Fund -Uses
238
City of College Station
Utility Customer Service Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Billing/Collections 1,562,287$ 1,734,668$ 1,712,501$ 1,772,709$ 1,898,906$ 9.47%
Meter Services 641,741 791,667 761,575 831,089 831,089 4.98%
TOTAL 2,204,028$ 2,526,335$ 2,474,076$ 2,603,798$ 2,729,995$ 8.06%
EXPENDITURE BY CLASSIFICATION
FY16 FY16 FY17 FY17 % Change in
FY15 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY16 to FY17
Salaries & Benefits 1,319,915$ 1,404,034$ 1,237,549$ 1,180,848$ 1,221,141$ -13.03%
Supplies 41,473 58,510 40,910 44,983 44,983 -23.12%
Maintenance 22,493 58,803 64,812 12,911 12,911 -78.04%
Purchased Services 820,147 1,004,988 1,130,805 1,365,056 1,450,960 44.38%
Capital Outlay - - - - - N/A
TOTAL 2,204,028$ 2,526,335$ 2,474,076$ 2,603,798$ 2,729,995$ 8.06%
PERSONNEL
FY16 FY17 FY17 % Change in
FY14 FY15 Revised Approved Approved Budget from
Actual Actual Budget Base Budget Budget FY16 to FY17
Billing/Collections 17.00 17.00 18.00 18.00 19.00 5.56%
Meter Services 11.00 12.00 4.00 4.00 4.00 0.00%
TOTAL 28.00 29.00 22.00 22.00 23.00 4.55%
Service Level Adjustments One-Time Recurring Total
Contract Labor - ERP Implementation 85,904$ -$ 85,904$
Addition of Customer Service Rep for Billing - 40,293 40,293
Utility Customer Service SLA Totals 85,904$ 40,293$ 126,197$
239
ORDINANCE NO. 2016-3809
AN ORDINANCE ADOPTING A BUDGET FOR THE 2016-17 FISCAL YEAR AND
AUTHORIZING EXPENDITURES AS THEREIN PROVIDED.
WHEREAS, a proposed budget for the fiscal year October 1, 2016, to September 30, 2017, was
prepared and presented to the City Council and a public hearing held thereon as prescribed by law
and the Charter of the City of College Station, Texas, notice of said hearing having first been duly
given; and
WHEREAS, the City Council has reviewed and amended the proposed budget and changes as
approved by the City Council have been identified and their effect included in the budget; now
therefore,
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE STATION,
TEXAS:
PART 1: That the proposed budget as amended by the City Council of the City of College
Station, which is made a part hereof to the same extent as if set forth at length herein,
is hereby adopted and approved, a copy of which is on file in the Office of the City
Secretary in College Station, Texas.
PART 2: That authorization is hereby granted for the expenditure of the same under the
respective items contained in said budget with the approved fiscal and budgetary policy
statements of the City.
PART 3: That the City Manager and his authorized and designated employees, at his discretion,
be, and are hereby authorized to approve and execute contracts and documents
authorizing the payment of funds and to expend public funds for expenditures that are
100,000 or less; to approve and execute change orders authorizing the expenditure of
funds pursuant to the TEXAS LOCAL GOVERNMENT CODE or as provided in the original
contract document. The intent of this section is to provide the ability to conduct daily
affairs of the City which involve numerous decisions of a routine nature.
PART 4: That the City Manager and his authorized and designated employees, at his discretion,
be, and are hereby, authorized to provide for transfers of any unexpended or
unencumbered appropriation balance within each of the various departments in the
General Fund and within any other fund of the City and to authorize transfers of
Contingent Appropriations within a fund up to an amount equal to expenditures that
are $100,000 or less.
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,SUBCHAPTERS(D)AND
F) of the TEXAS LOCAL GOVERNMENT CODE in this budget and authorizes the City
Manager and his authorized and designated employees, at his discretion, to approve
and execute contracts and documents authorizing the payment of funds, and to expend
A-1 Budget Ordinances
ORDINANCE NO.2016-3809 Page 2 of 5
public funds that have been expressly designated, approved, and appropriated in this
budget for new and replacement equipment as set out in the 2016-17 Fiscal Year
Equipment Replacement Fund, and technology related hardware and software as set
out in Attachment"A"to this Ordinance.
PART 6: That the City Manager and his authorized and designated employees, at his discretion,
be, and are hereby authorized to approve and execute all contracts and documents
authorizing the payment of funds and to expend public funds for expenditures related
to the Enterprise Resource Planning (ERP) System; to approve and execute change
orders authorizing the expenditure of funds pursuant to the TEXAS LOCAL
GOVERNMENT CODE or as provided in the original contract documents. Expenditures
must be appropriated from available funds. The intent of this section is to provide the
ability to conduct daily affairs of the City which involve numerous decisions of a
routine nature.
PART 7: That this ordinance shall become effective immediately after passage and approval.
PASSED AND APPROVED THIS 22nd DAY OF SEPTEMBER, 2016.
APPROVED:
Mayor
ATTEST:
City..ecretary
APPROVED:
r
Cir.AI &Lai.! fritAi
City Attorney
A-2 Budget Ordinances
ORDINANCE NO. 2016-3809 Page 3 of 5
ATTACHMENT A
Potential Technology Purchases made through a variety of Cooperative Purchasing Interlocal
agreements as provided by Chapter 271, Subcapters (D) and (F) of the Texas Local Government Code.
Estimated Avg. Projected
ITEM Quantity Unit Cost Total
Scheduled Replacement/Repair/Additions
Replacement PCs(Desktops and Workstations) 150 1,000 150,000
Replacement Monitors 50 145 7,250
Replacement Printers 15 950 14,250
Replacement Laptops 45 950 42,750
Replacement Copiers 75,000
Replacement Scanners 13,000
Printer replacement Parts 3,000
PC Replacement Parts (Video Cards, Hard Drive&Memory) 5,000
Replace virtual servers (includes 5 Hosts) 80,000 80,000
Replace single server 3 7,000 21,000
Server replacement parts 10,000
Server OS replacement/upgrade 7,000
New Storage(Upgrade Project) 683,000
SQL Std 4,000 4,000
Replacement UPS battery/units 25,000
Estimated Additional Desktop Software 35,000
Includes but not limited to New &
Upgrade versions of Adobe Acrobat,
PageMaker, Photoshop Illustrator,
Premier, Audition, Microsoft Publisher,
Windows 7/ 8, Frontpage, Project, Visio,
Vstudio.net, AutoCAD, Crystal, Corel
Computer Network Maint and Equipment Replacement 30,000
Motorola Radio Repair/Replacement 37,000
Telephone Repair/Replacement 100,000
Fiber ring expansion 225,000
Website Redesign 115,450
Subtotal- Scheduled Replacement 1,682,700
Service Level Adjustments
Open Data Project Services 65,000
Server Access Management 41,000
A-3 Budget Ordinances
ORDINANCE NO. 2016-3809 Page 4 of 5
ATTACHMENT A
Potential Technology Purchases made through a variety of Cooperative Purchasing Interlocal
agreements as provided by Chapter 271, Subcapters (D) and (F) of the Texas Local Government Code.
Estimated Avg. Projected
ITEM Quantity Unit Cost Total
Radio Replacement for Public Safety 1,385,000
Handheld citation writers for Northgate and Code Enforcement 37,500
E-citation Ticket Writers 18,900
PW Fuel Software Replacement 200,000
CEOC A/V Upgrade 27,500
Communication Infrastructure Improvements 30,000
Fiber to Lift Stations 64,000
PLC Processor Upgrade(10 processors in Water Production) 58,000
PLC Processor Upgrade(12 processors in Waste Water) 70,000
Specific Energy Pump Optimization Software Program 52,600
Backup Solution and VMWare Upgrade 42,100
CCWWTP Security Cameras 43,600
Subtotal- Service Level Adjustments 2,135,200
Unscheduled Replacements/Additions
Estimated Additional PC setups 30 1,000 30,000
not identified specifically in budget
includesbut not limited to: Monitor, network card,
extended warranty, added memory
Estimated Standard Desktop Software 20,000
not identified specifically in budget
Includes but not limited to: Microsoft
Office , Trend, Microsoft Windows
client access license,Novell ZenWorks
Estimated Additional Desktop Software 20,000
Includes but not limited to New&Upgrade versions of
Adobe Acrobat, PageMaker, Photoshop
Illustrator, Premier, Audition
Microsoft Publisher, Windows 7
Frontpage, Project,Visio,Vstudio.net
AutoCAD, ESRI ArcGIS, Crystal
Corel Draw, Cognos
Estimated Additional Printers/Plotters 15,000
Estimated Memory upgrades 2,000
includes: desktop pcs, printers
laptops
Estimated PC misc parts 8,000
includes: CD Burners, harddrives
modems, network cards,DVD Burner
A-4 Budget Ordinances
ORDINANCE NO. 2016-3809 Page 5 of 5
ATTACHMENT A
Potential Technology Purchases made through a variety of Cooperative Purchasing Interlocal
agreements as provided by Chapter 271, Subcapters (D) and (F) of the Texas Local Government Code.
Estimated Avg. Projected
ITEM Quantity Unit Cost Total
mice,network cables
Estimated Monitor upgrades 5,000
includes: Flat Panel and larger
than 24" monitor
Estimated Additional Scanners 20 800 16,000
Estimated Additional Moblie Devices/Toughbook,laptops, tablets 65 1,500 97,500
Estimated Network Upgrades 20,000
Estimated Motorola Radio Repair/Replacement 15,000
Sub-Total Unscheduled Replacement/Additions 248,500
Phone System Maintenance
Cisco SmartNet Maintenance 50,000
Subtotal-Phone System Maintenance 50,000
Network Software on Master License Agreement(MLA)
Microsoft Enterprise Agreement 60,000
CAD/RMS Project Software 100,000
CommVault 80,000
VMWARE support through VMWare 24 874 20,976
Vcenter Support 4 1,499 5,996
ZenWorks Configuration Management- 904 nodes 11,000
ZenWorks Asset Management-904 nodes 4,700
ZenWorks Patch Management- 904 nodes 8,000
Subtotal-Network Software on MLA 290,672
PC Hardware and Software Maintenance
HP Printer/Plotter Maintenance 8,000
AutoCAD 7,000
Barracuda Spam/Spyware 5,500
Siemens Access Control System 28,000
Subtotal-PC Software Maintenance 48,500
IBM Hardware and Software Maintenance
Hardware Maintenance(2 power 7's) 15,000
Power 7 Software Subscription and Support 2 7,700
Subtotal-IBM Hardware and Software Maintenance 22,700
Grand Total 4,478,272
A-5 Budget Ordinances
ORDINANCE NO. 2016-3810
AN ORDINANCE LEVYING THE AD VALOREM TAXES FOR THE USE AND
SUPPORT OF THE MUNICIPAL GOVERNMENT OF THE CITY OF COLLEGE
STATION, TEXAS, AND PROVIDING FOR THE GENERAL DEBT SERVICE FUND
FOR THE YEAR 2016-17 AND APPORTIONING EACH LEVY FOR THE SPECIFIC
PURPOSES.
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE STATION,
TEXAS:
SECTION 1. That there is hereby levied and there shall be collected for the use and support of
the municipal government of the City of College Station, Texas, and to provide General Debt
Service for the 2016-17 fiscal year upon all property, real, personal and mixed within the
corporate limits of said city subject to taxation, a tax of forty-seven and twenty-five hundredths
cents ($0.472500) 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-seven and seventy-one hundredths and
sixty-one thousandths cents ($0.277161) on each one hundred
dollar($100.00) valuation of property; and
2. For the general obligation debt service (Debt Service Fund),
nineteen and fifty-three hundredths and thirty-nine thousandths
cents ($0.195339) 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 III. THIS TAX RATE WILL RAISE MORE TAXES FOR
MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE.
THE TAX RATE WILL EFFECTIVELY BE RAISED BY 11.63 PERCENT
AND WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON
A $100,000 HOME BY APPROXIMATELY $17.71.
A-6 Budget Ordinances
ORDINANCE NO.2016-3810 Page 2 of 2
SECTION IV. That this ordinance shall take effect and be in force from and after its passage.
PASSED AND APPROVED THIS 22"d DAY OF SEPTEMBER 2016.
ATTEST: APPROVED:
1(
City Secretary Mayo
APPROVED:
Cada 41 614Vitra)
City Attorney
A-7 Budget Ordinances
FY17 APPROVED SERVICE LEVEL ADJUSTMENTS (SLAs) LISTING
B-1 Service Level Adjustments
Fund Dept Description
One-Time
Cost
Recurring
Cost Revenue Net Total
Increase
FTE Vehicle
GENERAL FUND
Police Five Patrol Officers & Two Fleet Patrol Vehicles 281,706 427,534 - 709,240 5.00 2.00
Police CID Police Assistant 36,060 59,872 - 95,932 1.00 1.00
Police Digital Evidence Technician 4,530 52,487 - 57,017 1.00 -
Police Department Maintenance Items - 51,178 - 51,178 - -
Police Tactical Budget - 20,000 - 20,000 - -
TOTAL POLICE 322,296 611,071 - 933,367 7.00 3.00
Fire CEOC Technology Replacement 27,500 .- 27,500 - -
Fire Ladder Staffing - Fire Station 6 - Phase 3 of 3 197,602 503,948 - 701,550 5.00 -
Fire Ladder Equip - Station 6 - 3,600 - 3,600 - -
Fire Firefighting Foam & Med Supplies - 32,200 - 32,200 - -
TOTAL FIRE 225,102 539,748 - 764,850 5.00 -
Public Works Pavement Management Assessment 200,000 - 200,000 - -
Public Works Traffic Signs & Markings Maintenance Plan Implementation - 50,000 - 50,000 - -
Public Works Facility Maintenance Funds - Corrective Increase 352,240 - 352,240 - -
Public Works Tree Maintenance Program - 20,000 - 20,000 - -
Public Works Warrant/Intersection Safety Studies 50,000 - 50,000 - -
Public Works Transportation Improvement Studies 50,000 - 50,000 - -
Public Works 2 ft Milling Machine Attachment for Skid Steer 30,000 5,500 - 35,500 - -
Public Works Texas Avenue Planterbox Replacement - 20,000 - 20,000 - -
TOTAL PUBLIC WORKS 582,240 195,500 - 777,740 - -
PARD CAPRA Reaccreditation 10,000 - - 10,000 - -
PARD Veterans Park Build Out O&M Increase - 10,000 - 10,000 - -
PARD Operations Groundworkers Staffing Increase - 132,648 - 132,648 3.00 -
PARD Bobcat E20ZTS Compact Excavator 30,000 - - 30,000 - -
PARD 1/2 Ton Pickup Truck and Mobile Radio 33,800 1,300 - 35,100 - 1.00
PARD Turf Tech Pull 300 Spray Rig 15,000 - - 15,000 - -
PARD - Library Library Books Purchase Increase proposed by City of College Station - 20,000 - 20,000 - -
PARD - Library Library O&M Increase - 41,601 - 41,601 - -
PARD - Library Library Books Purchase Increase proposed by City of Bryan - 20,659 - 20,659 - -
PARD - HOT Funded John Deere 5053 Tractor 23,000 - - 23,000 - -
PARD - HOT Funded Toro Sand Pro Athletic Field Groomer 15,000 - - 15,000 - -
PARD - HOT Funded Toro Workman 7,500 - - 7,500 - -
PARD - HOT Funded Veterans Park American Pavillion Fans 22,000 - - 22,000 - -
PARD - HOT Funded Tournament/Event Equipment Needs 40,000 - - 40,000 - -
PARD - HOT Funded Regional & National Level Event Bid Fulfillments 50,000 - - 50,000 - -
PARD - HOT Funded City-Wide Special Event Prep & Travel 15,000 - - 15,000 - -
TOTAL PARD 261,300 226,208 - 487,508 3.00 1.00
P&DS Graduate Engineer I or II/Engineer I or II (Based on Qualifications)7,285 109,719 - 117,004 1.00 -
P&DS Combination Building Inspector 35,895 65,184 - 101,079 1.00 1.00
P&DS One Engineering Construction Inspector 38,085 78,083 - 116,168 1.00 1.00
P&DS Neighborhood Plan Implementation 50,000 - 50,000 - -
TOTAL P&DS 131,265 252,986 - 384,251 3.00 2.00
IT Server Access Mgmt 35,200 5,050 - 40,250 - -
IT Security Awareness Training - 8,750 - 8,750 - -
TOTAL IT 35,200 13,800 - 49,000 - -
Fiscal HR/Payroll ERP Implementation Parallel Testing/Documentation Temp 68,723 - - 68,723 - -
Fiscal Payroll Clerk 4,340 46,619 - 50,959 1.00 -
TOTAL FISCAL 73,063 46,619 - 119,682 1.00 -
General Govt - City Manager ADA Training and Improvements 171,590 5,690 - 177,280 - -
General Govt - City Secretary Municode Legal Review 6,000 - - 6,000 - -
General Govt - Legal Municode Legal Review & Recodification 9,000 - - 9,000 - -
General Govt - Legal Assistant City Attorney 150 98,471 - 98,621 1.00 -
General Govt - HR Temporary Staffing (ICE Project)100,556 - - 100,556 - -
General Govt - HR Safety Program Resources - 5,000 - 5,000 - -
General Govt - HR Recruiting Sourcing Resources 10,000 - - 10,000 - -
TOTAL GG 297,296 109,161 - 406,457 1.00 -
Hotel Tax - PARD Tournament/Event Equipment Needs (40,000) - - (40,000) - -
Hotel Tax - PARD Regional & National Level Event Bid Fulfillments (50,000) - - (50,000) - -
Hotel Tax - PARD City-Wide Special Event Prep & Travel (15,000) - - (15,000) - -
Hotel Tax - PARD Veterans Park American Pavillion Fans (11,000) - - (11,000) - -
TOTAL TRANSFERS (116,000) - - (116,000) - -
TOTAL GENERAL FUND 1,811,762 1,995,093 - 3,806,855 20.00 6.00
WATER FUND
Water PLC Processor Upgrade 58,000 - - 58,000 - -
Water Mobile 6" Potable Water Pump 32,000 1,700 - 33,700 - -
Water Environmental Technician Position 2,200 47,956 - 50,156 1.00 -
Water Environmental Technician Vehicle 35,000 6,875 - 41,875 - 1.00
Water Expansion of W/WW Specs 50,000 - - 50,000 - -
Water Service Truck Upgrade 20,000 - - 20,000 - 1.00
Water Corrosion Control Program Phase II 225,000 - - 225,000 - -
Water Chlorine Disinfection Booster System/Reclaimed Water 40,000 6,500 - 46,500 - -
Water Irrigation Clock Replacement (Part of Water Conservation Program)107,944 - - 107,944 - -
Water Fire Flow Test Fee - (10,000) (10,000) - -
TOTAL WATER FUND 570,144 63,031 (10,000) 623,175 1.00 2.00
FY17 APPROVED SERVICE LEVEL ADJUSTMENTS (SLAs) LISTING
B-2 Service Level Adjustments
Fund Dept Description
One-Time
Cost
Recurring
Cost Revenue Net Total
Increase
FTE Vehicle
ELECTRIC FUND
Electric Two (2) Electric Linemen 17,000 156,308 - 173,308 2.00 -
Electric Hydro Excavation Vacuum Trailer 80,000 2,500 - 82,500 - 1.00
Electric SCADA Cyber Vulnerability Assessment - 30,000 - 30,000 - -
Electric Dog Bite Safety Training 10,000 - - 10,000 - -
Electric Learning Thermostat Rebate Program - 25,000 - 25,000 - -
TOTAL ELECTRIC FUND 107,000 213,808 - 320,808 2.00 1.00
WASTEWATER FUND
Wastewater PLC Processor Upgrade 70,000 - - 70,000 - -
Wastewater Automated Backup Solution & VMWare Upgrade 41,200 900 - 42,100 - -
Wastewater Engineer in Training Position 15,017 85,744 - 100,761 1.00 -
Wastewater Replace 4-wheeler with Gator 7,000 900 - 7,900 - -
Wastewater Carters Creek Additional Security Cameras 43,000 600 - 43,600 - -
Wastewater Expansion of W/WW Specs 50,000 - - 50,000 - -
TOTAL WASTEWATER FUND 226,217 88,144 - 314,361 1.00 -
ROADWAY MAINTENANCE FUND
Roadway Maintenance Fund Pavement Repair Funds (Street)- 2,585,000 - 2,585,000 - -
TOTAL ROADWAY MAINTENANCE FUND - 2,585,000 - 2,585,000 - -
NORTHGATE PARKING FUND
Northgate Parking Replace Hand Held Citation Writers 35,000 2,500 - 37,500 - -
Northgate Parking ADA Compliance 16,057 - - 16,057 - -
TOTAL NORTHGATE PARKING FUND 51,057 2,500 - 53,557 - -
ECONOMIC DEVELOPMENT FUND
Economic Development Retail Recruitment Strategy 33,500 - - 33,500 - -
Economic Development Enhanced Target Industries Strategy 50,000 - - 50,000 - -
TOTAL NORTHGATE PARKING FUND 83,500 - - 83,500 - -
HOTEL TAX FUND
Hotel Tax Wrapped City Car 40,000 - - 40,000 - -
Hotel Tax Convention & Visitor's Bureau Operating & Maintenance 119,136 - - 119,136 - -
Hotel Tax Convention & Visitor's Bureau New Facility 275,625 - - 275,625 - -
Hotel Tax Arts Council New Facility 26,000 - - 26,000 - -
Hotel Tax Convention & Visitor's Bureau Grants 50,000 - - 50,000 - -
Hotel Tax - PARD John Deere 5053 Tractor 23,000 - - 23,000 - -
Hotel Tax - PARD Toro Sand Pro Athletic Field Groomer 5,000 - - 5,000 - -
Hotel Tax - PARD Toro Workman 7,500 - - 7,500 - -
Hotel Tax - PARD Tournament/Event Equipment Needs 40,000 - - 40,000 - -
Hotel Tax - PARD Regional & National Level Event Bid Fulfillments 50,000 - - 50,000 -
Hotel Tax - PARD City-Wide Special Event Prep & Travel 15,000 - - 15,000 - -
Hotel Tax - PARD Veterans Park American Pavillion Fans 11,000 - - 11,000 - -
TOTAL HOTEL TAX FUND 662,261 - - 662,261 - -
CEMETERY FUND
Cemetery Cemetery Golf Cart 12,000 - - 12,000 - -
Cemetery Engineering/Construction-Jewish Faith Section (AFOH)100,250 - - 100,250 - -
Cemetery Micro Rain Sprinkler (Cemetery)7,500 - - 7,500 - -
Cemetery Wayfinding signage 15,000 - - 15,000 - -
TOTAL CEMETERY FUND 134,750 - - 134,750 - -
DRAINAGE FUND
Drainage Fund Drainage Maintenance Repair Funds 200,000 - - 200,000 - -
Drainage Fund Drainage Dump Truck and Equipment Operator 138,000 71,129 - 209,129 1.00 1.00
TOTAL DRAINAGE FUND 338,000 71,129 - 409,129 1.00 1.00
UTILITY CUSTOMER SERVICE FUND
Fiscal - Billing Services ERP Implementation Temps 85,904 - 85,904 - -
Fiscal - Billing Services Customer Service Representative - 40,293 - 40,293 1.00 -
TOTAL UTILITY CUSTOMER SERVICE FUND 85,904 40,293 - 126,197 1.00 -
FLEET MAINTENANCE FUND
Fleet Maintenance Environmental & Safety Compliance Upgrades 9,700 - - 9,700 - -
TOTAL FLEET MAINTENANCE FUND 9,700 - - 9,700 - -
EQUIPMENT REPLACEMENT FUND
Equipment Replacement Fund Cisco 7962 Phone Replacements (Phase One)50,000 - - 50,000 - -
Equipment Replacement Fund Ladder Equip - Station 6 285,000 - - 285,000 - -
TOTAL EQUIPMENT REPLACEMENT FUND 335,000 - - 335,000 - -
