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by Ann Hollis Rife
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Approved by the College Station City Council on September 14, 1995
CITY OF
COLLEGE STATION
APPROVED BUDGET
FOR FISCAL YEAR
OCTOBER 1, 1995 TO SEPTEMBER 30, 1996
MAYOR
LARRY J. RINGER
LYNN MCILHANEY, MAYOR PRO-TEM
NANCY CROUCH, COUNCILWOMAN
HUB KENNADY, COUNCILMAN
BILL FOX, COUNCILMAN
DAVID HICKSON, COUNCILMAN
LARRY MARRIOT, COUNCILMAN
GEORGE K. NOE, CITY MANAGER
CHARLES CRYAN, DIRECTOR OF BUDGET AND RESEARCH
The Government Finance Officers Association of the United States and Canada (GFOA)
presented an award for Distinguished Budget Presentation to the City of College Station
for its annual budget for the fiscal year beginning October 1, 1994. In order to receive
this award, a governmental unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan, and as a
communications device. The award is valid for a period of one year only. We believe
our current budget continues to conform to program requirements, and we are
submitting it to GFOA to determine its eligibility for another award.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
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City of College Station,
• Texas
For the Fiscal Year Beginning
October 1, 1994
) pi_fr, ,/
President Executive Director
CITY OF COLLEGE STATION.TEXAS
PRINCIPAL CITY OFFICIALS
AUGUST 1995
ELECTED OFFICIALS:
MAYOR LARRY J. RINGER
COUNCIL MEMBERS LYNN R. MCILHANEY(MAYOR PRO-TEM)
NANCY CROUCH
DAVID HICKSON
HUBBARD KENNADY
BILL FOX
LARRY MARRIOT
CITY ADMINISTRATION:
CITY MANAGER GEORGE K. NOE
ASSISTANT CITY MANAGER FOR
COMMUNITY SERVICES GROUP THOMAS E. BRYMER
ASSISTANT CITY MANAGER FOR
OPERATIONS GROUP JOHN C.WOODY
EXECUTIVE DIRECTOR FOR
MANAGEMENT SERVICES GROUP LINDA S. PIWONKA
EXECUTIVE DIRECTOR FOR FISCAL
AND HUMAN RESOURCES GLENN SCHROEDER
DIRECTOR OF BUDGET AND RESEARCH CHARLES CRYAN
DIRECTOR OF ECONOMIC AND
DEVELOPMENT SERVICES ELREY B.ASH
FIRE CHIEF WILLIAM L. KENNEDY
DIRECTOR OF PARKS AND RECREATION STEPHEN C. BEACHY
HUMAN RESOURCES DIRECTOR KAREN N. PAVLINSKI
POLICE CHIEF EDGAR R. FELDMAN
DIRECTOR OF PUBLIC SERVICES MARK SMITH
CITY ATTORNEY CATHERINE LOCKE
CITY SECRETARY CONNIE L. HOOKS
We're Committed
To Excellence
TABLE OF CONTENTS PAGE
Transmittal Letter
Executive Summary
Executive Summary 1
City Organization Chart 19
Net Operating Budget Summary 20
Graph of Net Operating Budget 21
Combined Fund Summary 22
Analysis of Tax Rate 23
Analysis of Property Evaluations 24
Strateaic Issues 25
General Fund 29
Fund Summary 32
Sources & Uses of Funds (Pie Chart) 33
General Fund Department Summary 34
Departments.
Police 35
Fire 43
Public Services 47
Parks and Recreation 51
Economic and Development Services 61
Management Services 67
Fiscal/Human Resources 75
General Government 81
Enterprise Funds 89
Utility Organization Chart 90
Fund Summary 91
Combined Utility Fund Summary 92
TABLE OF CONTENTS PAGE
Electric Fund 93
Electric Fund Summary 96
Sources & Uses of Funds (Pie Chart) 97
Department Summary 98
Water Fund 99
Water Fund Summary 100
Sources & Uses of Funds (Pie Chart) 101
Department Summary 102
Wastewater Fund 103
Wastewater Fund Summary 104
Sources & Uses of Funds (Pie Chart) 105
Department Summary 106
Utility Debt Service Schedule of Requirements 107
Solid Waste Collection Fund 1 1 1
Public Services Organization Chart 112
Solid Waste Collection Fund 1 13
Solid Waste Collection Fund Summary 114
Sources & Uses of Funds (Pie Chart) 115
Department Summary 1 16
Debt Service Schedule of Requirements 1 17
BVSWMA Fund 1 19
Fund Summary 120
Department Summary 121
Hotel/Motel Furl 123
• Fund Summary 124
Sources & Uses of Funds (Pie Chart) 125
TABLE OF CONTENTS PAGE
Community Development Fund 127
Fund Summary 128
Sources/Uses of Funds (Pie Chart) 129
Self Insurance Fund 131
Fund Summary 132
Sources & Uses of Funds (Pie Chart) 133
Equipment Replacement Fund 135
Fund Summary 136
Sources & Uses of Funds (Pie Chart) 137
Vehicle Replacement List 138
Parkland Dedication Fund 141
Fund Summary 142
Capital Projects 143
General Obligation Bonds Summary 146
Electric Projects 150
Water Projects 152
Wastewater Projects 154
Debt Service Fund 157
Fund Summary 158
Sources & Uses of Funds (Pie Chart) 159
Summary of Requirements - General Obligation Bonds 160
Schedule of Requirements - General Obligation Bonds 161
Summary of Requirements - Certificates of Obligation 162
Schedule of Requirements - Certificates of Obligation 163
Appendix A
Budget Ordinances A-1
TABLE OF CONTENTS PAGE
Appendix B
Fund Summary By Division B-1
Appendix C
Personnel List C-1
Appendix D
Budget Provisions Stated in the Charter D-1
Appendix E
Fiscal and Budgetary Policy Statements E-1
Appendix F
Outside Agency Funding F-1
Appendix G
Miscellaneous Statistical Data G-1
Appendix H
The 1995-96 Budget Process H-1
Appendix I
Schedule of Requirements
General Obligation Bonds Detail I-1
Certificate of Obligation Bonds Detail 1-10
Utility Revenue Bonds Detail 1-13
Appendix J
Glossary J-1
CITY OF COLLEGE STATIOI`I
\/ Post Office Box 9960 1101 Texas Avenue
College Station,Texas 77842-9960
(409)764-3500
October 1, 1995
The Honorable Mayor and Members of the City Council,
I am pleased to submit this City of College Station 1995 - 96 Approved Budget. The
annual budget represents the City's blue print of the programs and services it will
provide to the citizens of our community. As such, the budget process represents more
than an exercise of balancing revenues and expenditures but also the opportunity for
the City organization to evaluate its services and plan for improvements in the year to
come.
The development of the Approved FY 96 Budget has been a priority for the City Council
since the beginning of this calendar year. The process has included a review by staff
and Council of opportunities to reduce costs while retaining the current level of service.
To that end, the Approved Budget includes reductions totaling $587,000 which can be
achieved without service diminishment. In addition, Council set out to begin to reshape
expenditures to ensure that maximum impact is made on the City Council's Strategic
Issues and End Statements. Staff tracked that effort by developing work plans and
program adjustments for Council consideration and prioritization. In July, Council
provided preliminary guidance on the Service Level Adjustments that had been
developed by staff. The Approved Budget tracks that guidance but also provides a
number of new programs that have been developed to further the organization's
progress in addressing Council's Strategic Issues. These programs which focus on
street infrastructure improvement and economic development are intended to make
additional and immediate impact on a number of the Council's highest priority Strategic
Issues. Overall, the Approved Budget includes $447,000 in Service Level Adjustments
specifically aimed at implementing Council Strategic Issues.
There is one major change in budget practice which should be noted. Over the past
several years, the budget assumed that each department would spend only 97 percent
of the departmental appropriation. This practice can be confusing for staff, the Council,
and the public. The Approved Budget attempts to provide a more straight-forward
approach and has incorporated that 3 percent savings into the actual departmental
budgets in the form of a one-time budget reduction in that amount. As a staff we are
committed to providing services within the amounts approved. We believe this direct
approach should help us communicate more clearly the cost of providing services and
should indicate our commitment to providing the highest level of service in the most
efficient and effective manner possible.
The Approved Budget provides for this improved level of service without an increase in
the ad valorem tax rate or general fee increase. Some Parks and Recreation user fees
are projected to increase to offset new costs and continuation of cooperative programs
like the School Resource Officer will generate added revenues. The ad valorem tax
rate will remain 44.5 cents per $100 valuation and there is no projected increase in
utility rates. Surplus revenues in the Wastewater Interest and Sinking Fund and
economies in the Wastewater operation make it possible to defer the 10 percent
increase that was planned for this year. A decrease in electric rates to be effective in
Home of Texas ABM University
1996 will be brought forward when all details of our new power supply agreement have
been finalized.
Throughout this budget process, City Council has placed an emphasis on its desire to
look for opportunities to develop innovative and creative solutions to problems -- to find
ways to become more efficient and effective in the delivery of services. Staff
recognizes this challenge and is prepared to embark on a program to ensure that our
customers, the citizens of College Station, receive the highest quality services and the
best value for the resources we receive. Such an endeavor will take hard work,
commitment, and teamwork. I am confident that we as an organization are up to the
task and we look forward to making such a process a reality.
I want to express my thanks to the City Council for the time and effort you have taken to
provide guidance to staff in the development of the Approved Budget. Your input has
helped shape our services to match your priorities and goals for the community. I
would like to thank the Department Heads and staff for their hard work in developing
this budget document. The development of the budget represents a significant effort on
the part of all departments. The dedication and professionalism of the staff throughout
the budget process has been commendable. Finally, I want to call particular attention
to the tireless effort of the Budget and Research staff in this important project.
Res ctfully Submitted,
r e K. Noe
C it Manager
EXECUTIVE SUMMARY
A key objective of the fiscal year 1995-96 (FY Police Department (PD) continues to work with
96) budget has been to more closely match the College Station Independent School District
budget to City Council Strategic Issues and Ends (CSISD) in order to meet needs at the schools
Statements. The process has included significant and to accomplish PD's goals. For FY 96 the
discussions between Council and department school district will increase its participation with
management regarding services, service levels the City by paying one-half the salary and
and performance measures of the various benefits costs of an additional School Resource
departments in an effort to be more effective and Officer for the high school. This is the third
to make measures more meaningful to the public police officer position that the CSISD supports
and Council. During the budget process, the City along with the City. The intent of the
Council reviewed a list of potential budget City/School District programs help to build
reductions. Following those discussions rapport between the students, faculty and the
approximately $586,954 as an aggregate amount community with police.
was taken out of the FY 96 target budget before
the departments began developing their FY 96 The approved budget maintains all of the major
budgets. The reductions were made without tax and utility rates at current levels. The ad
affecting the level of service citizens and valorem tax rate is retained at 44.5 cents per
customers receive. $100 valuation. Despite maintaining the current
tax rate, the City was required to advertise an
Direction from the City Council was for staff to increase from the "effective tax" rate of
find creative ways to provide efficient and approximately 5.2% due to re-valuations of
effective services. As such, a number of small existing properties. As has occurred for the last
steps down that path are taken with this budget. several years, the Council had several agenda
The Parks and Recreation Department (PARD) items over a number of meetings as required by
found sponsors who will pay advertising fees statutes in order to retain the current tax rate.
that will offset the cost of installing new
scoreboards for the softball fields. They have A positive change from the original information
also worked with the school system to get provided to the City Council regarding
funding that offsets the costs of operating the wastewater rates. Originally it was anticipated
natatorium for school use and with some fee that wastewater rates would increase by a
changes offsets all but a fraction of the cost for projected 10% for FY 96 over the FY 95 rates.
City use of the facility. PARD is also increasing The anticipated wastewater rate increase will be
swimming fees in order to cover the cost of pay delayed for at least one year. Water rates are
increases for lifeguards. also projected to remain at current levels.
While reviewing the various Service Level The approved budget does not include changes
Adjustments submitted for FY 96, staff that may result from purchased power
recognized that a request by Management negotiations and a potential new contract. The
Services Department for a replacement estimates for revenues and expenditures are
microfilm/fiche reader printer was similar to a based upon the existing purchase power
request that had been included in the FY 95 contract. Once negotiations are complete and
budget by the Economic and Development staff can definitively determine the effect of new
Services Department. The two departments got purchased power arrangements, those changes
together and developed a strategy to get one will be reflected in rate adjustments and budget
reader/printer that will serve the needs of the amendments. It is anticipated that the electric
entire City. rates will reduce when the purchase power
negotiations are complete. The approved budget
The approved budget also includes continuing also anticipates that the Solid Waste Collection
innovative programs initiated in the past. The Fund will absorb a planned $0.50 per ton
increase in the tipping fee from the Brazos Valley matching funds for state transportation
Solid Waste Management Agency. projects, and other uses to offset future
debt.
Citizen Survey • Neighborhood Revitalization: The approved
The City Council authorized a survey that was budget includes funding for projects in
mailed to all utility customers with their utility Northgate and Southside. The Capital
bills during May and June. Approximately 2,500 Improvements and Community Development
of the customer surveys were completed and Funds have resources for housing programs
returned to the City. The results demonstrate and the Lincoln/Wayne Smith Park
that the community overwhelmingly supports Development.
current levels of service, as the respondents • Creation of New Job: The budget includes
perceive those levels of service. At least 67.5% contributions to the Economic Development
of survey respondents marked a response of Corporation, completion of Phase I of the
"Maintain Service Level" on all but six of the College Station Business Park, and an annual
items included in the survey, with some items allocation of $200,000 for economic
receiving that response by as many as 92.7% of incentives. The approved budget also
respondents. Of those items where fewer than includes an additional $225,000 for purchase
67.5% of respondents to the service level of land for industrial development and
checked "Maintain Service Level, five items $100,000 for planning and incentives to
have significant percentages of respondents create new spec industrial space in College
saying "Increase Service Levels," with such Station.
responses ranging from approximately 33% to
41 %. The items that received significant • Crime Prevention/Education. NeiahborhoQ
"increase" responses are Neighborhood Policing, Policina:. The approved School Resource
Recycling Programs, Street Maintenance, Officer's p^"ition is a part of the City's
Neighborhood Revitalization, and Creation of strategy for crime prevention/education. In
New Jobs. addition the City's new 800 MHz system is
directly related to meeting public safety
There are a few other notable results. Code needs and improving communication for
Enforcement, Long Range Planning public safety communication. ,
(Thoroughfare/Land Use), Crime
Prevention/Education, and Street Lighting each Capital Improvements Projects
received approximately 26% of respondents In March 1995 the citizens approved a $22.5
• indicating a need to increase service. million capital improvement program for general
On the other side of the coin, several services government. The information provided the
received more than 20% of respondents saying citizens suggested that the City would issue the
"Decrease Service Level." These services were debt so as to remain within the existing debt
Electronic Access to City Hall, 28.5%; Citizens service tax rate. The current plan is to issue the
News Letter, 24.7% and Creation of new jobs, debt over approximately five years in order to
23.8%. There did seem to be some confusion construct all of the projects included in the bond
regarding the issue of creation of new jobs, authorization and to meet the goal of no debt
Some respondents took the issue to relate to service related ad valorem tax increase .
"City employees" rather than the intended focus The first $4.7 million of the bonds are planned to
• on economic development. be issued at the very end of FY 95 and provide
The approved budget directly addresses several funding for projects in FY 96. An additional $5.3
million is scheduled for issuance in FY 96.
of the major citizen concerns of as indicated by Among the projects scheduled for the first two
responses to the survey. Below is as list of some years are purchases of land for the library and
of the ways the budget addresses some of the other uses; beginning construction of the library;
issues raised: reconstruction of Southwest Parkway and
• Street Maintenance: Establishment of a fund University Oaks; traffic signal enhancements; and
that would allow the City to set aside dollars development of the Lincoln/Wayne Smith Park.
each year for thoroughfare rehabilitation, Both the library and the development of the
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Lincoln/Wayne Smith Park have direct operating What's happening in College Station Now?
and maintenance (O&M) costs that will impact
the City's O&M budget in FY 97 or FY 98. College Station continues to grow. The pace
continued to increase in 1994, with more than
Existing City Council policies allow the City to $95 million in new construction permits.
continue to utilize other types of debt Through June of 1995 new construction permits
instruments for items such as computers and the have been issued for approximately $55.4
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College Station Business Park. Alternative debt million, which is almost exactly the same as
instruments are planned for authorized uses and through a similar period in 1994. New
the debt service for those issues is included in construction permits is a key indicator of the
the analysis of the General Debt Service Fund.
health of an economy since construction tends to
The City can continue to issue all anticipated be one of the first casualties in an economic
debt within the existing tax rate. Anticipated downturn. it also relates closely to increased
property values providing for new growth and
major projects include the replacement of the providing increased value for existing buildings.