GENERAL GOVERNMENT CIP
General Government CIP SCBA Equipment Replacement (Fire Department)1,250,000 - - 1,250,000 - -
General Government CIP Portable Radio Replacement (Fire Department)565,000 - - 565,000 - -
General Government CIP Portable Radio Replacement (Police Department)820,000 - - 820,000 - -
General Government CIP Fuel System Software Replacement 200,000 - - 200,000 - -
TOTAL GENERAL GOVERNMENT CIP 2,835,000 - - 2,835,000 - -
STREETS CIP
Streets CIP Texas Avenue Planterbox Replacement (Public Works)400,000 - - 400,000 - -
TOTAL STREETS CIP 400,000 - - 400,000 - -
FY17 APPROVED SERVICE LEVEL ADJUSTMENTS (SLAs) LISTING
B-3 Service Level Adjustments
Fund Dept Description
One-Time
Cost
Recurring
Cost Revenue Net Total
Increase
FTE Vehicle
PARKS CIP
Parks CIP Frog Slide Replacement 65,000 - - 65,000 - -
Parks CIP LRC Fitness Equipment 40,000 - - 40,000 - -
Parks CIP Hallaran Pool Leak Repair 77,000 - - 77,000 - -
Parks CIP Thomas Pool Leak Repair 72,000 - - 72,000 - -
Parks CIP Aquatic Repairs 75,000 - - 75,000 - -
Parks CIP Central Park - Fabric for Shade Covers 45,000 - - 45,000 - -
Parks CIP Central Park - Sidewalk Reconstruction 40,000 - - 40,000 - -
Parks CIP Brothers Park - New Play Unit, Swing & Surfacing 110,000 - - 110,000 - -
Parks CIP Edelweiss Park - Swing Resurfacing 27,000 - - 27,000 - -
Parks CIP Fitch Park - Basketball Court Resurfacing 5,000 - - 5,000 - -
Parks CIP Lemontree Park - Parking Lot Rebuild 118,000 - - 118,000 - -
Parks CIP Lemontree Park - Playground and Resurfacing 60,000 - - 60,000 - -
Parks CIP Oaks Park - Sidewalk Reconstruction 112,000 - - 112,000 - -
Parks CIP Pebble Creek - Park Light Upgrades 25,000 - - 25,000 - -
Parks CIP Raintree Park - Sidewalk Reconstruction 125,000 - - 125,000 - -
Parks CIP Thomas Park - Tennis Court Fencing Upgrades 12,500 - - 12,500 - -
Parks CIP Thomas Park - Tennis Court Lighting Upgrade 12,000 - - 12,000 - -
TOTAL PARKS CIP 1,020,500 - - 1,020,500 - -
TOTAL ALL FUNDS 8,670,795 5,058,998 (10,000) 13,719,793 26.00 10.00
FY17 SERVICE LEVEL ADJUSTMENTS (SLAs) NOT RECOMMENDED LISTING
B-4 Service Level Adjustments
Fund Dept Description
One-Time
Cost
Recurring
Cost Revenue Net Total
Increase
FTE Vehicle
GENERAL FUND
Police CID Police Assistant 6,060 55,646 - 61,706 1.00 -
Police Special Investigation Unit Investigator 32,609 96,848 - 129,457 1.00 1.00
Police Public Communications Specialist 7,590 78,060 - 85,650 1.00 -
Police Inventory Control Specialist 4,740 55,845 - 60,585 1.00 -
Police Department Maintenance Items - 5,000 - 5,000 - -
Police Tactical Budget - 17,364 - 17,364 - -
TOTAL POLICE 50,999 308,763 - 359,762 4.00 1.00
Fire FTO Assignment Pay - 88,631 - 88,631 - -
Fire CSFD Safety EMS Caption (Ph 3 of 3)48,517 110,617 - 159,134 1.00 -
Fire Retain Engine 51-53, Update Equipment and New Ambulance 535,226 30,000 - 565,226 - 1.00
Fire Deputy Fire Marshall 95,322 104,108 - 199,430 1.00 1.00
Fire CSFD Accreditation Mgr-Internal Affairs Battalion Chief 91,926 141,588 - 233,514 1.00 1.00
Fire Knox Box Replacement 20,864 - - 20,864 - -
Fire Paramedic & Firefighter Training 313,383 20,000 - 333,383 - -
TOTAL FIRE 1,105,238 494,944 - 1,600,182 3.00 3.00
Public Works Signs & Markings Mgmt Assessment (w/streets)54,150 - 54,150 - -
Public Works GIS Analyst 8,475 73,353 - 81,828 1.00 -
Public Works Public Works Needs Assessment 50,000 - 50,000 - -
Public Works Traffic Signs & Markings Maintenance Plan Implementation - 50,000 - 50,000 - -
Public Works Facility Maintenance Funds - Corrective Increase 202,549 - 202,549 - -
Public Works Landscape Maintenance Increase 100,000 - 100,000 - -
Public Works Tree Maintenance Program 91,500 - 91,500 - -
Public Works Large Tree Trimming (ROW) Outsourcing 100,000 - 100,000 - -
Public Works Additional Training for Project Managers and Land Agents 6,750 - 6,750 - -
Public Works TEEX Safety Program and Site Inspections 24,710 - 24,710 - -
Public Works Street Name Sign Tech 38,500 74,857 (56,250) 57,107 1.00 1.00
Public Works Facility Maintenance - Scissor Lift 25,632 1,709 - 27,341 - -
Public Works Preventative Maintenance Funds 87,500 - 87,500 - -
Public Works Streets Division Water Truck 170,000 19,500 - 189,500 - 1.00
Public Works Irrigation Clock Replacement (Part of Water Conservation Progra - 4,330 - 4,330 - -
Public Works ADA Facility Corrective Maintenance 65,932 - 65,932 - -
Public Works Two Additional Game Day Message Control Boards - 3,200 - 3,200 - -
TOTAL PUBLIC WORKS 615,238 637,409 (56,250) 1,196,397 2.00 2.00
PARD Toro Pro Sweep for Athletic Fields 15,000 - - 15,000 - -
PARD Athletic Field Roller 12,000 - - 12,000 - -
PARD Turfco Meter-Matic Top Dresser 15,000 - - 15,000 - -
PARD Veterans Park Fan Replacement-Softball Pentagon 32,000 - - 32,000 - -
PARD Bobcat Skidsteer attachments 10,000 - - 10,000 - -
PARD Redexim Verti-quake Sandmaster 60,000 - - 60,000 - -
PARD Court Resurfacing and Shade Structure 60,000 - - 60,000 - -
PARD Engineering Services-Central Pavillion (ADA)40,000 - - 40,000 - -
PARD Engineering Services-Central & Bachman Lots (ADA)80,000 - - 80,000 - -
PARD Butterfly Seed 5,000 - - 5,000 - -
TOTAL PARD 329,000 - - 329,000 - -
P&DS Funding for Annexation via the Exempt Process 25,000 - 25,000 - -
P&DS Ten Year Update of City Comprehensive Plan 250,000 - 250,000 - -
P&DS One Engineering Construction Inspector 38,085 78,083 - 116,168 1.00 1.00
P&DS Annexation via Three Year Process 50,500 - 50,500 - -
P&DS Travel & Training Increase for Building Division 4,000 - 4,000 - -
TOTAL P&DS 367,585 78,083 - 445,668 1.00 1.00
IT Cisco 7962 Phone Replacements 127,181 - - 127,181 - -
IT IT Equipment Replacement Policy Change - 101,146 - 101,146 - -
TOTAL IT 127,181 101,146 - 228,327 - -
General Govt - City Manager Part-Time Intern - 11,206 - 11,206 0.50 -
General Govt - City Secretary Legacy Media Conversions 2,500 - - 2,500 - -
General Govt - City Secretary Shredding Services - 2,400 - 2,400 - -
General Govt - City Secretary Misc. Maintenance Items 2,675 705 - 3,380 - -
General Govt - Mayor/Council Misc. Maintenance Items - 2,000 - 2,000 - -
General Govt - Internal Auditor Office Personnel Restructure Strategy - 16,699 - 16,699 0.50 -
General Govt - HR Learning Development Funding Position 6,000 93,165 - 99,165 1.00 -
TOTAL GG 11,175 126,175 - 137,350 2.00 -
TOTAL GENERAL FUND 2,606,416 1,746,520 (56,250) 4,296,686 12.00 7.00
WATER FUND
Water SUV for Engineering & Management Staff 38,000 6,900 - 44,900 - 1.00
Water Environmental Services Vehicle 35,000 6,875 - 41,875 - 1.00
Water Service Truck Upgrade 120,000 12,000 - 132,000 - 1.00
Water Specific Energy Pump Optimization Program 46,000 6,600 - 52,600 - -
TOTAL WATER FUND 239,000 32,375 - 271,375 - 3.00
ELECTRIC FUND
Electric Electric Business Services Manager 5,000 97,994 - 102,994 1.00 -
Electric Vehicle for Electric Engineers 32,500 8,800 - 41,300 - 1.00
TOTAL ELECTRIC FUND 37,500 106,794 - 144,294 1.00 1.00
FY17 SERVICE LEVEL ADJUSTMENTS (SLAs) NOT RECOMMENDED LISTING
B-4 Service Level Adjustments
Fund Dept Description
One-Time
Cost
Recurring
Cost Revenue Net Total
Increase
FTE Vehicle
FLEET MAINTENANCE FUND
Fleet Maintenance Onsite oil analyzer 87,600 2,700 - 90,300 - -
TOTAL FLEET MAINTENANCE FUND 87,600 2,700 - 90,300 - -
DRAINAGE FUND
Drainage Fund Street Sweeper FTE and Sweeping Vehicle 253,000 69,688 - 322,688 1.00 1.00
Drainage Fund Small Dump Truck 71,500 3,500 - 75,000 - 1.00
Drainage Fund Mosquito Abatement FTE, Truck and Sprayer 42,850 61,407 - 104,257 1.00 1.00
Drainage Fund Storm Drain Inspection Camera 126,000 3,500 - 129,500 - -
Drainage Fund Drainage Maintenance Repair Funds - 200,000 - 200,000 - -
Drainage Fund Storm Drain Clean Out Trailer 65,000 1,000 - 66,000 - 1.00
TOTAL DRAINAGE FUND 558,350 339,095 - 897,445 2.00 4.00
TOTAL ALL FUNDS 3,528,866 2,227,484 (56,250) 5,700,100 15.00 15.00
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position C-1 Personnel
Revised Revised Base Approved Approved
Budget Budget Budget SLAs Budget Revised Revised Base Approved Approved
FTE FTE FTE FTE FTE Budget Budget Budget SLAs Budget
FY15 FY16 FY17 FY17 FY17 FY15 FY16 FY17 FY17 FY17
Police Department
Administration Division
Police Chief 1.00 1.00 1.00 - 1.00 134,410$ 135,807$ 141,299$ -$ 141,299$
Assistant Chief 3.00 3.00 3.00 - 3.00 299,292 293,564 338,143 - 338,143
Lieutenant 2.00 2.00 2.00 - 2.00 179,420 184,788 207,385 - 207,385
Accreditation Manager 1.00 1.00 1.00 - 1.00 75,425 75,425 76,934 - 76,934
Tech. Services Coordinator 1.00 1.00 1.00 - 1.00 66,884 66,884 68,222 - 68,222
Public Safety GIS Analyst 1.00 1.00 1.00 - 1.00 56,523 48,463 57,325 - 57,325
Staff Assistant 1.00 - - - - 39,520 39,520 - - -
Administrative Support Specialist - 1.00 1.00 - 1.00 - - 37,638 - 37,638
Secretary 2.00 2.00 2.00 - 2.00 50,419 51,534 53,789 - 53,789
Total 12.00 12.00 12.00 - 12.00 901,893$ 895,985$ 980,735$ -$ 980,735$
Uniform Patrol Division
Lieutenant 3.00 3.00 3.00 - 3.00 266,450$ 277,102$ 301,889$ -$ 301,889$
Sergeant 12.00 12.00 12.00 - 12.00 856,651 903,545 1,011,138 - 1,011,138
Police Officer 82.00 82.00 82.00 5.00 87.00 4,081,521 4,456,420 4,699,098 242,225 4,941,323
Criminal Intelligence Analyst 1.00 1.00 1.00 - 1.00 53,089 56,274 58,843 - 58,843
Police Assistant 2.00 3.00 3.00 - 3.00 58,968 92,436 91,906 - 91,906
Total 100.00 101.00 101.00 5.00 106.00 5,316,679$ 5,785,777$ 6,162,874$ 242,225$ 6,405,099$
Criminal Investigation Division
Lieutenant 1.00 1.00 1.00 - 1.00 90,230$ 92,914$ 103,165$ -$ 103,165$
Sergeant 3.00 3.00 3.00 - 3.00 220,210 228,156 253,810 - 253,810
Police Officer 14.00 15.00 15.00 - 15.00 797,119 767,080 927,287 - 927,287
Civilian Forensic Specialist 1.00 1.00 1.00 - 1.00 46,164 46,164 51,796 - 51,796
Crime Scene Technician 1.00 1.00 1.00 - 1.00 33,904 41,122 42,994 - 42,994
Victim Advocate 1.00 1.00 1.00 - 1.00 44,782 46,574 48,932 - 48,932
Police Assistant 1.00 1.00 1.00 1.00 2.00 32,032 32,989 34,486 31,712 66,198
Secretary 1.00 1.00 1.00 - 1.00 25,168 24,483 29,120 - 29,120
Total 23.00 24.00 24.00 1.00 25.00 1,289,609$ 1,279,482$ 1,491,590$ 31,712$ 1,523,302$
Recruiting and Training Division
Lieutenant 1.00 1.00 1.00 - 1.00 90,230$ 92,914$ 103,157$ -$ 103,157$
Sergeant 2.00 2.00 2.00 - 2.00 148,090 153,754 165,821 - 165,821
Police Officer 2.00 3.00 3.00 - 3.00 105,176 158,464 183,176 - 183,176
Police Assistant/ Civilian Training Coordinator 1.00 1.00 1.00 - 1.00 31,096 29,681 31,990 - 31,990
Total 6.00 7.00 7.00 - 7.00 374,592$ 434,813$ 484,144$ -$ 484,144$
Support Services Division
Support Services Manager 1.00 1.00 1.00 - 1.00 48,194$ 50,603$ 53,575$ -$ 53,575$
Animal Control Supervisor 1.00 1.00 - 1.00 - 41,787 41,787 - 41,787
Animal Control Officer 4.00 3.00 3.00 - 3.00 112,226 80,509 93,538 - 93,538
Assistant Buyer / Quartermaster 1.00 1.00 1.00 - 1.00 31,741 33,488 35,090 - 35,090
Total 6.00 6.00 6.00 - 6.00 192,161$ 206,387$ 223,990$ -$ 223,990$
Communications
Communication Manager 1.00 1.00 1.00 - 1.00 53,620$ 55,229$ 57,735$ -$ 57,735$
Communication Supervisor 3.00 3.00 3.00 - 3.00 144,144 146,744 159,702 - 159,702
Sr. Communications Operator 4.00 1.00 1.00 - 1.00 138,233 147,606 47,278 - 47,278
Communications Operator 16.00 20.00 20.00 - 20.00 495,328 552,986 701,537 - 701,537
Detention Officer 10.00 - - - - 301,359 - - - -
Holding Facility Supervisor 1.00 - - - - 43,805 - - - -
Dispatch Assistant 1.00 1.00 1.00 - 1.00 24,482 25,210 27,248 - 27,248
Total 36.00 26.00 26.00 - 26.00 1,200,971 927,775$ 993,500 - 993,500
Jail
Detention Officer - 10.00 10.00 - 10.00 -$ 311,251$ 335,505$ -$ 335,505$
Holding Facility Supervisor - 1.00 1.00 - 1.00 - 40,976 43,035 - 43,035
Total - 11.00 11.00 - 11.00 -$ 352,227$ 378,540 - 378,540
Special Operations Division
Lieutenant 1.00 1.00 1.00 - 1.00 89,190$ 91,874$ 103,157$ -$ 103,157$
Sergeant 1.00 1.00 1.00 - 1.00 73,632 75,837 85,139 - 85,139
Police Officer 6.00 6.00 6.00 - 6.00 321,733 217,467 341,423 - 341,423
*School Crossing Guard-Temp/Seasonal 2.50 2.50 2.50 - 2.50 42,571 42,688 42,923 - 42,923
Total 10.50 10.50 10.50 - 10.50 527,126 427,866$ 572,642 - 572,642
Information Services Division
Information Services Manager 1.00 1.00 1.00 - 1.00 68,952$ 70,569$ 71,980$ -$ 71,980$
Asst Information Srvs Manager 1.00 1.00 1.00 - 1.00 45,261 45,074 43,867 - 43,867
Evidence Technician 2.00 2.00 2.00 1.00 3.00 67,142 59,987 62,156 31,712 93,868
Police Assistant 1.00 1.00 1.00 - 1.00 29,835 31,013 32,656 - 32,656
Sr. Records Technician 2.00 2.00 2.00 - 2.00 66,102 69,493 65,116 - 65,116
Records Technician 2.00 2.00 2.00 - 2.00 49,962 49,504 54,496 - 54,496
Total 9.00 9.00 9.00 1.00 10.00 327,254$ 325,640$ 330,271$ 31,712$ 361,983$
Police Position Totals
Full Time Total 200.00 204.00 204.00 7.00 211.00 10,087,714$ 10,241,037$ 11,575,363$ 305,649$ 11,881,012$
*Temp/Seasonal & Part-Time Non-Benefitted Total 2.50 2.50 2.50 - 2.50 42,571 42,688 42,923 - 42,923
Police Department Totals 202.50 206.50 206.50 7.00 213.50 10,130,285$ 10,635,952$ 11,618,286$ 305,649$ 11,923,935$
Fire Department
Fire Administration Division
Fire Chief 1.00 1.00 1.00 - 1.00 134,410$ 139,114$ 144,736$ -$ 144,736$
Planning and Research Coordinator 1.00 - - - - 75,421 - - - -
Assistant Buyer / Quartermaster 1.00 1.00 1.00 - 1.00 39,790 41,683 44,096 - 44,096
Staff Assistant 1.00 1.00 1.00 - 1.00 31,470 32,968 35,547 - 35,547
Secretary 1.00 1.00 1.00 - 1.00 29,075 30,098 33,530 - 33,530
Total 5.00 4.00 4.00 - 4.00 310,166$ 243,863$ 257,909$ -$ 257,909$
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position C-2 Personnel
Revised Revised Base Approved Approved
Budget Budget Budget SLAs Budget Revised Revised Base Approved Approved
FTE FTE FTE FTE FTE Budget Budget Budget SLAs Budget
FY15 FY16 FY17 FY17 FY17 FY15 FY16 FY17 FY17 FY17
Emergency Management Division
Emergency Management Coordinator 1.00 1.00 1.00 - 1.00 64,771$ 67,524$ 70,591$ -$ 70,591$
Staff Assistant 1.00 1.00 1.00 - 1.00 35,651 36,899 38,750 - 38,750
Total 2.00 2.00 2.00 - 2.00 100,422$ 104,423$ 109,341$ -$ 109,341$
Fire Suppression Division
Asst. Fire Chief 1.00 1.00 1.00 - 1.00 109,096$ 117,145$ 113,997$ -$ 113,997$
Battalion Chief 3.00 3.00 3.00 - 3.00 249,300 267,234 288,604 - 288,604
Captain 4.00 3.00 3.00 3.00 6.00 223,034 235,027 247,570 216,000 463,570
Lieutenant 14.00 14.00 14.00 - 14.00 884,811 920,687 972,025 - 972,025
Apparatus Operator 21.00 20.00 20.00 4.00 24.00 1,193,105 1,173,768 1,247,035 208,000 1,455,035
Firefighter 1st Class - 30.00 30.00 (7.00) 23.00 - - 1,552,183 (359,703) 1,192,480
Firefighter - 24.00 24.00 5.00 29.00 - - 1,019,170 232,960 1,252,130
Firefighter 42.00 - - - - 1,972,610 1,705,791 - - -
Firefighter II 2.00 - - - - 82,402 126,934 - - -
Firefighter III 3.00 - - - - 117,996 323,113 - - -
Total 90.00 95.00 95.00 5.00 100.00 4,832,354$ 4,869,699$ 5,440,584$ 297,257$ 5,737,841$
Fire Prevention Division
Asst. Fire Chief 1.00 1.00 1.00 - 1.00 95,000$ 101,275$ 105,875$ -$ 105,875$
Fire Marshal 1.00 1.00 1.00 - 1.00 78,214 84,157 88,192 - 88,192
Deputy Fire Marshal 4.00 4.00 4.00 - 4.00 259,083 266,667 287,648 - 287,648
Public Education Officer 1.00 1.00 1.00 - 1.00 47,382 49,175 52,150 - 52,150
Total 7.00 7.00 7.00 - 7.00 479,679$ 501,274$ 533,865$ -$ 533,865$
EMS Division
Fire/EMS Training Coordinator 1.00 - - - - 80,267$ -$ -$ -$ -$
EMS Supervisor (Captain)2.00 2.00 2.00 - 2.00 76,392 141,196 154,627 - 154,627
Lieutenant - Fire 4.00 4.00 4.00 - 4.00 254,480 253,239 273,815 - 273,815
Apparatus Operator 6.00 7.00 7.00 - 7.00 343,500 415,222 446,438 - 446,438
Firefighter 1st Class - 16.00 16.00 - 16.00 - - 783,415 - 783,415
Firefighter - 12.00 12.00 - 12.00 - - 514,376 - 514,376
Firefighter 24.00 - - - - 1,144,520 772,000 - - -
Firefighter II 5.00 - - - - 206,004 325,153 - - -
Firefighter III - - - - - - 161,557 - - -
Total 42.00 41.00 41.00 - 41.00 2,105,163$ 2,068,367$ 2,172,671$ -$ 2,172,671$
Fire Training Division
Battalion Chief - 1.00 1.00 - 1.00 -$ 80,350$ 84,240$ -$ 84,240$
Fire/EMS Training Coordinator - 1.00 1.00 - 1.00 - 86,216 87,942 - 87,942
Captain - 1.00 1.00 - 1.00 - 68,848 81,744 - 81,744
Total 0.00 3.00 3.00 0.00 3.00 -$ 235,414$ 253,926$ -$ 253,926$
Fire Position Totals
Full Time Total 146.00 152.00 152.00 5.00 157.00 7,827,784$ 8,023,040$ 8,768,296$ 297,257$ 9,065,553$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - - - - - - -
Fire Department Totals 146.00 152.00 152.00 5.00 157.00 7,827,784$ 8,023,040$ 8,768,296$ 297,257$ 9,065,553$
Public Works Department
Public Works Administration Division
Director of Public Works 1.00 1.00 1.00 - 1.00 126,069$ 130,481$ 135,761$ -$ 135,761$
Assistant Public Works Director 0.50 1.00 1.00 - 1.00 47,504 47,504 96,907 - 96,907
Public Works Business Services Manager 1.00 1.00 1.00 - 1.00 60,302 62,865 65,922 - 65,922
Asset & Infrastructure Management Coordinator 1.00 1.00 1.00 - 1.00 43,471 45,319 50,071 - 50,071
Staff Assistant 1.00 - - - - 39,520 39,520 - - -
Customer Service Representative 1.00 1.00 1.00 - 1.00 31,407 31,408 33,634 - 33,634
Total 5.50 5.00 5.00 - 5.00 348,272$ 357,097$ 382,295$ -$ 382,295$
Traffic Engineering Division
Senior Engineer II 1.00 1.00 1.00 - 1.00 75,425$ 92,970$ 97,198$ -$ 97,198$
Engineer I 1.00 2.00 2.00 - 2.00 57,192 134,502 137,659 - 137,659
Total 2.00 3.00 3.00 - 3.00 132,617$ 227,472$ 234,857$ -$ 234,857$
Facilities Maintenance Division
Facility Maint. Superintendent 1.00 1.00 1.00 - 1.00 75,425$ 60,500$ 63,442$ -$ 63,442$
Sr. Facility Maint. Technician 1.00 1.00 1.00 - 1.00 51,750 48,838 51,314 - 51,314
Facility Maint. Technician 6.00 6.00 6.00 - 6.00 234,708 230,525 238,284 - 238,284
Facilities Maintenance Staff Assistant 1.00 1.00 1.00 - 1.00 28,267 32,240 34,632 - 34,632
Total 9.00 9.00 9.00 - 9.00 390,150$ 372,103$ 387,672$ -$ 387,672$
Capital Projects Division
Assistant Director of PW/Capital Projects 1.00 1.00 1.00 - 1.00 85,000$ 92,597$ 96,814$ -$ 96,814$
Graduate Engineer I 2.00 - - - - 117,659 108,670 - - -
Graduate Engineer II 3.00 4.00 4.00 - 4.00 176,548 186,413 251,850 - 251,850
Engineer I 1.00 1.00 1.00 - 1.00 63,084 71,400 74,641 - 74,641
Engineer II - 1.00 1.00 - 1.00 - - 71,102 - 71,102
Land Agent 1.00 1.00 1.00 - 1.00 70,569 70,569 71,980 - 71,980
Assistant Land Agent 1.00 1.00 1.00 - 1.00 47,237 49,008 51,232 - 51,232
Total 9.00 9.00 9.00 - 9.00 560,097$ 578,657$ 617,619$ -$ 617,619$
Streets Maintenance Division
Street Superintendent 1.00 1.00 1.00 - 1.00 58,987$ 62,837$ 65,879$ -$ 65,879$
Crew Leader 2.00 2.00 2.00 - 2.00 82,243 76,502 79,810 - 79,810
Equipment Operator 13.00 13.00 13.00 - 13.00 415,254 407,679 426,815 - 426,815
Light Equipment Operator 3.00 3.00 3.00 - 3.00 72,718 75,173 81,744 - 81,744
Total 19.00 19.00 19.00 - 19.00 629,203$ 622,191$ 654,248$ -$ 654,248$
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position C-3 Personnel
Revised Revised Base Approved Approved
Budget Budget Budget SLAs Budget Revised Revised Base Approved Approved
FTE FTE FTE FTE FTE Budget Budget Budget SLAs Budget
FY15 FY16 FY17 FY17 FY17 FY15 FY16 FY17 FY17 FY17
Traffic Signs/ Markings Division
Signs & Markings Foreman 1.00 1.00 1.00 - 1.00 45,282$ 47,070$ 50,419$ - 50,419$
Signs Technician 2.00 3.00 3.00 - 3.00 61,651 62,567 100,090 - 100,090
Total 3.00 4.00 4.00 - 4.00 106,933$ 109,637$ 150,509$ -$ 150,509$
Irrigation Maintenance Division
Landscape Supervisor 1.00 1.00 1.00 - 1.00 36,941$ 38,788$ 51,314$ - 51,314$
Irrigation Specialist 2.00 2.00 2.00 - 2.00 59,280 62,837 65,374 - 65,374
Total 3.00 3.00 3.00 - 3.00 96,221$ 101,625$ 116,688$ -$ 116,688$
Traffic Signal Systems Division
Traffic Systems Superintendent 1.00 1.00 1.00 - 1.00 75,425$ 75,425$ 76,934$ -$ 76,934$
Traffic Systems Foreman 1.00 1.00 1.00 - 1.00 54,538 57,803 60,570 - 60,570
Traffic Signal Technician 4.00 3.00 3.00 - 3.00 168,189 165,654 138,071 - 138,071
Total 6.00 5.00 5.00 - 5.00 298,151$ 298,882$ 275,575$ -$ 275,575$
Public Works Position Totals
Full Time Total 56.50 57.00 57.00 - 57.00 2,561,644$ 2,667,664$ 2,819,463$ -$ 2,819,463$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - - - - - - -
Public Works Department Totals 56.50 57.00 57.00 - 57.00 2,561,644$ 2,667,664$ 2,819,463$ -$ 2,819,463$
Parks & Recreation Department
Parks & Recreation Administration Division
Director of Parks & Recreation 1.00 1.00 1.00 - 1.00 125,882$ 129,973$ 135,231$ -$ 135,231$
Asst. Director of Parks & Rec.- - - - - - - - - -
Administrative Support Supervisor 1.00 1.00 1.00 - 1.00 51,834 43,471 45,454 - 45,454
Special Events and Marketing Coordinator 1.00 1.00 1.00 - 1.00 44,325 46,987 49,837 - 49,837
Staff Assistant 2.00 2.00 2.00 - 2.00 61,131 59,965 63,003 - 63,003
Secretary 2.00 2.00 2.00 - 2.00 49,130 50,107 54,746 - 54,746
*Secretary-Temp/Seasonal 0.50 0.25 0.25 - 0.25 1,860 1,860 1,865 - 1,865
Total 7.50 7.25 7.25 - 7.25 334,161$ 332,363$ 350,136$ -$ 350,136$
Hotel Tax Fund (HOT) Programs - Athletics
Tourism Manager (Parks & Recreation Manager)1.00 0.70 0.70 - 0.70 62,642$ 46,480$ 55,277$ -$ 55,277$
Lead Athletic Supervisor - 0.20 0.20 - 0.20 - - 10,014 - 10,014
Recreation Supervisor - - - - - - 9,233 - - -
Athletic Activities Assistant 0.20 0.20 0.20 - 0.20 6,184 6,136 6,386 - 6,386
*Special Events Workers - 0.25 - - - 12,446 12,446 12,549 - 12,549
Total 1.20 1.35 1.10 - 1.10 81,272$ 74,294$ 84,226$ -$ 84,226$
Recreation - Administration
Recreation Manager 1.00 1.00 1.00 - 1.00 70,228$ 73,739$ 76,934$ -$ 76,934$
Assistant Recreation Supervisor - School Age Care 1.00 0.20 0.20 - 0.20 31,741 6,165 6,415 - 6,415
*Custodian 0.50 0.25 0.25 - 0.25 833 833 895 - 895
Total 2.50 1.45 1.45 - 1.45 102,802$ 80,738$ 84,244$ -$ 84,244$
Recreation - Tourism-Special Events
Recreation Supervisor 1.00 0.50 1.00 - 1.00 56,523$ 27,725$ 57,969$ -$ 57,969$
Event Activities Assistant - 0.50 1.00 - 1.00 - 14,820 29,640 - 29,640
*Recreation Assistant/ Special Events 0.50 0.50 - - - 37,649 37,753 - - -
*Special Events Workers 0.50 0.50 0.75 - 0.75 37,649 37,753 59,924 - 59,924
Total 2.00 2.00 2.75 - 2.75 131,821$ 118,050$ 147,533$ -$ 147,533$
Hotel Tax Fund (HOT) Programs - Special Events
Tourism Supervisor - Special Events - 0.50 - - - -$ 27,725 -$ -$ -$
Event Activities Assistant - 0.50 - - - - 14,820 - - -
*Special Events Workers - 0.25 - - - 13,683 13,683 - - -
Total - 1.25 - - - 13,683$ 56,228$ -$ -$ -$
Parks Operations - Administration
Assistant Director of Parks & Recreation 1.00 1.00 1.00 - 1.00 95,007$ 95,007$ 96,907$ -$ 96,907$
Parks Manager 1.00 1.00 1.00 - 1.00 54,593 57,192 68,029 - 68,029
Project and Asset Manager 1.00 1.00 1.00 - 1.00 70,569 57,869 62,572 - 62,572
Total 3.00 3.00 3.00 - 3.00 220,169$ 210,068$ 227,508$ -$ 227,508$
Parks Operations - East District
Parks Operations Supervisor 1.00 1.00 1.00 - 1.00 47,424$ 38,788$ 38,438$ -$ 38,438$
Parks Crew Leader 3.00 3.00 3.00 - 3.00 117,187 118,560 120,930 - 120,930
Light Equipment Operator 5.00 5.00 5.00 - 5.00 140,670 143,770 156,209 - 156,209
Irrigation Specialist 3.00 3.00 3.00 - 3.00 91,655 93,922 93,761 - 93,761
Grounds Worker 7.00 7.00 7.00 1.00 8.00 156,395 156,690 179,629 27,456 207,085
*Grounds Worker-Temp/Seasonal 1.00 1.00 0.50 - 0.50 28,507 28,507 13,942 - 13,942
Total 20.00 20.00 19.50 1.00 20.50 581,839$ 580,237$ 602,909$ 27,456$ 630,365$
Parks Operations - South District
Parks Operations Supervisor 1.00 1.00 1.00 - 1.00 42,661$ 40,602$ 42,245$ -$ 42,245$
Forestry Crew Leader 1.00 1.00 1.00 - 1.00 36,878 39,520 31,075 - 31,075
Parks Crew Leader 1.00 1.00 1.00 - 1.00 39,520 39,520 40,310 - 40,310
Forestry/Horticulture Worker 2.00 2.00 2.00 - 2.00 48,964 49,567 52,333 - 52,333
Grounds Worker 4.00 4.00 4.00 1.00 5.00 100,706 94,827 107,911 27,456 135,367
Maintenance Specialist 0.25 0.70 0.70 - 0.70 10,795 30,256 30,867 - 30,867
*Grounds Worker-Temp/Seasonal 1.00 1.00 - - - 20,172 20,172 20,228 - 20,228
Total 10.25 10.70 9.70 1.00 10.70 299,696$ 314,464$ 324,969$ 27,456$ 352,425$
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position C-4 Personnel
Revised Revised Base Approved Approved
Budget Budget Budget SLAs Budget Revised Revised Base Approved Approved
FTE FTE FTE FTE FTE Budget Budget Budget SLAs Budget
FY15 FY16 FY17 FY17 FY17 FY15 FY16 FY17 FY17 FY17
Parks Operations - West District
Parks Operations Supervisor 1.00 1.00 1.00 - 1.00 47,424$ 49,317$ 51,293$ -$ 51,293$
Parks Crew Leader 2.00 2.00 2.00 - 2.00 71,365 70,949 73,008 - 73,008
Light Equipment Operator 2.00 2.00 2.00 - 2.00 61,339 54,725 58,597 - 58,597
Grounds Worker 4.00 4.00 4.00 1.00 5.00 96,512 98,021 110,402 27,456 137,858
*Grounds Worker-Temp/Seasonal 1.00 1.00 - - - 15,223 15,223 - - -
Total 10.00 10.00 9.00 1.00 10.00 291,863$ 288,234$ 293,300$ 27,456$ 320,756$
Parks Operations Division Total 43.25 43.70 41.20 3.00 44.20 1,393,567$ 1,393,003$ 1,448,686$ 82,368$ 1,531,054$
Cemetery
Cemetery Sexton 1.00 1.00 1.00 - 1.00 49,192$ 40,635$ 39,874$ -$ 39,874$
Horticulture Crew Leader 1.00 1.00 1.00 - 1.00 35,090 38,314 29,411 - 29,411
Forestry/Horticulture Worker 2.00 2.00 2.00 - 2.00 48,610 50,461 55,245 - 55,245
Total 4.00 4.00 4.00 - 4.00 132,891$ 129,409$ 124,530$ -$ 124,530$
Recreation Programs (budget in Rec Fund Prior to FY15)
Tourism Manager (Parks & Recreation Manager)- 0.30 0.30 - 0.30 -$ 19,920$ 23,625$ -$ 23,625$
Recreation Sports Admin - Recreation Supervisor 1.00 0.80 0.80 - 0.80 46,164 36,931 40,417 - 40,417
Recreation Sports Admin - Athletic Activities Assistant 1.80 0.80 0.80 - 0.80 54,184 24,544 25,542 - 25,542
SW Center - Recreation Supervisor 0.25 0.25 0.25 - 0.25 16,721 16,721 17,056 - 17,056
SW Center - Senior Services Coordinator 0.50 1.00 1.00 - 1.00 29,505 39,505 61,399 - 61,399
Aquatics - Pools Supervisor 1.00 1.00 1.00 - 1.00 66,884 66,884 68,222 - 68,222
Aquatics - Maintenance Specialist 0.75 0.30 0.30 - 0.30 24,313 12,967 13,229 - 13,229
Instruction(Xtra Education) - Recreation Supervisor 0.50 0.50 0.50 - 0.50 33,442 33,442 34,111 - 34,111
SW Center (Teen) - Recreation Supervisor 0.25 0.25 0.25 - 0.25 16,721 16,721 17,056 - 17,056
SW Center (Teen) - Assistant Supervisor - 0.40 0.40 - 0.40 - 6,165 12,829 - 12,829
Lincoln Center - Supervisor 1.00 1.00 1.00 - 1.00 66,884 66,884 68,222 - 68,222
Lincoln Center - Assistant Supervisor 1.00 1.00 1.00 - 1.00 43,222 43,222 44,096 - 44,096
Assistant Recreation Supervisor - School Age Care - 0.40 0.40 - 0.40 - 6,165 14,119 - 14,119
Secretary 0.75 0.75 0.75 - 0.75 20,748 20,748 21,590 21,590
*Temp/Seasonal & Part-Time Non-Benefitted 37.25 37.25 37.25 - 37.25 653,460 669,553 669,495 - 669,495
Total 46.05 46.00 46.00 - 46.00 1,072,248$ 1,080,372$ 1,131,008$ -$ 1,131,008$
Parks & Recreation Position Totals
Full Time Total 64.25 64.75 64.75 3.00 67.75 2,440,962$ 2,426,676$ 2,591,465$ 82,368$ 2,673,833$
*Temp/Seasonal & Part-Time Non-Benefitted Total 42.25 42.25 39.00 - 39.00 821,482 837,782 778,898 - 778,898
Parks & Recreation Department Totals 106.50 107.00 103.75 3.00 106.75 3,262,444$ 3,264,458$ 3,370,363$ 82,368$ 3,452,731$
Planning & Development Services Department
Administration Division
Director of Planning & Development Services 1.00 1.00 1.00 - 1.00 120,330$ 126,270$ 133,301$ -$ 133,301$
Asst. Dir. Planning & Development Services 1.00 1.00 1.00 - 1.00 83,387 87,557 91,548 - 91,548
Total 2.00 2.00 2.00 - 2.00 203,717$ 213,827$ 224,849$ -$ 224,849$
Engineering Division
City Engineer 1.00 1.00 1.00 - 1.00 95,007$ 101,657$ 103,690$ -$ 103,690$
Assistant City Engineer 2.00 2.00 2.00 - 2.00 142,907 185,341 165,400 - 165,400
Graduate Engineer II 1.00 2.00 2.00 1.00 3.00 61,711 130,558 105,042 77,054 182,096
Construction Inspector 4.00 4.00 4.00 1.00 5.00 194,360 184,321 190,319 45,240 235,559
Programs Specialist 1.00 1.00 1.00 - 1.00 36,941 38,043 38,188 - 38,188
Total 9.00 10.00 10.00 2.00 12.00 530,926$ 639,920$ 602,639$ 122,294$ 724,933$
Building Inspection Division
Building Official 1.00 1.00 1.00 - 1.00 83,450$ 75,000$ 70,487$ -$ 70,487$
Plans Examiner 3.00 3.00 3.00 - 3.00 143,963 154,752 158,707 - 158,707
Combination Building Inspector 4.00 4.00 4.00 1.00 5.00 159,862 155,889 157,415 37,606 195,021
Total 8.00 8.00 8.00 1.00 9.00 387,275$ 385,641$ 386,609$ 37,606$ 424,215$
Development Coordination Division
Development Coordinator 1.00 1.00 1.00 - 1.00 75,425$ 75,425$ 76,934$ -$ 76,934$
Staff Assistant 3.00 3.00 3.00 - 3.00 103,389 102,502 103,209 - 103,209
Administrative Support Specialist 1.00 1.00 1.00 - 1.00 39,603 41,184 37,627 - 37,627
Address Tech/Permit Technician II 2.00 2.00 2.00 - 2.00 60,258 62,900 66,248 - 66,248
Permit Tech I 2.00 2.00 2.00 - 2.00 52,062 53,248 53,708 - 53,708
Total 9.00 9.00 9.00 - 9.00 330,737$ 335,259$ 337,726$ -$ 337,726$
Planning Division
Planning Administrator - 1.00 1.00 - 1.00 -$ -$ 58,336$ -$ 58,336$
Principal Planner 2.00 - - - - 131,393 136,676 - - -
Sr. Planner 1.00 5.00 5.00 - 5.00 51,709 53,260 257,407 - 257,407
Staff Planner 3.00 2.00 2.00 - 2.00 136,571 137,368 106,689 - 106,689
Planning Technician 1.00 - - - - 36,899 35,360 - - -
Total 7.00 8.00 8.00 - 8.00 356,572$ 362,664$ 422,432$ -$ 422,432$
Community and Neighborhood Services
Transportation Planning Coordinator 1.00 1.00 1.00 - 1.00 67,930$ 74,893$ 78,308$ - 78,308$
Greenways Program Manager 1.00 1.00 1.00 - 1.00 64,210 66,457 69,990 - 69,990
GIS Technician 1.00 1.00 1.00 - 1.00 - 32,367 34,507 - 34,507
*GIS Technician - 0.50 0.50 - 0.50 33,904 15,413 16,104 - 16,104
Total 3.00 3.50 3.50 - 3.50 166,044$ 189,130$ 198,909$ -$ 198,909$
Planning & Development Services Position Totals
Full Time Total 38.00 40.00 40.00 3.00 43.00 1,941,367$ 2,111,028$ 2,157,060$ 159,900$ 2,316,960$
*Temp/Seasonal & Part-Time Non-Benefitted Total - 0.50 0.50 - 0.50 33,904 15,413 16,104 - 16,104
Planning & Development Services Dept. Totals 38.00 40.50 40.50 3.00 43.50 1,975,271$ 2,126,441$ 2,173,164$ 159,900$ 2,333,064$
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position C-5 Personnel
Revised Revised Base Approved Approved
Budget Budget Budget SLAs Budget Revised Revised Base Approved Approved
FTE FTE FTE FTE FTE Budget Budget Budget SLAs Budget
FY15 FY16 FY17 FY17 FY17 FY15 FY16 FY17 FY17 FY17
Information Technology
IT Administration Division
Director of Information Technology 1.00 1.00 1.00 - 1.00 117,437$ 124,483$ 131,407$ -$ 131,407$
Asst. Director of Information Technology 1.00 1.00 1.00 - 1.00 91,125 95,007 96,907 - 96,907
Technical Administrative Support Specialist 1.00 1.00 1.00 - 1.00 33,550 35,235 37,024 - 37,024
Total 3.00 3.00 3.00 - 3.00 242,112$ 254,725$ 265,338$ -$ 265,338$
E-Government Division
E-Government Coordinator 1.00 1.00 1.00 - 1.00 49,213$ 50,935$ 57,326$ -$ 57,326$
Total 1.00 1.00 1.00 - 1.00 49,213$ 50,935$ 57,326$ -$ 57,326$
Geographic Information Services Division
GIS Coordinator 1.00 1.00 1.00 - 1.00 67,891$ 71,286$ 74,898$ -$ 74,898$
GIS Analyst 1.00 1.00 1.00 - 1.00 46,164 48,888 57,325 - 57,325
*GIS Intern 0.25 0.25 0.25 - 0.25 11,779 11,811 11,908 - 11,908
Total 2.25 2.25 2.25 - 2.25 125,834$ 131,985$ 144,131$ -$ 144,131$
Mail Division
Postal Services Assistant 0.75 0.75 0.75 - 0.75 18,330$ 18,876$ 15,765$ -$ 15,765$
Mail Clerk 0.50 0.50 0.50 - 0.50 12,178 10,400 12,730 - 12,730
Total 1.25 1.25 1.25 - 1.25 30,508$ 29,276$ 28,495$ -$ 28,495$
Technology Services
Technology Services Coordinator 1.00 1.00 1.00 - 1.00 57,495$ 60,887$ 57,325$ -$ 57,325$
Lead Technology Services Specialist 1.00 1.00 1.00 - 1.00 47,304 45,760 47,882 - 47,882
Technology Services Specialist 5.00 5.00 5.00 - 5.00 196,408 198,058 206,253 - 206,253
Technology Services Representative 2.00 2.00 2.00 - 2.00 56,690 57,241 65,738 - 65,738
Total 9.00 9.00 9.00 - 9.00 357,896$ 361,946$ 377,198$ -$ 377,198$
Business Services
Business Systems Manager 1.00 1.00 1.00 - 1.00 72,072$ 72,072$ 71,477$ -$ 71,477$
Database Administrator - 1.00 1.00 - 1.00 - 28,261 60,000 - 60,000
Systems Analyst 5.00 5.00 5.00 - 5.00 296,300 285,400 313,184 - 313,184
Total 6.00 7.00 7.00 - 7.00 368,372 385,733$ 444,661 - 444,661
Network Services
Network Systems Analyst 2.00 2.00 2.00 - 2.00 133,768$ 133,768$ 136,383$ -$ 136,383$
Network Systms Administrator 1.00 1.00 1.00 - 1.00 51,750 51,750 50,000 - 50,000
Total 3.00 3.00 3.00 - 3.00 185,518$ 185,518$ 186,383$ - 186,383$
Communication Services Division
Communication Services Coordinator.1.00 1.00 1.00 - 1.00 54,808$ 56,427$ 59,280$ -$ 59,280$
Sr. Communications Technician 1.00 1.00 1.00 - 1.00 53,997 56,722 58,552 - 58,552
Communications Technician 3.00 3.00 3.00 - 3.00 127,088 122,321 118,601 - 118,601
Total 5.00 5.00 5.00 - 5.00 235,893$ 235,470$ 236,433$ -$ 236,433$
Information Technology Position Totals
Full Time Total 30.25 31.25 31.25 - 31.25 1,583,567$ 1,623,777$ 1,728,057$ -$ 1,728,057$
*Temp/Seasonal & Part-Time Non-Benefitted Total 0.25 0.25 0.25 - 0.25 11,779 11,811 11,908 - 11,908
Information Technology Department Totals 30.50 31.50 31.50 - 31.50 1,595,346$ 1,635,588$ 1,739,965$ -$ 1,739,965$
Fiscal Services Department
Fiscal Administration Division
Assistant City Manager 1.00 1.00 - - - 160,184$ 166,591$ -$ -$ -$
Finance Director - 1.00 1.00 - 1.00 - 115,000$ 129,000 - 129,000
Senior Finance Analyst - - 1.00 - 1.00 - -$ 60,000 - 60,000
Staff Assistant 1.00 1.00 1.00 - 1.00 29,120 29,994 31,366 - 31,366
Quality Assurance Records Assistant 0.50 0.50 - - - 6,882 6,882 - - -
Total 2.50 3.50 3.00 - 3.00 196,186$ 318,467$ 220,366$ -$ 220,366$
Accounting / Treasury Operations Division
Accounting / Treasury Operations Manager 1.00 - - - - 69,784$ 72,401$ -$ -$ -$
Accounting Manager - 1.00 1.00 - 1.00 - - 65,000 - 65,000
Treasury Manager - 1.00 1.00 - 1.00 - - 65,000 - 65,000
Finance Analyst 1.00 - - - - 50,920 46,164 - - -
Financial Reporting Supervisor - - 1.00 - 1.00 57,500 63,000 65,857 - 65,857
Staff Accountant - - 2.00 - 2.00 - 98,000 100,140 - 100,140
Accounting Ops Supervisor 1.00 1.00 1.00 - 1.00 55,494 50,000 52,532 - 52,532
Accounting Assistant 1.00 1.00 1.00 - 1.00 30,805 29,390 31,179 - 31,179
Accounts Payable Clerk 2.00 2.00 2.00 - 2.00 51,397 75,631 58,843 - 58,843
Accounts Receivable Clerk 1.00 1.00 - 1.00 - - 30,013 - 30,013
Payroll Administrator 1.00 1.00 1.00 - 1.00 41,413 43,077 45,240 - 45,240
Payroll Clerk - - - 1.00 1.00 - - - 30,160 30,160
Total 7.00 8.00 11.00 1.00 12.00 357,312$ 477,663$ 513,804$ 30,160 543,964$
Purchasing Division
Asst. Fiscal Services Director 1.00 - - - - 89,814$ 93,182$ -$ -$ -$
Purchasing Manager - 1.00 1.00 - 1.00 - - 68,500 - 68,500
Buyer 2.00 2.00 2.00 - 2.00 110,219 114,628 105,569 - 105,569
Contract Administrator 1.00 1.00 1.00 - 1.00 57,192 53,631 62,386 - 62,386
Assistant Buyer 1.00 1.00 1.00 - 1.00 34,486 35,859 37,669 - 37,669
Total 5.00 5.00 5.00 - 5.00 291,712$ 297,300$ 274,124$ -$ 274,124$
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position C-6 Personnel
Revised Revised Base Approved Approved
Budget Budget Budget SLAs Budget Revised Revised Base Approved Approved
FTE FTE FTE FTE FTE Budget Budget Budget SLAs Budget
FY15 FY16 FY17 FY17 FY17 FY15 FY16 FY17 FY17 FY17
Budget
Budget Manager 1.00 1.00 1.00 - 1.00 75,275$ 78,098$ 81,527$ -$ 81,527$
Operating & Capital Budget Lead 1.00 1.00 1.00 - 1.00 71,136 74,693 76,934 - 76,934
Financial Reporting Supervisor 1.00 1.00 - - - - - -
Senior Finance Analyst - 1.00 - - -
Budget Analyst 3.00 3.00 3.00 - 3.00 159,363 160,340 170,774 - 170,774
Staff Accountant 2.00 3.00 1.00 - 1.00 99,121 54,410 60,250 - 60,250
Total 8.00 10.00 6.00 - 6.00 462,395$ 367,541$ 389,485$ -$ 389,485$
Municipal Court Division
Municipal Court Administrator 1.00 1.00 1.00 - 1.00 66,893$ 69,736$ 73,270$ -$ 73,270$
Court Operations Supervisor 1.00 1.00 1.00 - 1.00 48,214 50,505 53,067 - 53,067
Collections Services Coordinator 1.00 1.00 1.00 - 1.00 39,374 40,955 43,014 - 43,014
Customer Services Coordinator 1.00 1.00 1.00 - 1.00 36,941 36,941 38,189 - 38,189
Asst. Collections Coordinator 1.00 1.00 1.00 - 1.00 32,365 33,488 35,006 - 35,006
Docket Coordinator 1.00 1.00 1.00 - 1.00 28,267 29,269 29,702 - 29,702
Payment Compliance Representative 2.00 2.00 2.00 - 2.00 54,621 54,215 57,428 - 57,428
Deputy Court Clerk 6.00 6.00 6.00 - 6.00 153,150 156,854 168,356 - 168,356
City Marshal 1.00 1.00 1.00 - 1.00 72,238 75,837 83,058 - 83,058
Deputy City Marshal 2.00 2.50 2.50 - 2.50 100,360 107,940 147,734 - 147,734
Total 17.00 17.50 17.50 - 17.50 632,424$ 655,740$ 728,824$ -$ 728,824$
Municipal Court Judges Division
Municipal Court Judge 1.00 1.00 1.00 - 1.00 131,250$ 137,813$ 147,595$ -$ 147,595$
*Municipal Court Judge(PTNB) 0.50 0.50 0.50 - 0.50 6,246 6,263 6,315 - 6,315
Total 1.50 1.50 1.50 - 1.50 137,496$ 144,076$ 153,910$ -$ 153,910$
Fiscal Services Position Totals
Full Time Total 40.00 44.50 43.50 1.00 44.50 1,943,995$ 2,254,523$ 2,274,198$ 30,160$ 2,304,358$
*Temp/Seasonal & Part-Time Non-Benefitted Total 1.00 1.00 1.00 - 0.50 6,246 6,263 6,315 - 6,315
Fiscal Services Department Totals 41.00 45.50 44.00 1.00 45.00 1,950,241$ 2,260,786$ 2,280,513$ 30,160$ 2,310,673$
General Government
City Secretary Division
City Secretary 1.00 1.00 1.00 - 1.00 86,625$ 95,000$ 101,753$ -$ 101,753$
Deputy City Secretary 1.00 1.00 1.00 - 1.00 54,574 54,496 57,801 - 57,801
Deputy Local Registrar 1.00 1.00 1.00 - 1.00 33,301 29,224 31,574 - 31,574
Records Management Administrator 1.00 1.00 1.00 - 1.00 31,096 32,261 46,803 - 46,803
Administrative Support Assistant 1.00 1.00 1.00 - 1.00 24,482 25,043 26,728 - 26,728
Historical Records Coordinator 0.50 0.50 0.50 - 0.50 15,548 16,089 16,605 - 16,605
Total 5.50 5.50 5.50 - 5.50 245,626$ 252,113$ 281,264$ -$ 281,264$
Internal Audit Division
Internal Auditor 1.00 1.00 1.00 - 1.00 89,250$ 93,713$ 99,421$ -$ 99,421$
Assistant City Internal Auditor 1.00 1.00 1.00 - 1.00 48,402 51,306 51,796 - 51,796
Full Time Total 2.00 2.00 2.00 - 2.00 137,652$ 145,019$ 151,217$ - 151,217$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
Internal Audit Total 2.00 2.00 2.00 - 2.00 137,652$ 145,019$ 151,217$ -$ 151,217$
City Manager Division
City Manager 1.00 1.00 1.00 - 1.00 180,495$ 190,800$ 206,303$ -$ 206,303$
Deputy City Manager 1.00 1.00 1.00 - 1.00 165,453 170,775 179,426 - 179,426
Assistant City Manager 1.00 1.00 2.00 - 2.00 152,441 164,989 344,973 - 344,973
Special Projects Coordinator 1.00 1.00 1.00 - 1.00 46,391 62,000 64,813 - 64,813
Economic Development Director 1.00 - - - - 91,601 - - - -
Economic Development Manager 1.00 - - - - 52,851 - - - -
Executive Assistant to the City Manager 1.00 1.00 1.00 - 1.00 51,893 51,750 52,790 - 52,790
Total 7.00 5.00 6.00 - 6.00 749,308$ 640,314$ 848,305$ -$ 848,305$
Economic Development Division
Economic Development Director - 1.00 1.00 - 1.00 -$ 120,000$ 124,856$ -$ 124,856$
Economic Development Manager - 1.00 1.00 - 1.00 - 63,903 85,500 - 85,500
*Temp/Seasonal - 1.00 1.00 - 1.00 - - 37,203 - 37,203
Total - 2.00 2.00 - 2.00 -$ 183,903$ 247,559$ -$ 247,559$
Legal Division
City Attorney 1.00 1.00 1.00 - 1.00 152,250$ 160,000$ 171,357$ -$ 171,357$
Deputy City Attorney 1.00 1.00 1.00 - 1.00 123,594 128,228 125,466 - 125,466
Senior Assistant City Attorney I 1.00 2.00 2.00 - 2.00 87,129 92,704 170,890 - 170,890
Assistant City Attorney I 1.00 1.00 1.00 1.00 2.00 55,458 59,000 63,183 - 63,183
Assistant City Attorney II 1.00 - - - - 59,088 66,349 - 69,533 69,533
Legal Assistant/Office Manager 1.00 1.00 1.00 - 1.00 49,254 53,664 55,411 - 55,411
Legal Assistant I 1.00 1.00 1.00 - 1.00 37,439 40,706 33,946 - 33,946
Legal Assistant II 1.00 1.00 1.00 - 1.00 43,341 47,320 50,419 - 50,419
Legal Secretary 1.00 1.00 1.00 - 1.00 26,811 27,615 30,493 - 30,493
Total 9.00 9.00 9.00 1.00 10.00 634,364$ 675,586$ 701,165$ 69,533$ 770,698$
Public Communications
Public Communications Director 1.00 1.00 1.00 - 1.00 116,126$ 120,191$ 125,047$ -$ 125,047$
Public Communications Manager 1.00 1.00 1.00 - 1.00 79,851 80,411 82,019 - 82,019
Broadcast Media Specialist 1.00 1.00 1.00 - 1.00 63,045 63,045 64,306 - 64,306
External Relations Manager 1.00 1.00 1.00 - 1.00 61,443 65,000 67,968 - 67,968
Multi-Media Coordinator 1.00 1.00 1.00 - 1.00 56,678 57,000 59,589 - 59,589
Marketing & Community Outreach Coordinator 1.00 1.00 1.00 - 1.00 42,203 50,000 52,277 - 52,277
Neighborhood & Community Relations Coordinator 1.00 1.00 1.00 - 1.00 54,974 56,899 59,483 - 59,483
Total 7.00 7.00 7.00 - 7.00 474,320$ 492,546$ 510,689$ -$ 510,689$
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position C-7 Personnel
Revised Revised Base Approved Approved
Budget Budget Budget SLAs Budget Revised Revised Base Approved Approved
FTE FTE FTE FTE FTE Budget Budget Budget SLAs Budget
FY15 FY16 FY17 FY17 FY17 FY15 FY16 FY17 FY17 FY17
Community Services Department
Community Services Administration
Community Services Director 1.00 1.00 1.00 - 1.00 104,000$ 107,640$ 114,415$ -$ 114,415$
Community Services Assistant Director 1.00 1.00 1.00 - 1.00 51,946 57,192 72,527 - 72,527
Staff Assistant 0.50 1.00 1.00 - 1.00 23,892 33,034$ 34,486 - 34,486
2.50 3.00 3.00 - 3.00 179,838$ 197,866$ 221,428$ -$ 221,428$
Code Enforcement Division
Code Enforcement Supervisor 1.00 1.00 1.00 - 1.00 40,934$ 42,973$ 45,531$ -$ 45,531$
Code Enforcement Officer 2.00 3.00 3.00 - 3.00 63,906 93,671 104,542 - 104,542
Staff Assistant 1.00 1.00 1.00 - 1.00 28,267 28,267 31,179 - 31,179
Total 4.00 5.00 5.00 - 5.00 133,107$ 164,911$ 181,252$ -$ 181,252$
Community Services Position Totals