City's AS/400 that maintains the data and
software for all of the City's financial systems, The ad valorem taxable value increased by
municipal court, fleet maintenance, human approximately $157.3 million or 10.8% for FY 96
resources, and purchasing. A second major over FY 95. The City has grown at a rate of
technology decision is to replace the aging radio
communications system with an 800 MHz more than 400 new single family and duplex
system that will provide better coverage and residences per year for the last two years.
more reliable communications particularly for our During 1994 an additional 400 apartment units
public safety needs. were added to the inventory in College Station.
Below are other examples of positive economic
Utility projects planned for the next two years news:
anticipate the completion of the Carter Creek 1. Unemnlovment Rate--Brazos County has
Wastewater Treatment plant, continued maintained an unemployment rate of less
underground conversion of electric service along than 4% since 1990 and is among the lowest
major thoroughfares, an additional water well, in the state and in the nation.
and construction of a Customer Services Center. 2 Median Household effective Buvina--Income
Beginning in FY 96 the Electric Utility will is a measure of after tax pay in a household.
reestablish the practice of using revenues to pay In Brazos County this measure has increased
for certain capital development. This practice
will help to reduce future debt requirements and (improved) each year since 1987. Median
to provide a more stable basis for future rate household income (annual) in Brazos county
has risen from $14,735 in 1987 to $18,281
payers. in 1994, which is an average annual increase
One of the Strategic Issues focuses on utilization of just over 3% annually.
of current assets to meet capital requirements.
The above is one way that the issue may be Brazos County
addressed. Also included in the approved budget 14'?dian Household
is initial funding ($200,000) to establish a fund Effective Buying Income
to pay for some thoroughfare reconstruction from
current resources. The final approved policy will $20,000
address the funds that are available, identify the ;1517500 �i .+618,281
need over the next three to fiveyears, and 5,000 114 815
15,101 $1°,1acy ylb,Dzi
identify alternative uses for any funds set aside $12,500
in this manner. $10,000
86 87 88 89 90 91 92 93 94
Year
3. Ad Valorem Valuations--Taxable ad valorem
property values in College Station stabilized
in 1988 from a decreases in the mid 1980's.
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Ad valorem tax values began to increase in
1991 . Total taxable assessment has risen City of College Station
Sales Tax Revenue
City of College Station
Ad Valorem Valuations 5$8,000 9,153
o ,000
o $6,000
$2,000 ,� $4,000 s3 389 ' 222
$1,500 $1,100 $1,110 $1,127 5126 $2'0�0 $
2,987
a $1,000 86 87 88 89 90 91 92 93 94 95 96
$500
$0 Fiscal Year
86 87 88 89 90 91 92 93 94 95
Year 5. Total utility revenugs--are also beginning to
reflect increased economic activity. Over the
last four years, utility revenues changed by
from approximately $1.10 billion in 1985 to only approximately 6.4% or an average of
approximately $1.61 billion in 1995, a approximately 1.5% annually. Revenues
46.3% increase with 10.8% occurring for remained relatively constant over the period
1995 over 1994. The increase in ad valorem primarily due to decreases in the electric
value is due to increased construction and to rates charged to College Station's customers.
increased values for existing construction and The electric rate stabilized as of FY 93 and
property. This trend of increased values utility revenues are growing as customers
reflects overall improved economic activity and sales increase. Utility revenues are
and sales of existing and newly developed projected to increase by between 4% and
properties. The taxable ad valorem value 5% annually. Growth in customers and sales
increase provides additional funding for both contributes to the City's ability to maintain
the City's General Fund and General Debt stable rates and provides needed resources
Service Fund. for the City's General Fund. The chart below
4. Sales Tax Revenues--Increased retail sales shows the gradual up and down shifts in
are indicated in sales taxes as remitted to the utility revenues over the last ten years.
City. Sales tax revenues are estimated to be
up about 2.6% in FY 95 over FY 94 and City of College Station
have increased continuously since 1987. Utility Sales Revenues
Sales taxes are the largest single revenue
source for the City's General Fund, $50.00 48.04
accounting for approximately 43.8% of total o $40.00 $34.37 $36.4
General Fund Revenues. Sales tax revenues g $30.00tl
for FY 96 are projected to continue to grow o $20.00
by approximately 2.8% over FY 95. As the $10.00
chart below shows, year-to-year changes in $0.00
sales tax revenues have moderated, but seem 86 87 88 89 90 91 92 93 94 95 96
to be tracking the inflation rate. Fiscal Year
6. Real (adjusted for inflationlper capita ad
valorem tax revenues--remained fairly
constant from 1987 to 1992 as may be seen
in the chart below. That is due in part to
policy decisions that shifted the burden for
some of the cost of general government
services to utility revenues. More recently
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the cost of doing business relate to additional
City of College Station access to City facilities for people with
Real Per Capita disabilities. Those regulations increase the cost
Ad Valorem Tax of all new construction and have caused the City
to retrofit to meet access requirements to certain
facilities.
$150 4i3-
$100 $79 aB2 a85 $85 $86 $86 $84 $91
'0� In addition to state and federal regulations, the
$50 City of College Station has developed its own
$0 energy and water conservation programs, and
86 87 88 89 90 91 92 93 94 95 solid waste recovery and recycling programs.
Fiscal Year The City has attempted to focus its conservation
programs on increasing efficiencies so that
the trend has been to shift the burden to customers benefit from the results as the
more traditional governmental revenues such participants in the community owned utility
as the ad valorem tax and sales taxes. The systems.
chart above fairly depicts the rise in real per
capita ad valorem taxation coincident with The regulations on wastewater treatment and
policy changes. For FY 96 it is anticipated solid waste disposal have tended to increase
that the upward trend will continue based on costs for those activities. Included in the
the recent ad valorem taxable values for the approved capital and operating budgets are items
City of College Station. Three years of actual to meet current mandated requirements for
growth in real per capita ad valorem tax wastewater treatment. Staff reviews operational
provides additional basis for continuing a changes and capital requirements of mandates.
cautious optimism regarding the economic Where feasible the City attempts to increase
well being of the community. efficiencies in order to reduce long term costs of
mandated changes.
Economic and fiscal indicators continue to show
positive signs. Revenues are equal to or slightly Policies Affecting All Funds
ahead of anticipated costs. Staff continues to
monitor various indicators of economic and fiscal A number of decisions that are included in this
health. The monitoring is done to make sure that budget have a general effect on departmental
the organization is able to respond to changes in costs and the various funds. The following result
development and construction growth activity. It from past Council decisions:
is also done to respond to economic indicators
that may not directly relate to development and 1. 800 MHz Radio System--The cost of
construction such as changes in retail sales. switching to the 800 MHz radio
Year-to-year growth has tended to be the normal communication and trunking system is
situation in Texas, generally, and in Brazos estimated to be approximately $2.5 million
county particularly through most of the past during FY 96. The original cost of the
several decades. With limits on the number of system will he apportioned to each of the
students at Texas A&M University, College operating funds based on its proportionate
Station will have to depend on other sources for share of radio equipment. The initial cost
population and economic growth. of $186,000 is included in the approved
budget.
The City also operates under mandates from both 2 Performance pay plan The City Council
federal and state governments. Among those reviewed and generally agreed to continue
which have had a direct effect on College Station the pay for performance plan with some
are regulations regarding solid waste disposal and
wastewater treatment. Both types of regulations modifications noted in the Hay Group
have created significant increases in costs. The Study. Recommended funding is the level
Carter Creek Wastewater Treatment Plant is discussed with Council in March and April
undergoing significant capital reconstruction to of 1995. The approved budget continues
meet increasingly stringent regulations for plant the performance pay adjustments similar to
effluent and sludge. Other mandates that affect previous City Council policy. Each fund
5
contains an amount that is computed to be recognized. The previous strategy required that
4% at the most frequently occurring score, departments not be allowed to expend more than
and score frequencies will be adjusted by 97% of departmental budgets. The approved
each department in order to correct for strategy allows department directors to utilize up
inequities between departments. The total to, but not in excess of, total appropriations.
amount approved for this item is This change in strategy should make the budget
approximately $456,187. somewhat more understandable for both
3. Interfund Equity--During FY 93 the City managers and policy makers.
Council adopted a policy designed to attain The Budget Staff evaluated current budgets prior
inter fund equity for services provided to developing targets for FY 96. A part of the
across fund lines and where direct charges analysis was to identify and reduce budget
do not occur. This is an extension of the targets for all "one-time" types of expenditures
City Council's "cost-of-service" policy. A
part of this process is to have each fund included in current budgets. This analysis
pay for the cost of services provided to that provided reductions totaling approximately
fund by people and resources in other $1,470,300 from departmental targets. Between
funds. this review process and the budget reductions
identified by the departments, the staff removed
The Electric Fund operating divisions approximately $2,060,300 at the beginning of
provide communications maintenance and the budget process without affecting the current
traffic signalization maintenance and levels of service.
installation. The cost of these services is
included in the general and administrative A detailed review of departmental submissions is
(G&A) transfer from the General Fund to made to insure that requests are both complete
the Electric Fund. In years past, the and within the guidelines of the City Council and
General Fund received its proportionate the City Manager. Items that are deemed to be
allocation for services provided, but did not in excess of the base budget are required to be
account for services provided by Electric submitted and reviewed as Service Level
Fund employees. Adjustments (SLA's). The SLA's are ranked
This year the transfer from the General initially by the Basic Services Team which is
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Fund will increase by an additional net of made up of the City Manager, the two Assistant
$150,000. It is now estimated that the City Managers, the two Executive Directors, the
differences between what is recovered by City Attorney, the five department heads, the
the Electric Utility and the direct services Interim Budget Director, and the Human
provided to the General Fund is Resources Director. The Executive Team then
approximately $125,000 for FY 96. It was reviews the SLA list and finalizes the list to be
expected that the transition would be proposed to the City Council as a planning
phased in over several years. The effect of
document.
• the current approved action is equivalent to Positions in the Approved FY 96 Budget
approximately 1.0 cent on the ad valorem
tax rate. The total shifting of costs will be As a service organization, personnel are the
equivalent to approximately 4.1 cents on greatest resource that the City of College Station
the ad valorem tax rate. It is anticipated has. Personnel also account for the largest
that full interfund equity will be reached in proportion of the City's annual operating
FY 97. expenditures aside from purchased power. When
the cost of purchased power is excluded,
Budgetary Management and Planning personnel expenditures account for
In College Station approximately 64.1% of total City operating and
Next year's budget includes several approved maintenance expenditures.
changes from previous budgets. The City
Manager has dispensed with the previous As the chart below shows, there is a net
strategy of aggregating budget savings at the decrease of two positions from FY 95 to the
fund level and each department budget was approved FY 96 budget. As discussed above,
developed with a reduction to expenditures
6
three (3) existing positions have been suggested City of College Station
for elimination from the approved budget and Net Budget Expenditure Comparison
FY 96
City of college Station FY 95 Approved Percent
Approved Positions Fund Budget Budget Change
General $20,453,827 $21,428,874 4.8%
800 590 616 614
Combined
600 OJ0M5M0ffifl
Utilities 47,667,008 49,518,273 3.9%
Solid Waste 3,577,465 3,522,461 -1.5%
— 400 General
0
= Y00 Debt Svc. 3,876,296 5,651,757 45.8%
Hotel/Motel 1,364,387 1,365,492 0.1%
0 87 88 89 90 91 92 93 94 95 96 Comm. Dev. 3,521,915 2,728,643 -22.5%
Cap. Imp. Proj.
Fiscal Year Gen. Govt. 7,422,000 10,574,000 42.5%
Utilities 17.505.588 8,957,100 -48.8%
Total
Expenditures $105.388,486 $103.746.600 -1.6%
only one (1) new position, the School Resource
Officer, is approved in the Police Department. The Budget as a Financial Tool
The number of City employees remained This budget is generally developed on a modified
relatively constant from FY 87 through FY 92 as cash basis. Most of the schedules indicate the
a result of an economic slowdown in the mid effects of revenues as if received during the
1980's. Staff increases beginning in FY 93
resulted primarily from increased economic budget year and anticipates appropriations to be
activity, particularly in relation to growth in expended during the budget year. Even the
housing and commercial development. enterprise funas are generally based on cash
available and expended during the fiscal year.
Net Operating Budget Change This treatment presents net gains or losses in
terms of changes to fund balance in
The following chart indicates that the City's governmental fund types and as changes in
approved net expenditures for FY 96 are working capital for enterprise fund types. The
anticipated to be $103,746,600 which is a focus of the budget is on net changes on a year-
decrease of $1,641,886 or 1.6% for FY 96 from to-year basis and total available resources. The
FY 95. The reduction is primarily due to the high focus from an accounting perspective depends
level of FY 95 capital project spending in the on the type of fund and tends to focus on total
Utilities due to the major redesign and assets and equities. The differences in the
reconstruction at the Wastewater Treatment budget and accounting are reconcilable. Year-
Plant and electric underground conversion on end financial reports are prepared on a Generally
Texas Avenue and University Drive. Accepted Accounting Practice (GAAP) basis and
schedules are prepared to indicate budget and
actual differencen.
7
This document is organized on a fund basis
demonstrating sources and uses of resources.
The City organization is composed of various
departments or general services. Several
• departments are represented within more than
one fund, i.e., the Utilities Department
encompasses the Electric, Water, and
Wastewater Funds. Each department consists of
one or more divisions and each division may have
one or more activity (cost) centers. Routine
budget controls are exercised within activity
centers at the category (groupings of accounting
objects such as personnel costs, supplies,
•
maintenance, services, and capital). On an
annual basis the control is at the Department
level by category. The budget is submitted to
the City of College Station City Council at least
30 days prior to the end of the fiscal year and
copies are placed with the City Secretary and in
the College Station branch of the Bryan Library
for citizen review.
8
Budget Changes by Fund
Below is a discussion of each of the various funds of the City. Each fund discussion contains a summary
of issues that face that fund, revenue issues, and general discussions regarding the operating
department(s) accounted for in that fund. The discussions regarding the various departments include
some explanation of recommended Service Level Adjustments (changes from the base budget). The
approved budget retains the ability of the City to meet the current needs of our citizens and our
community. Included with this budget presentation is the budget recommended by Brazos Valley Solid
Waste Management Agency (BVSWMA) Board of Directors.
General Fund The General Fund approved net expenditures for
FY 96 are approximately $21.4 million which is
The General Fund is used to account for the approximately $975,000 or 4.8% above the FY
functions of the City that are typically considered 95 Budget.
governmental in nature. The primary revenue
sources of the General Fund are the general sales Initiatives to address Council priorities and
tax, return on investment transfers from the directives include:
various enterprise services of the City, ad 1. A new initiative in economic development
valorem taxes, municipal court fines, service assigning $100,000 for planning and
charges and fees, and franchise fees. General incentives to create new specifications for
Fund revenues are anticipated to increase by industrial space in College Station.
approximately $1.2 million or 6.1 /o over the FY
95 budget. The FY 96 approved budget does 2. Continued effort to create interfund equity by
not include approved increases in the ad valorem picking up an additional $150,000 of
tax rate. However, the current ad valorem tax services provided by the Electric Divisions to
rate is above the effective rate and the Council the General Fund in accordance with Council
will have to decide whether to maintain the policy. This action is equivalent to a need of
existing rate as approved in this budget. approximately 0.94 cents per $100 valuation
on the ad valorem tax rate.
General Fund revenues are projected to change in 3. Continuation of the City's pay for
several ways. Below is a list of some of theerformance and cost of livin
more significant changes (more detail is provided p g policy will
cost approximately $323,015 based on
under the tab for General Fund later in this providing 4% (2.8% for cost of living and
document): 1.2% for performance based on meeting
1. Sales Taxes are projected to increase by performance standards at the time of
approximately $253,000 or 2.8% over the performance review) at the most frequently
FY 95 year-end estimate based on historical occurring score. This amount is equivalent to
trends analysis. a 2.0% increase in total salary and benefit
2. The operations and maintenance portion of costs to the City.
the ad valorem tax is projected to increase by 4. The addition 'f the costs for the 800 MHz
approximately $251,600 or 10.7% over the system replacement of $120,000 to the
FY 95 year-end estimate based on the General Fund. This will pay for the backbone
approved tax rate and certified tax roll. system and allow the City to set aside funds
3. Other taxes, franchise fees, are projected to to replace the system in the future.
increase by approximately $54,450 or 7.8% 5. Establishing a fund to pay for future
over the year-end estimate due primarily to reconstruction and rehabilitation of
renewed franchise agreements. thoroughfare and collector streets. The
4. Return on investment transfers from the General fund will contribute $200,000
enterprise funds are anticipated to increase annually to the fund.
by approximately $221,750 or 4.5% due to
estimated increased revenues in all of the
utility services.