Full Time Total 6.50 8.00 8.00 - 8.00 312,945$ 362,777$ 402,680$ -$ 402,680$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - - - - - - -
Community Services Dept. Totals 6.50 8.00 8.00 - 8.00 312,945$ 362,777$ 402,680$ -$ 402,680$
Human Resources Division
Human Resources Director 1.00 1.00 1.00 - 1.00 119,621$ 124,406$ 130,073$ -$ 130,073$
Human Resources Services Manager 1.00 1.00 1.00 - 1.00 54,705 60,600 63,981 - 63,981
Compensation & Benefits Manager 1.00 1.00 1.00 - 1.00 62,941 68,731 72,900 - 72,900
Compensation Analyst - 1.00 1.00 - 1.00 - - 56,828 - 56,828
Human Resources Generalist II 1.00 - - - - 54,392 56,024 - - -
Human Resources Generalist I 1.00 2.00 2.00 - 2.00 47,818 47,500 99,308 - 99,308
Staff Assistant 2.00 2.00 2.00 - 2.00 57,948 58,635 63,086 - 63,086
Total 7.00 8.00 8.00 - 8.00 397,425$ 415,896$ 486,176$ -$ 486,176$
General Government Position Totals
Full Time Total 44.00 46.50 47.50 1.00 48.50 2,951,640$ 3,168,154$ 3,629,055$ 69,533$ 3,698,588$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - - - - - - -
General Government Department Totals 44.00 46.50 47.50 1.00 48.50 2,951,640$ 3,168,154$ 3,629,055$ 69,533$ 3,698,588$
General Fund Position Totals
Full Time Total 619.00 640.00 640.00 20.00 660.00 31,338,674$ 32,876,657$ 35,505,754$ 944,867$ 36,450,621$
*Temp/Seasonal & Part-Time Non-Benefitted Total 46.00 46.50 43.25 - 42.75 915,982 905,426 893,351 - 893,351
GENERAL FUND TOTALS 665.00 686.50 682.75 20.00 702.75 32,254,656$ 33,782,083$ 36,399,105$ 944,867$ 37,343,972$
Court Security Fee Fund
Court Security Division
Deputy City Marshal 1.00 0.50 0.50 - 0.50 48,605$ 50,170$ 31,465$ -$ 31,465$
Total 1.00 0.50 0.50 - 0.50 48,605$ 50,170$ 31,465$ -$ 31,465$
Court Security Fee Fund Position Totals
Full Time Total 1.00 0.50 0.50 - 0.50 48,605$ 50,170$ 31,465$ -$ 31,465$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - - - - - - -
COURT SECURITY FEE FUND TOTALS 1.00 0.50 0.50 - 0.50 48,605$ 50,170$ 31,465$ -$ 31,465$
Juvenile Case Manager Fee Fund
Juvenile Case Manager Division
Juvenile Case Manager 1.00 1.00 1.00 - 1.00 39,541$ 40,934$ 42,786$ -$ 42,786$
Teen Court Coordinator 0.75 0.75 0.75 - 0.75 29,640 29,640 30,233 - 30,233
Total 1.75 1.75 1.75 - 1.75 69,181$ 70,574$ 73,019$ -$ 73,019$
Juvenile Case Manager Fee Fund Position Totals
Full Time Total 1.75 1.75 1.75 - 1.75 69,181$ 70,574$ 73,019$ -$ 73,019$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - - - - - - -
JUVENILE CASE MANAGER FEE FUND TOTALS 1.75 1.75 1.75 - 1.75 69,181$ 70,574$ 73,019$ -$ 73,019$
Community Development Fund
Community Development Division
CD Analyst - Housing 1.00 1.00 1.00 - 1.00 48,506$ 53,864$ 56,581$ -$ 56,581$
CD Analyst 2.00 2.00 2.00 - 2.00 99,341 99,654 105,708 - 105,708
Staff Assistant 0.50 - - - - 23,982 - - - -
Code Enforcement Officer 2.00 1.00 1.00 - 1.00 74,006 34,099 34,923 - 34,923
*CD Project Specialist 0.50 - - - - 10,747 10,776 - - -
Total 6.00 4.00 4.00 - 4.00 256,582$ 198,393$ 197,212$ -$ 197,212$
Community Development Fund Position Totals
Full Time Total 5.50 4.00 4.00 - 4.00 245,835$ 187,617$ 197,212$ -$ 197,212$
*Temp/Seasonal & Part-Time Non-Benefitted Total 0.50 - - - - 10,747 10,776 - - -
COMMUNITY DEVELOPMENT FUND TOTALS 6.00 4.00 4.00 - 4.00 256,582$ 198,393$ 197,212$ -$ 197,212$
Northgate Parking Fund
Northgate Parking Division
District Supervisor 1.00 1.00 1.00 - 1.00 44,782$ 46,798$ 49,645$ -$ 49,645$
District Sr. Coordinator 1.00 1.00 1.00 - 1.00 35,315 35,235 36,899 - 36,899
District Coordinator 3.00 4.00 4.00 - 4.00 78,790 111,604 119,034 - 119,034
*District Specialist 3.00 2.00 2.00 - 2.00 67,301 42,301 42,734 - 42,734
Total 8.00 8.00 8.00 - 8.00 226,188$ 235,938$ 248,312$ -$ 248,312$
Northgate Parking Fund Position Totals
Full Time Total 5.00 6.00 6.00 - 6.00 158,887$ 193,637$ 205,578$ -$ 205,578$
*Temp/Seasonal & Part-Time Non-Benefitted Total 3.00 2.00 2.00 - 2.00 67,301 42,301 42,734 - 42,734
NORTHGATE PARKING FUND TOTALS 8.00 8.00 8.00 - 8.00 226,188$ 235,938$ 248,312$ -$ 248,312$
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position C-8 Personnel
Revised Revised Base Approved Approved
Budget Budget Budget SLAs Budget Revised Revised Base Approved Approved
FTE FTE FTE FTE FTE Budget Budget Budget SLAs Budget
FY15 FY16 FY17 FY17 FY17 FY15 FY16 FY17 FY17 FY17
Electric Fund
Operations Administration Division
Warehouse Operations Activity Center
Warehouse Supervisor 1.00 1.00 1.00 - 1.00 65,458$ 65,582$ 66,893$ -$ 66,893$
Warehouse Assistant 3.00 3.00 3.00 - 3.00 107,536 108,368 113,734 - 113,734
*Warehouse Clerk-Temp/Seasonal 0.50 0.50 0.50 - 0.50 6,546 6,546 6,600 - 6,600
Total 4.50 4.50 4.50 - 4.50 179,540$ 184,780$ 187,227$ -$ 187,227$
Administration Activity Center -
Director of Electric Utility 1.00 1.00 1.00 - 1.00 149,781$ 155,023$ 162,075$ -$ 162,075$
Assistant Director of Electric Utility 2.00 2.00 2.00 - 2.00 245,154 254,360 266,384 - 266,384
Utilities Admin. Mgr.1.00 1.00 1.00 - 1.00 83,970 57,328 91,738 - 91,738
Electric System Data Analyst 1.00 2.00 2.00 - 2.00 49,670 54,753 112,303 - 112,303
Accounting Assistant 1.00 1.00 1.00 - 1.00 32,968 34,133 35,693 - 35,693
Staff Assistant 1.00 2.00 2.00 - 2.00 30,514 33,904 65,734 - 65,734
Secretary 1.00 - - - - 29,869 30,930 - - -
Total 8.00 9.00 9.00 - 9.00 621,926$ 620,431$ 733,927$ -$ 733,927$
Operations Admin. Division Totals 12.50 13.50 13.50 - 13.50 801,466$ 805,211$ 921,154$ -$ 921,154$
Substations Divisions
Elec. Sub/ Metering Superintendent 1.00 1.00 1.00 - 1.00 108,160$ 111,946$ 117,481$ -$ 117,481$
Substation Supervisor 1.00 1.00 1.00 - 1.00 76,211 80,950 84,731 - 84,731
Metering Supervisor 1.00 1.00 1.00 - 1.00 76,211 85,130 89,098 - 89,098
Graduate Engineer I - 1.00 1.00 - 1.00 - - 63,835 - 63,835
Electrical Meters Technician 2.00 3.00 3.00 - 3.00 115,606 197,652 203,405 - 203,405
Electrical Substation Technician 4.00 4.00 4.00 - 4.00 210,965 228,601 229,340 - 229,340
Total 9.00 11.00 11.00 - 11.00 587,153$ 704,279$ 787,890$ - 787,890$
Utility Dispatch Operations
Utility Dispatch Ops Superintendent.1.00 1.00 1.00 - 1.00 94,058 98,055 104,007 - 104,007
Utility Dispatch Ops Supervisor 2.00 2.00 2.00 - 2.00 136,420 147,125 151,926 - 151,926
Utility Dispatch Operator 8.00 8.00 8.00 - 8.00 477,381 504,130 559,377 - 559,377
SCADA Systems Analyst - Lead 1.00 1.00 1.00 - 1.00 82,410 85,294 80,061 - 80,061
SCADA Systems Technician 1.00 1.00 1.00 - 1.00 52,104 61,234 64,584 - 64,584
SCADA IT Analyst 1.00 1.00 1.00 - 1.00 73,632 76,209 83,000 - 83,000
Total 14.00 14.00 14.00 - 14.00 916,005$ 972,047$ 1,042,955$ - 1,042,955$
Electric Compliance
Electric Utilities Compliance Officer 1.00 1.00 1.00 - 1.00 88,733$ 91,838$ 96,494$ -$ 96,494$
Electric Compliance/Records Coordinator 1.00 1.00 1.00 - 1.00 67,588 69,923 73,106 - 73,106
Total 2.00 2.00 2.00 - 2.00 156,321$ 161,761$ 169,600$ -$ 169,600$
Engineering & Design
Electrical Inspector Lead 3.00 3.00 3.00 - 3.00 164,570$ 158,620$ 164,258$ -$ 164,258$
Electrical Inspector Lead - 1.00 1.00 - 1.00 - - 76,527 - 76,527
Electrical Inspector Lead 1.00 1.00 1.00 - 1.00 56,930 58,926 61,069 - 61,069
Line Locator 1.00 1.00 1.00 - 1.00 38,022 39,541 41,954 - 41,954
Electrical Engineer 1.00 - - - - 70,034 72,835 - - -
Graduate Engineer II 1.00 1.00 1.00 - 1.00 66,511 63,835 57,265 - 57,265
GIS Technician 1.00 1.00 1.00 - 1.00 40,206 38,373 41,038 - 41,038
*Electric Utility Asst 1.00 1.00 1.00 - 1.00 9,262 9,287 5,016 - 5,016
Total 9.00 9.00 9.00 - 9.00 445,535$ 441,417$ 447,127$ -$ 447,127$
Energy Management Service
Energy Auditor 1.00 1.00 1.00 - 1.00 59,862$ 59,862$ 61,069$ -$ 61,069$
Energy Coordinator 1.00 1.00 1.00 - 1.00 68,872 71,524 74,769 - 74,769
Key Accounts Rep 1.00 - - - - 42,016 44,533 - - -
Total 3.00 2.00 2.00 - 2.00 170,750$ 175,919$ 135,838$ -$ 135,838$
Electrical Transmission & Distribution Division
Elect Trans/Dist Foreman 6.00 6.00 6.00 - 6.00 386,506$ 412,304$ 425,376$ -$ 425,376$
Elect Trans/Dist Supervisor 2.00 2.00 2.00 - 2.00 156,320 170,082 176,942 - 176,942
Elect Distribution Ops Coordinator 1.00 - - - - 80,571 82,992 - - -
Electrical Trans/Dist Superintendent 1.00 1.00 1.00 - 1.00 91,311 95,877 100,247 - 100,247
Line Technician 13.00 14.00 14.00 2.00 16.00 539,524 624,938 683,457 106,620 790,077
*Electric Utility Asst - - - - - - - 5,621 - 5,621
Total 23.00 23.00 23.00 2.00 25.00 1,254,232$ 1,386,193$ 1,391,643$ 106,620 1,498,263$
Electric Fund Position Totals
Full Time Total 71.00 73.00 73.00 2.00 75.00 4,315,654$ 4,630,994$ 4,878,970$ 106,620$ 4,985,590$
*Temp/Seasonal & Part-Time Non-Benefitted Total 1.50 1.50 1.50 - 1.50 15,808 15,833 17,237 - 17,237
ELECTRIC FUND TOTALS 72.50 74.50 74.50 2.00 76.50 4,331,462$ 4,646,827$ 4,896,207$ 106,620$ 5,002,827$
Water Fund
Water Production Activity Center
Water Production Supervisor 1.00 1.00 1.00 - 1.00 46,571$ 48,415$ 50,614$ -$ 50,614$
Lead Water Production Operator 1.00 1.00 1.00 - 1.00 36,982 38,272 40,414 - 40,414
Water Production Operator 3.00 3.00 3.00 - 3.00 115,586 112,382 115,647 - 115,647
Total 5.00 5.00 5.00 - 5.00 199,139$ 199,069$ 206,675$ -$ 206,675$
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position C-9 Personnel
Revised Revised Base Approved Approved
Budget Budget Budget SLAs Budget Revised Revised Base Approved Approved
FTE FTE FTE FTE FTE Budget Budget Budget SLAs Budget
FY15 FY16 FY17 FY17 FY17 FY15 FY16 FY17 FY17 FY17
Water Distribution Activity Center
Director of Water/Wastewater Utility 1.00 1.00 1.00 - 1.00 126,069$ 131,112$ 137,422$ -$ 137,422$
Field Operations Manager 1.00 1.00 1.00 - 1.00 75,425 75,425 76,934 - 76,934
Regulatory Compliance Coordinator 1.00 1.00 1.00 - 1.00 43,471 44,992 50,070 - 50,070
Water Services Program Coordinator 1.00 1.00 1.00 - 1.00 63,045 63,045 64,306 - 64,306
Senior Engineer I 1.00 1.00 1.00 - 1.00 - 79,261 88,126 - 88,126
Maintenance Supervisor 2.00 2.00 2.00 - 2.00 112,091 116,905 105,808 - 105,808
GIS Analyst 1.00 1.00 1.00 - 1.00 54,642 56,827 60,364 - 60,364
Crew Leader 6.00 7.00 7.00 - 7.00 238,222 282,819 280,084 - 280,084
Environmental Technician 1.00 2.00 2.00 1.00 3.00 40,248 72,509 79,332 31,450 110,782
W/WW Systems Operator 10.00 11.00 11.00 - 11.00 304,855 364,920 356,934 - 356,934
*Environmental Technician 0.50 - - - - 5,278 - - - -
*GIS Technician 0.50 0.50 0.50 - 0.50 5,278 5,242 10,571 - 10,571
Total 26.00 28.50 28.50 1.00 29.50 1,141,207$ 1,293,057$ 1,309,951$ 31,450$ 1,341,401$
Water Fund Position Totals
Full Time Total 30.00 33.00 33.00 1.00 34.00 1,329,791$ 1,486,884$ 1,506,055$ 31,450$ 1,537,505$
*Temp/Seasonal & Part-Time Non-Benefitted Total 1.00 0.50 0.50 - 0.50 10,555 5,242 10,571 - 10,571
WATER FUND TOTALS 31.00 33.50 33.50 1.00 34.50 1,340,346$ 1,492,126$ 1,516,626$ 31,450$ 1,548,076$
Wastewater Fund
Wastewater Collection Activity Center
Asst Director of Water/Wastewater Utility 1.00 1.00 1.00 - 1.00 86,632$ 90,097$ 94,238$ -$ 94,238$
Environmental Manager 1.00 1.00 1.00 - 1.00 75,425 75,425 76,934 - 76,934
Lead Environmental Technician 1.00 1.00 1.00 - 1.00 47,070 47,070 48,006 - 48,006
Environmental Technician 1.00 1.00 1.00 - 1.00 32,367 33,550 37,286 - 37,286
Asset Management Coordinator 1.00 1.00 1.00 - 1.00 47,195 49,083 51,518 - 51,518
Staff Assistant - 1.00 1.00 - 1.00 - 30,242 33,634 - 33,634
Maintenance Supervisor 1.00 1.00 1.00 - 1.00 60,653 63,045 64,306 - 64,306
Crew Leader 5.00 5.00 5.00 - 5.00 197,746 202,736 200,741 - 200,741
W/WW Systems Operator 12.00 12.00 12.00 - 12.00 351,780 418,598 381,415 - 381,415
Total 23.00 24.00 24.00 - 24.00 898,868$ 1,009,846$ 988,078$ -$ 988,078$
Wastewater Treatment Activity Center
Plant Operations Manager 1.00 1.00 1.00 - 1.00 70,179$ 72,811$ 76,728$ -$ 76,728$
WWTP Supervisor 1.00 1.00 1.00 - 1.00 60,840 63,045 64,306 - 64,306
SCADA Systems Analyst 1.00 1.00 1.00 - 1.00 66,884 66,884 59,931 - 59,931
Lead WWTP Operator 3.00 3.00 3.00 - 3.00 132,912 135,345 140,566 - 140,566
W/W Plant Operator 12.00 13.00 13.00 - 13.00 387,795 388,209 449,396 - 449,396
Power & Control Specialist WTR 4.00 4.00 4.00 - 4.00 164,703 165,360 173,200 - 173,200
Engineer in Training - - - 1.00 1.00 - - - 60,310 60,310
Staff Assistant 1.00 1.00 1.00 - 1.00 30,061 30,160 31,782 - 31,782
Laboratory Supervisor 1.00 1.00 1.00 - 1.00 40,830 42,058 38,189 - 38,189
Lab Technician 2.00 2.00 2.00 - 2.00 67,205 70,013 73,320 - 73,320
Total 26.00 27.00 27.00 1.00 28.00 1,021,410$ 1,033,885$ 1,107,418$ 60,310$ 1,167,728$
Wastewater Fund Position Totals
Full Time Total 49.00 51.00 51.00 1.00 52.00 1,920,278$ 2,043,731$ 2,095,496$ 60,310$ 2,155,806$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - - - - -$ -$ -$
WASTEWATER FUND TOTALS 49.00 51.00 51.00 1.00 52.00 1,920,278$ 2,043,731$ 2,095,496$ 60,310$ 2,155,806$
Water Services Position Totals
Full Time Total 79.00 84.00 84.00 2.00 86.00 3,250,069$ 3,530,615$ 3,601,551$ 91,760$ 3,693,311$
*Temp/Seasonal & Part-Time Non-Benefitted Total 1.00 0.50 0.50 - 0.50 10,555 5,242 10,571 - 10,571
WATER SERVICES DEPARTMENT TOTAL 80.00 84.50 84.50 2.00 86.50 3,260,624$ 3,535,857$ 3,612,122$ 91,760$ 3,703,882$
Sanitation Fund
Residential Collection Activity Center
Assistant Director of Public Works 0.25 - - - - 23,752$ 23,752$ -$ -$ -$
Sanitation Superintendent 1.00 0.50 0.50 - 0.50 72,072 74,955 38,467 - 38,467
Sanitation Foreman 1.00 1.00 1.00 - 1.00 51,750 40,643 42,786 - 42,786
Container Coordinator - 1.00 1.00 - 1.00 - - 40,872 - 40,872
Route Manager 17.00 18.00 18.00 - 18.00 522,889 634,023 627,037 - 627,037
Equipment Operator 2.00 2.00 2.00 - 2.00 70,866 69,368 72,779 - 72,779
Recycling & Env Compliance Mgr 1.00 1.00 1.00 - 1.00 49,171 54,082 56,541 - 56,541
Staff Assistant - 0.50 0.50 - 0.50 - - 20,155 - 20,155
Customer Service Representative 1.00 0.50 0.50 - 0.50 31,408 27,352 15,754 - 15,754
*Public Works Intern 1.00 1.00 0.50 - 0.50 10,400 10,429 10,515 - 10,515
Total 24.25 25.50 25.00 - 25.00 832,308$ 934,604$ 924,906$ -$ 924,906$
Commercial Collection Activity Center
Assistant Director of Public Works 0.25 - - - - 23,752$ 23,752$ -$ -$ -$
Sanitation Superintendent - 0.50 0.50 - 0.50 - - 38,467 - 38,467$
Sanitation Foreman 1.00 1.00 1.00 - 1.00 51,750 51,750 52,790 - 52,790
Container Coordinator 2.00 1.00 1.00 - 1.00 74,942 71,284 33,509 - 33,509
Staff Assistant - 0.50 0.50 - 0.50 - - 20,155 - 20,155
Customer Service Representative - 0.50 0.50 - 0.50 - - 14,362 - 14,362
Route Manager 8.00 9.00 9.00 - 9.00 263,349 267,406 309,316 - 309,316
Total 11.25 12.50 12.50 - 12.50 413,793$ 414,192$ 468,599$ -$ 468,599$
Sanitation Fund Position Totals
Full Time Total 34.50 37.00 37.00 - 37.00 1,235,701$ 1,338,367$ 1,382,990$ -$ 1,382,990$
*Temp/Seasonal & Part-Time Non-Benefitted Total 1.00 1.00 0.50 - 0.50 10,400 10,429 10,515 - 10,515
SANITATION FUND TOTALS 35.50 38.00 37.50 - 37.50 1,246,101$ 1,348,796$ 1,393,505$ -$ 1,393,505$
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position C-10 Personnel
Revised Revised Base Approved Approved
Budget Budget Budget SLAs Budget Revised Revised Base Approved Approved
FTE FTE FTE FTE FTE Budget Budget Budget SLAs Budget
FY15 FY16 FY17 FY17 FY17 FY15 FY16 FY17 FY17 FY17
Property & Casualty Insurance Fund
Property & Casualty Insurance Division
Risk Manager 0.50 0.50 0.50 - 0.50 36,774$ 40,352$ 42,398$ -$ 42,398$
Security/SafetyCoordinator - 0.50 0.50 - 0.50 -$ 26,629$ 25,250 - 25,250
Risk Claims Coordinator 0.50 0.50 0.50 - 0.50 26,218 27,293 29,094 - 29,094
Total 1.00 1.50 1.50 - 1.50 62,992$ 94,274$ 96,742$ -$ 96,742$
Property & Casualty Insurance Fund Position Totals
Full Time Total 1.00 1.50 1.50 - 1.50 62,992$ 94,274$ 96,742$ -$ 96,742$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - - - - - - -
PROPERTY CASUALTY FUND TOTALS 1.00 1.50 1.50 - 1.50 62,992$ 94,274$ 96,742$ -$ 96,742$
Employee Benefits Fund
Employee Benefits Division
Comp & Benefits Specialist 1.00 1.00 1.00 - 1.00 40,976$ 69,623$ 43,867$ -$ 43,867$
Total 1.00 1.00 1.00 - 1.00 40,976$ 69,623$ 43,867$ -$ 43,867$
Employee Benefits Fund Position Totals
Full Time Total 1.00 1.00 1.00 - 1.00 40,976$ 69,623$ 43,867$ -$ 43,867$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - - - - - - -
EMPLOYEE BENEFITS FUND TOTALS 1.00 1.00 1.00 - 1.00 40,976$ 69,623$ 43,867$ -$ 43,867$
Worker's Compensation Insurance Fund
Worker's Compensation Insurance Division
Risk Manager 0.50 0.50 0.50 - 0.50 36,774$ 40,352$ 42,398$ -$ 42,398$
Security/SafetyCoordinator - 0.50 0.50 - 0.50 -$ 26,629$ 25,250 - 25,250
Risk Claims Coordinator 0.50 0.50 0.50 - 0.50 26,218 27,293 29,094 - 29,094
Total 1.00 1.50 1.50 - 1.50 62,992$ 94,274$ 96,742$ -$ 96,742$
Worker's Compensation Insurance Fund Position Totals
Full Time Total 1.00 1.50 1.50 - 1.50 62,992$ 94,274$ 96,742$ -$ 96,742$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - - - - - - -
WORKER'S COMPENSATION FUND TOTALS 1.00 1.50 1.50 - 1.50 62,992$ 94,274$ 96,742$ -$ 96,742$
Utility Customer Service Fund
Utility Customer Service Activity Center
Utilities Office Manager 1.00 1.00 1.00 - 1.00 57,678$ 59,697$ 62,708$ -$ 62,708$
Customer Service Supervisor 1.00 1.00 1.00 - 1.00 44,782 46,910 50,070 - 50,070
Senior Customer Serv. Rep.3.00 4.00 4.00 - 4.00 108,160 124,765 131,774 - 131,774
Customer Service Rep.12.00 12.00 12.00 1.00 13.00 343,658 329,472 347,111 24,960 372,071
Total 17.00 18.00 18.00 1.00 19.00 554,278$ 560,844$ 591,663$ 24,960$ 616,623$
Meter Services Activity Center
Meter Services Supervisor 1.00 1.00 1.00 - 1.00 54,808$ 54,808$ 54,808$ -$ 54,808$
Meter Tech Crew Leader 1.00 1.00 1.00 - 1.00 39,520 39,520 40,310 - 40,310
Meter Services Technician 2.00 2.00 2.00 - 2.00 100,031 78,166 76,149 - 76,149
Meter Services Crew Leader 1.00 - - - - 29,692 30,888 - - -
Meter Services Field Rep.7.00 - - - - 149,217 151,114 - - -
Total 12.00 4.00 4.00 - 4.00 373,268$ 354,496$ 171,267$ -$ 171,267$
Utility Customer Service Position Totals
Full Time Total 29.00 22.00 22.00 1.00 23.00 927,546$ 915,340$ 762,930$ 24,960$ 787,890$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - - - - - - -
UTILITY CUSTOMER SERVICE FUND TOTALS 29.00 22.00 22.00 1.00 23.00 927,546$ 915,340$ 762,930$ 24,960$ 787,890$
Fleet Maintenance Fund
Fleet Services Parts Activity Center
Assistant Buyer 1.00 1.00 1.00 - 1.00 39,104$ 40,477$ 42,640$ -$ 42,640$
Runner/Porter 1.00 1.00 1.00 - 1.00 22,672 20,613 25,459 - 25,459
Warehouse Assistant 1.00 1.00 1.00 - 1.00 32,531 33,675 37,170 - 37,170
Total 3.00 3.00 3.00 - 3.00 94,307$ 94,765$ 105,269$ -$ 105,269$
Fleet Services Admin. Activity Center
Fleet Services Superintendent 1.00 1.00 1.00 - 1.00 59,987$ 62,387$ 65,409$ -$ 65,409$
Shop Foreman 1.00 1.00 1.00 - 1.00 41,392 42,952 45,448 - 45,448
Mechanic 10.00 10.00 10.00 - 10.00 384,155 397,135 413,775 - 413,775
Customer Service Rep.1.00 1.00 1.00 - 1.00 31,408 24,960 26,728 - 26,728
Total 13.00 13.00 13.00 - 13.00 516,942$ 527,434$ 551,360$ -$ 551,360$
Fleet Maintenance Fund Position Totals
Full Time Total 16.00 16.00 16.00 - 16.00 611,249$ 622,199$ 656,629$ -$ 656,629$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - - - - - - -
FLEET MAINTENANCE FUND TOTALS 16.00 16.00 16.00 - 16.00 611,249$ 622,199$ 656,629$ -$ 656,629$
Drainage Utility Fund
Engineering Division
Drainage Inspector 1.00 1.00 1.00 - 1.00 47,070$ 47,070$ 48,006$ -$ 48,006$
Total 1.00 1.00 1.00 - 1.00 47,070$ 47,070$ 48,006$ -$ 48,006$
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position C-11 Personnel
Revised Revised Base Approved Approved
Budget Budget Budget SLAs Budget Revised Revised Base Approved Approved
FTE FTE FTE FTE FTE Budget Budget Budget SLAs Budget
FY15 FY16 FY17 FY17 FY17 FY15 FY16 FY17 FY17 FY17
Drainage Division
Foreman 2.00 2.00 2.00 - 2.00 77,576$ 87,027$ 80,704$ -$ 80,704$
Crew Leader 1.00 1.00 1.00 - 1.00 41,246 44,054 44,096 - 44,096
Equipment Operator 8.00 8.00 8.00 1.00 9.00 253,865 237,203 252,948 30,163 283,111
GIS Technician 1.00 1.00 1.00 - 1.00 31,200 32,760 33,363 - 33,363
Administrative Support Specialist - 1.00 1.00 - 1.00 - 33,550 35,927 - 35,927
Light Equipment Operator 3.00 3.00 3.00 - 3.00 79,373 81,057 85,488 - 85,488
Total 15.00 16.00 16.00 1.00 17.00 483,260$ 515,651$ 532,526$ 30,163$ 562,689$
Drainage Utility Fund Position Totals
Full Time Total 16.00 17.00 17.00 1.00 18.00 530,330$ 562,721$ 580,532$ 30,163$ 610,695$
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - - - - - - -
DRAINAGE UTILITY FUND TOTALS 16.00 17.00 17.00 1.00 18.00 530,330$ 562,721$ 580,532$ 30,163$ 610,695$
All Funds Full-time Total 880.75 905.25 905.25 26.00 931.25 42,898,691$ 45,237,062$ 48,113,981$ 1,198,370$ 49,312,351$