9
General Fund Departmental Changes 8. Service Level Adjustments-End Statement
Related--items not addressed above but are
Following is a discussion of the changes from the related to the City Council Ends Statements
current year's budget to the approved current (accounts for $16,400 in the approved FY 96
service level in the budget for FY 96. This budget, offsetting revenues $53,000).
discussion also includes a synopsis of Service
Level Adjustments (SLA's) that were included in The Police Department provides for all direct and
the FY 96 budget. support activities relating to community policing
traffic safety enforcement, and criminal
The ranking for the various SLA's was completed investigation. The approved Police Department
based on the following hierarchy: budget is $5,229,799 which is approximately
1. Mandates those items required by state or $18,100 or 0.3% below the FY 95 Budget. This
federal law, local ordinances or due to costs decrease is due to budget reductions and
not controlled by the City (account for removal of one-time expenditures. The
$41,513 in the approved FY 96 budget, department has two approved Service Level
offsetting transfers and savings of $10,900). Adjustments: An additional School Resources
Officer, $36,906 (partial reimbursement from the
2. Strategic Issue Action Plan Items--those school district) and funding for a Cub Scout
items in accordance with the action plans Program in conjunction with the neighborhood
approved by the City Council in April 1995 policing program, $1,000. The increased
(accounts for $447,016 in approved FY 96 resources will aid the department in addressing
budget, offsetting revenues of $15,323). youth at risk and community based policing.
3. Service Level Reductions Staff originally The Fire Department provides first response for
recommended closing of the Teen Center, fire service within the City of College Station and
• but after City Council input decided to retain
the service. to Texas A&M University. The Fire Department
also provides primary emergency medical service
4. Current Service Level-Replacement Items-- to College Station and the southern half of
identified as needed, not required, to Brazos County. The department now has a full
continue to provide services to our citizens mutual aid agreement with the City of Bryan and
and customers due to cost increases, will serve as primary response in areas of Bryan
obsolescence, reliability, or City policies where it has better access than the Bryan Fire
(accounts for $567,192 in approved FY 96 Department. The department's approved budget
budget, offsetting revenues of $34,410). is $3,820,001 which is approximately $120,100
5. Current Service Level Major Maintenance or 3.0% less that the FY 95 budget. This
Items maintenance on major capital decrease is due to the removal of one-time costs
investments of the City not covered by other of approximately $145,600 for capital items, and
capital replacement or maintenance policies budget reductions of approximately $63,000.
of the City and generally tend to be one-time
costs (accounts for $249,000 in approved FY The approved budget includes 3 SLA's for the
96 budget, offsetting savings of $7,190). department and III are for replacement items.
The items are Life-Pack 10, $14,000; Extrication
6. Current Service Level-Maintenance Items- Tools, $16,730; travel and lodging costs for
routine maintenance and policy changes to Bomb training, $6,400; and additional overtime,
address City's infrastructure (accounts for $40,600.
$193,100 in approved FY 96 budget).
7. Service Level Adjustments Strategic Issue The Public Services Department includes the
Related items that relate to one or more of Street and Drainage Maintenance Activities, Fleet
the City Council Strategic Issues and not Maintenance Activities, and the Solid Waste
included as a part of the approved action Collections (the latter function is included in a
plans (accounts for $139,243 in the separate fund). The approved budget for the
approved budget, offsetting revenues of General Fund portion of the department is
$60,536). $2,681,960 which is approximately $72,000 or
2.8% more than the FY 95 budget. This
increase is due to the net difference between
10
department budget reductions and additions for final SLA for PARD is for softball scoreboards,
Service Level Adjustments. $16,400 and the cost will be totally offset
through advertising revenues.
The SLA's approved to be added to the
department are for mandated items: refrigerant The Economic and Development Services
recycler, $3,600 and fuel island upgrade, Department includes Development Services
$3,970. Current service level maintenance due Administration, Planning, Building Inspection,
to new local standards for streetscape include Engineering and Geographical Information
street signs and guardrails, $25,000. Another Services, and Community Development. The
item is the installation of a guard rail across from approved budget is $2,224,384 which is
the Wolf Pen Creak Amphitheater, $10,000. approximately $4,100 or 0.2% less than the FY
One item based on the Council's infrastructure 95 departmental budget. This decrease is due to
maintenance policy is for $143,100 and adds budget reductions including the reduction of a
maintenance of City parking lots, and internal Building Inspector/Code Enforcement position
roads in parks and the cemetery. This is an and removal of a number of one-time
increased service and will be an annual expense. expenditures for special studies. The decrease is
despite transferring three positions from the
The Parks and Recreation Department (PARD) is Water Utility into this department (interfund
responsible for Parks Administration and transfers from the utilities will cover the cost in
Planning, Programming for recreational and the General Fund).
cultural activities, Parks facilities maintenance,
planning and maintenance of color beds and The department has only two SLA's that are
other City horticultural activities, and included and they are both mandates. The first
maintenance of the City's cemetery. The Parks is for lead testing equipment due to federal
Department's FY 96 approved budget is requirements to test for lead when demolishing
$4,042,721 which is approximately $64,900 or structures when using federal grant funds for the
1.6% more than the FY 95 budget. This work. The $10,000 cost will be reimbursed from
increase is due to budget reductions and removal grant funds. The other SLA is for the cost of
of one-time expenses from FY 95, as well as $5,000 to publish and distribute the results of
normal salary and inflationary increases. the Comprehensive plan due for completion in FY
96.
The department has a number of SLA's totaling
$405,988. Several SLA's relate to Strategic The Management Services Department includes
Issue Action Plan Items adopted by the City Management Services Administration, Building
Council: Boy Scout Troop support, $1,000; Maintenance, Management Information Systems,
Adamson Lagoon Family Nights, $2,100; Lincoln Energy Management, Public Information,
Center Extended Hours, $23,510; and Lincoln Print/Mail, Library, and Utility Billing (the latter is
Center Survey, 2,000. One Service Level accounted for in the Electric Utility Fund). The
Adjustment Replacement item, salary increases General Fund portion of the departmental budget
for pool guards, $38,651 is mostly offset by pool is $2,126,375 which is approximately $12,700
fee increases of $34,410. or 0.6% less than the FY 95 budget. The net
decrease results from budget reductions and
PARD's budget includes two major maintenance removal of one-time expenditures. The approved
items approved in the Budget, the Southwood budget includes an additional $50,000, which
Pool renovation is a carry-over from FY 95, brings annual major building maintenance up to
$194,000 (there is an annual operating savings $250,000 annually for all general government
anticipated of $7,190 from this project); acid the building and mechanical maintenance. An
Lincoln Center gym floor replacement is additional item relates to providing internet
estimated to cost $55,000. connectivity for the City and anticipates
hardware, software, and line charges for
Operating the Jr. High Natatorium will be a joint connectivity, $20,516. In addition, $15,000
effort between the City and the school district in was approved for maintenance for the NCR
line with the intergovernmental cooperation billing system (this will be paid for through an
Council Issue. The total cost is anticipated to be administrative transfer from the Electric Fund).
$80,527 with revenues offsetting $60,536. The
11
The public library in College Station is provided adjustments totaling $323,015 for the 421 .5
via a contract with the City of Bryan. The employees in the General Fund. The last SLA is
Capital Improvements Budget includes funding an adjustment for the Health Department,
for the purchase of land and design work for $2,980.
construction of a new facility in College Station.
The approved budget is approximately $6,700 Electric Utility Fund
more than the FY 95 budget. The increase
results from the contractual agreement with the The Electric Utility Fund is the basic budgetary
City of Bryan and is due to increases in their and reporting unit for the Electric Utility. The
budget. budget for the fund is composed of several parts:
1) revenues, 2) operating and maintenance
Fiscal and Human Resources (F&HR) consists of expenditures, 3) purchased power, 4) Utility
F&HR Admin., Accounting, Purchasing, Human Billing, 5) Energy Management, and 6) non-
Resources, Municipal Court, and Risk operating expenditures. The total expenditures
Management. The FY 96 approved budget of for the fund are anticipated to increase to $37.7
$1,623,870 is approximately $39,900 or 2.4% million, which is approximately $2.7 million or
less than the FY 95 budget. The decrease is due 7.6% more than the FY 95 budget. The increase
to identified budget reductions and costs is due in part to growth in the number of
savings. Three Service Level Adjustments are customers and sales.
included in the department's budget, relating to
mandated cost increases necessary to continue Operating costs ($30.4 million) are projected to
for the department to do its work: Brazos increase by approximately $768,200 or 2.6%.
County Appraisal District increase, $9,675; Bank The increase is almost totally due to expected
charges due to volume of activity, $2,200; and purchased power costs. Several Service Level
Collection activity increase, $4,088. Adjustments are included in the operating portion
•
of the approved budget. The total cost of the
General Government is composed of the City SLA's is $42,300 for items that are primarily for
Council Office, City Secretary, City Manager, replacements and efficiency enhancements.
City Attorney, and Budget and Research. It
provides for City-wide leadership and legal Non-departmental SLA's are included to meet
services. The budget of $1,209,235 is several needs of the City: Land purchase for
approximately $72,600 or 5.7% less than the FY industrial development, $225,000; increase in
• 9b budget. I his decrease is due to identified funding for Economic Development Corporation,
•
reductions in the various division budgets, $17,000; maintenance for the NCR billing
•
elimination of certain one-time costs, and savings system, $15,000 (to be paid for through an
applied to the division budgets. Two SLA's are administrative transfer to the General Fund); 800
approved for FY 96: $3,200 to provide City MHz radio system, $15,250; and merit and scale
Council with electronic connectivity to City Hall adjustments, $70,035.
and $11,296 to cover the current cost of library
and research items for the Legal Office. Water Utility Fund
A number of SLA's address issues that are not The Water Utility Fund is used to account for the
related to a specific department. Among those costs, revenues, assets, and liabilities of the
are some that are directly related to City Council City's Water Utility. The fund's major budget
strategic issues. One is for debt service of components are revenues and operating
•
$80,500 for an additional $350,000 to be used expenses including Production and Distribution.
in the Northgate revitalization. A second is the Water revenues are projected to increase by
$100,000 for planning and incentives to create $209,650 or 3.4% over the FY 95 budget to
new spec industrial space in College Station. A $6,370,500. There is no rate change anticipated
third is the $200,000 that is to establish a fund for water customers.
that will be used to pay for thoroughfare and
collector street rehabilitation and reconstruction Total expenditures for the fund are $5,894,270
in lieu of debt issuance for some projects. which is approximately $172,700 or 3.2% less
Another SLA is for the 800 MHz replacement, than the FY 95 budget. This decrease is
$120,000. Another is for merit and scale primarily due to operational reductions primarily
12
related to improved pumping efficiencies. The associated with the front-end load conversion,
Water Utility Fund has positive working capital and a reduction from the estimated cost for
and appears to be moving toward full self- commercial container rentals. There are a few
sufficiency. SLA's that are included in the approved budget:
a computer for use by the supervisors, $2,000;
The Water Fund includes several SLA's that are continuation of the apartment recycling pilot
covered by the revenues of the fund: a portable program, $4,000; 800 MHz radio system,
flow meter, $8,500; an additional back $15,250; and merit and scale adjustments,
hoe/loader, $49,500; 800 MHz $15,250; and $15,962. The revenues of the fund are
merit and scale adjustments, $18,181. sufficient to pay for the adjustments.
Wastewater Utility Fund Hotel/Motel Tax Fund
The Wastewater Utility Fund is used to budget The Hotel/Motel Tax Fund is used to account for
and account for the activities and operating the revenues received from the City's portion of
results of the Wastewater Utility Division of the the hotel/motel gross receipts tax. The other
City of College Station. The fund's major major revenue source for the fund is from rents
components are revenues, operations and at the Conference Center, a revenue that appears
maintenance expenditures, and debt service. to continue to increase on an annual basis.
The revenues of the fund are estimated to be Revenues for the fund are projected to be
$6,024,500 which is an increase of $180,100 or $1,453,800. That is $164,960 or 12.8% more
3.1% over the FY 95 budget. The 10% rate than the FY 95 budget.
increase originally anticipated for FY 96 has been
postponed for at least one year. There are several major expenditure categories
in the Hotel/Motel Fund: a) Conference Center
The expenditures approved in the budget are operations, b) harks and Recreation Department
$5,939,047 which is $615,300 or 9.4% less (PARD) projects, c) Wolf Pen Creek (WPC)
than the FY 95 budget. The reduction is due to Amphitheater operations, d) WPC Amphitheater
a reduction in general and administrative costs projects, e) Convention and.Visitors Bureau, f)
and a one-time reduction in debt service transfers Brazos Valley Arts Council, g) B-CS Athletic
due to over contributions to the Wastewater Federation, h) Noon Lions Club 4th of July
Interest and Sinking Fund. There are several Fireworks, and i) Sister Cities Association. The
SLA's: upgrade to the sludge spreader, budget expenditures are $1,365,492 which is
$60,500; automatic sampling machine, $5,000; approximately $1,100 or 0.1% more than the FY
800 MHz radio system, $15,250; and merit and 95 budget.
scale adjustments, $28,994. The expected
revenues of the Wastewater Utility are sufficient The Service Level Adjustments included in the
to cover the cost of the approved Service Level approved budget are the Sister City Student
Adjustments. Ambassador program, $500; July 4th fireworks,
$550; commitment to match funding for a
Solid Waste Collection Fund "College Station" train station replica, $50,000;
and support for the Bush Library $50,000. The
The Solid Waste Collection Fund is used to Convention and Visitors Bureau requested an
budget for and account for the operating results increase of $29,500. The Aggie Swim Club has
of the Solid Waste Collection Division. The requested a one-time amount of $15,400 for a
fund's major operating components are revenues state meet. The revenues are sufficient to cover
and residential and commercial collections. all projected costs. These are approved due to
Revenues are expected to be $3,573,809 which commitments made by the City Council in the
is an increase of $85,659 or 2.5% over the FY past. The Arts Council has agreed to work with
95 budget. the Community Appearance Committee to get
the banners placed on University Drive out of its
Expenditures for the fund as approved are budget allocation from the City.
$3,522,461 which is approximately $46,800 or
1.5% less than the FY 95 budget. The decrease
is due to the removal of one-time capital costs
13
Community Development Fund General Debt Service Fund
The Community Development Fund is used to The General Debt Service Fund is used to
account for grants received by the City for use in account for ad valorem taxes collected to pay for
revitalizing low-income areas and addressing the general government debt. The debt service
needs of low to moderate income citizens. This portion of the ad valorem tax rate is approved to
fund pays for the operating costs (minus remain the same as in FY 95 which is 28.25
approximately $40,000 of unreimbursed cents per $100 valuation. That rate will produce
expenses that the General Fund pays for) of the approximately $4,547,000. That is sufficient to
Community Development activity center which is cover the debt service requirement for FY 96.
part of Economic and Development Department.
For FY 96 there are four grants. The Community The City has a balloon payment due in FY 96
Development Block Grant (CDBG) is an which will increase debt service requirements in
entitlement program that provides the basic that year by approximately $1 million. The City
funding for the general programs and Council adopted a policy with the FY 94 budget
administration. The HOPE Ill grant is a to average that balloon payment over several tax
competitive, one-time grant that the City years so as to decrease the impact on the tax
received in FY 92. HOPE Ill is a four year grant rate. The current rate will enable the City to
that offers closing cost and down-payment make the FY 96 balloon payment and to retain
assistance for qualified applicants to purchase the current tax rate. The current rate allows the
homes. The HOME grant is also a competitive City to incur additional debt after FY 96 without
•
grant, except that it offers administrators increasing the tax rate. This has been explained
flexibility in the use of funds. The City uses more fully in the section discussing capital
HOME for owner occupied rehabilitation projects.
assistance and optional relocation. For FY 95
the HOME grant was an entitlement similar to Projected revenues for the fund are $4,896,513
CDBG. The current HOME grant allocation was and projected expenditures are $5,651,767. The
• based on a formula that included criteria such as fund balance is sufficient to cover the difference
the age and condition of a community's housing between the debt service requirement and the
stock, incidents of overcrowding, and the revenues and to continue to meet Council
demographic characteristics of its citizens. policies.
For FY 96, the City has approximately $2.7 General Government Capital Projects
million in authorization from the federal
government. This number is comprised of new The voters approved $22.5 million for general
authorization and remaining authorization from obligation indebtedness in March 1995. The plan
prior fiscal years. For FY 96 there is is to issue the debt over five (5) years in order to
approximately $1 .7 million of new authorization maintain the existing ad valorem tax rate for debt
as follows: service. The first portion of bonds $4.7 million is
CDBG $1,292,000 scheduled for issuance at the very end of FY 95.
HOME 95 - $391,000 Major projects planned from the recent bond
authorization are street reconstruction,
For FY 96 there is approximately $1.0 million in extensions, expansions upgrades, and oversize
remaining authorization as follows: participation ($10.1 million), sidewalks, bikeways
HOPE Ill $400,820 and Northgatc revitalization ($1.6 million), traffic
projects ($1.9 million), drainage projects ($1.8
CDBG - $387,448 million), new library (2.6 million), fire station
HOME 92 $257,375 relocation and multi-purpose land ($1.4 million),
parks and recreation projects ($1 .6 million), and
community park land acquisition ($1.5 million).
14
Utility Capital Projects improve the effluent quality. The result is
operational savings that should offset some of
Most utility capital projects are funded through the capital cost of the project. The Wastewater
revenue bonds or utility revenues. Each utility Division anticipates beginning an expansion of
service has its own capital requirements and the the Lick Creek Wastewater Treatment Plant in FY
rates for each utility are expected to repay the 97. That project is expected to take two years
debt service as well as operating costs of the and cost approximately $3.25 million. Other
utility. The bonds for utility projects are typically anticipated projects include a line to the Texas
sold as utility revenue bonds with a pledge of Avenue widening, $400,000; normal collection
total utility revenues to repay the bonds. This line rehabs, $1.0 million over the three years;
technique generally provides for lower total costs and line extensions and oversize participation.
for borrowed funds.
Internal Service Funds
Electric Utility Capital Projects
The City has two internal service funds that are
The Electric Utility has planned approximately used to account for various non-departmental
$18.6 million in projects over the next several functions such as insurance and replacement
fiscal years. The projects include system equipment. The internal service funds allow the
extensions and new services ($3.4 million), City to establish charges that fairly accurately
residential and thoroughfare street lighting ($1.4 reflect ongoing costs and assign those costs
million), overhead to underground conversion appropriately to cost centers. The use of
($5.2 million), business park service ($1.4 separate funds allows the City to plan for future
million), customer services building ($2.3 million), costs without the typical year-to-year
substation additions ($1.2 million), and fluctuations typical of the types of expenditures
underground distribution capacity ($1.5 million). covered such as insurance claims and equipment
purchases.
Water Utility Capital Projects
Equipment Replacement Fund
The planned capital projects for the Water Utility
total approximately $4.1 million over the next The Equipment Replacement Fund was
several years. The major projects scheduled at established in FY 92 to provide the City of
present include a new well scheduled for FY 96, College Station with a means of ensuring
$1.2 million and a cooling tower reconstruction sufficient resources to replace equipment such as
for FY 98, $1.1 million. The balance of the cars, trucks, tractors, and other equipment. The
projects consists of system rehabilitation, fund was originally established with a one-time
oversize participation, and replacing a high contribution equal to two times the first year's
service pump. Several important factors have contribution for equipment. That has proven to
contributed to being able to delay certain provide sufficient resources to meet expenditure
projects. Operating changes and efficiency needs for all City departments.
improvements in pumping have allowed the utility
to improve performance, reduce cost, and delay Two major chanrss have occurred in the use of
construction of additional capacity. the fund. One change is the addition of
telephone system costs and replacement charges
Wastewater Utility Capital Projects to the departments. The cost of the system is
charged back to the departments in a method
The Wastewater Utility has approximately $8.7 similar to that of a rental payment. The phone
million in project planned over the next several system charges are sufficient to provide funds
years. The current project is to complete plant for replacement at the end of the life of the
enhancements to meet mandated plant discharge equipment (estimated 10 year life). The other
requirements at the Carter Creek Waste Water major change in the use of the fund is the
Treatment Plant. It is anticipated that the approved use of the fund to function in a similar
majority of the plant reconstruction will be fashion for radio communications with the
complete during FY 96. The plant design is planned purchase of an 800 MHz system. The
planned to significantly reduce energy and intent is to use both debt issuance and an
chemical requirements at the plant as well as interfund loan to finance the purchase and to
•
15
repay the interfund loan for the backbone system months if a separated employee desires such
through charges to the user departments, The coverage, $200 per month for the employee, and
radios themselves will be replaced either in an additional $200 if the employee selects
conjunction with other replacement equipment or dependent coverage.
by departments on an as needed basis.
Property/Casualty is charged to each department
• The estimated revenues of the fund are based on a number of factors including number
$1,809,200 which is $200,800 or approximately and types of equipment used and owned by the
10.0% less than the FY 95 budget. The City, space occupied in a City facility, number of
reduction in revenues reflects the reduction in employees, budget, and other relevant criteria.
one-time charges to departments for new or Workers' compensation is based upon a standard
upgraded equipment based on decisions made set of unemployment rates provided by our plan
during the FY 95 budget process. administrator and adjusted by an experience
modifier. Unemployment insurance rates are
The estimated expenditures are $3,602,752, based on standard rates charged against salary
which is $1,331,300 or approximately 58.6% for each employee.
more than the FY 95 budget. This increase for
expenditures is due to the purchase of the 800 The revenues of the fund are estimated to be
MHz system. Additional resources are planned to $2,930,760 for FY 96 which is approximately
result from debt and internal loans to finance the $17,000 less than the FY 95 budget.
system. Both the anticipated debt service and Expenditures are estimated to be $2,836,680
the charges to the department for 800 MHz are which is $5,300 more than the FY 95 budget.
included in the approved budget. The estimated fund balance is $1,021,173 which
should be sufficient to protect the City against
Self Insurance Fund losses up to the loss limits in its various stop-loss
policies.
Beginning in FY 96, the City will combine the
four separate insurance funds into one fund for Brazos Valley Solid Waste
reporting purposes. This combination will allow Management Agency
us to maintain the charges, particularly for health
care, at the current level. The benefit received is The Brazos Valley Solid Waste Management
that the combined funds provide a working Agency (BVSWMA) was formed by a joint action
capital balance that is sufficient to meet most agreement between the Cities of College Station
potential liabilities without increasing revenues. and Bryan. The Agency was created in 1990 to
The City is self-insured for all of its primary provide for disposal of municipal solid waste for
health care, workers' compensation, the two cities within state and federal guidelines
unemployment, and property/casualty needs. and act as a regional disposal site. One
The City carries only stop-loss and catastrophic expectation for the Agency is that it will provide
loss insurance as a hedge against potential major economies of scale resulting in cost reductions.
losses. The City establishes charges that are Cost savings also accrue through the deletion of
levied to each of the operating departments to redundant plannir g, staffing, and operations.
pay for program administration and to cover the
stop-loss and reinsurance policies. The charges Revenues for BVSWMA are derived primarily
• are computed annually to assure that charges are from tipping fees to users of the landfill.
in line with costs and that each functioning unit Revenues are projected to be $3,843,625, which
• is charged appropriately. is 0396,900 or 11.6% more than the FY 95
budget based upon an increase in waste material
Revenues of the Self Insurance Fund come from entering the landfill and on a tipping fee increase
several charges: employee health insurance and other fee changes approved by the Executive
(currently charged at $200 per month per filled Director. The tipping fee is approved to increase
full-time position), employee payments of $200 to $22.00 per ton plus a state tax of $1.50 per
per month if dependent coverage is selected, and ton with a rebate of $3.50 per ton for Bryan and
prior employees who are covered under COBRA, College Station and progressive discounts to
which is a federal mandate requiring the other large landfill users.
employer to provide insurance for up to 18
16
Operating expenditures and debt service for
BVSWMA are anticipated to be $4,428,646,
which is approximately $486,300 or 9.9% less
than the FY 95 year-end estimate. This decrease
is due to projects that carried over from FY 94
and were completed in FY 95 and normal salary
and inflationary increases. The BVSWMA Board
of Directors recommended the budget as
submitted by the Executive Director. The
Service Level Adjustments included with the
budget total $1,553,415 in expenditures:
leachate testing and disposal, $45,672; Fill
sector development, $995,000; Leachate
treatment facility, $275,000; additional fill sector
design, $50,000; staffing adjustments
landscaping, $28,000; Incentive pay
enhancements, $8,400; hazardous household
waste collection event, $95,670; composting
demonstration project, $15,000; Brazos Beautiful
ReAgBies, $4,200; and Equipment
Enhancements, $34,500.
17
We're Committed
To Excellence
• 18
•
CITIZENS OF COLLEGE STATION
MAYOR AND
CITY COUNCIL
APPOINTED
BO.ARDS I I MUNICIPAL
JUDGES 1 CITY
ATTORNEY i SECRETARY
1 CTTY MANAGER
HBUDGET AND RESEARCH
I
N EXECUTIVE
DIRECTOR
ASSISTANT _I _
YISCAL/N MAMRESOURCES 11
WMM@ITY SERVICES OUP OPERATIONS CROUP MANAGEMENT SERVICES GRO
UP
I 1 I 1111 I
PINANCH POLICE PUBLIC UTILITIES PUBLIC RELATIONS/
PARKS A RECREATION MARKETING
ACCOUNTING/PAYROLL FIRE
UTILITY BILLING SERVICES
PURCHASING DEVELOPMENT SERVICES
ENERGY MG14T/FACILITIES
HUMAN RESOURCES PUBLIC SERVICES
PRINT/MAIL
RISK MANAGEMENT
MAST. INFORMATION SVCS
MUNICIPAL COURT LIBRARY
19
APPROVED OPERATING BUDGET SUMMARY
CHANGE
TOTAL SOURCES TOTAL USES TRANSFERS NET OPERATING FROM PRIOR
FISCAL YEAR 1995-96 OF FUNDS OF FUNDS IN BUDGET FISCAL YEAR
GENERAL FUND $25,084,193 $24,312,694 ($2,883,820) $21,428,874 4.8%
UTILITY FUNDS 49,159,242 49,703,443 (185,170) 49,518,273 3.9%
SOLID WASTE COLLECTION FUND 3,573,809 3,522,461 0 3,522,461 -1 5%
INSURANCE FUND 3,857,853 2,836,680 (2,836,680) 0 0.0%
DEBT SERVICE FUND 6,733,611 5,651,757 0 5,651,757 45.8%
HOTEL/MOTEL TAX FUND 1,850,912 1,365,492 0 1,365,492 0.1%
FLEET REPLACEMENT FUND 4,276,330 3,602,752 (3,602,752) 0 0.0%
UTILITIES CAPITAL IMPROV.PROJECTS 17,499,601 10,537,100 (1,580,000) 8,957,100 -48.8%
GEN.GOVT.CAPITAL IMPROV.PROJECTS 18,586,029 10,669,000 (95,000) 10,574,000 42.5%
COMMUNITY DEVELOPMENT FUND 2,822,984 2,728,643 0 2,728,643 -22.5%
TOTALS $133,444,564 $114,930,022 ($11,183,422) $103,746,600 -1.6%
FISCAL YEAR 1994-95
GENERAL FUND $24,181,172 $23,478,979 ($3,025,152) $20,453,827 16.1%
UTILITY FUNDS 47,394,123 47,753,697 (86,689) 47,667,008 12.7%
SOLID WASTE COLLECTION FUND 3,488,150 3,577,465 0 3,577,465 20.7%
INSURANCE FUND 3,868,610 2,816,040 (2.816,040) 0 0.0%
DEBT SERVICE FUND 5,436,135 3,876,296 0 3,876,296 7.9%
HOTEU MOTEL TAX FUND 1,806,732 1,364,387 0 1,364,387 -2.8%
FLEET REPLACEMENT FUND 2,783,429 1,643,142 (1,643,142) 0 0.0%
UTILITIES CAPITAL IMPROV,PROJECTS 20,955,191 17,731,588 (226,000) 17,505,588 39.0%
GEN.GOVT.CAPITAL IMPROV.PROJECTS 15,215,962 8,547,000 (1,125,000) 7,422,000 26.5%
COMMUNITY DEVELOPMENT FUND 3,676,425 3,521,915 0 3,521,915 20.6%
TOTALS $128,805,929 $114,310,509 ($8,922,023) $105,388,486 18.0%
•
FISCAL YEAR 1993-94
GENERAL FUND $20,531,641 $20,710,697 ($3,097,208) $17,613,489 11.8%
UTILITY FUNDS 43,137,757 42,408,399 (94,575) 42,313,824 4.0%
SOLID WASTE COLLECTION FUND 3,173,530 2,963,486 0 2,963,486 12.4%
LANDFILL OPERATIONS FUND 1,955,304 1,949,403 (1,949,403) 0 0.0%
INSURANCE FUND 2,756,316 2,574,813 (2,574,813) 0 0.0%
DEBT SERVICE FUND 4,592,166 3,594,118 0 3,594,118 -7.8%
HOTEU MOTEL TAX FUND 1,886,241 1,403,318 0 1,403,318 -1.2%
FLEET REPLACEMENT FUND 1,679,253 771,301 (771,301) 0 0.0%
UTILITIES CAPITAL IMPROV.PROJECTS 9,987,400 13,720,400 (1,123,000) 12,597,400 20.4%
GEN.GOVT.CAPITAL IMPROV.PROJECTS 4,939,300 6,499,000 (630,000) 5,869,000 -41.0%
COMMUNITY DEVELOPMENT FUND 2,863,466 2,921,303 0 2,921,303 88.1%
TOTALS $97,502,374 $99,516,238 ($10,240,300) $89,275,938 3.4%
20
CITY OF COLLEGE STATION
NET OPERATING BUDGET
$103,746,600
GEN.GOV. CAPRAL COMM.DEVELOP.FUND
PROJECTS 396 GENERAL FUND
10% 21%
DEBT SERVICE FUND �y•
SOLID WASTE COLL FUND //4'""""'''14y4s4‘:\"jw
3% � ---\+ um.CAPITAL PROJECTS
ww xemona: • •
...amm a:s«wc
x:wwur...•^wr.:
HOTEL MOTEL FUND
:ss ss«s:: 1%
UTILITY FUNDS
48%
21
COMBINED FUND SUMMARY
_
EXNENUI I UHL 8Y FUND
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
FUND FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
GENERAL FUND 520,489,484 $23,430,899 $22,779,268 522,498,530 $23,332,409 -0.42%
ELECTRIC FUND 27,805,898 29,633,052 29,616,069 30,358,789 30,401,089 2.59%
WATER FUND 2,728,245 2,675,447 2,383,972 2,307,595 2,365,595 -11.58%
WASTEWATER FUND 2,281,216 2,530,755 2,335,648 2,444,527 2,510.027 -0.82%
SOLID WASTE COLLECTION FUND 2,112,629 2,782,561 2,546,045 2,547,548 2,553,548 -8.23%
COMBINED FUND TOTAL 555,417,472 $61,052,714 559,661,002 $60,166,989 $61,162,668 0.18°:, I
EXPENDITURE BY CLASSIFICATION
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $20,504,162 $22,729,637 521,336,614 $22,734,508 $22,948,442 0.96%
SUPPLIES 1,433,577 1,474,664 1,430,396 1,434,313 1,451,364 •1.58%
MAINTENANCE 2,412,800 2,877,904 2,779,647 2,996,573 3,225,673 12.08%
PROFESSIONAL SERVICES 1,756,124 2,326,601 2,877,482 1,847,796 1,868,774 -19.68°,
PURCHASED PROP.SERV. 25,923,351 27,349,595 26,852,097 27,598,590 27,597,500 0.91%
OTHER PURCHASED SERV. 2,532,577 3,875,707 3,675,433 3,348,629 3,479,145 -10.23%
CAPITAL OUTLAY 854,881 418,606 709,333 196,580 591,770 41.37%
COMBINED FUND TOTAL $55,417,472 $61,052,714 $59,661,002 $60,156,989 $61,162,668 0.18% I
PERSONNEL SUMMARY BY FU,4J
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
FUND FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
•
GENERAL FUND 371.00 397.00 420.50 420.50 421.50 0.24%
ELECTRIC FUND 84.50 91.00 92.00 93.00 93.00 1.09%
WATER FUND 32.00 35.00 35.00 31.00 31.00 -11.43%
WASTEWATER FUND 37.00 40.00 41.00 41.00 41.00 0.00
SOLID WASTE COLLECTION FUND 28.00 27.00 27.00 27.00 27.00 0.00%
COMBINED FUND TOTAL 552.50 590.00 615.50 612.50 613.50 -0.32%
22
ANALYSIS OF TAX RATE
FY 95-96
Assessed Valuation of Real and Exempt Property $1,814,639,141
(Based on 100% of Market Value)
Less: Exempt Property $155,646,261
Less:Agricultural Loss $20,226,970
Less: Over 65 and Veterans Exemptions $26,223,911
Less:Abatements $920,630
Taxable Assessed Value $1,611,621,369
Apply Tax Rate of.4450/$100 Valuation .4450/$100
Total Tax Levy $7,171,715
Estimate 98%Collection $7,028,281
DISTRIBUTION OF AD VALOREM TAXES
Tax Rate Per Percent Estimated
$100 Valuation Of Levy Collections
Debt Service 0.2825 63.5% $4,461,774
General Fund 0.1625 36.5% $2,566,507
23
ANALYSIS OF PROPERTY VALUATIONS
TOTAL TOTAL
APPRAISAL MARKET EXEMPT TAXABLE
YEAR VALUATION VALUE VALUE *
1986 1,157,639,695 36,629,372 1,121,010,323
1987 1,138,980,618 38,631,099 1,100,349,519
1988 1,160,147,843 38,535,922 1,121,611,921
1989 1,157,030,039 38,794,667 1,118,235,372
1990 1,244,411,436 142,931,914 ** 1,101,479,522
1991 1,282,692,121 156,080,118 1,126,612,003
1992 1,353,127,372 164,570,381 1,188,556,991
1993 1,446,692,180 177,229,893 1,269,462,287
1994 1,648,484,066 194,215,922 1,454,268,144
1995 1,814,639,141 203,017,772 1,611,621,369
* Assessed value is 100% of the estimated value.