All Funds Temp/Seasonal & Part-Time Non-Benefitted Total 53.00 51.50 47.25 - 47.25 1,030,793 990,007$ 974,408 - 974,408
ALL FUNDS TOTAL 933.75 956.75 952.50 26.00 978.50 43,929,484$ 46,227,069$ 49,088,389$ 1,198,370$ 50,286,759$
Revenue for Major Funds
Type Account Description FY13 Actual FY14 Actual FY15 Actual
FY16 Revised
Budget
FY16 Year-End
Estimate
FY17 Approved
Budget
GENERAL FUND REVENUES
Investment Earnings
Investment Income 77,593 60,226 86,031 62,220 132,673 100,000
Invest Inc - FMV Adjust - - - - - -
Investment Earnings Total 77,593 60,226 86,031 62,220 132,673 100,000
Ad Valorem Taxes
Tax - Current Ad Valorem 13,824,900 14,294,238 16,868,432 18,155,815 18,137,814 21,412,427
Tax - Delinquent Ad Valorem 66,744 63,916 75,453 70,000 199,618 70,000
Tax - Penal/Interest Ad Valorem 46,958 44,200 56,553 42,000 56,291 42,000
Ad Valorem Taxes Total 13,938,602 14,402,353 17,000,439 18,267,815 18,393,722 21,524,427
Sales Tax
Tax - Local Sales Tax 23,064,035 24,565,649 26,687,963 27,592,000 26,948,296 27,487,262
Sales Tax Total 23,064,035 24,565,649 26,687,963 27,592,000 26,948,296 27,487,262
Other Taxes
Tax - Mixed Drink 442,737 576,176 614,216 627,016 678,755 627,016
Tax - Natural Gas Franchise 377,341 556,885 516,736 585,800 455,793 485,000
Tax - Oil & Gas Franchise 27,573 27,573 33,107 27,849 27,573 27,849
Tax - Telecable Franchise 1,040,248 1,020,290 1,022,597 1,032,823 1,020,336 1,032,823
Tax - Telephone Franchise 623,550 626,740 627,402 570,000 647,513 625,000
Tax - Use of Streets 140,379 175,856 46,254 49,191 53,643 49,191
Tax -BTU Franchise - - 201,406 191,746 223,678 191,746
Other Taxes Total 2,651,828 2,983,520 3,061,718 3,084,425 3,107,292 3,038,625
Charges for Services - General Government
CSO -Certificate Searches 39,776 45,455 50,583 46,920 50,249 46,920
CSO - Notary Fee 155 48 67 53 30 53
CSO - Postage/Certificate Mail 360 585 841 520 526 520
CSO - Xerox/Repro Charges 160 108 146 265 65 265
CSO - TML Application Fees - - 1,580 - - -
P&DS - Mineral Interest Royalty 2,052 25,871 5,466 5,212 13,159 5,212
General Government Total 42,503 72,067 58,682 52,970 64,030 52,970
Charges for Services - Fiscal Department
Court - City Omni 18,606 18,289 15,541 19,633 17,157 19,633
Court - Court Dismissal Fees 11,830 9,590 7,810 10,404 15,330 10,404
Court - Expungement Fee 90 300 210 212 225 212
Court - FTA Warrant Services 321 161 117 416 150 416
Court - General Admin Fees 48,522 42,199 53,207 47,858 60,471 47,858
Court - Notary Fees 336 348 216 212 174 212
Court - Teen Court Admin Fees 774 520 727 1,062 751 1,062
Court - Time Pmt Fee/Unreserved 28,803 27,536 22,506 31,836 21,184 25,000
Court - Truancy Prevention - - - - - -
Court - Warrant Service Fee 126,786 125,139 111,704 122,039 97,611 110,000
Fiscal Department Total 236,069 224,083 212,038 233,672 213,052 214,797
Charges for Services - Police Department
Police - Arrest Fees 87,858 79,117 80,880 92,700 98,017 92,700
Police- Escort Services 31,845 26,666 8,900 27,540 11,800 27,540
Police - False Alarms 21,927 27,431 21,503 26,010 26,092 26,010
Police - Fingerprinting 4,270 3,604 4,180 3,672 3,330 3,672
Police - Housing of Prisoners 10 - - - - -
Police - Police Reports 9,087 7,697 8,248 7,650 9,992 7,650
Police - PoliceReports-US, LLC - - - - - -
Police - Records Check 343 418 351 530 556 530
Police - Unclaimed Money - - 2,615 - 724 -
Police - SRO Reimbursement 310,000 335,424 343,008
Police Department Total 155,340 144,933 126,677 468,102 485,935 501,110
Charges for Services - Fire Department
Fire - EMS Athletic Standbys 15,700 19,425 12,175 20,210 54,719 20,210
Fire - EMS Reports - 12 7 - - -
Fire - EMS Transport - Emergicon 1,451,090 1,510,405 1,679,112 1,683,000 1,621,847 1,683,000
Fire - EMS Transport - NRS 65 50 60 31 614 31
Fire - EMS Transport (County)162,172 161,653 161,648 163,200 214,240 266,828
Fire - Administration Fees 1,320 1,440 240 1,061 - 1,061
Fire - Auto Fire Alarm 3,000 6,800 13,000 5,306 20,313 10,000
D-1 Revenue History and Budget Estimates
Revenue for Major Funds
Type Account Description FY13 Actual FY14 Actual FY15 Actual
FY16 Revised
Budget
FY16 Year-End
Estimate
FY17 Approved
Budget
Fire - Auto Hood Test 250 700 1,200 1,433 1,025 1,433
Fire - Daycare Centers 950 1,100 1,100 902 775 902
Fire - Fire Sprinkler/Standpipe 8,550 12,650 18,100 13,265 27,450 20,000
Fire - Foster Homes 510 693 450 583 540 583
Fire - Fuel Line Leak 1,700 3,700 2,800 1,274 8,933 3,000
Fire - Fuel Tank Leak - 300 300 - 300 -
Fire - Health Care Facilities 1,000 1,200 1,450 1,274 825 1,274
Fire - Mowing Charges 2,146 2,322 - 3,714 - -
Fire - Nursing Homes 150 300 450 318 375 318
Fire - Revenue Rescue - 11,029 47,251 20,400 5,647 -
Fire - Travel Fee-Outside City - - - - 26 -
Fire - Intergovtal-Reimb Trng - - 2,077 - 8,515 -
Fire - Task Force Reimb - - 31,736 - 8,386 -
Fire Department Total 1,648,604 1,733,779 1,973,156 1,915,971 1,974,530 2,008,640
Charges for Services - Planning & Development Dept
O&G Road Reimbursement - - - - 32,097 -
P&DS - Misc Fees 364,389 407,899 533,462 373,553 663,566 850,000
Planning & Development Total 364,389 407,899 533,462 373,553 695,663 850,000
Charges for Services - Community Services
CS - Administration Fees - - 360 - 120 -
CS - Mowing Charges - - 1,241 - 101 3,714
Community Services Total - - 1,601 - 221 3,714
Charges for Services - Parks & Recreation
PARD - Recreation Programs (128) 3,760 12,233 - 5,069 8,000
PARD - Tournament Fees 66,818 126,260 110,274 75,000 77,753 75,000
PARD - Heritage Programs - 1,690 3,534 2,000 4,228 2,000
PARD - Grave Open/Close Fee 75 175 75 155 225 155
PARD - Post Burial Fees 22,400 27,700 26,150 32,000 25,967 27,000
PARD - WPC Ticket Sales (NT)3,453 5,545 3,614 6,000 200 4,200
*PARD - Aquatics-Jr Lifeguard - - 1,745 1,000 1,970 1,000
*PARD - Aquatics-Lifeguard Train - - 10,930 7,500 4,290 7,500
*PARD - Southwood Pool Rec Programs - - 35,975 60,000 37,398 50,000
*PARD - Thomas Pool Rec Programs - - 22,520 20,000 18,050 20,000
*PARD - Adamson Lagoon Rec Programs - - 179,528 200,000 189,605 180,000
*PARD - Natatorium Rec Programs - - 23,509 - - -
*PARD - Swim Lessons Rec Programs - - 86,243 100,000 81,386 100,000
*PARD - Water Fitness Rec Programs - - 1,150 1,000 1,600 1,000
*PARD - Swim Team Rec Programs - - 20,235 30,000 17,960 25,000
*PARD - Stroke Clinic Rec Programs - - - - - -
*PARD - Senior Center Rec Programs - - 6,117 8,500 7,118 8,500
*PARD - Teen Center Rec Programs - - 978 650 782 650
*PARD - Lincoln Center Rec Programs - - 38,308 25,000 39,970 40,000
*PARD - Adult Softball Rec Programs - - 89,510 95,000 92,068 95,000
*PARD - Adult Volleyball Rec Programs - - 14,420 19,000 13,620 19,000
*PARD - Youth Basketball Rec Programs - - 54,880 55,000 56,392 55,000
*PARD - Youth Flag Football Rec Programs - - 22,625 25,000 24,798 25,000
*PARD - Youth Volleyball Rec Programs - - 15,220 15,000 18,988 15,000
*PARD - Adult Kickball Rec Programs - - 26,694 21,000 27,543 21,000
*PARD - Challenger Sports Rec Programs - - 1,035 1,000 1,055 1,000
*PARD - Tennis Instruction Rec Programs - - 19,746 10,000 16,758 10,000
*PARD - Summer Track Rec Programs - - - - - -
*PARD - Ultimate Frisbee Rec Programs - - - - 1,070 1,000
*PARD - Xtra Education Rec Programs - - 35,657 55,000 61,871 55,000
Parks & Recreation Total 92,618 165,130 862,904 864,805 827,733 847,005
* Revenue was in the Recreation Fund for FY13 and FY14.
Charges for Services Total 2,539,523 2,747,890 3,768,520 3,909,073 4,261,164 4,478,236
Fines & Penalties
Gen Gov't - Fines/Penalties-Parking - - - - 32 -
Court - Fines/Penalties-Bond Forfeits 2,052 3,912 1,143 3,745 445 3,745
Court - Fines/Penalties-Chld Safety Fd 30,708 33,576 31,830 32,252 37,837 32,252
Court - Fines/Penalties-ChldSafeT Seat 38,773 30,611 16,955 33,293 31,879 33,293
Court - Fines/Penalties-CityPrkg Fines 200 23,960 29,827 106 46,118 40,000
Court - Fines/Penalties-CivilPrkg Fine 914 356 558 1,062 - 1,062
Court - Fines/Penalties-Miscellaneous 100,780 91,586 1,411,367 2,643,840 2,840,088 2,725,000
D-2 Revenue History and Budget Estimates
Revenue for Major Funds
Type Account Description FY13 Actual FY14 Actual FY15 Actual
FY16 Revised
Budget
FY16 Year-End
Estimate
FY17 Approved
Budget
Court - Fines/Penalties-Traffic Fines 35,978 33,005 36,126 31,212 45,367 31,212
Court - Fines/Penalties-Cr Access Bus - - - - - -
Fines & Penalties Total 209,405 217,006 1,527,806 2,745,510 3,001,765 2,866,564
Licenses & Permits
Gen Gov't - License/Permit-Mixed Drink 36,263 38,203 6,168 36,050 45,816 36,050
Gen Gov't - License/Permit-Cr Acc Bus Reg - 200 150 - - -
PD - License/Permit-Child Safe Prog 98,453 100,525 98,322 100,000 108,558 100,000
PD - License/Permit-Taxi - - 865 - 2,515 -
PD - License/Permit-Itinerant Vend - - 4,455 4,120 3,225 4,120
PD - License/Permit-Livestock Per 140 425 350 - 245 -
PD- License/Permit-Wrecker Lic 2,530 2,756 2,080 2,780 - -
PD- License/Permit-Trans Ntwk Comp - 1,200 -
Fire - License/Permit-Ambulance Lic 850 1,250 1,200 1,236 1,550 1,236
P&DS - Contractor Reg 26,390 29,677 29,047 27,873 34,313 27,873
P&DS - Permits 992,262 1,169,132 1,244,553 904,760 1,731,020 1,250,000
P&DS - License/Permit-Mixed Drink - - - - - -
P&DS - Rental Registration 70,973 81,975 78,449 82,000 86,897 -
CS - Rental Registration - - - - - 82,000
Licenses & Permits Total 1,227,861 1,424,142 1,465,638 1,158,819 2,015,340 1,501,279
Other Revenue
Gen Gov't - Reimbursed Expenses 18,368 15,742 11,713 5,202 5,314 5,202
Gen Gov't - Restitution - - 6,648 - 8,386 -
Gen Gov't - Contributions/Donations-Misc 49,825 2,941 - - - -
Gen Gov't - Misc Operating Revenues 806 700 847 640 1,051 640
Fiscal - Other Fees-Credit Card Conven 56,939 57,481 55,454 58,262 63,369 58,262
Fiscal - Forfeitures-Perform Guarantees - - - - - -
Fiscal - Misc Operating Revenues 2,742,804 2,533,479 948,173 - (20,443) -
PD - Other Fees-Credit Card Conven 263 30 27 51 17 51
PD - Restitution 2,068 1,571 1,129 1,152 1,129 1,152
PD - Contributions/Sponsorships 3,625 4,150 505 5,306 505 5,306
PD - Misc Operating Revenues 284,359 466,046 373,859 101,793 153,276 146,660
Fire - Reimbursed Expenses 45,941 17,981 15,509 18,000 797 18,000
Fire - Restitution 11,529 13,185 5,273 4,700 4,700 4,700
Fire - Contributions/Sponsorships 540 100 576 520 6,800 520
Fire - Misc Operating Revenues - - - - - -
P&DS - Forfeitures-Perform Guarantees - - - - - -
P&DS - Reimbursed Expenses - - 36 - - -
PARD - Rentals-Ball fields 72,674 94,881 (20,629) 60,000 7,980 30,000
PARD - Rentals-Park Pavilions 40,926 36,525 35,920 37,000 40,237 40,000
PARD - Rentals-WPC Amphitheater 16,172 12,315 14,595 12,000 17,950 12,000
PARD - Rentals-Equipment-Nontaxable 1,085 - - 1,061 - -
PARD - Rentals-Miscellaneous 50,620 10,342 - 11,012 - -
PARD - Reimbursed Expenses 2,606 5,480 13,119 8,000 8,200 8,000
PARD - Contributions/Sponsorships 3,000 3,825 - 5,121 2,280 5,121
PARD - Concessions-WPC 11,032 281 4,811 3,130 4,895 3,130
PARD - Misc Operating Revenues 2,562 3,005 4,967 3,000 3,232 3,000
*PARD - Contributions/Sponsorships - - 170 - - -
*PARD - Rentals-Southwood Pool - - 8,830 10,000 8,740 10,000
*PARD - Rentals-Thomas Park Pool - - 5,580 2,500 6,330 5,000
*PARD - Rentals-Adamson Lagoon - - 32,071 30,000 31,125 30,000
*PARD - Concessions-Adamson Pool - - 17,423 10,000 17,756 15,000
*PARD - Reimbursed Expenses-Natatorium - - 5,569 - - -
*PARD - Concessions-Southwood Comm Ctr - - 849 - 735 -
*PARD - Concessions-SW Center Seniors - - 55 - (55) -
*PARD - Rentals-SW Center-Teen - - 28,830 25,000 25,988 30,000
*PARD - Contributions/Sponsorships - Teen - - - - - -
*PARD - Rentals-Lincoln Center - - 25,565 25,000 22,973 30,000
*PARD - Contributions/Sponsorships - Lincoln Ctr - - - - - -
*PARD - Concessions-Lincoln Center - - - - - -
*PARD - Concessions-Adult Softball - - 12,001 15,000 10,612 15,000
*PARD - Contributions/Sponsorships Yth Bskbal - - - - - -
IT - Reimbursed Expenses - - - 1,061 8,835 1,061
Other Revenue Total 3,417,743 3,280,060 1,609,476 454,511 442,716 477,805
* Revenue was in the Recreation Fund for FY13 and FY14.
D-3 Revenue History and Budget Estimates
Revenue for Major Funds
Type Account Description FY13 Actual FY14 Actual FY15 Actual
FY16 Revised
Budget
FY16 Year-End
Estimate
FY17 Approved
Budget
Intergovernmental
Gen Gov't - Grants-Federal (1,390) - - - - -
Fiscal - Other Intergovtal-Reimb Costs - - - - - -
PD - Grants-Federal 45,289 14,352 30,237 - 116,329 -
PD - Grants-State 109,358 16,282 - - 15,735 -
PD - Other Intergovtal-Reimb Costs - - 19,769 - 10,700 -
Fire - Grants-Federal 45,298 - 8,392 317,003 112,139 522,512
Fire - Grants-State (includes Easterwood ILA)196,200 11,212 199,860 196,200 422,736 211,853
Fire - Other Intergovtal-Reimb Costs 75,028 147,256 56,013 40,000 33,816 40,000
Pub Work-Oth Intergov-Reimb - 200,000 -
*PARD - Grants-Federal - Senior Center - - 7,000 7,000 6,416 7,000
Intergovernmental Total 469,783 189,103 321,271 560,203 917,871 781,365
* Revenue was in the Recreation Fund for FY13 and FY14.
Utility Transfer
Utility Transfer-Electric 5,809,891 5,809,891 5,809,891 6,893,217 6,893,217 8,021,864
Utility Transfer-Sanitation 722,034 722,034 722,034 722,034 722,034 730,000
Utility Transfer-Wastewater 1,243,000 1,280,290 1,318,700 1,358,261 1,358,261 1,466,922
Utility Transfer-Water 1,374,000 1,415,220 1,457,675 1,501,405 1,501,405 1,546,447
Utility Transfer Total 9,148,925 9,227,435 9,308,300 10,474,917 10,474,917 11,765,233
Misc Non-Operating
Gen Gov't - Cash Over/Short 5,747 4,091 2,747 1,530 8,652 1,530
Gen Gov't - Fiber Lease Income - - - - 22,937 -
Gen Gov't - Realized Gain/Loss - - - - - -
Gen Gov't - Sale of Scrap Metal 13,770 14,192 6,471 10,925 51,641 10,925
Gen Gov't - Misc Nonoperating Revenue 127,524 61,180 2,709,632 74,201 75,575 74,201
Fiscal - Collection Service Fees 999 615 654 795 674 795
P&DS - Cash Over/Short - - 18 - 40 -
PARD - Misc Nonoperating Revenue - Tourism - - - - 19 -
Non-Dept - Proceeds from Sale of Property - 4,259,903 1,550,000 - - -
PARD - Cash Over/Short - Sports Admin - - - - - -
Misc Non-Operating Total 148,040 4,339,981 4,269,521 87,451 159,538 87,451
General Fund Total 56,893,336 63,437,365 69,106,681 68,396,944 69,855,293 74,108,247
HOTEL TAX FUND REVENUES
Hotel/Motel Tax Revenue 4,368,694 4,948,454 5,336,661 5,502,000 5,259,912 5,391,000
Chimney Hill Proceeds/Fund Balance - - 9,260,688 - - -
HOT Tax Penalty/Interest 25,173 17,623 - - - -
Investment Income 22,556 17,623 35,957 40,000 88,872 40,000
Misc Non-Operating Revenue - - 6,700 - 10,266 -
Hotel Tax Fund Total 4,416,424 4,983,700 14,640,006 5,542,000 5,359,050 5,431,000
DEBT SERVICE FUND REVENUES
Tax - Current Ad Valorem 11,501,460 11,843,070 12,546,517 13,465,252 13,465,252 15,029,437
Tax - Delinquent Ad Valorem 61,878 58,497 65,383 60,000 60,000 60,000
Tax - Penal/Interest Ad Valorem 40,749 37,301 44,020 40,000 40,000 40,000
Investment Income 22,180 14,326 19,417 20,000 24,000 25,000
Proceeds/Long Term Debt 5,255,000 8,535,000 - - 13,915,000 -
Premiums on Bonds Sold 951,174 1,249,223 - - 2,047,190 -
Misc Non-Operating Revenue - 917 - - 1,000 -
*Memorial Cemetery Fund - 196,058 262,795 363,101 363,101 258,705
Debt Service Fund Total 17,832,442 21,934,393 12,938,132 13,948,353 29,915,543 15,413,142
* Transfers in from other funds
ELECTRIC FUND REVENUES
Sales - Residential/Taxable 53,264,925 54,750,951 57,354,391 56,467,738 55,937,360 56,117,386
Sales - Commercial/Taxable 28,614,231 29,334,037 30,070,976 29,867,597 30,374,879 30,474,171
Sales - Commercial/Non-Taxable 10,892,085 11,465,204 11,223,349 11,311,487 11,811,879 11,850,783
Sales - Security Lights 98,333 96,142 95,450 96,508 96,000 97,920
Sales - Other 22,967 31,431 19,127 30,538 26,000 26,520
Other Fees - Pole Contact and Use 252,039 228,461 228,066 237,952 237,952 242,711
Foreiture/Discounts/Penalties 1,369,580 1,311,670 1,426,190 1,424,334 1,426,000 1,454,520
Other Fees - Connect Fees 290,029 272,310 249,448 273,315 270,761 276,176
Misc Operating Revenue 195,300 199,532 208,684 192,222 193,110 196,972
Investment Income 85,324 71,632 71,155 67,905 120,000 75,000
Insurance Reimbursement 11,927 1,273 4,773 - - -
D-4 Revenue History and Budget Estimates
Revenue for Major Funds
Type Account Description FY13 Actual FY14 Actual FY15 Actual
FY16 Revised
Budget
FY16 Year-End
Estimate
FY17 Approved
Budget
Reimbursed Expenses 9,236 16,733 216,066 16,000 219,694 -
Cash Over/Short (60) 22 (38) - - -
Collection Service Fees 10,542 8,868 9,861 9,045 10,000 10,000
Sale of Scrap Metal 34,583 42,732 31,277 34,000 40,000 40,000
Misc Non-Operating Revenue 4,012 81,404 4,989 10,920 15,332 15,000
Other Misc Operating Revenue - - 3,563 - - -
Other Nonoperating/Street Lights - - - - - 1,071,000
Other Misc Non-Operating Revenue - - 23,531 - - -
Electric Fund Total 95,155,053 97,912,403 101,240,857 100,039,561 100,778,967 101,948,159
WATER FUND REVENUES
Sales - Residential/Non-Taxable 8,696,630 7,717,683 8,150,339 8,243,000 8,627,637 8,783,466
Sales - Commercial/Non-Taxable 6,152,669 5,756,304 6,028,060 6,165,025 6,331,350 6,521,291
W-Rev-Sls-Comm-Effluent - - 358,353 - 115,000 -
Other Fees - Connect Fees 100,332 98,585 92,993 103,000 100,000 110,000
Sales-Water Taps 220,476 312,602 349,157 345,050 675,000 361,000
Other Fees-Misc Operating Rev 150 - - - - -
Investment Income 35,994 17,566 13,874 21,218 25,000 26,000
Collection Service Fees 7 3 1 - -
Lease Income 7,269 7,269 706 7,269 5,000 5,000
Sale of Scrap Metal 16,363 5,666 820 17,042 4,000 5,000
Misc Non-Operating Revenue 6,602 90,665 (682) - 55,000 -
General Fund - 80,000
Water Fund Total 15,236,492 14,086,343 14,993,621 14,901,604 15,937,987 15,811,757
WASTEWATER FUND REVENUES
Sales - Residential/Non-Taxable 11,734,148 11,585,396 11,938,429 12,054,333 12,289,096 13,518,006
Sales - Commercial/Non-Taxable 2,434,661 2,490,878 2,599,398 2,506,073 2,499,833 2,749,817
Sales-Water Taps 177,560 246,810 300,725 252,350 265,743 273,715
Other Fees-Misc Operating Rev 3,935 11,042 1,950 - - -
Investment Income 35,877 22,604 23,396 25,750 39,980 40,149
WW-Rev-Sp Assm/Impact Fees 60,624 60,424 65,589 - 169,000 67,000
WW-Rev-Reimbursed Expenses 1,097 - 41 - - -
Sale of Scrap Metal 301 - - - - -
Misc Non-Operating Revenue 238 37,652 - 1,000 - -
WW-Rev-Collection Svc Fees - - - - - -
WW-Rev-Tr In-Comm Dev Fd - - 773 - - -
Other Revenue - -
General Fund - 80,000 - - -
Wastewater Fund Total 14,448,441 14,534,806 14,930,301 14,839,506 15,263,652 16,648,687
SANITATION FUND REVENUES
Sales - Residential/Taxable 4,968,452 5,184,717 5,344,523 5,430,743 5,504,859 5,670,004
Sales - Residential/Non-Taxable 24,828 34,225 34,466 27,135 35,501 36,565
Sales - Commercial/Taxable 1,930,754 2,234,250 2,653,078 2,628,726 2,732,670 2,814,650
Sales - Commercial/Non-Taxable 429,115 505,898 591,097 584,239 608,830 627,095
Sales - State Surcharge 912 790 809 1,061 1,294 1,305
San-Rev-Rent-Rolloff Ctr-Nt 11,848 17,163 18,185 14,775 18,026 18,173
San-Rev-Rent-Rolloff Ctr-Tx 1,900 2,716 3,115 987 1,204 1,215
San-Rev-Oth Fees-Taxable 18,362 22,048 29,351 21,434 26,088 26,364
San-Rev-Oth Fees-Nontaxable 1,652 2,874 3,482 3,122 3,809 3,840
San-Rev-Misc Nonop Rev 45 173 (173) - - -
San-Rev-Sls-Other-Recycling 10,836 9,775 579 11,442 13,959 14,074
San-Rev-Invest Income-BVSWMA 397,710 400,960 403,910 406,560 406,560 359,135
Investment Income 1,403 855 2,305 2,030 2,317 2,328
San-Rev-Reimbursed Expenses 9,200 - - - - -
San-Rev-Grants-State 982 - 5,500 - - -
San-Rev-Collection Svc Fees 2,550 2,286 2,722 1,400 1,400 1,400
San-Rev-Sale of Scrap Metal 575 - - - - -
Sanitation Fund Total 7,811,122 8,418,729 9,092,950 9,133,654 9,356,518 9,576,148
DRAINAGE FUND REVENUES
Dra-Rev-Investment Income 12,814 8,856 12,078 8,000 15,000 12,000
Dra-Rev-Sales-Resident-Nontax 1,618,708 1,652,971 1,721,191 1,753,600 1,774,372 1,827,600
Dra-Rev-Sales-Commer-Nontax 390,472 407,941 425,295 430,500 433,469 446,500
Dra-Rev-Other - - - - 3,441 -
Drainage Fund Total 2,021,994 2,069,768 2,158,564 2,192,100 2,226,282 2,286,100
D-5 Revenue History and Budget Estimates
Revenue for Major Funds
Type Account Description FY13 Actual FY14 Actual FY15 Actual
FY16 Revised
Budget
FY16 Year-End
Estimate
FY17 Approved
Budget
ROADWAY MAINTENANCE FUND REVENUES
Rdwy-Rev-Sales-Resident-Nontax - - - - - 3,214,634
Rdwy-Rev-Sales-Comm-Taxable - - - - - -
Rdwy-Rev-Sales-Comm-Nontax - - - - - 785,366
Roadway Maintenance Fund Total - - - - - 4,000,000
Major Funds Revenue Total 213,815,302 227,377,508 239,101,113 228,993,722 248,693,292 245,223,241
D-6 Revenue History and Budget Estimates
12th Edition City Charter Amended November 6, 2012
E-1 Budget Provisions Stated in Charter
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.