** The increase in the exempt value is due to an effort by the appraisal district to include
government entity property in the total market valuation.
24
BUDGETS FOR 1995 - 96 STRATEGIC ISSUES
In January of 1995, the City Council There are also strategic issues such as
compiled a list of strategic issues for the next community appearance that have large dollar
12 to 36 months. These issues were amounts budgeted in FY 96 due to large •
identified as areas that the City Council projects such as underground electric
identified as being important. A total of 69 conversion. An attempt was made to identify
issues were originally identified by the City primarily direct budget amounts for these
Council. The City Council then directed the issues.
staff to develop action plans for the top 25
strategic issues and to begin addressing these This section of the budget identifies the funds
issues. that are budgeted that will address the top 25
strategic issues. It is important to note that
Many of these issues have specific funds not all of the issues will have specific dollar
included in this budget that are intended to amounts budgeted for a number of reasons.
go toward implementing the action plan and Some of the issues do not require budgeted
addressing these issues. A total of nearly funds, and others may not have specific
$8.4 million was identified. Some of these projects identified that need funding in FY 96.
funds were included in the action plans Other projects will be addressed in future
developed by staff and approved by the City years such as the North/South Traffic Route
Council. There are also funds that were not which is budgeted in a future year in the
originally identified in the action plan, but are Capital Improvements Project budget.
budgeted in FY 96 and will be addressing the
issues.
25
•
Budget For
1995 - 96 Strategic Issues
Strategic Issue FY 96 Approved Budget Explanation
Budget
1. Northgate Revitalization&Development/ $1,382,500 $300,00 is CIP, $900,000 is for land and
Parking Garage parking development, $50.000 is for facade
improvement. $132,500 other Ngate'nog.
2. Drainage Policy(Drainage Utility $583,000 $435,000 is drainage CIP.
Feasibility Study)/Stormwater Management $148,000 is drainage operations and
maintenance budget.
3. One Stop Facility of Health Services $2,000 $2,000 are funds spent at the Lincoln Center
providing space to Brazos County Health
Department.
4. Wellborn Road Corridor Traffic Study 0 This project is being funded by TxDot.
There are no city funds other than staff time
in this project.
5, Community Appearance and Strategy $2,676,000 $2,037,000 is budgeted for electric
(Streetscape,Electrical Lines,Trees, Adopt A underground projects, $603,000 is budgeted
Spot)Beautification Strategy in Parks Forestry, $66,000 for other projects
• inc.Brazos Beautiful, streetscane, etc.
• 6. Streets-Street Replacement Capital Plan $200,000 This funding is for the beginning of a street
• replacement fund. It will be used for major
rehab'
7. Library Facility Planning/Implementation $700,000 These are CIP funds for the beginning of the
development of the new College station
Library.
8. Accessibility of City Services-Westside 0 Staff work continues on this project with
Water and Sewer Services TAMU officials.
9. Economic Development(Business Park $1,480,000 These funds are budgeted for the
• Mgmt) continuation of phase I of the business park:
Landscaping&Electric,Marketing.
•
10. North/Southgate Revitalization-Code 0 No funding other than current code
Enforcement&Planning TAMU enforcement efforts are budgeted.
11. Annexation Plan/Settlement Agreement 0 There will be costs associated with any
w/Bryan additional annexations.
12. Intermodal Accessibility 0 No funds are currently budgeted. Staff time
• will be used as this issue is addressed in FY
96 with state and other officials.
13. Electronic Access to City Services, $23,000 Funds budgeted for Internet access and
Including Library-Electronic Bulletin Board Council electronic access.
14. Traffic Management-NIS Traffic Routes 0 CIP funds for a North/South Traffic Route
are included in future years. The HOK
coma plan will be complete in FY 96.
15. Intergovernmental Relations 0 Work continues with various agencies and
govts in the area of parks, electric service,
economic development and others.
16. George Bush Library(impacts.Planning) $50,000 These funds have been budgeted in the
Hotel Motel fund for the Brazos Valley
• Bush Library Committee. (3 yr.
commitment).
26
Strategic Issue FY 96 Approved Budget Explanation
Budget
17. Housing Strategy(Housing 0 HOK housing study completed in FY 95.
Standards/Maintenance/Certification) Community Development programs
continue to address housing issues.
18. Youth at Risk(Prevention Activities) $877,000 $696,000 is budgeted in parks programs.
$155,000 is in police programs including
school officers&$26,000 in other
programs.
19. Tobacco Ordinance 0 Staff time is being spent on this issue.
Potential future costs may relate to
enforcement activities.
20. County Wide Drainage Plan 0 Staff time will be spent working with other
entities on this project.
21. Joint Planning Agreement with TAMU 0 Staff time is being spent working with
(Master Planning) TAMU on this project.
22. Recreational Centered Programs for see#18 see#18
Youth Ages 13-19
23. Future City Facilities Plan 0 The HOK study was complete in FY 95.
24. Economic Development $200,000 These funds are budgeted throughout the
(Philosophy/Guidelines/Incentives) operating funds for incentives to economic
development prospects.
25. Industrial Area/District $225,000 These funds have been budgeted in the
Electric Fund for the potential purchase of a
site for an industrial park location.
Grand Total Budget for Strategic Issues $8,398,500
•
27
We're Committed
C_Or
To Excellence
28
GENERAL FUND
The General Fund is used to account for all 3. Permit revenue is projected to decrease by
activities that are typically considered $110,000 or 22.1 % from the FY 95
governmental functions of the city. These year-end estimate. This decrease is driven
include Public Safety, Public Services, Parks by projections of construction activity at
and Recreation, Economic and Development more normal rates than experienced over
Services, the support functions for these areas, the past two years. These reductions are
and the administrative functions for the city. based upon an estimated gradual reduction
in building activity to a sustainable level of
The General Fund for the 1995-96 fiscal year about $50-60 million annually of new
(FY 96) is influenced by current policies and development per year.
any approved policy changes. New policies •
that are reflected in the approved budget 4. Other taxes are projected to increase by
include setting aside funds for major 7.8% or approximately $50,000. This
thoroughfare reconstruction, additional funding increase is primarily due to expectations of
for economic development activity, $100,000, a new natural gas franchise agreement.
support for Northgate revitalization ($350,000
in interfund debt to be repaid over 5 years), 5. Parks and Recreation revenue is expected
$80,500, a streetscape retrofit program for to increase by approximately $116,000 or
signs, etc. The policies include the goal of 23.4% for FY 96 over the FY 95 year-end
attaining inter-fund equity; maintaining a estimate. Most of the revenue increase is
balance between revenues and expenditures; related to Pools. A approved increase in
continuing the pay for performance plan; and pool guards pay is covered mostly through
maintaining the level of service currently an increase in fee increases for swimmers.
provided as our city experiences residential and The city is working with the College
commercial growth. Station Independent School District for the
city to provide guards and to operate the
Revenues are anticipated to increase by new natatorium that is to open this fall.
approximately $793,000 or 3.9% in FY 96 New revenues from the natatorium
over the FY 95 year-end estimate. including a contract with the school
district to provide guards and other
Notable changes in expected revenues are as support for their needs is anticipated to
follows: bring in $60,000.
1 . Ad Valorem Taxea are projected to
be up about $252,000 over FY 95 • 6 . Return on Investment transfers from the
year-end estimate. This is due to an enterprise funds are scheduled to increase
increase in assessed valuation from by $221,750 or 4.5% due to increased
$1.45 billion to $1.61 billion. New anticipated operating revenues in the
development added $84,783,288 to utility funds. The assumptions underlying
ad valorem taxable property. revenue increases in those funds are
discussed in the utility section of the
2 . Sales Taxes are projected to be up budget.
approximately 2.8% over the FY 95 year
end estimate. The FY 96 projection of During the budget process for FY 96, the city
$9,153,000 is based on a normalized 10 council gave staff direction to identify
year, trend-line and on economic forecasts reductions that could be enacted without
with an adjustment down due to slow affecting current service levels. The
growth in FY 95. departments and the Budget Division identified
approximately $375,300 in the General Fund
as viable reductions that would not adversely
affect current service levels.
29
Reductions that occurred in the General Fund Economic Development Agency's Economic
included the elimination of three positions: 1) a Incentive Funding (this is budgeted in Public
Building Inspector/Code Enforcement position Agency Funding).
in the Economic and Development Services
Department, 2) a Systems Analyst position in Outside Agency funding is maintained at
the Management Information System division in current levels for several outside agencies
the Management Services Department, and 3) including the Brazos Valley Council on Alcohol
the Warrant Officer position in the Municipal and Substance Abuse, $25,000; Retired Senior
• Court division of the Fiscal and Human Volunteers, $5,000; and the General Fund
Resources Department. In addition to Portion of Brazos Beautiful, $8,500. The
reductions identified by the various Brazos County Health Department has
departments, the Budget and Research Division requested an increase in funding of $2,980 to
identified approximately $38,000 in reductions $77,485 and this is also included in the
that could be made without having adversely approved budget for FY 96.
affecting current service levels.
The Budget Savings, as a separate line item,
Net Expenditures for FY 96 are expected to be has been eliminated from the approved budget
approximately $21.43 million, approximately for FY 96. The estimated savings are reduced
$975,000 or 4.8% more than the FY 95 from departmental budgets included in the
budget. The increase is due to the inclusion of budget. The change will allow department
funding for approved service level adjustments managers to spend all of, but no more than,
that allows the city to address the various their authorized budget. Budgetary controls
• "Strategic Issues" and "Ends Statements" will remain at the category level and
outlined by the city council in April 1995. The departments will have the opportunity to
service level adjustments are discussed in detail transfer fund:: ';etween all categories in order
in the executive summary and in the to meet needs. •
departmental summaries.
Several positions have been moved from the
Water Division into the General Fund along
with other associated costs. The positions
Have moved to the Engineering Division within
Economic and Development Services to better
. reflect the chain of command. The various
utilities will cover the costs of the moved
positions through General and Administrative
Transfers as in lieu of paying directly for the
positions within the Water Fund. On balance
the General Fund is approved to have a net
increase of 1 position in FY 96 over FY 95.
There is also $233,800 budgeted for economic
development in the General Fund. That
amount is composed of $133,800 for
economic developments incentives as approved
by the city council beginning in FY 95. An
additional $100,000 has been added in order
to address additional planning and marketing
issues at the existing Business Park and for the
anticipated industrial park on Graham Road.
Other anticipated uses of the Economic
Development funding include the second
$50,000 for Sanderson Farms and the second
year appropriation of $50,000 for the
30
We're Committed
To Excellence
31
CITY OF COLLEGE STATION
•
GENERAL FUND
FUND SUMMARY
FY 1994-95 FY 1995-96 %CHANGE
FY 1993-94 FY 1994.95 YEAR-END FY 1995-96 APPROVED FROM ORIGINAL
ACTUAL BUDGET ESTIMATE BASE BUDGET BUDGET BUDGET
BEGINNING BALANCE $ 4,340,698 $ 4,489,535 $ 4,742,495 $ 4,181,930 $ 4,181,930
REVENUES
PROPERTY TAXES $ 2,086,274 $ 2,380,922 $ 2,360,422 $ 2,612,000 $ 2,612,000 9.790
SALES TAX 8,671,072 9,000,000 8,900,000 9,153,000 9,153,000 1.7%
OTHER TAXES 463,413 640,600 644,956 695,050 695,050 8.5%
PERMITS 557,440 358,945 496,067 385,630 385,630 7.490
PARKS AND RECREATION 542,760 575,910 546,173 549,650 660,996 14.8%
OTHER SERVICE CHARGES 543,329 393,795 592,138 612,250 612,250 55.5%
FINES AND FORFEITURES 915,126 876,465 1,006,000 1,027,800 1,027,800 17.3%
INVESTMENT EARNINGS 284,280 342,500 368,650 345,114 345,114 0.8%
MISCELLANEOUS 283,310 207,500 280,190 221,750 273,673 31.9%
RETURN ON INVESTMENT 4,407,838 4,915,000 4,915,000 5,136,750 5,136,750 4.5
TOTAL REVENUES $ 18,754,842 $ 19,691,637 $ 20,109,596 $ 20,738,994 $ 20,902,263 6.1%
TOTAL FUNDS AVAILABLE $ 23,095,540 $ 24,181,172 $ 24,852,091 $ 24,920,924 $ 25,084,193 3.7%
EXPENDITURES AND TRANSFERS
POLICE $ 4,842,664 $ 5,247,938 $ 5,096,685 $ 5,191,893 $ 5,229,799 -0.3%
FIRE 3,463,118 3,940,070 3,586,450 3,745,771 3,820,001 -3.0%
PUBLIC SERVICES 2,566,130 2,609,956 2,455,001 2,497,190 2,681,960 2.8%
PARKS AND RECREATION 3,182,008 3,977,848 3,926,412 1,636,723 4,042,721 1,6%
ECONOMIC&DEV.SVCS. 1,879,111 2,228,489 2,437,353 2,209,384 2,224,384 -0.2%
MANAGEMENT SERVICES 1,608,/22 2,113,686 2,019,812 2,040,859 2,126,375 0.695
LIBRARY 322,253 367,330 371,147 374,064 374,064 1.8%
FISCAL/HUMAN RESOURCES 1,501,089 1,663,741 1,656,220 1,607,907 1,623,870 -2.4%
GENERAL GOVT. 1,134,389 1,281,841 1,230,178 1,194,739 1,209,235 -5.7%
SPECIAL PROGRAMS&PROJ. 445,000 407,000 407,000 0 280,500 -31.1%
PUBLIC AGENCY FUNDING 10/,/30 121,280 171,280 163,005 185,985 36.995
CONTINGENCY 0 300,000 179,100 350,000 350,000 16.7%
PROJ.MERIT&BENEFITS 0 0 0 0 0 N/A
ECONOMIC DEVELOPMENT 0 133,800 50,000 83,800 183,800 37.4%
PROJ.BUDGET SAVINGS 0 (914,000) 0 0 0 -100.0%
TOTAL EXPEND. $ 21,042,214 $ 23,478,979 $ 23,586,648 $ 23,095,335 $ 24,312,694 3.6%
NET GEN./ADMIN.TRANSFER $ (2,886,557) $ (3,025,152) $ (2,916,487) $ (2,858,820) $ 12,883,820/ -4.7
NET EXPENDITURES $ 18,155,657 $ 20,453,827 $ 20,670,161 $ 20,236,515 $ 21,428,874 4.8%
INCREASE(DECREASE)IN
FUND BALANCE $ 599,185 $ (762,190) $ (560,5651 $ 502,479 $ 1526,611)
GAAP ADJUSTMENTS $ (197,388) $ 0 $ 0 $ 0 $ 0
• ENDING FUND BALANCE $ 4,742,495 $ 3,727,345 $ 4,1111,920 8 4,684,409 $ 3,655.319
32
GENERAL FUND - SOURCES OF FUNDS
OTHER PROP.TAX
11% 12%
FINES :r.rs..wear
5'J:
ROI ,
25% '
1 SALES TAX
449E
OTHER TAXES — -
3%
i
GENERAL FUND - USES OF FUNDS
MGMT.SERV. GEN.GOVT.
9% 5% FISCAL/HR
: .... �lnin 7% OTHER
PARKS v..\\\ ,,,,,,,,,;;\ j
\AIL' 4%
\\��,\\\Vi\\�k�'' POLICE
��',"\\tiyN\�\. 229E
—
PUB.SERV.
11%
ECON.&DEV.SERV. FIRE
9%
16%
33
GENERAL FUND DEPARTMENT SUMMARY
,
EXPENDITURE I3Y UbPAN I MEN-i
TOTAL % CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DEPARTMENT FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
POLICE DEPARTMENT $4,842,664 $5,247,938 $5,096,685 $5,191,893 $5,229,799 -0.35%
FIRE DEPARTMENT 3,463,118 3,940,070 3,586,450 3,745,771 3,820,001 -3.05%
PUBLIC SERVICES 2,556,130 2,609,956 2,455,001 2,497,190 2,681,960 2.76%
PARKS AND RECREATION 3,182,008 3,977,848 3,926,412 3,636,723 4,042,721 1.63%
ECON.AND DEVELOPMENT SERVICES 1,879,111 2,228,489 2,437,363 2,209,384 2,224,384 -0.18°%
MANAGEMENT SERVICES 1,608,722 2,113,686 2,019,812 2,040,859 2,126,375 0.60%
LIBRARY 322,253 367,330 371,147 374,064 374,064 1.83%
FISCAL/HUMAN RESOURCES 1,501,089 1,663,741 1,656,220 1,607,907 1,623,870 -2.40%
GENERAL GOVERNMENT 1,134,389 1,281,841 1,230,178 1,194,739 1,209,235 -5.66%
I GENERAL FUND TOTAL $20,489,484 $23,430,899 $22,779,268 S22,498,530 $23,332,409 -0.42%
EXPENDITURE BY CLASSIFICATION
TOTAL % CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS S14,553,220 S16,151,257 $15,224,182 $16,235,257 $16,449,191 1.84%
SUPPLIES 742,316 913,690 864,027 854,825 871,876 -4.58%
MAINTENANCE 1,439,622 1,819,571 1,702,446 1,786,793 2,014,893 10.73%
PROFESSIONAL SERVICES 991,470 1,445,106 1,901,104 995,315 1,014,793 -29.78%
PURCHASED PROP.SERV. 711,036 749,401 718,612 730,207 728,017 -2.85%
OTHER PURCHASED SERV. 1,513,354 2,128,541 1,972,691 1,844,202 1,863,318 -12.46%
CAPITAL OUTLAY 538,466 223,333 396,206 51,931 390,321 74.77%
GENERAL FUND TOTAL $20,489,484 $23,430,899 S22,779,268 S22,498,530 S23,332,409 -0.42%
PERSONNEL SUMMARY BY DEPARTMENT
TOTAL % CHANGE IN
BUDGET BUDGET BUDGET RASE BUDGET APPROVED BUDGET FROM
DEPARTMENT FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 I-Y 95 IU I-Y 96
• POLICE DEPARTMENT 95.00 110.00 114.50 114.50 115.50 1 0.87%
I-IIIL ULI'AR I MLN I /5.00 /6.00 78.00 78.00 78.00 0.00%
PUBLIC SERVICES 45.00 45.00 46.00 46.00 46.00 0.00%
PARKS AND RECREATION 53.00 53.00 60.00 60.00 60.00 0.00%
ECON.AND DEVELOPMENT SERVICES 34.00 39.00 42.00 44.00 2 44.00 4.76%
MANAGEMENT SERVICES 21.00 25.00 27.50 26.50 3 26.50 -3.64%
LIBRARY 0.00 0.00 0.00 0.00 0.00 N/A
FISCAL/HUMAN RESOURCES 31.00 31,00 33.00 32.00 4 32.00 -3.03%
GENERAL GOVERNMENT 17.00 18.00 19.50 19.50 19.50 0.00%
GENERAL FUND TOTAL 371.00 397.00 420.50 420.50 421.50 0.24%
1 Additional School Resource Officer partially reimbursed by school district.
2 Three 13) Engineering positions transferred from Water Fund to General Fund and one(1)building inspector/code enforcement position taken out.
3 Redu.tiuii of uiie(1)unfilled piuyianimei/analyst position in MIS.
' 4 Reduction ul une(11 unfilled warrant officer position.
•
•
•
34
POLICE DEPARTMENT
ICITY MANAGER
ASSISTANT CITY MANAGER
.........,..... SERVICES
1 CHIEF OF POLICE
'ADMINISTRATIVE LIBtrrENANrI--7 RESEARCH/PING. & ACCRED.
1 1 I
MAJOR MAJOR NARCOTICS TASK FORCE
OPERATIONS BUREAU SERVICES BUREAU
UNIFORM I H SPECIAL SERVICES I
HCRIMINAI. INVESTIGATION; 1 TECHNICAL SERVICES 4
1 SPECIAL ENFORCEMENT 1 HCOMMUNICATIONS
MANAGER'
35
POLICE DEPARTMENT
COUNCIL END STATEMENTS those services in order to determine
#1 Transportation/Mobility, #3 Health and proper allocation, effectiveness, and
Public Safety, #4 Education/Information, #5 efficiency.
Quality Service a. Six divisional budgets reviewed each
month.
MISSION STATEMENT b. Coordinate the annual budget
preparation process for the entire
We, the members of the College Station department by the due date.
Police Department, exist to serve the citizens c. Review the total amount, in dollars, of
of and visitors to our community with respect, outside resources utilized by the
fairness, and compassion. We are dedicated department on an annual basis and
to the prevention of crime;the protection of life the number and type of activities
• and property; the maintenance of law and associated with those resources.
order; the enforcement of laws and A To ensure that departmental programs
ordinances; and upholding the constitutional and activities are in line with it's mission
rights of all those within our jurisdiction. statement, are accomplished within
budgetary limitations, and seek to attain
•
With a philosophy of service to the customer, outlined goals and objectives set by the
we have established goals and objectives department.
designed to achieve our mission. By the a. Review 14 department service levels
investigation of all offenses and incidents that .nd 49 performance measures each
•
come to our attention, we seek to improve the year.
quality of live and sense of security in our b. Process and complete 90% of all
community. external and internal complaints
within 30 days of assignment.
We hold ourselves to the highest standards of c. Respond to 90% of all public
law enforcement conduct and ethics. We information requests from media
•
seek to earn and maintain public confidence within 24 hours of receipt.
by holding ourselves responsible to those we d. Maintain ratings of "satisfied" or
serve. With the knowledge that we are higher for 90% of persons responding
servants of the public, we dedicate ourselves to the item in the annual citizen
to professional growth and development satisfaction survey related to "overall
through effective leadership training. opinion of departmental
performance".
ADMINISTRATION ♦ To continue the maintenance of the
standards outlined by the Commission on
Accreditation for Law Enforcement
Objective Agencies, Inc. in order to increase the
Management of the department by providing capabilities to prevent and control crime,
adequate, efficient, and effective law increase effectiveness and efficiency,
enforcement services to the community. The increase cooperation and coordination
coordination, direction, and evaluation of all with other law enforcement agencies and
agency components to sure an integrated to increase citizen and employee
• effort in achieving the stated mission and confidence in the goals, objectives,
overall goals of the department. policies, and procedures of the
• department.
Service Levels and Performance Measures a. Maintain compliance with at least
A To secure adequate resources through 80% of applicable Accreditation
• general budget allocation, state and Standards from the Commission on
federal grants, and the private sector to Accreditation for Law Enforcement
provide an adequate level of law• Agencies.
enforcement services to the community.
Furthermore, monitor the allocation of
36
b. Prepare and maintain 100% of the
over 500 periodic reports required to c. Assignment of traffic enforcement
provide proofs of compliance to personnel to 320 hours of
applicable accreditation standards. enforcement at high accident
locations as identified through the
BUDGET ALLOWANCE EXPLANATION TRASER program.
d. Provide school crossing guards at 10
The approved Police Administration budget of locations throughout the city.
$452,978 is $13,029 or 2.96% more than the
94-95 budget. This increase is due to normal BUDGET ALLOWANCE EXPLANATION
salary and inflationary adjustments.
The approved Uniform Patrol budget of
$2,399,112 is$51,378 or 2.19% more than the
UNIFORMED DIVISION 94-95 budget. This increase is due to this
division's prorated share of the new 800 MHz
radio system and normal salary and
Objective
To provide sufficient, professional, and highly inflationary adjustments.
trained uniformed police services around the
clock, protecting life and property. Various
modes, including automobile, motorcycle, foot CRIMINAL INVESTIGATION DIVISION
patrol, and bicycle is used to provide general
patrol and specific traffic duties. Objective
To ensure the efficient and effective follow up
Service Levels and Performance Measures of all serious adult and juvenile criminal
A Maintain effective levels of police services offenses reported to the department; provide
on a 24 hour per day basis throughout the victim, witness, and suspect interviews;
city. provide ••^omposite drawings; monitor criminal
a. 54% of a patrol officer's time is spent gang activity; provide narcotic substance
on answering calls for service (critical investigations.
is 60% ,optimum is 40%).
b. 46% of a patrol officer's time is spent Service Levels and Performance Measures
on preventative patrol, report writing, A To provide efficient assignment and
and other required tasks (critical is investigation of serious criminal offenses
40%,optimum is 60%). within a reasonable amount of time.
c. Respond to high priority calls within 7 Ensure that victims of assigned criminal
minutes. offenses are contacted with 10 days of
d. Respond to low priority calls within 30 assignment. To provide effective
minutes. investigations and to clear the maximum
e. Provide an average of at least 24 number of offenses with the resources
officer/hours per week of alcohol available.
violations related enforcement a. Insure that 90% of victims of crimes
activity in high incidence areas of the assigned to an investigator are
city throughout the year. contacted by that investigator within
f. Provide at least 2,000 hours of ten days.
specialized enforcement activity b. Insure that 90% of assigned cases
directed at "Part I" (serious) crimes are closed within 30 days of
each year. assignment unless an extension is
A Assure assignments of personnel authorized.
effectively address traffic safety related c. Maintain the average monthly new
issues. case load per detective at 20 to 25.
a. Provide a minimum of 181 hours of d. Maintain a clearance rate of 27% of
school zone enforcement activity. all index crimes (part I crimes on
b. Provide at least 1,000 hours of UCR). (State average is 24% based
specialized parking violation on the 1993 figures, CSPD's rate was
enforcement throughout the city each 26%)•
year. e. Complete 40,000 fingerprint
comparisons within one year.
37
f. The Crime Scene Technician will Service Levels and Performance Measures
provide 4 hours of in-service training A To provide DARE instruction In grades K,
on fingerprint lifting techniques to 1st, 3rd, 5th, and 7th for the purpose of
members of the department each educating students in the consequences
year. of substance abuse. To conduct home
♦ Ensure that Crime Victim/Witness and business security surveys throughout
• assistance information is provided to the year as well as to give demonstrations
eligible violent crime victims. and seminars to individuals, groups and
a. 100%of eligible crime victims receive organizations upon request. The officer
benefit assistance information as assigned to the Junior High provides
required by accreditation and state DARE instruction as well as gives
law. presentations in the Science, Health and
♦ To direct and supervise narcotic related History classes at the request of the
• investigations in a 4 county area. To teachers.
secure and administer available grant a. Provide the DARE program in K, 1, 3,
moneys to aid in the investigation of 5,and 7 grades each year.
narcotic offenses. To foster interagency b. 75% of all students tested on the
relations by providing educational and DARE program score 70% or better
community oriented presentations, and on the written test.
gather and disseminate information on c. 95% of teachers and administrators
criminal gang activity. surveyed are satisfied with the
a. Monitor the dollar value of seized success of the programs provided by
• drugs. the DARE and Junior High School
b. Monitor the dollar value of asset Officers.
seizures. d. Provide 30 presentations to citizens
c. Compare our contribution costs on crime prevention topics.
versus total value of seizures and A To provide classroom instruction in
other efforts of the Task Force. criminal justice courses for high school
credit and for college credit in conjunction
BUDGET ALLOWANCE EXPLANATION with the Tech Prep Program at Blinn
College.
The approved Criminal Investigation budget of a. 95% of teachers and administrators
$610,319 is $28,364 or 4.44% less than the surveyed in the high school are
94-95 budget. This decrease is due to one- satisfied with the School Resource
time expenditures of $15,880, various other Officer Program.
budget cuts, and a reduction in Replacement b. 90% of students receive a passing
• Fleet charges. grade in classes taught as part of this
program.
A Recruiting quality personnel, which
SPECIAL SERVICES DIVISION includes the development and selection of
various written testing materials,
Objective overseeing various medical, physical and
• psychological examination requirements,
To provide proactive preventative programs and ensuring completion of
that allow police officers to interact with school comps,hensive background
age children in a non-confrontational investigations. Developing and
environment. To reduce crime through administering structured in-service and
education and the promotion of positive on-going training programs for
police/student relations. To provide department personnel.
information regarding home, business, and a. 90% of personnel hired are within the
personal security and safety. To recruit, top 10% of all personnel tested for
select and train high quality sworn and civilian each position.
employees for the department. To provide b. 90% of all sworn personnel
continuing training for enhancement of• successfully complete annual
professional skills of current employees. To firearms qualification on the first
provide animal control services to the citizens attempt.
of College Station. c. 95% of all sworn personnel receive
20 hours of state mandated training
each year.
38
d. 90%of all sworn personnel receive at Records Section
least 80 hours of in-service training a. 95% of all records are processed by
each year. 6 p.m. the day following the report.
e. 100% of persons promoted to a b. 95% of all narrative reports are
sworn supervisory position have entered by 12 noon the day following
completed supervisory training before the report.
the end of one year as a supervisor. c. 95% of all citations are entered into
♦ The departments two Animal Control the computer by 3 p.m. the day
Officers work staggered shifts in order to following issue of the citation.
be available during the times when Property/Evidence Section
citizens most likely will report incidents a. 99% of all evidence or property is
involving an animal. entered correctly.
a. Respond to 90% of animal calls b. The number of items of evidence or
during duty hours within 15 minutes. property disposed of within one year
b. Respond to 100% of calls involving is equal to at least 75% of the
an injured animal after regular duty number of items taken in within one
hours. year.
c. Provide animal traps to citizens
requesting use of such a trap within 5 BUDGET ALLOWANCE EXPLANATION
days of the request.
The approved Technical Services budget of
BUDGET ALLOWANCE EXPLANATION $389,778 is $53,809 or 12.13% less than the
94-95 budget. The primary reason for this
The approved Special Services budget of decrease is the net result of a one-time capital
$576,382 is $2,555 or 0.45% more than the expenditure of $60,000 for an emergency
94-95 budget. This increase is the net result power generator and normal salary and
of a service level adjustment (SLA) of$36,906 inflationary adjustments. •
for one additional High School Resource
Officer (approximately $15,300 will be
reimbursed from the College Station COMMUNICATIONS/JAIL
Independent School District), an SLA of
$1,000 that will fund a boy scout program that Objective
is coordinated by this division, and various To promptly provide courteous response to
budget cuts in handguns, supplies, and
maintenance totaling approximately$13,900. citizen's telephone complaints and inquiries
and to provide quick and efficient dispatch
response to police,fire, EMS, and animal calls
TECHNICAL SERVICES for service. Provide safe and secure detention
operations within the department on a 24 hour
basis and provide report taking capabilities for
Objective non-prioritized calls.
Process and maintain accurate police records
and provide for the timely retrieval and Service Levels and Performance Measures
distribution of appropriate records; effective A Provide emergency and non emergency
and efficient property control, evidence communications for police, fire and animal
control, and evidence collection; provide control personnel through computer, radio
effective coordination of building and facility and phone services.
maintenance. a. 95% of all priority 1 police calls are
dispatched within 3 minutes.
Service Levels and Performance Measures b. 95% of all priority 1 fire calls are
A Provide quick and efficient services to the dispatched within 1 minute.
public and other divisions; provide c. 75% of persons responding to the
effective property/evidence handling annual citizen satisfaction survey are
through reviewing, processing, and satisfied with the services level of the
storage of items submitted into the communication division.
property/evidence section; provide d. All 911 telephone calls are answered
criminal suspect identification through within 10 seconds or less.
fingerprint comparisons, and other
evidence collection and handling.