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
12th Edition City Charter Amended November 6, 2012
E-2 Budget Provisions Stated in Charter
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 and such other
officials as may be designated by state law. 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, and distributed by, the City Manager, 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:
12th Edition City Charter Amended November 6, 2012
E-3 Budget Provisions Stated in Charter
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 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) business 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, the City
Manager shall report to the City Council without delay, indicating the estimated amount of
the deficit, any remedial action taken and 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.
F-1 Fiscal and Budgetary Policy Statements
FISCAL AND BUDGETARY
POLICY STATEMENTS
I. STATEMENT OF PURPOSE
The broader intent of the following Fiscal and Budgetary Policy Statements is to enable the City to achieve a long-term
stable and positive financial condition. The watchwords of the City’s financial management include integrity, prudent
stewardship, planning, accountability, and full disclosure.
The more specific purpose is to provide guidelines to the 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-2 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 $100,000. 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
F-3 Fiscal and Budgetary Policy Statements
City’s cost of collection and a reduction in avoidance to pay will thus result. The City will avoid nuisance taxes or
charges as revenue sources.
2. CERTAINTY. A knowledge and understanding of revenue sources increases the reliability of the revenue system.
The City will understand its revenue sources and enact consistent collection policies to provide assurances that the
revenue base will materialize according to budgets and plans.
3. EQUITY. The City shall make every effort to maintain equity in its revenue system; i.e., the City shall seek to
minimize or eliminate all 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
F-4 Fiscal and Budgetary Policy Statements
may be classified as “full cost recovery,” “partial cost recovery I,” “partial cost recovery II” and “minimal cost
recovery,” based upon City Council policy.
a. Full fee support (80-100%) will be obtained from enterprise operations such as utilities, sanitation service,
landfill, cemetery and licenses and permits.
b. Partial fee support I (50-80%) will be generated by charges for emergency medical services, miscellaneous
licenses and fines, and all adults’ sports programs.
c. Partial fee support II (20%-50%) will be generated by charges for youth programs and activities.
d. Minimum fee support (0-20%) will be obtained from other parks, recreational and cultural 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. Unmetered City of College Station Street Light Costs. The electric power cost related to the unmetered City of
College street lights will be incurred in the Electric Fund as part of the overall purchased power cost. The
General Fund will reimburse the Electric Fund for the estimated cost of this service. The reimbursement
amount will be estimated on an annual basis and will be based on the number of applicable street lights,
estimated power consumption and estimated maintenance costs.
c. Utility Transfer to General Fund. The intent of this transfer is to provide a benefit to the citizens for their
ownership of the various utility operations. An in-lieu-of-franchise fee is included as part of the rate
computation of the transfer and is consistent with the franchise rates charged to investor owned utilities
franchised to operate within the City.
(1) Electric Fund
(1) In-Lieu-of-Franchise Fee - The in-lieu-of-franchise fee will be calculated based on kWh usage at a
rate of that would equate to an approximate 8.0% franchise fee. The final total transfer amount will not
exceed 8.0% of total estimated operating revenues.
(2) Water, Wastewater and Sanitation Funds
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, and 10% for the Sanitation Fund:
(1) In-Lieu-of-Franchise Fee. In-lieu-of-franchise fee will be included as part of the rate computation at
6% of gross sales consistent with the franchise rates charged to investor owned utilities franchised to
operate within the City.
(2) Utility Transfer to the General Fund. This transfer will be calculated at 8% of total Fund Equity.
F-5 Fiscal and Budgetary Policy Statements
7. INTERGOVERNMENTAL REVENUES. Reliance on intergovernmental revenues (grants) will be eliminated
or reduced. Any potential grants will be examined for matching and continuation of program requirements. These
revenue sources should be used only for projects and programs where operating and maintenance costs that have
been included in the financial forecast and their ultimate effect on operations and revenue requirements are
anticipated.
8. REVENUE MONITORING. Revenues as they are received will be regularly compared to budgeted revenues and
variances will be investigated. This process will be summarized in the appropriate budget report.
IV. EXPENDITURE CONTROL
A. APPROPRIATIONS. The point of budgetary control is at the department level in the General Fund and at the fund
level in all other funds. When budget adjustments among Departments and/or funds are necessary, they must be
approved by the City Council and must meet other requirements as outlined in the City Charter. Budget appropriation
amendments at lower levels of control shall be made in accordance with the applicable administrative procedures.
B. AMENDMENTS TO THE BUDGET. In accordance with the City Charter, the budget may be amended after the
following conditions are met:
1. The City Manager certifies that there are available revenues in excess of those estimated in the Budget.
2. The City Council holds a public hearing on the supplemental appropriation.
3. The City Council approves the supplemental appropriation.
C. CENTRAL CONTROL. Modifications within the operating categories (salaries, supplies, maintenance, services,
capital etc.) can be made with the approval of the City Manager. Modifications to reserve categories and
interdepartmental budget totals will be done only by City Council consent with formal briefing and council action.
D. PURCHASING. 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.
F-6 Fiscal and Budgetary Policy Statements
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.
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. The Information Technology Department (IT) centrally manages and budgets for replacement
and maintenance of certain equipment and software city wide. Replacement schedules attempt to balance both the
business needs and budget capacity of the City.
Replacement is based on a set replacement schedule for designated end user devices and replacement of certain
desktop software applications as needed.
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.
F-7 Fiscal and Budgetary Policy Statements
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.
VII. 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
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.
F-8 Fiscal and Budgetary Policy Statements
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.
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.
F-9 Fiscal and Budgetary Policy Statements
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
and when authorized under law. The term of the obligation may not exceed the useful life of the asset(s) to be
funded by the proceeds of the debt issue and will generally be limited to no more than ten (10) years, but may
extend to twenty (20) years when the asset is of a nature that its anticipated useful life exceeds 20 years.
B. METHOD OF ISSUANCE AND BIDDING PARAMETERS.
1. METHOD OF SALE. The City will use a competitive bidding process in the sale of bonds unless the nature of
the issue warrants a negotiated bid. In situations where a competitive bidding process is not elected, the City will
publicly present the reasons why, and the City will participate with the financial advisor in the selection of the
underwriter or direct purchaser.
2. BIDDING PARAMETERS. The notice of sale will be carefully constructed so as to ensure the best possible bid
for the City, in light of the existing market conditions and other prevailing factors.
C. ANALYSIS OF FINANCING ALTERNATIVES. Staff will explore alternatives to the issuance of debt for capital
acquisitions and construction projects. These alternatives will include, but not be limited to, 1) grants in aid, 2) use of
reserves, 3) use of current revenues, 4) contributions from developers and others, 5) leases, and 6) impact fees.
D. DISCLOSURE. Full disclosure of operating costs along with capital costs will be made to the bond rating agencies
and other users of financial information. The City staff, with the assistance of financial advisors and bond counsel,
will prepare the necessary materials for presentation to the rating agencies, will aid in the production of Preliminary
Official Statements, and will take responsibility for the accuracy of all financial information released.
E. FEDERAL REQUIREMENTS. The City will maintain procedures to comply with arbitrage rebate and other Federal
requirements.
F. DEBT STRUCTURING. The City will issue bonds for 20 years or less, not to exceed the life of the asset acquired.
The structure should approximate level annual debt service unless operational matters dictate otherwise or if market
conditions indicate potential savings could result from modifying the level payment stream.
F-10 Fiscal and Budgetary Policy Statements
Consideration of market factors, such as the tax-exempt qualification, minimum tax alternative, and so forth will be
given during the structuring of long-term debt instruments.
X. FINANCIAL CONDITIONS, RESERVES, AND STABILITY RATIOS
A. OPERATIONAL COVERAGE. (NO OPERATING DEFICITS). The City will maintain an operational coverage
of 1.00, such that current operating revenues will at least equal or exceed current operating expenditures.
Deferrals, short-term loans, or one-time sources will be avoided as budget balancing techniques. Reserves will be
used only for emergencies or non-recurring expenditures, except when balances can be reduced because their levels
exceed guideline minimums as stated in Paragraph B, following.
B. OPERATING RESERVES/FUND BALANCES
1. The unobligated fund balance in the General Fund should be at least 15% of the annual budgeted General Fund
expenses. This percentage is the equivalent of 55 days expenditures. An additional amount of up to 3.0% should be
maintained for extraordinary items or contingencies. Cash and investments alone should be equivalent to 30 days
of operating expenditures.
2. The working capital (current assets less current liabilities) in the enterprise funds should be maintained at 15% of
total operating expenses or the equivalent of 55 days. Cash and Investments alone should be equivalent to 30 days
of operations.
3. The Hotel 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 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
F-11 Fiscal and Budgetary Policy Statements
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.
City of College Station
Land Area and Public Safety Statistics
(as of September 2016)
Date incorporated:October, 1938
Date first charter adopted:October, 1938
Date present charter adopted:May, 1992
Date of last charter amendment:November, 2012
Form of government:Council-Manager
Elections:
Number of registered voters in last uncontested election
in November 2015:
40,701
Number of registered voters in last municipal election
(November 2014):
36,789
Number of votes cast in last municipal election
(November 2014):
13,178
% of registered voters voting in last municipal election
(November 2014):
35.82%
Miles of streets
Centerline Miles (CoCS, TXDoT, TAMU, Private & County)542.89
Centerline Miles maintained by City 326.97
Miles of Sanitary Sewer Line:346 linear miles
Fire Protection
Number of stations:6
Number of proposed full-time employees:157
Police Protection
Number of approved full-time employees:213.5
Number of approved patrol units:41
One jail facility with a capacity of:17
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
2010 49.60
2011 50.60
2012 50.80
2015*51.16
*Square miles have not changed since 2015.
Area in Square Miles
G-1 Miscellaneous Statistical Data
G-1 Miscellaneous Statistical Data
City of College Station
Population and Demographic Estimates
Population 2016 *109,142
Count 2015 104,459
2014 102,117
2013 99,918
2012 97,888
2010 93,583
2000 67,890
1990 52,456
1980 37,296
1970 17,676
1960 11,396
Sex and Age
Male 51.1%
Female 48.9%
Under 5 years ##4.9%
5 to 9 years ##4.0%
10 to 14 years ##4.3%
15 to 19 years ##14.5%
20 to 24 years ##32.7%
25 to 34 years ##14.6%
35 to 44 years ##8.0%
45 to 54 years ##6.3%
55 to 59 years ##3.0%
60 to 64 years ##2.6%
65 to 74 years ##3.0%
75 to 84 years ##1.5%
85 years and older ##0.5%
Median Age 22.6
Race
White ##67.5%
Black or African American ##6.6%
Hispanic or Latino ##14.3%
American Indian and Alaska Native ##0.2%
Asian ##9.2%
Native Hawaiian and Other Pacific Islander ##0.1%
Some other race 52 0.1%
Two or more races ##1.9%
Source for Above: Source: U.S. Census Bureau, 2010-2014 American Community Survey
* Estimate based upon Certificates of Occupancies. Source: City of College Station, Department of Planning and
Development Services as of September 2016.
G-2 Miscellaneous Statistical Data
(as of June 2016)
TOTAL NUMBER NUMBER PERCENT
YEAR LABOR FORCE EMPLOYED UNEMPLOYED UNEMPLOYED
2006 40,182 38,490 1,692 4.2%
2007 41,099 39,521 1,578 3.8%
2008 43,729 41,888 1,841 4.2%
2009 46,102 43,648 2,454 5.3%
2010 48,273 45,231 3,042 6.3%
2011 47,957 44,987 2,970 6.2%
2012 48,351 45,832 2,519 5.2%
2013 49,813 47,633 2,447 4.9%
2014 51,890 49,857 2,033 3.9%
2015 50,916 49,322 1,594 3.1%
2016*55,504 53,564 1,940 3.5%
Source: U.S. Bureau of Labor Statistics
*2016 represents labor force and employment through September 2016.
**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.
Primary Labor Force for College Station
2006 - 2016
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
35,000
37,000
39,000
41,000
43,000
45,000
47,000
49,000
51,000
53,000
55,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016*
TOTAL LABOR FORCE PERCENT UNEMPLOYED
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 ##46.7%
Service occupations ##16.5%
Sales and office occupations ##25.9%
Construction, extraction, maintenance and repair occupations ##5.8%
Production, transportation, and material moving occupations ##5.1%
Source: U.S. Census Bureau, 2010-2014 American Community Survey 5-year Estimate
Income and Benefits for College Station
(in 2013 Inflation-Adjusted Dollars)
Households
Less than $10,000 ##20.3%
$10,000 to $14,999 ##7.9%
$15,000 to $24,999 ##12.2%
$25,000 to $34,999 ##10.7%
$35,000 to $49,999 ##11.1%
$50,000 to $74,999 ##11.8%
$75,000 to $99,999 ##8.8%
$100,000 to $149,999 ##9.5%
$150,000 to $199,999 ##3.5%
$200,000 or more ##4.2%
Median household income (dollars)$33,434
Mean household income (dollars)$57,444
Families
Less than $10,000 ##8.5%
$10,000 to $14,999 ##3.7%
$15,000 to $24,999 ##8.4%
$25,000 to $34,999 ##7.5%
$35,000 to $49,999 ##11.4%
$50,000 to $74,999 ##15.6%
$75,000 to $99,999 ##13.2%
$100,000 to $149,999 ##16.7%
$150,000 to $199,999 ##7.3%
$200,000 or more ##7.7%
Median household income (dollars)$66,765
Mean household income (dollars)$87,480
Non-family Households
Median household income (dollars)$19,544
Mean household income (dollars)$30,187
Mean travel time to work 17.2 minutes
Source: U.S. Census Bureau, 2010-2014 American Community Survey 5-year Estimate
G-4 Miscellaneous Statistical Data
UNIVERSITY
YEAR ENROLLMENT
2006 45,380
2007 46,542
2008 48,039
2009 48,702
2010 49,129
2011 49,861
2012 50,227
2013 52,449
2014 55,810
2015 58,515
2016*60,979
Texas A&M U niversity Enrollment
2 0 0 6 - 2 0 1 6
*Source: Texas A&M University Enrollment Profile Fall for years 2006-2016 Figures for 2016 are based on preliminary
estimates from the Texas A&M Fall 2016 20th Class Day Headcount.
4 0, 000
4 2 , 000
4 4 , 000
4 6, 000
4 8, 000
5 0, 000
5 2 , 000
5 4 , 000
5 6, 000
5 8, 000
60, 000
TAMU Enrollment
Established in 1876, Texas A&M
University became the first public
higher education institution in Texas.
Today, an estimated 60,979 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 $820 million per year.
With such a unique past, Texas A&M
University gives College Station great
tradition.
G-5 Miscellaneous Statistical Data
City of College Station
Principal Taxpayers
(as of September 2016)
Percent of
2016 Total Assessed
College Station - Top 10 Taxpayers Type of Business Assessed Valuation Valuation
CCP College Station I, LLC Apartments $61,727,000 0.77%
College Station Hospital, LP Medical 57,451,650 0.72%
Post Oak Mall - College Station LLC Retail Mall 57,260,420 0.72%
Woodridge College Station Phase II, LLC Apartments 54,965,810 0.69%
Woodridge College Station I, LLC Apartments 52,800,680 0.66%
Midway Hospitality, LP Hotel 51,395,920 0.64%
SHP-The Callaway House, LP Apartments 50,726,063 0.63%
Culpepper Family, LP Apartments 47,459,390 0.59%
SW Meadows Point, LP Housing 45,867,137 0.57%
Jamespoint Management Co Housing 44,256,149 0.55%
$523,910,219 6.56%
Top 5 Commercial Taxpayers *Type of Business Assessed Valuation Valuation
Post Oak Mall - College Station LLC Retail Mall $57,260,420 0.72%
College Station Hospital LP Medical 46,712,280 0.58%
Wal-Mart Real Estate Business Trust Retail 35,080,420 0.44%
Cambridge I Holdings, LLC Hotel 31,061,428 0.39%
HEB;H E Butt Store Prop CO #1 Retail 30,112,250 0.38%
$200,226,798 2.51%
Top 5 Industrial Taxpayers *Type of Business Assessed Valuation Valuation
Dealer Computer Services Inc Retail $25,558,820 0.32%
AT&T Mobility LLC Telecommunications 15,072,640 0.19%
Lawson Properties II, LLC Retail 3,432,650 0.04%
Dallas MTA, LP Telecommunications 3,377,670 0.04%
Sprintcom Inc Telecommunications 3,068,090 0.04%
$50,509,870 0.63%
Source: Brazos County Appraisal District
*Taxpayers may own additional land that is not classified as commercial or industrial therefore the value is not picked up on the commercial and industrial
value report.
G-6 Miscellaneous Statistical Data
City of College Station
Construction Permits
Last Ten Calendar Years
Residential Commercial
Construction Construction Total
Total
Year Value Value Value
2005 1,991 127,265,816$ 419 31,169,195$ 2,410 158,435,011$
2006 1,048 126,249,768$ 410 57,162,203$ 1,458 183,411,971$
2007 990 161,466,990$ 413 74,683,795$ 1,403 236,150,785$
2008 1,131 164,494,779$ 346 154,313,994$ 1,477 318,808,773$
2009 792 82,316,558$ 243 46,947,099$ 1,035 129,263,657$
2010 860 93,158,066$ 309 162,053,510$ 1,169 255,211,576$
2011 971 124,132,135$ 359 123,779,052$ 1,330 247,911,187$
2012 1,208 149,737,218$ 325 67,478,910$ 1,533 217,216,128$
2013 1,030 145,142,757$ 333 67,516,132$ 1,363 212,658,889$
2014 1,167 211,909,494$ 338 67,570,229$ 1,505 279,479,723$
2015 1,687 206,336,883$ 294 78,209,095$ 1,981 284,545,978$
2016 **1,241 279,361,325$ 171 102,867,630$ 1,412 382,228,955$
**Reflects January through September 2016
* NOTE:
Source:The City of College Station, Planning and Development Services
***In April of FY15, Planning and Development Services migrated to new software called TrakIt. Reporting capabilities for TrakIt differ from
reporting capabilities from the previous software. P&DS prepared estimates based on the capababilities of the new software for the months
after the transition. Estimates may differ slighly from Newsletter totals published on the CS website.
*Commercial Construction includes: Commercial new construction, slab, remodel, and addition, as well as Hotel/Motel/Inn, demolition,
storage/accessory and sign permits.
Residential
Permits
Construction
Permits Permits
*Residential Construction includes: Single family dwellings, Duplexes and Apartments as well as residential remodels and additions, slabs,
roofs, and swimming pools.
$-
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
$300,000,000
$350,000,000
$400,000,000
$450,000,000
0
500
1,000
1,500
2,000
2,500
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Total Value $# Permits IssuedResidential Permits Construction Permits Total Value
G-7 Miscellaneous Statistical Data
Revised May, 2016
Park System Inventory 2016
PARK NAME PARK TYPE ACREAGE PARK ZONE DEVELOPMENT RESTROOMS SHELTER / GAZEBO PAVILION PICNIC UNITS PLAY UNITS OPEN PLAY AREA WATER FEATUR E OR POND NATURE TRAIL JOGGING WALKI NG TRAIL EXERCISE STATION BASKETBALL COURT SOCCER FIELDS SOFTBALL FIELDS BASEBALL FIELDS TENNIS COURTS VOLLEYBALL SWIMMING POOL PARKING SPACES PUBLIC ART
OTHER
ANDERSON N 8.94 6 D O O •6 • • •1/3 •2 •F5 30
ART & MYRA BRIGHT N 13.00 4 D • •2 •2 • •1/2
BARRACKS N 7.32 15 D •4 • •2 6 Dog Park & Horseshoes
BEE CREEK & D.A. “ANDY” ANDERSON ARBORETUM C 43.5 B D O O O •6 •4 • •P •1/3 •1/2 OF2 O4 • O 237 Batting Cage & Arboretum
BILLIE MADELEY N 5.14 2 D •1 2
BRIDGEWOOD M 1.40 13 U •1/3
BRISON N 9.20 6 D • •1/3 10 Bonfire Memorial Lights
BROTHERS POND N 16.12 5 D • •3 •2 • •FP O1/2 • •1/2 •F •F
BRIAN BACHMANN COMMUNITY PARK C 44.70 B D O • O • • • O2 OF2 •F3 OF6 O4 • O 544
Skate Park SWC Center Horseshoe Pit
CARTER’S CROSSING N 7.34 4 D • • •1/8
CASTLEGATE N 8.26 13 D • •2 •2 • O1P •1/3 • O2
CASTLEROCK N 5.86 10 D • •2 •3 O1/3 •F •F
COVE OF NANTUCKET N 3.92 12 D •1/3
CREEK VIEW N 14.01 10 D • • • • O1/2 • •F •F 7 School
CRESCENT POINTE N 5.00 4 D •1/3
CY MILLER M 2.50 3 D • • •FP •1/3 O Police Dept.
EASTGATE M 1.80 2 D • O
EDELWEISS N 12.30 5 D • • •2 • •1/2 • •F •F • 10
EDELWEISS GARTENS N 13.60 10 D • • •2 • O1/2 •
EMERALD FOREST N 4.59 8 D •2 O O1/3 O1/2
ETONBURY N 1.12 13 U O •
GABBARD N 10.67 6 D • •4 •2 • •FP O1/3 •F •F
GEORGIE K. FITCH N 11.30 5 D • •2 •2 • O1/3 O •F •F
HENSEL (TAMU) C 29.70 B D O •4 O3 •20 •2 • •1/3 • 70 TAMU
JACK & DOROTHY MILLER N 10.00 5 D O •3 •2 • •1/3 • ◌C •F •F •F School
JOHN CROMPTON N 15.26 7 D O O O • • •FP •1 • 50
LEMONTREE N 15.40 6 D O •3 • • •1 •1/2 OF 37
LICK CREEK RN 515.54 D D •2 •3 60
LIONS M 1.50 2 D •3 •2 ◌C 10
LONGMIRE N 4.16 5 D •2 •1/4
LUTHER JONES M 1.80 6 D • •F
MERRY OAKS N 4.60 2 D •2 •2 • O1/3 •
NORTHGATE PARK M 1.59 1 U
OAKS N 7.50 2 D O O •7 • • •1/4 ◌C O Disc Golf Horseshoes
PARKWAY M 1.90 2 D • •2 •
PEBBLE CREEK N 10.20 11 D • •2 •4 • •1/2 ◌C •F2 •F •F School
PHILLIPS N 3.76 13 D O •
REATTA MEADOWS N 3.00 10 U
RICHARD CARTER N 7.14 2 D • • •1/3 • State Historic
SANDSTONE N 15.21 8 D • • • • •1/3 • • •F2 •F2 •F2 48
SMITH TRACT N 11.80 4 U
G-8 Miscellaneous Statistical Data
Revised May, 2016
PARK NAME PARK TYPE ACREAGE PARK ZONE DEVELOPMENT RESTROOMS SHELTER / GAZEBO PAVILION PICNIC UNITS PLAY UNITS OPEN PLAY AREA WATER FEATUR E OR POND NATURE TRAIL JOGGING WALKI NG TRAIL EXERCISE STATION BASKETBALL COURT SOCCER FIELDS SOFTBALL FIELDS BASEBALL FIELDS TENNIS COURTS VOLLEYBALL SWIMMING POOL PARKING SPACES PUBLIC ART
OTHER
SONOMA N 7.16 10 U
SOUTHEAST C 66.68 C U
SOUTHERN OAKS N 14.49 10 D • •2 •2 • •1/3 • Disc Golf
SOUTHWEST N 9.42 6 D • • P O1/3 •
STEEPLECHASE N 9.00 5 D • •2 ●2 • O1/2 O Dog Park
STEPHEN C. BEACHY CENTRAL C 47.20 C D O2 O2 O •10 O • •2FP •1 O1 • O OF3 OF4 OF O2 • 297 PARD Office
SUMMIT CROSSING N 8.81 4 U
THOMAS C 16.10 C D O •5 •4 • O1 • •2 •F O2 • O 27
UNIVERSITY N 10.20 2 D • • O2 • P O1/2 22 Dog Park
VETERANS ATHLETIC RA 150.00 C D O3 O O • • • •1.5 OF11 OF5 1269 O
Veterans Memorial, History Mile
W.A. TARROW (W. Smith)
C
21.26
B
D
O
O
O
•2
O3
•
O1/3 ◌2CO1
•F
OF3 •F2 SP
319
O
Batting Cage
Lincoln Center
State Historic
WALLACE LAKE N 2.6 13 D • OP O1/8 O 20
WILDWOOD C 30.00 D U
WINDWOOD M 1.37 4 D • •2 •2 • Ο1
WOLF PEN CREEK
C 47.17 C D O3 O • O • P O2 • 66 O
Amphitheater, Green Room, Plaza, Disc Golf, Festival Site
WOODCREEK N 6.60 8 D •2 O • •1/3 O1/2 O
WOODLAND HILLS N 14.40 9 D • • O3 • O1/2
QUANTITY
PARK TYPE
TOTAL
ACREAGE*
8 Mini 13.86
39 Neighborhood 347.64
Total Neighborhood Park Acreage 361.50
9 Community 346.31
Total Community Park Acreage 346.31
1 Regional Nature 515.54
1 Regional Athletic 150.00
58 Total Parks ~ 1,373.35 Acres
Developed Parks: 49 Parks
Undeveloped Parks: 9 Parks
* Cemeteries are not included in acreage totals.
2 Municipal Cemeteries 75 Acres
* Mini parks are neighborhood parks, and as such, are included in the totals for Neighborhood Parks.
**The Arboretum, as part of Bee Creek Park, is included in the total acreage for Community Parks.
KEY
A - Arboretum RN - Regional Nature Park
C - Community Park RA - Regional Athletic Park
D - Developed SP - Spray/Splash Park
FP - Fishing Pond State Historic - State Marker on site
F - Open Practice Fields U - Undeveloped
M - Mini Park N - Neighborhood Park
P - Pond (Non-fishing) O - Lighted Facilities
• - Unlighted Facilities
PARK ACREAGE PER 1,000 RESIDENTS
Neighborhood Park Acres per 1,000 (360.34 Acres) 3.52
Community Park Acres per 1,000 (346.31 Acres) 3.15
Total Acreage per 1,000 Residents 6.90
Based on March 2015 Population Estimate of 102,429
received from the
Office of Planning & Development Services.