39
•
• A Process and monitor all prisoners brought
into the detention facility. Take non-
prioritized reports by phone and in person
at the police department.
a. 10% of all offense/incident reports on
low priority calls will be handled by
Public Safety Officers by telephone
or in person at the station.
BUDGET ALLOWANCE EXPLANATION
The approved Communication/Jail budget is
$801,230 is $2,928 or 0.36% less than the 94-
95 budget. This decrease is due to various
budget reductions based on reassessments of
need.
•
40
POLICE
DEPARTMENT SUMMARY
EXi cNiii i Utdt t;‘ UEI'AH I MEN I
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94.95 FY 95-96 FY 95-96 FY 95 TO FY 96
POLICE ADMINISTRATION $334,072 $439,949 $430,203 8452,978 $452,978 2.96%
UNIFORM PATROL 2,553,026 2,347,734 2,283,653 2,399,112 2,399,112 2.19%
CRIMINAL INVESTIGATION 475,818 638,683 610,422 610,319 610,319 -4.44°,o
SPECIAL SERVICES 356,629 573,827 570,407 538,476 576.382 0.45%
TECHNICAL SERVICES 371,369 443,587 431,951 389,778 389,778 -12.13%
COMMUNICATION/JAIL 751,750 804,158 770,049 801,230 801,230 -0.36%
I DEPARTMENT TOTAL $4,842,664 $5,247,938 $5,096,685 $5,191,893 $5,229,799 -0.35% t
tAYtNUI I UI t tSY GLASSIhILA I ION
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94.95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $3,939,312 $4,307,382 $4,192,304 $4,307,835 $4,338,481 0.72%
SUPPLIES 156,246 213,205 207,094 157,147 160,057 -24.93%
MAINTENANCE 65,824 83,770 72,514 74,951 74,951 -10.53%
PROFESSIONAL SERVICES 100,926 108,001 107,154 97,518 97,908 -9.35%
PURCHASED PROP.SERV. 84,485 67,409 67,838 64,779 64,779 -3.90%
OTHER PURCHASED SERV, 368,276 467,291 446,124 489,663 491,663 5.22%
CAPITAL OUTLAY 127,595 880 3,657 0 1,960 122.73%
DEPARTMENT TOTAL $4,842,664 $5,247,938 $5,096,685 85,191,893 $5,229,799 -0.35%
YttibUNNtL SUMMARY tSY UIVISIUN
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
POLICE ADMINISTRATION 5.00 5.00 8.00 8.00 8.00 0.00%
UNIFORM PATROL 51.00 52.00 50.50 51.50 51,50 1.98%
CRIMINAL INVESTIGATION 11.00 11.00 12.00 12.00 12.00 0.00%
SPECIAL SERVICES ' 6.00 9.00 11.00 10.00 11.00 0.00%
TECHNICAL SERVICES 7.00 8.00 8.00 8.00 8.00 0.00%
COMMUNICATION/JAIL 15.00 25.00 25.00 25.00 25.00 0.00%
I DEPARTMENT TOTAL 95.00 110.00 114.50 114.50 115.50 0.87%
41
We're Committed
$&&1PA
To Excellence
42
FIRE DEPARTMENT
CITY NANAGER
ASSISTANT CITT MANAGER I •
l FIRE CHIEF I
1
I
OPEFATIOHS I SPECIAL SERVICES
'A' SHIFT 11 'a- SHIFT "C'SHIFT 1 TRAINING SERVICES 11 NANAGONENT SERVICES 11PREYENTIONIWOE ENFORCE.'
•
43
FIRE DEPARTMENT
COUNCIL END STATEMENTS A Hold necessary organizational and planning
#3 Health and Public Safety, #4 sessions
Education/Information, #5 Quality Service, #7 a. Conduct weekly planning and
Employment/Prosperity organizational sessions for command
••
staff and quarterly sessions for line
staff.
MISSION STATEMENT
To provide cost efficient, high quality, BUDGET ALLOWANCE EXPLANATION
emergency and non-emergency Fire Prevention,
Fire Suppression, EMS, and support services to The approved Fire Administration budget of
the community, in order to enhance the safety, $395,971 is$5,189 or 1.29% less than the 94-95
health, and general well-being of our citizens. budget. This decrease is the net effect of
normal salary and inflationary adjustments and a
ADMINISTRATION $16,000 reduction in health screening costs.
Objective
Provide prompt, quality customer service, OPERATIONS
administrative and clerical support, budget
management, departmental training, records Objective
management, and organizational planning. To provide firm suppression, emergency medical,
rescue, and hazard mitigation services to the
Service Levels and Performance Measures community.
♦ Prompt response to customer request for
information Service Levels and Performance Measures
a. 95% of all customer requests for A Provide prompt, effective,fire response
information fulfilled within 1 hour. a. Achieve 4.5 minute emergency fire
A Process EMS invoices in a timely manner response 95%of the time.
a. Enter 95% of EMS invoices into the city A Provide prompt, effective EMS response
accounting system within 48 hours of a. Achieve 4.5 minute emergency fire
incident. response 95% of the time.
A Provide staff support to line functions A Insure Advanced Life Support response
a. Respond to employee a. Provide paramedic care and advanced
concerns/complaints/requests within 3 life support equipment with first arriving
days unit 100%of the time.
A Monitor departmental budget to assure A Work with TAMU to reduce the risk in target
fiscally responsible policies and practices. hazards.
a. Work within budget guidelines and strive a. Conduct 50 automatic fire system tests
to attain a 3% overall savings. on the TANiU campus
A Provide training for department personnel
a. Provide at least 20 hours of approved BUDGET ALLOWANCE EXPLANATION
continuing education for each
certification type and increase the The approved Fire Suppression budget of
number of special training/certifications
•
held. $3,392,809 is $112,761 or 3.22% less than the
A• Properly manage training and personnel 94-95 budget. This primary reason for this
records. decrease is the net difference of one-time capital
a. Electronically manage training and expenditures of approximately $145,600 (a
personnel records for 78 employees, vehicle for an assistant training officer,
with 100% compliance to federal and supplemental funds for a fire truck, an increase
•
state regulations. in the purchase price of an ambulance upgrade,
and external defribillators), various budget
reductions identified during the 95-96 budget
44
process, and three service level adjustments
(SLAs),which are discussed in detail below.
The first SLA of$10,500 is for an additional Life-
Pak defibrillator for Advanced Life Support EMS
Response to aid in cardiac arrest situations.
The second one of $16,730 is for an additional
set of extrication tools to assist emergency
crews in the event of a serious vehicle accident
(otherwise known as the"jaws of life"). The final
SLA of$40,600 is for additional overtime funds
for shift level staffing.
PREVENTION
Objective
To maintain an environment safe from fire and
other hazards
Service Levels and Performance Measures
A Provide public safety education
a. Provide public safety education
programs to 6,500 people.
•
A Conduct building safety inspections
a. Conduct fire safety inspections of 800
business.
A Insure code compliance
a. Follow-up all reports of major violations
or hazards within 1 hour: minor
violations within 5 days.
A Enforce fire lane regulations
a. Regularly check all fire lanes and issue
citations to violators(estimated 2,000)
A Determine fire cause and origin
a. Investigate all fires within 24 hours.
A Provide explosive ordinance disposal.
a. Respond to all requests for explosive
ordinance disposal within 1 hour.
BUDGET ALLOWANCE EXPLANATION
The approved Prevention budget of $31,221 is
$2,119 or 6.36% less than the 94-95 budget.
This decrease is the net result of a one-time
expenditure of $12,500 for a fire extinguisher
trainer, various budget reductions, and one
service level adjustment (SLA). The approved
SLA is for $6,400 and will be used to fund
training for two bomb technicians.
45
FIRE
DEPARTMENT SUMMARY
ERPENUIIUhE 67 UIVIzf4
TOTAL % CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
FIRE ADMINISTRATION $367,469 $401,160 $392,736 $395,971 $395,971 -1.29%
FIRE SUPPRESSION 3,075,526 3,505,570 3,163,027 3,324,979 3,392,809 -3.22%
FIRE PREVENTION 20,123 33,340 30,687 24,821 31,221 -6.36%
DEPARTMENT TOTAL $3,463,118 $3,940,070 $3,586,450 $3,745,771 $3,820,001 -3.05%
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $2,986,773 $3,278,051 $2,979,103 $3,227,472 $3,268,072 -0.30%
SUPPLIES 142,868 142,680 125,887 149,426 149,426 4.73%
MAINTENANCE 44,409 51,020 56,708 58,230 58,230 14.13%
PROFESSIONAL SERVICES 26,491 24,730 23,540 8,874 8,874 -64.12%
PURCHASED PROP.SERV. 45,898 49,781 48,766 56,573 56,573 13.64%
OTHER PURCHASED SERV. 212,150 351,093 325,325 245,196 251,596 -28.34%
CAPITAL OUTLAY 4,529 42,715 27,121 0 27,230 N/A
DEPARTMENT TOTAL $3,463,118 $3,940,070 $3,586,450 $3,745,771 $3,820,001 -3.05%
IJEKSONNLL SUMIVIAHY tiY UIVISIUN
TOTAL % CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
FIRE ADMINISTRATION 7.00 7.00 5.00 5.00 5.00 0.00%
FIRE SUPPRESSION 68.00 69.00 73.00 73.00 73.00 0.00%
FIRE PREVENTION 0.00 0.00 0.00 0.00 0.00 N/A
DEPARTMENT TOTAL 75.00 76.00 78.00 78.00 78.00 0.00%
46
PUBLIC SERVICES DEPARTMENT
CITY MAANASER
IASSISTANT CITY OLUMIl
C NROE=:onvias
IPOILIC=EV AAMIM I
ASSISTANT DIRECTOR I
l I
CIRIIE2S rI DR arvu-E TRAFFIC PLETT SERVICES SOLID WASTE COLLECTIOH1
I I III I
- STREET MAIM. I - DRAINAGE MAIM. I - TRAFFIC - ADMINISTRATION- ,LI OClC
II 111 111 - HEAVY SQ(WIPMRMT
- PREVENTIVE MAIM'. I RESIDENTIAL I I OJIOUIRCIAL
- PARTS
47
PUBLIC SERVICES DEPARTMENT
COUNCIL END STATEMENTS STREETS
#1 Transportation/Mobility,#4 Education/
Information,#5 Quality Service Service Levels and Performance Measures
A Provide regular maintenance and care of
MISSION STATEMENT city streets.
The Public Services Department works to a. Proactively generate 85% of all street
repair
provide a clean, safe environment in the City b. Sweep work orders.
th.
98% of the city streets on a
of College Station. bi-monthly schedule.
c. Repair potholes on 98% of the city
ADMINISTRATION streets on a quarterly basis.
d. Seal coat approximately 11 miles of
• Service Levels and Performance Measures
streetsannually.
A Process approximately 2,500 purchase e. Reconstruct and overlay 2 miles of
requests annually. city streets annually.
a. 95%of all calls answered by the third A Provide response to citizen complaints
ring. and service calls.
A Process approximately 12,000 work a. 48 hour response time on all reported
orders annually. potholes.
a. 100% of all purchase requests
• handled promptly and according to BURG_T ALLOWANCE EXPLANATION
purchasing policies.
A Compile data for and produce 12 monthly The approved Streets Maintenance budget is
reports annually. $1,638,425. This is $76,153 or 4.87% more
a. 90% of all work orders handled than the 94-95 budget. This increase is the
satisfactorily. net result of a one-time capital expenditure of
A Provide general administration for the $42,000 for a pothole repair truck, various
department. budget reductions, and three service level
a. Monthly reports are submitted to the adjustments (SLAs) totaling $168,900 (these
• City Managers' office by the 15th of are discussed in detail below).
• the following month.
b. Compare key service systems to The first SLA of $15,750 is to upgrade a
similar systems, both public and portion of the city's guardrails to Streetscape
private,to gauge effectiveness. standards. The second one of$143,100 is to
c. Monthly budget expenditures remain provide maintenance to the city's parking lots.
within budgeted limits and policies. And the final one of $10,000 is to install
guardrails at the Holleman/ Dartmouth
BUDGET ALLOWANCE EXPLANATION intersection
The approved Administration budget of
$267,371 is $7,726 or 2.81% less than the 94-
95 budget. This decrease is primarily due to
the transfer of a customer service
representative position to the Fleet Services
division and normal salary and inflationary
adjustments.
48
DRAINAGE The two SLAs are both the result of mandates.
The first one of $2,700 is for a refrigerant
Service Levels and Performance Measures recycler and the second one of $3,970 is to
A Provide drainage maintenance programs upgrade the fuel island at the Public Services
that keep the storm carrying capacity of Center.
the system adequate while working
toward cleaner water in College Station.
a. In a year with average rainfall there TRAFFIC
will be no more than three claims to
the city for flood damage. Service Levels and Performance Measures
b. All of the creeks contained in A Provide proactive maintenance programs
easements and rights of way will be designed to keep signage and pavement
cleaned twice annually. markings in good condition.
c. Keep rights of way and creeks a. Repair 98% of all reported downed
mowed at a rate of.67 acres per man stop signs within 4 hours.
hour. b. Repair all other reported downed
signs within 24 hours.
BUDGET ALLOWANCE EXPLANATION c. Apply 2,550 linear feet of painted
pavement markings annually.
The approved Drainage budget of$144,935 is
$17,293 or 10.66% less than the 94-95 BUDGET ALLOWANCE EXPLANATION
budget. This decrease is due to a reduction in
charges for Replacement Fleet. The approved Traffic budget of $136,433 is
$338 or 0.25% less than the 94-95 budget.
There is one service level adjustment of
FLEET $9,250 to upgrade a portion of the city's street
signs t- meet Streetscape standards.
Service Levels and Performance Measures
A Provide proactive preventative
maintenance programs combined with
dependable repairs at rates competitive
with the private sectors.
a. Perform preventative maintenance on
95%of the fleet each year.
b. Maintain average down time for
vehicles and equipment below 2%.
c. Keep the shop rate at or below $30
per hour.
BUDGET ALLOWANCE EXPLANATION
The approved Fleet budget of $494,796 is
$21,208 or 4.48% more than the 94-95
budget. The increase is the net result of
normal salary and inflationary adjustments,
the transfer of a customer service
representative position from the Administration
division, a one-time expenditure of $1,500 for
tools for a mechanic position approved last
year, and two service level adjustments
(SLAs)totaling $6,790.
49 •
• PUBLIC SERVICES
DEPARTMENT SUMMARY
tAF tNUI I Wit by UIVIJIUN
TOTAL % CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
PUBLIC SERVICES ADMINISTRATION $204,670 $275,097 $272,148 $267,371 $267,371 •2.81%
STREETS MAINTENANCE 1,598,482 1,562,272 1,409,841 1,469,575 1,638,425 4.87%
DRAINAGE MAINTENANCE 183,702 162,228 153,040 144,935 144,935 -10.66%
FLEET SERVICES 441,282 473,588 474,670 488,126 494,796 4 48°o
TRAFFIC 127,994 136,771 145,302 127,183 136,433 -0.25%
DEPARTMENT TOTAL $2,556,130 $2,609,956 $2,455,001 $2,497,190 $2,681,960 2.76% I
tAr'tNUI I writ by LLHJ11-ILA 1 ION
TOTAL % CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $1,286,933 $1,402,404 $1,279,696 $1,373,177 $1,373,177 -2.08%
SUPPLIES 53,653 60,589 57,973 59,226 59,571 -1.68%
MAINTENANCE 869,473 729,940 713,286 719,761 887,861 21.63%
PROFESSIONAL SERVICES 29,293 52,600 31,923 30,266 32,991 -37.28%
PURCHASED PROP.SERV. 71,119 63,980 65,244 63,183 63,183 -1.25%
. OTHER PURCHASED SERV. 223,521 300,443 306,879 251,577 251,577 -16.26%
CAPITAL OUTLAY 22,138 0 0 0 13,600 N/A
. DEPARTMENT TOTAL $2,556,130 $2,609,956 $2,455,001 $2,497,190 $2,681,960 2.76%
NLIISUNNtL SUMMARY I:5Y UIVISIUN
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
PUBLIC SERVICES ADMINISTRATION 5 00 6.00 7.00 6.00 6.00 -14,29%
STREETS MAINTENANCE 20.00 20.00 20.00 20.00 20.00 0.00%
DRAINAGE MAINTENANCE 4.00 4.00 4.00 4.00 4.00 0.00%
FLEET SERVICES 13.00 12.00 13.00 14.00 14.00 7.69%
TRAFFIC 3.00 3.00 2.00 2.00 2.00 0.00%
I DEPARTMENT TOTAL 45.00 45.00 46.00 46.00 46.00 0.00%
50
•
PARKS & RECREATION DEPARTMENT
•
CITY MANAGER
ASSISTANT CITY MANAGER
OPERATIONS GROUP
IPARKS & RECREATION ADMIN I
I I I
1 RECREATION 1 I SPECIAL FACILITIES 1 I PARKS OPERATIONS J
FORESTRY
- RECREATION ADMIN - SPEC FACILITIES ADMIN - OPERATIONS ADMIN - FORESTRY SERVICES
- ATHLETICS - AQUATICS - WEST DISTRICT - CEMETERY SERVICES
- CONCESSIONS - CONFERENCE CENTER - SOUTH DISTRICT - WOLF PEN CREEK
- INSTRUCTION - LINCOLN CENTER - EAST DISTRICT
- PROGRAMS 4 SPEC EVENTS - TEEN CENTER
•
51
PARKS & RECREATION
DEPARTMENT
COUNCIL END STATEMENTS A Coordinate meetings of the Parks and
#2 Parks and Recreation, #3 Health and Recreation Advisory Board on a monthly
Public Safety, #4 Education/Information, #5 basis.