G-9 Miscellaneous Statistical Data
City of College Station
College Station Utilities Statistics
Utility Funds:
Electric System:
Connected Meters 39,830
Annual System Energy Sales 826,767
Peak Demand 206
Number of Substations 7
Miles of Distribution Lines 478
Overhead 203
Underground 275
Water System:
Water Connections 41,000
Gallons Per Capita Per Day:160 gal/day
Number of Wells 9
Water Production Capacity 29,000,000
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 437
Average Daily Water Use 12 Million Gallons
Sanitation Fund:
Number of Residential Tons Collected 21,577
Number of Commercial Tons Collected 40,302
Recycling Tonnage 1,999
Clean/Green Tonnage 3,856
Landfill size 20 acres at Twin Oaks Landfill
Number of Employees:
Electric 76.5
Water 34.5
Sewer 52
(as of September 2016)
G-10 Miscellaneous Statistical Data
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;
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-17 375,000 4.000%32,572 407,572
8-15-17 25,072 25,072 432,644 5,610,000
2-15-18 395,000 4.000%25,072 420,072
8-15-18 17,172 17,172 437,244 5,215,000
2-15-19 410,000 4.000%17,172 427,172
8-15-19 8,972 8,972 436,144 4,805,000
2-15-20 435,000 4.125%8,972 443,972
8-15-20 0 0 443,972 4,370,000
Interest 1,126,820
H-1 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
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
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-2 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2009 (Refunding)
PRINCIPAL - $8,095,000
Refunding of Series 1998 (GOB), 1999 (GOB), 2000 (GOB) and 2000A (CO)
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-17 930,000 3.250%39,725 969,725
8-15-17 24,613 24,613 994,338 1,340,000
2-15-18 430,000 3.500%24,613 454,613
8-15-18 17,088 17,088 471,700 910,000
2-15-19 445,000 3.500%17,088 462,088
8-15-19 9,300 9,300 471,388 465,000
2-15-20 465,000 4.000%9,300 474,300 474,300 0
Interest 1,053,475
H-3 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2010
PRINCIPAL - $19,635,000
Streets - $12,525,000; Park Projects $870,000; Fire Station #6 - $6,240,000
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-17 795,000 2.000%236,203 1,031,203
8-15-17 228,253 228,253 1,259,456 14,340,000
2-15-18 830,000 3.000%228,253 1,058,253
8-15-18 215,803 215,803 1,274,056 13,510,000
2-15-19 870,000 3.000%215,803 1,085,803
8-15-19 202,753 202,753 1,288,556 12,640,000
2-15-20 910,000 3.000%202,753 1,112,753
8-15-20 189,103 189,103 1,301,856 11,730,000
2-15-21 950,000 3.000%189,103 1,139,103
8-15-21 174,853 174,853 1,313,956 10,780,000
2-15-22 995,000 3.000%174,853 1,169,853
8-15-22 159,928 159,928 1,329,781 9,785,000
2-15-23 1,040,000 3.000%159,928 1,199,928
8-15-23 144,328 144,328 1,344,256 8,745,000
2-15-24 1,090,000 3.000%144,328 1,234,328
8-15-24 127,978 127,978 1,362,306 7,655,000
2-15-25 1,135,000 3.125%127,978 1,262,978
8-15-25 110,244 110,244 1,373,222 6,520,000
2-15-26 1,190,000 3.250%110,244 1,300,244
8-15-26 90,906 90,906 1,391,150 5,330,000
2-15-27 1,245,000 3.250%90,906 1,335,906
8-15-27 70,675 70,675 1,406,581 4,085,000
2-15-28 1,300,000 3.375%70,675 1,370,675
8-18-28 48,738 48,738 1,419,413 2,785,000
2-15-29 1,360,000 3.500%48,738 1,408,738
8-15-29 24,938 24,938 1,433,675 1,425,000
2-15-30 1,425,000 3.500%24,938 1,449,938 1,449,938 0
Interest 6,848,276
H-4 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2010 (Refunding)
PRINCIPAL - $37,150,000
Refunding of Series 2000 (URB), 2001 (GOB, CO & URB) and 2002 (GOB, CO & URB)
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-17 3,965,000 5.000%453,050 4,418,050
8-15-17 353,925 353,925 4,771,975 16,720,000
2-15-18 3,905,000 5.000%353,925 4,258,925
8-15-18 256,300 256,300 4,515,225 12,815,000
2-15-19 4,115,000 4.000%256,300 4,371,300
8-15-19 174,000 174,000 4,545,300 8,700,000
2-15-20 4,290,000 4.000%174,000 4,464,000
8-15-20 88,200 88,200 4,552,200 4,410,000
2-15-21 3,375,000 4.000%88,200 3,463,200
8-15-21 20,700 20,700 3,483,900 1,035,000
2-15-22 1,035,000 4.000%20,700 1,055,700 1,055,700 0
Interest 9,856,613
H-5 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2011
PRINCIPAL - $1,960,000
Streets/Transportation Projects - $700,000; Parks and Recreation Projects - $1,260,000
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-17 215,000 1.500%3,581 218,581
8-15-17 1,969 1,969 220,550 225,000
2-15-18 225,000 1.750%1,969 226,969
8-15-18 0 0 226,969 0
Interest 75,193
H-6 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2012
PRINCIPAL - $4,435,000
Streets - $4,260,000; Park Projects $175,000
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-17 135,000 4.000%55,516 190,516
8-15-17 52,816 52,816 243,331 3,015,000
2-15-18 140,000 4.000%52,816 192,816
8-15-18 50,016 50,016 242,831 2,875,000
2-15-19 145,000 5.000%50,016 195,016
8-15-19 46,391 46,391 241,406 2,730,000
2-15-20 150,000 5.000%46,391 196,391
8-15-20 42,641 42,641 239,031 2,580,000
2-15-21 160,000 5.000%42,641 202,641
8-15-21 38,641 38,641 241,281 2,420,000
2-15-22 165,000 3.000%38,641 203,641
8-15-22 36,166 36,166 239,806 2,255,000
2-15-23 170,000 5.000%36,166 206,166
8-15-23 31,916 31,916 238,081 2,085,000
2-15-24 180,000 5.000%31,916 211,916
8-15-24 27,416 27,416 239,331 1,905,000
2-15-25 185,000 3.000%27,416 212,416
8-15-25 24,641 24,641 237,056 1,720,000
2-15-26 195,000 3.000%24,641 219,641
8-15-26 21,716 21,716 241,356 1,525,000
2-15-27 205,000 3.125%21,716 226,716
8-15-27 18,513 18,513 245,228 1,320,000
2-15-28 210,000 3.125%18,513 228,513
8-18-28 15,231 15,231 243,744 1,110,000
2-15-29 215,000 3.250%15,231 230,231
8-15-29 11,738 11,738 241,969 895,000
2-15-30 225,000 3.250%11,738 236,738
8-15-30 8,081 8,081 244,819 670,000
2-15-31 230,000 3.375%8,081 238,081
8-15-31 4,200 4,200 242,281 440,000
2-15-32 240,000 3.500%4,200 244,200 244,200 200,000
Interest 1,423,938
H-7 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2012 Refunding
PRINCIPAL - $16,850,000
Refunding of Series 2003 (GOB & URB Refunding), 2004 (GOB and Refunding), 2003A (CO & URB) and 2004 (CO)
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-17 1,285,000 4.000%269,600 1,554,600
8-15-17 243,900 243,900 1,798,500 10,175,000
2-15-18 1,335,000 4.000%243,900 1,578,900
8-15-18 217,200 217,200 1,796,100 8,840,000
2-15-19 1,410,000 5.000%217,200 1,627,200
8-15-19 181,950 181,950 1,809,150 7,430,000
2-15-20 1,485,000 5.000%181,950 1,666,950
8-15-20 144,825 144,825 1,811,775 5,945,000
2-15-21 1,565,000 5.000%144,825 1,709,825
8-15-21 105,700 105,700 1,815,525 4,380,000
2-15-22 1,645,000 *105,700 1,750,700
8-15-22 68,375 68,375 1,819,075 2,735,000
2-15-23 1,735,000 5.000%68,375 1,803,375
8-15-23 25,000 25,000 1,828,375 1,000,000
2-15-24 1,000,000 5.000%25,000 1,025,000
8-15-24 0 1,025,000 0
Interest 4,855,012
*Denotes bifurcated maturity.
H-8 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2013
PRINCIPAL - $9,020,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
9,020,000
2-15-17 290,000 4.000%156,584 446,584
8-15-17 150,784 150,784 597,369 6,905,000
2-15-18 305,000 4.000%150,784 455,784
8-15-18 144,684 144,684 600,469 6,600,000
2-15-19 315,000 5.000%144,684 459,684
8-15-19 136,809 136,809 596,494 6,285,000
2-15-20 335,000 5.000%136,809 471,809
8-15-20 128,434 128,434 600,244 5,950,000
2-15-21 345,000 *128,434 473,434
8-15-21 123,259 123,259 596,694 5,605,000
2-15-22 360,000 5.000%123,259 483,259
8-15-22 114,259 114,259 597,519 5,245,000
2-15-23 375,000 5.000%114,259 489,259
8-15-23 104,884 104,884 594,144 4,870,000
2-15-24 395,000 5.000%104,884 499,884
8-15-24 95,009 95,009 594,894 4,475,000
2-15-25 420,000 5.000%95,009 515,009
8-15-25 84,509 84,509 599,519 4,055,000
2-15-26 440,000 4.000%84,509 524,509
8-15-26 75,709 75,709 600,219 3,615,000
2-15-27 455,000 4.000%75,709 530,709
8-15-27 66,609 66,609 597,319 3,160,000
2-15-28 475,000 4.000%66,609 541,609
8-18-28 57,109 57,109 598,719 2,685,000
2-15-29 495,000 4.125%57,109 552,109
8-15-29 46,900 46,900 599,009 2,190,000
2-15-30 510,000 4.250%46,900 556,900
8-15-30 36,063 36,063 592,963 1,680,000
2-15-31 540,000 4.250%36,063 576,063
8-15-31 24,588 24,588 600,650 1,140,000
2-15-32 560,000 4.250%24,588 584,588
8-15-32 12,688 12,688 597,275 580,000
2-15-33 580,000 4.375%12,688 592,688 592,688 0
Interest 3,941,658
*Denotes bifurcated maturity.
Streets Capital Projects - $6,525,000 and Parks Capital Projects - $2,725,000
*Due to the premium and discount received on this debt issue, the City only had to issue $9,020,000 in bonds.
Total debt proceeds received were $9,250,000. A premium of $230,000 was paid to the City.
H-9 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2013 Refunding
PRINCIPAL - $11,740,000
Refunding of Series 2005 (GOB, CO & URB) and portion of 2005A (URB)
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
11,740,000
2-15-17 1,090,000 4.000%223,300 1,313,300
8-15-17 201,500 201,500 1,514,800 8,430,000
2-15-18 990,000 4.000%201,500 1,191,500
8-15-18 181,700 181,700 1,373,200 7,440,000
2-15-19 880,000 5.000%181,700 1,061,700
8-15-19 159,700 159,700 1,221,400 6,560,000
2-15-20 935,000 5.000%159,700 1,094,700
8-15-20 136,325 136,325 1,231,025 5,625,000
2-15-21 1,000,000 *136,325 1,136,325
8-15-21 115,625 115,625 1,251,950 4,625,000
2-15-22 1,055,000 5.000%115,625 1,170,625
8-15-22 89,250 89,250 1,259,875 3,570,000
2-15-23 1,120,000 5.000%89,250 1,209,250
8-15-23 61,250 61,250 1,270,500 2,450,000
2-15-24 1,190,000 5.000%61,250 1,251,250
8-15-24 31,500 31,500 1,282,750 1,260,000
2-15-25 1,260,000 5.000%31,500 1,291,500
8-15-25 0 1,291,500 0
Interest 3,642,272
*Denotes bifurcated maturity.
H-10 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2014
PRINCIPAL - $12,695,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
12,695,000
2-15-17 445,000 3.000%240,188 685,188
8-15-17 233,513 233,513 918,700 11,365,000
2-15-18 460,000 5.000%233,513 693,513
8-15-18 222,013 222,013 915,525 10,905,000
2-15-19 485,000 5.000%222,013 707,013
8-15-19 209,888 209,888 916,900 10,420,000
2-15-20 510,000 5.000%209,888 719,888
8-15-20 197,138 197,138 917,025 9,910,000
2-15-21 530,000 3.000%197,138 727,138
8-15-21 189,188 189,188 916,325 9,380,000
2-15-22 550,000 3.000%189,188 739,188
8-15-22 180,938 180,938 920,125 8,830,000
2-15-23 570,000 5.000%180,938 750,938
8-15-23 166,688 166,688 917,625 8,260,000
2-15-24 600,000 5.000%166,688 766,688
8-15-24 151,688 151,688 918,375 7,660,000
2-15-25 630,000 5.000%151,688 781,688
8-15-25 135,938 135,938 917,625 7,030,000
2-15-26 665,000 5.000%135,938 800,938
8-15-26 119,313 119,313 920,250 6,365,000
2-15-27 695,000 4.000%119,313 814,313
8-15-27 105,413 105,413 919,725 5,670,000
2-15-28 720,000 4.000%105,413 825,413
8-18-28 91,013 91,013 916,425 4,950,000
2-15-29 750,000 4.000%91,013 841,013
8-15-29 76,013 76,013 917,025 4,200,000
2-15-30 780,000 4.000%76,013 856,013
8-15-30 60,413 60,413 916,425 3,420,000
2-15-31 810,000 3.500%60,413 870,413
8-15-31 46,238 46,238 916,650 2,610,000
2-15-32 840,000 3.500%46,238 886,238
8-15-32 31,538 31,538 917,775 1,770,000
2-15-33 870,000 3.500%31,538 901,538
8-15-33 16,313 16,313 917,850 900,000
2-15-34 900,000 3.625%16,313 916,313 916,313 0
Interest 5,655,030
Streets Capital Projects - $7,610,000, Facility Capital Projects - $500,000 and Parks Capital Projects - $5,580,000
*Due to the premium and discount received on this debt issue, ta total of $12,695,000 in bonds was issued.
Total debt proceeds received were $13,690,000. A premium of $995,000 was paid to the City.
H-11 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2014 Refunding
PRINCIPAL - $23,170,000
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
23,170,000
2-15-17 2,500,000 3.000%415,900 2,915,900
8-15-17 378,400 378,400 3,294,300 16,500,000
2-15-18 2,005,000 5.000%378,400 2,383,400
8-15-18 328,275 328,275 2,711,675 14,495,000
2-15-19 1,500,000 5.000%328,275 1,828,275
8-15-19 290,775 290,775 2,119,050 12,995,000
2-15-20 1,590,000 5.000%290,775 1,880,775
8-15-20 251,025 251,025 2,131,800 11,405,000
2-15-21 1,670,000 3.000%251,025 1,921,025
8-15-21 225,975 225,975 2,147,000 9,735,000
2-15-22 1,740,000 3.000%225,975 1,965,975
8-15-22 199,875 199,875 2,165,850 7,995,000
2-15-23 1,825,000 5.000%199,875 2,024,875
8-15-23 154,250 154,250 2,179,125 6,170,000
2-15-24 1,940,000 5.000%154,250 2,094,250
8-15-24 105,750 105,750 2,200,000 4,230,000
2-15-25 2,055,000 5.000%105,750 2,160,750
8-15-25 54,375 54,375 2,215,125 2,175,000
2-15-26 2,175,000 5.000%54,375 2,229,375
Interest 6,126,595
Refunding of Series 2006 (GOB, CO & URB) and portion of 2005A (URB)
H-12 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2016
PRINCIPAL - $8,265,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
8,265,000
2-15-17 275,000 2.000%144,363 419,363
8-15-17 141,613 141,613 560,975 7,990,000
2-15-18 280,000 5.000%141,613 421,613
8-15-18 134,613 134,613 556,225 7,710,000
2-15-19 295,000 5.000%134,613 429,613
8-15-19 127,238 127,238 556,850 7,415,000
2-15-20 310,000 5.000%127,238 437,238
8-15-20 119,488 119,488 556,725 7,105,000
2-15-21 325,000 5.000%119,488 444,488
8-15-21 111,363 111,363 555,850 6,780,000
2-15-22 345,000 5.000%111,363 456,363
8-15-22 102,738 102,738 559,100 6,435,000
2-15-23 360,000 5.000%102,738 462,738
8-15-23 93,738 93,738 556,475 6,075,000
2-15-24 380,000 5.000%93,738 473,738
8-15-24 84,238 84,238 557,975 5,695,000
2-15-25 400,000 5.000%84,238 484,238
8-15-25 74,238 74,238 558,475 5,295,000
2-15-26 420,000 5.000%74,238 494,238
8-15-26 63,738 63,738 557,975 4,875,000
2-15-27 435,000 2.000%63,738 498,738
8-15-27 59,388 59,388 558,125 4,440,000
2-15-28 445,000 2.125%59,388 504,388
8-15-28 54,659 54,659 559,047 3,995,000
2-15-29 455,000 2.250%54,659 509,659
8-15-29 49,541 49,541 559,200 3,540,000
2-15-30 465,000 2.375%49,541 514,541
8-15-30 44,019 44,019 558,559 3,075,000
2-15-31 475,000 2.500%44,019 519,019
8-15-31 38,081 38,081 557,100 2,600,000
2-15-32 490,000 2.625%38,081 528,081
8-15-32 31,650 31,650 559,731 2,110,000
2-15-33 505,000 3.000%31,650 536,650
8-15-33 24,075 24,075 560,725 1,605,000
2-15-34 520,000 3.000%24,075 544,075
8-15-34 16,275 16,275 560,350 1,085,000
2-15-35 535,000 3.000%16,275 551,275
8-15-35 8,250 8,250 559,525 550,000
2-15-36 550,000 3.000%8,250 558,250 558,250
Interest 2,902,238
.
Street Projects - $4,600,000 and Library Expansion - $4,185,000
*Due to the premium and discount received on this debt issue, a total of $8,265,000 in bonds was issued.
Total debt proceeds received were $8,785,000. A premium of $520,000 was paid to the City.
H-13 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2016 Refunding
PRINCIPAL - $32,625,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
32,625,000
2-15-17 2,195,000 2.000%689,500 2,884,500
8-15-17 667,550 667,550 3,552,050 30,430,000
2-15-18 1,810,000 5.000%667,550 2,477,550
8-15-18 622,300 622,300 3,099,850 28,620,000
2-15-19 1,105,000 5.000%622,300 1,727,300
8-15-19 594,675 594,675 2,321,975 27,515,000
2-15-20 1,165,000 5.000%594,675 1,759,675
8-15-20 565,550 565,550 2,325,225 26,350,000
2-15-21 2,875,000 5.000%565,550 3,440,550
8-15-21 493,675 493,675 3,934,225 23,475,000
2-15-22 3,055,000 5.000%493,675 3,548,675
8-15-22 417,300 417,300 3,965,975 20,420,000
2-15-23 3,245,000 5.000%417,300 3,662,300
8-15-23 336,175 336,175 3,998,475 17,175,000
2-15-24 3,415,000 5.000%336,175 3,751,175
8-15-24 250,800 250,800 4,001,975 13,760,000
2-15-25 3,620,000 5.000%250,800 3,870,800
8-15-25 160,300 160,300 4,031,100 10,140,000
2-15-26 3,830,000 5.000%160,300 3,990,300
8-15-26 64,550 64,550 4,054,850 6,310,000
2-15-27 3,990,000 2.000%64,550 4,054,550
8-15-27 24,650 24,650 4,079,200 2,320,000
2-15-28 2,320,000 2.125%24,650 2,344,650 2,344,650
Interest 9,084,550
.
Refunding of Series 2006 (GOB), Series 2007 (GOB, CO and URB), and portions of Series 2008 (GOB and CO)
H-14 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
2-15-17 1,115,000 4.750%101,394 1,216,394
8-15-17 74,913 74,913 1,291,306 4,820,000
2-15-18 1,170,000 4.000%74,913 1,244,913
8-15-18 51,513 51,513 1,296,425 3,650,000
2-15-19 1,235,000 4.000%51,513 1,286,513
8-15-19 26,813 26,813 1,313,325 2,415,000
2-15-20 1,300,000 4.125%26,813 1,326,813
Interest 407,869
H-15 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2009
PRINCIPAL - $29,010,000
Cemetery Project - $540,000; Technology Projects - $2,710,000; Convention Center - $915,000*;
Landfill - $5,120,000; Electric Projects - $12,095,000; Water Projects - $7,500,000; Debt Issuance Cost - $150,000
*$2,305,000 of Convention Center debt was defeased in FY12 thereby reducing the prinicpal
outstanding to $600,000 (payments of $315,000 made prior to defesance). The $600,000 Convention Center
debt balance was transferred to the Electric Fund in FY13 in lieu of additional debt issuance in that fund.
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-17 1,050,000 3.500%397,367 1,447,367
8-15-17 378,992 378,992 1,826,359 17,695,000
2-15-18 1,105,000 3.500%378,992 1,483,992
8-15-18 359,654 359,654 1,843,646 16,590,000
2-15-19 1,165,000 3.750%359,654 1,524,654
8-15-19 337,811 337,811 1,862,465 15,425,000
2-15-20 1,220,000 4.000%337,811 1,557,811
8-15-20 313,411 313,411 1,871,221 14,205,000
2-15-21 1,285,000 4.000%313,411 1,598,411
8-15-21 287,711 287,711 1,886,121 12,920,000
2-15-22 1,345,000 4.000%287,711 1,632,711
8-15-22 260,811 260,811 1,893,521 11,575,000
2-15-23 1,415,000 4.125%260,811 1,675,811
8-15-23 231,626 231,626 1,907,437 10,160,000
2-15-24 1,485,000 4.250%231,626 1,716,626
8-15-24 200,070 200,070 1,916,696 8,675,000
2-15-25 1,570,000 5.000%200,070 1,770,070
8-15-25 160,820 160,820 1,930,890 7,105,000
2-15-26 1,645,000 4.500%160,820 1,805,820
8-15-26 123,808 123,808 1,929,628 5,460,000
2-15-27 1,730,000 4.500%123,808 1,853,808
8-15-27 84,883 84,883 1,938,690 3,730,000
2-15-28 1,815,000 4.500%84,883 1,899,883
8-15-28 44,045 44,045 1,943,928 1,915,000
2-15-29 1,915,000 4.600%44,045 1,959,045 1,959,045 0
Interest 10,439,466
H-16 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2010
PRINCIPAL - $3,900,000
Arts Council of Brazos Valley Building - $520,000; Electric Projects - $2,530,000;
Information Technology Projects - $410,000; Wastewater Projects - $300,000; Debt Issuance Cost - $140,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-17 205,000 2.500%35,559 240,559
8-15-17 32,997 32,997 273,556 2,120,000
2-15-18 125,000 2.500%32,997 157,997
8-15-18 31,434 31,434 189,431 1,995,000
2-15-19 130,000 2.500%31,434 161,434
8-15-19 29,809 29,809 191,244 1,865,000
2-15-20 135,000 2.500%29,809 164,809
8-15-20 28,122 28,122 192,931 1,730,000
2-15-21 140,000 3.000%28,122 168,122
8-15-21 26,022 26,022 194,144 1,590,000
2-15-22 145,000 3.000%26,022 171,022
8-15-22 23,847 23,847 194,869 1,445,000
2-15-23 155,000 3.000%23,847 178,847
8-15-23 21,522 21,522 200,369 1,290,000
2-15-24 160,000 3.000%21,522 181,522
8-15-24 19,122 19,122 200,644 1,130,000
2-15-25 170,000 3.125%19,122 189,122
8-15-25 16,466 16,466 205,588 960,000
2-15-26 175,000 3.250%16,466 191,466
8-15-26 13,622 13,622 205,088 785,000
2-15-27 185,000 3.375%13,622 198,622
8-15-27 10,500 10,500 209,122 600,000
2-15-28 190,000 3.500%10,500 200,500
8-15-28 7,175 7,175 207,675 410,000
2-15-29 200,000 3.500%7,175 207,175
8-15-29 3,675 3,675 210,850 210,000
2-15-30 210,000 3.500%3,675 213,675 213,675 0
Interest 1,054,355
H-17 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2011
PRINCIPAL - $7,935,000
Electric Projects - $4,790,000; Wastewater Projects - $3,130,000; Gen'l Gov't Debt Issuance Costs - $15,000
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-17 315,000 2.000%93,816 408,816
8-15-17 90,666 90,666 499,483 6,205,000
2-15-18 325,000 2.000%90,666 415,666
8-15-18 87,416 87,416 503,083 5,880,000
2-15-19 340,000 2.250%87,416 427,416
8-15-19 83,591 83,591 511,008 5,540,000
2-15-20 355,000 2.250%83,591 438,591
8-15-20 79,598 79,598 518,189 5,185,000
2-15-21 370,000 2.200%79,598 449,598
8-15-21 75,528 75,528 525,125 4,815,000
2-15-22 390,000 2.400%75,528 465,528
8-15-22 70,848 70,848 536,375 4,425,000
2-15-23 405,000 2.600%70,848 475,848
8-15-23 65,583 65,583 541,430 4,020,000
2-15-24 430,000 2.800%65,583 495,583
8-15-24 59,563 59,563 555,145 3,590,000
2-15-25 445,000 3.000%59,563 504,563
8-15-25 52,888 52,888 557,450 3,145,000
2-15-26 465,000 3.100%52,888 517,888
8-15-26 45,680 45,680 563,568 2,680,000
2-15-27 490,000 3.200%45,680 535,680
8-15-27 37,840 37,840 573,520 2,190,000
2-15-28 510,000 3.300%37,840 547,840
8-15-28 29,425 29,425 577,265 1,680,000
2-15-29 535,000 3.400%29,425 564,425
8-15-29 20,330 20,330 584,755 1,145,000
2-15-30 560,000 3.500%20,330 580,330
8-15-30 10,530 10,530 590,860 585,000
2-15-31 585,000 3.600%10,530 595,530 595,530 0
Interest 2,509,214
H-18 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2012
PRINCIPAL - $16,415,000*
Electric Projects - $8,000,000; Water Projects - $3,000,000; Wastewater Projects - $6,000,000; Debt Issuance Costs - $215,000
*Due to the premium and discount received on this debt issue, the City only had to issue $16.415 million in bonds.
Total Debt proceeds received = $17.215 million. Premium of $800,000 was paid to the City.
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-17 680,000 3.000%248,306 928,306
8-15-17 238,106 238,106 1,166,413 13,355,000
2-15-18 700,000 3.000%238,106 938,106
8-15-18 227,606 227,606 1,165,713 12,655,000
2-15-19 725,000 3.000%227,606 952,606
8-15-19 216,731 216,731 1,169,338 11,930,000
2-15-20 740,000 3.000%216,731 956,731
8-15-20 205,631 205,631 1,162,363 11,190,000
2-15-21 765,000 4.000%205,631 970,631
8-15-21 190,331 190,331 1,160,963 10,425,000
2-15-22 795,000 4.000%190,331 985,331
8-15-22 174,431 174,431 1,159,763 9,630,000
2-15-23 830,000 4.000%174,431 1,004,431
8-15-23 157,831 157,831 1,162,263 8,800,000
2-15-24 860,000 3.000%157,831 1,017,831
8-15-24 144,931 144,931 1,162,763 7,940,000
2-15-25 885,000 3.000%144,931 1,029,931
8-15-25 131,656 131,656 1,161,588 7,055,000
2-15-26 910,000 3.000%131,656 1,041,656
8-15-26 118,006 118,006 1,159,663 6,145,000
2-15-27 935,000 3.125%118,006 1,053,006
8-15-27 103,397 103,397 1,156,403 5,210,000
2-15-28 965,000 3.125%103,397 1,068,397
8-15-28 88,319 88,319 1,156,716 4,245,000
2-15-29 1,000,000 3.250%88,319 1,088,319
8-15-29 72,069 72,069 1,160,388 3,245,000
2-15-30 1,035,000 3.250%72,069 1,107,069
8-15-30 55,250 55,250 1,162,319 2,210,000
2-15-31 1,075,000 5.000%55,250 1,130,250
8-15-31 28,375 28,375 1,158,625 1,135,000
2-15-32 1,135,000 5.000%28,375 1,163,375 1,163,375 0
Interest 6,817,775
H-19 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2013
PRINCIPAL - $10,230,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
10,230,000
2-15-17 385,000 3.000%181,747 566,747
8-15-17 175,972 175,972 742,719 8,735,000
2-15-18 400,000 4.000%175,972 575,972
8-15-18 167,972 167,972 743,944 8,335,000
2-15-19 415,000 5.000%167,972 582,972
8-15-19 157,597 157,597 740,569 7,920,000
2-15-20 435,000 4.000%157,597 592,597
8-15-20 148,897 148,897 741,494 7,485,000
2-15-21 455,000 3.000%148,897 603,897
8-15-21 142,072 142,072 745,969 7,030,000
2-15-22 470,000 4.000%142,072 612,072
8-15-22 132,672 132,672 744,744 6,560,000
2-15-23 490,000 4.000%132,672 622,672
8-15-23 122,872 122,872 745,544 6,070,000
2-15-24 510,000 3.250%122,872 632,872
8-15-24 114,584 114,584 747,456 5,560,000
2-15-25 525,000 3.500%114,584 639,584
8-15-25 105,397 105,397 744,981 5,035,000
2-15-26 540,000 4.000%105,397 645,397
8-15-26 94,597 94,597 739,994 4,495,000
2-15-27 565,000 4.000%94,597 659,597
8-15-27 83,297 83,297 742,894 3,930,000
2-15-28 590,000 4.000%83,297 673,297
8-15-28 71,497 71,497 744,794 3,340,000
2-15-29 615,000 4.125%71,497 686,497
8-15-29 58,813 58,813 745,309 2,725,000
2-15-30 640,000 4.250%58,813 698,813
8-15-30 45,213 45,213 744,025 2,085,000
2-15-31 665,000 4.250%45,213 710,213
8-15-31 31,081 31,081 741,294 1,420,000
2-15-32 695,000 4.250%31,081 726,081
8-15-32 16,313 16,313 742,394 725,000
2-15-33 725,000 4.500%16,313 741,313 741,313 0
Interest 4,638,159
Electric Projects - $8,250,000 and Wastewater Projects - $2,000,000
*Due to the premium and discount received on this debt issue, the City only had to issue $10,230,000 in bonds.
Total debt proceeds received were $10,250,000. A premium of $20,000 was paid to the City.
H-20 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2014
PRINCIPAL - $34,005,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
34,005,000
2-15-17 1,530,000 3.000%733,438 2,263,438
8-15-17 710,488 710,488 2,973,925 29,450,000
2-15-18 1,585,000 5.000%710,488 2,295,488
8-15-18 670,863 670,863 2,966,350 27,865,000
2-15-19 1,670,000 5.000%670,863 2,340,863
8-15-19 629,113 629,113 2,969,975 26,195,000
2-15-20 1,685,000 5.000%629,113 2,314,113
8-15-20 599,626 599,626 2,913,738 24,510,000
2-15-21 1,750,000 5.000%599,626 2,349,626
8-15-21 569,000 569,000 2,918,626 22,760,000
2-15-22 1,825,000 5.000%569,000 2,394,000
8-15-22 523,375 523,375 2,917,375 20,935,000
2-15-23 1,920,000 5.000%523,375 2,443,375
8-15-23 475,375 475,375 2,918,750 19,015,000
2-15-24 2,025,000 5.000%475,375 2,500,375
8-15-24 424,750 424,750 2,925,125 16,990,000
2-15-25 1,345,000 5.000%424,750 1,769,750
8-15-25 391,125 391,125 2,160,875 15,645,000
2-15-26 1,410,000 5.000%391,125 1,801,125
8-15-26 355,875 355,875 2,157,000 14,235,000
2-15-27 1,480,000 5.000%355,875 1,835,875
8-15-27 318,875 318,875 2,154,750 12,755,000
2-15-28 1,560,000 5.000%318,875 1,878,875
8-15-28 279,875 279,875 2,158,750 11,195,000
2-15-29 1,640,000 5.000%279,875 1,919,875
8-15-29 238,875 238,875 2,158,750 9,555,000
2-15-30 1,730,000 5.000%238,875 1,968,875
8-15-30 195,625 195,625 2,164,500 7,825,000
2-15-31 1,815,000 5.000%195,625 2,010,625
8-15-31 150,250 150,250 2,160,875 6,010,000
2-15-32 1,905,000 5.000%150,250 2,055,250
8-15-32 102,625 102,625 2,157,875 4,105,000
2-15-33 2,000,000 5.000%102,625 2,102,625
8-15-33 52,625 52,625 2,155,250 2,105,000
2-15-34 2,105,000 5.000%52,625 2,157,625
Interest 17,014,534
.
IT Projects - $5,105,000; Street Projects - $6,940,000
Electric Projects - $8,750,000, Water Projects- $6,500,000 and Wastewater Projects - $11,400,000
*Due to the premium and discount received on this debt issue, $34,005,000 in bonds were issued. Total debt proceeds received were
$38,695,000. A premium of $4,690,000 was paid to the City.
H-21 Debt Service Schedules
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2016
PRINCIPAL - $25,720,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
25,720,000
2-15-17 2,045,000 5.000%588,573 2,633,573
8-15-17 461,109 461,109 3,094,682 23,675,000
2-15-18 1,025,000 5.000%461,109 1,486,109
8-15-18 435,484 435,484 1,921,594 22,650,000
2-15-19 1,085,000 5.000%435,484 1,520,484
8-15-19 408,359 408,359 1,928,844 21,565,000
2-15-20 1,140,000 5.000%408,359 1,548,359
8-15-20 379,859 379,859 1,928,219 20,425,000
2-15-21 1,195,000 5.000%379,859 1,574,859
8-15-21 349,984 349,984 1,924,844 19,230,000
2-15-22 1,260,000 5.000%349,984 1,609,984
8-15-22 318,484 318,484 1,928,469 17,970,000
2-15-23 1,315,000 5.000%318,484 1,633,484
8-15-23 285,609 285,609 1,919,094 16,655,000
2-15-24 1,390,000 5.000%285,609 1,675,609
8-15-24 250,859 250,859 1,926,469 15,265,000
2-15-25 1,460,000 4.000%250,859 1,710,859
8-15-25 214,359 214,359 1,925,219 13,805,000
2-15-26 1,535,000 2.000%214,359 1,749,359
8-15-26 175,984 175,984 1,925,344 12,270,000
2-15-27 1,085,000 2.250%175,984 1,260,984
8-15-27 154,284 154,284 1,415,269 11,185,000
2-15-28 1,115,000 2.375%154,284 1,269,284
8-15-28 143,134 143,134 1,412,419 10,070,000
2-15-29 1,140,000 3.000%143,134 1,283,134
8-15-29 130,309 130,309 1,413,444 8,930,000
2-15-30 1,165,000 3.000%130,309 1,295,309
8-15-30 116,475 116,475 1,411,784 7,765,000
2-15-31 1,200,000 3.000%116,475 1,316,475
8-15-31 98,475 98,475 1,414,950 6,565,000
2-15-32 1,235,000 3.000%98,475 1,333,475
8-15-32 79,950 79,950 1,413,425 5,330,000
2-15-33 1,275,000 3.000%79,950 1,354,950
8-15-33 60,825 60,825 1,415,775 4,055,000
2-15-34 1,310,000 3.000%60,825 1,370,825
8-15-34 41,175 41,175 1,412,000 2,745,000
2-15-35 1,350,000 3.000%41,175 1,391,175
8-15-35 20,925 20,925 1,412,100 1,395,000
2-15-36 1,395,000 3.000%20,925 1,415,925
Interest 8,839,866
.
Street Projects - $17,050,000; Police Station Design - $3,000,000;
Water Projects- $7,900,000
*Due to the premium and discount received on this debt issue, $25,720,000 in bonds were issued.
Total debt proceeds received were $27,950,000. A premium of $2,230,000 was paid to the City.
H-22 Debt Service Schedules
I-1 General Fund Transfers and Other (Sources) Uses
General Fund Transfers and Other (Sources) Uses
The General Fund has several different types of transfers and other sources and uses of funds as
reported in the bottom sections of the General Fund Fund Summary. This appendix provides the
details within the categories of General & Administrative Transfers, Interfund Transfers, Public
Agency Funding, Consulting Services, Capital Projects and Other.
The General and Administrative (G&A) Transfers are used to reflect the recovery of the costs
associated with the administrative services provided by service departments within the General
Fund to other funds. Administrative services within the General Fund include accounting,
purchasing, technology, budgeting, legal, human resources, etc. These costs are allocated
based on the results of an annual cost allocation plan done in the early part of the budget process
by an outside consulting firm.
The Interfund Transfers section includes both transfers into the General Fund as well as
transfers out of the General Fund to other funds. The transfers into the General Fund are
primarily to reimburse operating expenses that were incurred during the course of business that
may be funded from a different source of revenue. For example, many of the sports tournaments
that are run by the Parks and Recreation Department can be funded with Hotel Tax funds if they
meet the criteria for the use of hotel taxes. Seven SLAs are approved for: $40,000 for various
tournament and event equipment needs; $50,000 for regional and national level even bid
fulfillments; $15,000 to for city-wide special event preparation and travel; $11,000 for Veteran’s
Park American Pavilion fans; and a total of $35,500 for various equipment used to maintain the
fields. The expenditures for these items will be incurred in the General Fund, so a transfer is
included from the Hotel Tax Fund to the General Fund. The transfers out of the General Fund are
primarily to cover expenditures incurred in other funds for purposes such as economic
development agreements where separate funds were set up for ease of tracking purposes.
There is a transfer of $500,000 to Economic Development for incentive payments to be
determined that was approved in the FY16 Approved Budget, but will be completed in FY17.
The Public Agency Funding section details the agencies that are funded from the General
Fund. These agencies provide services for the citizens of College Station. Each year, the
amount of funding received by each agency depends on the request made by the agency,
Council direction, and the availability of funds.
The Consulting Services section details the consulting firms that represent the various interests
that the Council has determined benefit the citizens. An example is the state legislative
consulting firm that keeps City staff and Council aware of legislation that may impact the City of
College Station.
The Capital Projects section details the projects that are funded with cash from the General
Fund (instead of issuing debt). Depending on the General Fund balance (after meeting the
required reserve) there may be funds available that can be used for one-time purchases – such
as capital projects.
The Other section covers items that are transferred out of the General Fund for purposes not
mentioned above.
FY16 FY16 FY17 FY17
FY15 Revised Year-End Approved Approved
Actual Budget Estimate Base Budget Budget
INTERFUND TRANSFERS
Transfer In-Community Dev Fd - - (24,386) (24,630) (24,630)
Transfer In-Hotel Tax Fd - HOT Funded Projects (593,399) (470,159) (320,000) (326,000) (326,000)
Transfer In-Hotel Tax Fd - 1x SLAs - (87,500) (133,833) - (116,000)
Transfer In-Hotel Tax Fd - Public Comm Mktg - (184,116) (68,104) (184,116) (184,116)
Transfer In-Empl Benefit Fd (69,120) (75,654) (75,654) (78,000) (78,000)
Transfer In-Streets CIP Fd - S&B (263,740) (636,956) (251,956) (400,000) (400,000)
Transfer In-Drainage Fd (100,000) (100,000) (100,000) (101,000) (101,000)
Transfer In-Hotel Tax Fd (8,957) - - - -
Transfer Out-Econ Dev Fd 375,000 875,000 375,000 875,000 875,000
Transfer Out-Electric Fd - - - 1,071,000 1,071,000
Transfer Out-Sanitation Fd 101,000 101,000 101,000 101,000 101,000
Transfer Out-NG Parking Fd 192,426 198,199 198,199 204,145 204,145
Transfer Out-Equip Repl Fd 266,000 1,571,000 271,000 -
TOTAL:(100,790) 1,190,814 (28,735) 1,137,399 1,021,399
GENERAL & ADMINISTRATIVE TRANSFERS
G&A Transfer In-Park Escrow Fd (21,997) (21,909) (21,909) (21,910) (21,910)
G&A Transfer In-Rec Programs (149,339) (146,150) (146,150) (152,886) (152,886)
G&A Transfer In-Mem Cem Fd - - - - -
G&A Transfer In-Electric Fd (1,224,563) (1,283,230) (1,283,230) (1,402,447) (1,402,447)
G&A Transfer In-Water Fd (725,749) (760,524) (760,524) (859,942) (859,942)
G&A Transfer In-Wastewater Fd (629,843) (654,066) (654,066) (661,890) (661,890)
G&A Transfer In-Sanitation Fd (560,449) (598,058) (598,058) (646,616) (646,616)
G&A Transfer In-NG Parking Fd (88,516) (77,183) (77,183) (69,753) (69,753)
G&A Transfer In-Empl Bene Fd - - - - -
G&A Transfer In-Gen Gov CIP Fd (87,846) (81,790) (81,790) (89,439) (89,439)
G&A Transfer In-Parks CIP Fd (32,996) (32,863) (32,863) (32,865) (32,865)
G&A Transfer In-Streets CIP Fd (370,211) (373,313) (373,313) (417,408) (417,408)
G&A Transfer In-Elec CIP Fd (35,418) (33,597) (33,597) (32,100) (32,100)
G&A Transfer In-Water CIP Fd (88,018) (88,010) (88,010) (90,240) (90,240)
G&A Transfer In-WW CIP Fd (88,018) (88,010) (88,010) (90,240) (90,240)
G&A Transfer In-Drainage Fd (309,740) (351,117) (351,117) (400,364) (400,364)
TOTAL:(4,412,703) (4,589,820) (4,589,820) (4,968,100) (4,968,100)
PUBLIC AGENCY FUNDING
Lions Club (Fireworks)15,000 15,000 15,000 15,000 15,000
Research Valley Partnership 350,000 350,000 350,000 350,000 350,000
Arts Council of Brazos Valley 35,000 35,000 35,000 35,000 35,000
Health District 326,500 326,500 326,500 326,500 326,500
Appraisal District 256,000 280,253 280,253 288,661 288,661
Animal Shelter 205,000 205,000 205,000 235,000 235,000
TOTAL:1,187,500 1,211,753 1,211,753 1,250,161 1,250,161
CONSULTING SERVICES
5,000 5,000 - - -
36,000 - 4,000 40,000 40,000
21,398 45,000 57,575 45,000 45,000
Deep East TX COG
Legistlative Consulting
Muniservices
TOTAL:62,398 50,000 61,575 85,000 85,000
CAPITAL OUTLAY/PROJECT XFRS
116,044 - - - -
13,852 671,232 671,232 - -
150,000 - - - -
21,843 - - - -
67,550 - - - -
- - - 19,000 19,000
212,041 - - - -
- 68,094 68,094 - -
- 212,000 212,000 - -
- 1,319,650 175,000 - -
- 605,000 605,000 - -
- 200,000 200,000 200,000 200,000
- - - 63,500 63,500
- - - 24,489 24,489
606,831 - - - -
292,544 - - - -
12,000 - - - -
Altec Bucket Truck
Hazmat Truck
Gen Gov CIP - Gateway Project
Gen Gov CIP - Imagery Updates
Gen Gov CIP - Mobile Computing Infrastructure
Gen Gov CIP - Website Redesign
Gen Gov CIP - Phase II of Berry Dunn-ERP
Gen Gov CIP - CAD/RMS Replacement
Gen Gov CIP - Storage Tanks/Containment
Gen Gov CIP - Police Station Corrective Maintenance
Gen Gov CIP - Public Works Compliance Upgrades
Gen Gov CIP - Community Center Design
PARD CIP - System Wide Park Improvements
Streets CIP - ITS Master Plan
Streets CIP - Eisenhower St Ext
Streets CIP - Norman to Rock Prairie Sidewalks
Park Land CIP - Park Land Zone Fd
TOTAL:1,492,705 3,075,976 1,931,326 306,989 306,989
OTHER
Other Oper-Miscellaneous (10,919) - (50,275) - -
Other Oper-Offsite Office Sp - 195,000 195,000 116,784 116,784
Nonoper Exp-Miscellaneous 27,194 35,000 35,245 35,245 35,245
Contingency - 97,689 19,068 1,156,634 1,156,634
TOTAL:16,275 327,689 199,038 1,308,663 1,308,663
TOTAL NONDEPARTMENTAL:(1,754,615) 1,266,412 (1,214,863) (879,889) (995,889)
City of College Station
General Fund Transfers and Other (Sources) Uses
I-2 General Fund Transfers and Other (Sources) Uses
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, 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 Bryan/College Station Convention and Visitors Bureau
(CVB), The Research Valley Partnership (RVP) and the Arts Council of the Brazos Valley (ACBV).
Department Budget Agencies are Agencies whose work directly supports the goals of a City
Department. Department Budget Agencies include the College Station Noon Lions Club and Keep
Brazos Beautiful (KBB).
Funding in the amount of $350,000 from the General Fund is approved for the RVP in the FY17
Budget. 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. Additionally, $35,000 from the
General Fund is approved for funding of the ACBV operations and maintenance and Noon Lions Club
is approved for $15,000 in FY17 for costs associated with the annual community 4th of July celebration.
General Fund Outside Agency funding also includes funding of $235,000 for the Aggieland Humane
Society, $326,500 for the Brazos County Health District and $288,661 for payments to Brazos Central
Appraisal District for funding allotments based on 2015 levies. The total approved FY17 Outside
Agency funding from the General Fund is $1,250,161.
A total of $3,158,206 of Hotel Tax funding is the FY17 approved base funding level for Outside
Agencies. This includes $2,122,616 for the Bryan/College Station Convention & Visitors Bureau (CVB)
for operational, sales/marketing, promotional, servicing and business development elements; $400,000
for the CVB Grant Program; $91,000 for Arts Council operations and maintenance; $348,400 to Arts
Council for affiliate funding and $43,500 for marketing and public arts support; $102,690 to
Easterwood Airport for advertising; $25,000 to Veterans Memorial to begin development of the
Mexican War Memorial and WWI memorial at Veterans Park; and $25,000 for the Bryan/College
Station Chamber of Commerce.
Funding in the amount of $51,190 is approved in the Sanitation Fund for Keep Brazos Beautiful (KBB).
Funding will be used for operations, beautification, educational programs and litter abatement. KBB
promotes litter abatement and beautification programs throughout the Brazos Valley thus supporting
one of the Sanitation Department’s primary objectives.
Community Development Block Grant (CDBG) eligible agencies have a selection process via 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 for agencies funding. A total of $147,466 is for CDBG eligible
organizations listed on the following page.
Total approved FY17 Outside Agency funding by the City of College Station is $4,607,023.
J-1 Outside Agency Funding
FY16 FY16 FY17 FY17
Approved Total Approved Total
Base Revised Base Approved
GENERAL FUND
RESEARCH VALLEY PARTNERSHIP 350,000$ 350,000$ 350,000$ 350,000$
ARTS COUNCIL OPERATIONS AND MAINTENANCE 35,000 35,000 35,000 35,000
NOON LIONS CLUB - 4TH OF JULY 15,000 15,000 15,000 15,000
AGGIELAND HUMANE SOCIETY 205,000 205,000 235,000 235,000
BRAZOS CO. HEALTH DISTRICT 326,500 326,500 326,500 326,500
BRAZOS CENTRAL APPRAISAL DISTRICT 280,253 280,253 288,661 288,661
1,211,753$ 1,211,753$ 1,250,161$ 1,250,161$
HOTEL TAX FUND
ARTS COUNCIL AFFILIATE FUNDING 348,400$ 348,400$ 348,400$ 348,400$
ARTS COUNCIL MARKETING/ PUBLIC ART SUPPORT 38,000 38,000 43,500 43,500
ARTS COUNCIL OPERATIONS AND MAINTENANCE 96,500 96,500 65,000 91,000
CONVENTION AND VISITORS BUREAU (CVB)1,727,855 1,727,855 1,727,855 2,122,616
CONVENTION AND VISITORS BUREAU GRANT PROGRAM 350,000 350,000 350,000 400,000
EASTERWOOD ADVERTISING 200,000 200,000 102,690 102,690
B/CS CHAMBER OF COMMERCE 25,000 25,000 25,000 25,000
VETERANS MEMORIAL 25,000 25,000 25,000 25,000
2,810,755$ 2,810,755$ 2,687,445$ 3,158,206$
SANITATION FUND
KEEP BRAZOS BEAUTIFUL 56,690$ 56,690$ 51,190$ 51,190$
56,690$ 56,690$ 51,190$ 51,190$
COMMUNITY DEVELOPMENT
MHMR AUTHORITY OF BRAZOS VALLEY 50,000$ 50,000$ -$ -$
TWIN CITY MISSION 32,715 32,715 27,489 27,489
BRAZOS VALLEY CENTER FOR INDEPENDENT LIVING 13,759 13,759 - -
EASTER SEALS DBA BRAZOS VALLEY REHABILITATION 39,000 39,000 33,750 33,750
BIG BROTHERS BIG SISTERS - - 25,606 25,606
CATHOLIC CHARITIES - - 10,621 10,621
FAMILY PROMISE - - 20,000 20,000
UNITY PARTNERS DBA PROJECT UNITY - - 30,000 30,000
135,474$ 135,474$ 147,466$ 147,466$
TOTAL OUTSIDE AGENCY FUNDING 4,214,672$4,214,672$4,136,262$ 4,607,023$
City of College StationFY17 Approved Outside Agency Funding
J-2 Outside Agency Funding
K-1 Glossary
Glossary of Terms
ADA: Americans with Disability Act
ARRA: American Recovery and Reinvestment Act of
2009
CAFR: Comprehensive Annual Financial Report
CAPRA: Commission for Accreditation of Park and
Recreation Agencies
CCWWTP: Carter Creek Wastewater Treatment
Plant
CDBG: Community Development Block Grant
CHDO: Community Housing Development
Organizations
CIP: Capital Improvement Program
CSISD: College Station Independent School District
CO: Certificates of Obligation
COB: City of Bryan
COCS: City of College Station
ERP: Enterprise Resource Planning
FTE: Full-time equivalent
FY: Fiscal Year
GAAP: Generally Accepted Accounting Principles
GASB: Governmental Accounting Standards Board
GFOA: Government Finance Officers Association of
the United States and Canada
GIS: Geographical Information System
GOB: General Obligation Bonds
HSA: Health Savings Account
ILA: Interlocal Agreement
ISO: Insurance Services Organization
LCWWTP: Lick Creek Wastewater Treatment Plant
MMD: Municipal Management District
NRPA: National Recreation and Park Association
O&M: Operations and Maintenance
PARD: Parks and Recreation Department
PEG Fee: Public, Educational and Governmental
Access Channel Fee
PPO: Preferred Provider Organization
SCADA: Supervisory Control and Data Acquisition
SLA: Service Level Adjustment
SRO: School Resource Officer
TAAF: Texas Amateur Athletic Federation
TBRA: Tenant Based Rental Assistance
TDA: Transmission Delivery Adjustment
TIF: Tax Increment Financing
TIRZ: Tax Increment Reinvestment Zone
UCS: Utility Customer Services
W/WW: Water/Wastewater
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
Balanced Budget: A balanced budget indicates that there is no budget shortage or budget surplus present
during a specific time period.
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).
K-2 Glossary
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.
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.
Certificates of Obligation (CO): Long-term debt that is authorized by the City Council and does not require prior
voter approval.
Chart of Accounts: A chart detailing the system of general ledger accounts.
Community Housing Development Organizations (CHDO): A certified, private nonprofit, community-based
service organization whose primary purpose is to provide and develop decent, affordable housing for the
community it serves and receives HOME program funds.
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 Procurement: Before the City may enter into a contract that requires an expenditure of more than
$50,000 from one or more municipal funds, the City must comply with Local Government Code Chapter
252. Typically this involves competitive bidding or competitive proposals that are advertised, posted online, and
publicly opened. The City Council must approve all contracts/expenditures greater than $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.
K-3 Glossary
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
Economic Resources Measurement Focus: This measure accounts for the assets related to the inflow, outflow
and balance of goods and services that affect the City’s net assets.
Effective Tax Rate: The effective tax rate is the rate that will raise the same revenues on the same properties this
year as last year.
Effectiveness Measure: Measure that demonstrates whether a program is accomplishing its intended results.
These should show the impact of the program.
Efficiency Measure: This is a ratio of inputs to outputs. For example: cost per inspection, calls for service per
officer.
Emergency: An unexpected occurrence, i.e., damaging weather conditions that require the unplanned use of City
funds.
Encumbrance: Obligation to expend appropriated monies as a result of a processed purchase order or a contract
for purchases legally entered on behalf of the City.
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, and 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.
Freeport Goods: Property that under Article VIII, Section1-J, of the Texas Constitution is not taxable.
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 (G&A): Costs associated with the administration of City services.
General Fund: The City fund used to account for all financial resources 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.
K-4 Glossary
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.
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
Major Funds: 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.
Mission Statement: Purpose of the organization; why the organization exists and whom it benefits.
Measurement Focus Adjustment: The standard that determines: (1) the assets and liabilities that are included
on the balance sheet for the governmental unit; and (2) if the operating statement shows “financial flow” or “capital
maintenance” information relating to revenues and expenditures.
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.
Municipal Management District: a self-governed district that is used to fund costs with a special district.
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.
K-5 Glossary
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 Enterprise 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.
Rollback rate: The rollback rate is the highest rate that can be adopted before citizens can initiate a petition to
rollback the tax rate to the rollback rate.
S
Service Level: The current outcomes and services provided to citizens and customers by the City as approved in
the annual budget.
Service Level Adjustment (SLA): Request for additional resources requiring a decision by management and
council and justified on the basis of adding to or reducing services and/or performance improvements.
Sinking Fund: A fund which is accumulated through periodic contributions which must be placed in the sinking
fund so that the total contributions plus their compounded earnings will be sufficient to redeem the sinking fund
bonds when they mature.
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.
Tax Increment Financing (TIF): Financing procedure utilitzed by local goverements for redevelopment and
improvement projects on existing structures.
Tax Increment Financing Reinvestment Zone (TIRZ): Taxes attributable to new improvements (tax
increments) are set-aside in a fund to finance public improvements within the boundaries of the zone.
K-6 Glossary
U
Undesignated Fund Balance: The portion of the fund balance that is unencumbered from any obligation of the
City.
User-Based Fee/Charge: A monetary fee or charge placed upon the user of services of the City.
Utility Funds: The funds used to account for the operations of the City's electric, water, sanitary sewer, and solid
waste disposal activities.
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: The difference between current assets and current liabilities.
1101 Texas Avenue
College Station, Texas 77842
979.764.3555