Quality Service, #6 Cultural Arts, #8 Civic a. Issue agenda, prepare board
Pride packets, and record minutes.
A Process approximately 130 work orders
annually.
MISSION STATEMENT a. 95% of all landscape plans, drafting,
Quality service and performance our promise and graphics work orders handled
to you. satisfactorily.
A Provide design documents and
ADMINISTRATION administration for all approved
construction and renovation projects
Objectives annually.
Provide exceptional and satisfactory customer a. 90% of approved projects provided
service while dealing with the public. with bid documents within budget
• Provide administrative support to all divisions constraints, administered by target
of the Parks and Recreation Department. bid dates, and, public hearings
• Provide design and project supervision for conducted as required by city
park development and city landscape policies.
Improvement projects throughout the year. b. 'ffective administration of 10 projects
(calendar year 1995)for$727,000.
Service Levels and Performance Measures
A Provide effective and efficient service to EMERGENCY MANAGEMENT
customers by answering approximately
20,000 calls received by Administration.
a. 95% of all calls answered by the Objectives
Senior Secretary/Receptionist and Provide emergency planning, effective
Staff Assistant by the third ring. coordination, and disaster response activities
•
A Effectively coordinate approximately 375 for the City of College Station.
rentals of 5 park pavilions.
a. 99% of all pavilion rentals Service Levels and Performance Measures
administered with no double ALMeet all state and federal requirements
bookings. for emergency preparedness and disaster
A Determine customer satisfaction with response.
pavilion rentals. a. Review and update the city's
a. Survey clients of pavilion rentals and emergency management procedures
achieve 90% satisfactory rating. annually.
A Prompt administration of approximately b. Assist in review of the county
$17,000 in deposits from pavilion rentals emergency plan on an annual basis.
annually. c. Attend monthly County coordinator's
a. 100% of all deposits handled in meeting and quarterly Local
accordance with current fiscal Emergency Planning Committee
policies. meetings, 90%of the time.
A Provide support and administration for A Coordinate local emergency management
nineteen cost centers, operation of training.
twenty-nine parks, three pools, two a. Coordinate twelve individual
recreation centers, one conference emergency management training
center, one cemetery, and fifty programs•
courses for city personnel.
annually. b. Coordinate one integrated
a. 100% of department budget emergency exercise annually.
expenditures remain within approved
limits.
•
52
• A Respond to emergency situations. A Prompt administration of approximately
a. Respond to actual emergencies as $235,000 in deposits from recreational
required. sports programs.
b. Mayor serves as Director of a. 100% of all deposits handled in
Emergency Management accordance with current fiscal
c. Director of Parks & Recreation policies.
serves as Emergency Management ♦ All Recreation cost centers spending
Coordinator within approved limits 100%of the time.
d. Fire Chief serves as Deputy a. Monitor budgets monthly for
Emergency Management Coordinator spending levels.
e. Parks & Recreation Staff Assistant
serves as Assistant Emergency
Management Coordinator ATHLETIC
BUDGET ALLOWANCE EXPLANATION Objectives
To meet the needs of the community in
The approved Parks Administration budget of relation to indoor and outdoor athletic events
$342,480 is$9,930 or 2.82% less than the 94- and leagues.
95 budget. This decrease is due to various
reductions based on reassessments of need Service Levels and Performance Measures
and a budget reduction of$5,000 for supplies A Provide a variety of cost effective athletic
associated with a"no-lost-time" program. programs for youth while maximizing the
use of the facilities.
For FY 96, there is one service level a. Provide 40 girl's fast and slow pitch
adjustment (SLA) of $1,000 for a boy scut softball teams (520 participants) per
program with an emphasis in emregency year.
management. This SLA is one of many that b. Provide flag football leagues to
address Strategic Issues #18 (Youth at Risk) accommodate a minimum of 350
and#22 (Recreational Programs for Youth). youths in grades 1-6.
c. Provide basketball leagues to
accommodate a minimum of 700
RECREATION youths in grades 1-8.
d. Co-sponsor a youth summer track
Objectives and field program with the CSISD
Provide exceptional and satisfactory customer Community Education Department.
service while dealing with the public. A Provide a variety of cost effective athletic
Successfully supervise and monitor five cost programs for adults while maximizing the
centers. Meet the needs and desires of the use of the facilities.
community in relation to indoor and outdoor a. Provide softball programs to
athletic and leisure activities for all ages and accommodate 500 men's, women's,
interest levels. and coed softball teams, and 10
men's fast pitch softball teams (8,415
Service Levels and Performance Measures participants) per year.
A Provide effective and efficient service to b. Provide a minimum of 16 adult flag
customers by answering approximately fr,:tball teams (192 participants) per
15,000 calls received by Recreation year.
Administration. c. Provide a minimum of 12 adult full-
a. 95% of all calls answered by the court basketball teams (96
Senior Secretary/Receptionist by the participants) per year.
third ring. d. Provide a minimum of 35 adult
A Accurately administer registration for 21 volleyball teams (410 participants)
recreation programs annually. per year.
a. Handle registration for 15,500 e. Conduct at least eight races and/or
customers annually. fitness events (1,650 participants)
A Determine customer satisfaction with during the year.
recreation programs.
a. Survey participants of each activity
and achieve 90%satisfactory rating.
•
53
• A Provide high quality athletic events that A Provide City representation at athletic and
attract out-of-town visitors to our other facilities for opening, closing, light
community. operation, and accident reporting.
a. Co-sponsor with ASA District 30, a. Six facilities operate 635 facility-use
ASA National Umpire's School, Men's days annually.
• Fast Pitch State Championships,
Men's Class D Slow Pitch State INSTRUCTION
Championship, and Women's Class
C Slow Pitch National Championship Objectives
tournaments and provide economic To provide high-quality aquatic and tennis
impact statements for each event. instruction programs to meet the needs of the
b. Attend various TAAF and ASA citizens of College Station.
Regional, State, and National
Conferences and successfully bid on
a minimum of two athletic events for Service Levels and Performance Measures
1996. A Provide cost-effective recreational
c. Generate a minimum of $170,850 in instruction activities for the citizens of
gross revenue from recreational College Station throughout the year.
sports programs annually. a. Offer a six-week National Junior
Tennis League program that will
accommodate a minimum of 75
CONCESSION participants.
b. Offer a recreational, competitive
Objectives swim team program for 120
Provide high-quality, cost-effective participants March-October.
concessions to meet the public needs. c. Offer beginner and advanced level
tennis lessons ten months out of the
Service Levels and Performance Measures year for a minimum of 300
• A Concessions will be provided in a cost- participants.
effective manner that meets all pertinent d. Provide spring, summer and fall Red
health regulations at city-sponsored and Cross learn-to-swim lessons for
cosponsored events. 3,000 participants annually.
a. Generate a minimum of $127,000 in e. Generate a minimum of $72,000 in
gross revenue annually. gross revenue annually.
b. All concession stands will be
expected to score 95 or better with
no major violations on all Texas PROGRAMS & SPECIAL EVENTS
Department of Health Food Service
Establishment Inspection Reports. Objectives
c. Prepare twenty (20) financial To offer quality programs, activities, and
statements to monitor stands, special events that will appeal to a large cross
leagues, and events to insure cost section of the local population.
recoverability for concessions.
A Concessions will adjust to public demand Service Levels and Performance Measures
in order to meet customer needs and A Offer „wograms and special events for
provide food and drink at special events local residents and visitors to our
as authorized by the Recreation community.
Superintendent (i.e.: Park Dedications, a. Schedule a minimum of 20 events at
Straight Shot, Bonfire, Emergency the Wolf Pen Creek Amphitheater.
Management, etc.) b. Operate the Christmas in the Park
a. Suggestion boxes will be provided at program for approximately 100,000
all concession stands (6). visitors.
b. Food and drink provided at eight c. Coordinate the Parade of Lights
special or emergency events during program in conjunction with the City
the year. of Bryan.
d. Generate a minimum of $30,000 in
amphitheater revenue annually.
54
• A Provide programs for at-risk youth A Provide support for emergency
throughout the year for students in grades management incidents.
K-6. a. Coordinate the emergency,
a. Administer the Kid's Klub program at temporary housing needs for
five campus locations for a minimum displaced citizens in the event of an
of 400 students annually. emergency.
BUDGET ALLOWANCE EXPLANATION
AQUATICS
The approved Recreation budget of$971,315
is $52,924 or 5.76% more than the 94-95 Objectives
budget. The increase is the net effect of two To provide aquatic facilities for local residents
Service Level Reductions (SLAs) and various and visitors to our community.
reductions. To train staff to prevent potential accidents
and to respond effectively when accidents
The first SLA of $16,400 will provide occur and maintain all facilities in a safe and
scoreboards at the Central Park and Bee sanitary manner.
Creek ballparks. It is anticipated that the cost
of these scoreboards will be completely offset Service Levels and Performance Measures
by advertising revenue. The second one of A Provide public operation of one pool from
$36,592 will fund swimming instructors at the March to November and two pools from
CSISD Natatorium. This cost will be partially May to August.
offset by swimming instruction revenue. a. Serve a minimum of 90,000
customers annually.
b. Generate a minimum of $100,000 in
SPECIAL FACILITIES pool revenue annually.
A All pools will have a well-trained staff and
Objectives sate facilities for public use when in
Provide administrative support to the Special operation.
Facilities Division. a. Lifeguards are 100% licensed in
CPR, first aid, and water rescue by
Service Levels and Performance Measures Ellis&Associates.
♦ Provide support and administration for b. Lifeguards will maintain their skills by
five cost centers to include three pools, having at least four hours of in-
two recreation centers, and one service training on a monthly basis.
conference center. c. Score at least 90% on all Ellis &
a. Coordinate the annual budget Associates audits.
process for the division and meet d. Total accidents not to exceed .5% of
stated deadlines 100% of the time. 90,000 guests annually.
A Determine customer satisfaction with e. Pass 100% of all Health Department
special events and facilities. tests.
a. Survey participants of special events A Conduct two special events annually.
and facilities and achieve 90% a. Hold the Annual Trout Fish Out in
satisfactory rating. conjunction with Access to Rainbow
A Provide support for the Urban Fishing F.:;gram serving 850 customers.
Program. b. Conduct the Texas Super Guard
a. Coordinate six urban fishing Contest testing 100 lifeguards.
programs with approximately 1,400
participants annually.
A Coordinate meetings of the Historic
Preservation Committee on a monthly
basis.
a. Issue agendas, prepare packets, and
record minutes.
55
CONFERENCE CENTER citizens/yr.), Lincoln Center Former
Students (8 members), and Juvenile
Objectives Probation (15) and Adult Probation
To provide a clean, well-maintained facility set (30).
up to client's specifications and be prepared b. Center is open for public use a
for emergency shelter operations. minimum of 303 days per year.
c. A maximum of two complaints per
Service Levels and Performance Measures month pertaining to cleanliness of the
A Operate Conference Center with a 27% facility.
recovery cost of expenses. A. Conduct three special events annually.
a. Generate revenue of approximately a. Conduct a Martin Luther King, Jr.
$64,600 in deposits from room Celebration with 300 in attendance.
rentals. b. Conduct a Black History Program
• b. 100% of all deposits handled in with 250 in attendance.
accordance with current fiscal c. Conduct a Juneteenth Celebration
policies. with 200 in attendance.
A Provide satisfactory accommodations to A Coordinate monthly meetings for the
93,000 clients annually. Lincoln Center Advisory Committee.
a. Facility cleaning checklist completed a. Issue agendas, prepare packets, and
and initialed daily. record minutes.
b. A maximum of two complaints per A Provide an emergency shelter for
month pertaining to cleanliness of the displaced citizens.
facility. a. Respond to requests for use as an
c. 98% of clients have set-up on file emergency shelter within one hour of
seven days prior to the function. notification.
d. Distribute customer surveys to two
clients per week.
• e. Five telephone follow-up calls per TEEN LINTER
week to clients to measure
satisfaction. Objectives
A Coordinate monthly meetings of the To provide a clean, well-maintained, drug-free,
Conference Center Advisory Committee. after-school, recreational facility for youth 10-
a. Issue agendas, prepare packets, and 15 years old at no charge.
record minutes.
A Provide an emergency shelter for Service Levels and Performance Measures
displaced citizens. A Operate a well-maintained, positive, drug-
a. Respond to requests for use as an free facility with comparable standards of
emergency shelter within one hour of other city buildings and quality customer
notification. service, nine months out of the year.
a. Provide recreational activities for fifty
children after school and on Saturday
LINCOLN CENTER nights as an alternative to drugs.
b. Conduct four discussions per month
Objectives with parents at door regarding
Provide facilities for cooperative efforts with s,.ggestions and satisfaction with
• local agencies and provide a variety of Teen Center.
recreation and cultural programs for the c. Conduct monthly information
citizens and be prepared for emergency meetings with Teen Center staff.
shelter operations. d. A maximum of two complaints per
month pertaining to cleanliness of the
Service Levels and Performance Measures facility.
A Accommodate the needs of six local A Conduct two special events annually.
agencies which provide services to a. Participate in drug-free ribbon week
College Station citizens. in conjunction with the school once a
a. Boys & Girls Club (125 year.
memberships/year), Health b. Conduct a fashion show for teens.
• Department (5,205 visits/year),
BVCAA Years for Profit (35
seniors/day), IRS VIPS (40
56
BUDGET ALLOWANCE EXPLANATION c. Mow 4 soccer field units on 7-day
cycle;208 mowings annually.
The approved Special Facilities budget of d. Inspect 6 pavilions on a semi-weekly
$1,188,160 is$72,391 or 6.49% more than the basis;624 inspections annually.
94-95 budget. e. Inspect 32 play units on a monthly
basis; 384 inspections annually.
The approved budget for FY 96 was f. Inspect all parks semi-annually in
developed by removing one time expenditures October and April.
from the FY 95 budget and then making A Provide timely and effective support for
adjustments for normal salary and inflationary 29 Parks & Recreation programs and
increases. Then, various reductions equaling special events throughout the year.
$15,981 were made by the divisions and the a. Assist Recreation with 15 programs
budget office. Finally, $352,006 in Service annually.
Level Adjustments (SLAs) are included. A b. Assist Special Facilities with 7
large part of this amount (approximately programs annually.
$187,000) is for completion of the Southwood c. Assist Administration with 4 programs
pool repairs which was approved in the 94-95 annually.
budget but not encumbered in that year. d. Assist Forestry with 2 programs
annually.
Other approved SLAs include $23,510 for
costs associated with extended hours at BUDGET ALLOWANCE EXPLANATION
Lincoln Center, $2,000 for a Lincoln Center
survey, $2,100 for extended hours at The approved Parks Operation budget of
Adamson Lagoon, $55,000 to replace the gym $999,475 is $12,054 or 1.22% more than the
floor at Lincoln Center, $43,935 for costs 94-95 budget. This increase is the net result
associated with administering a wide variety of of normal salary and inflationary adjustments
instructional aquatic programs at the CSISD and the removal of a one-time capital cost of
Natatorium operating costs, and $38,651 for a $14,000 for a new vehicle for the Parks
pay increase for Aquatics personnel. Most of Operations Superintendent. •
the cost associated with this pay increase will
be offset by additional pool revenue due to
price increases at each of the three pools. All WOLF PEN CREEK
of these SLAs except the Aquatics pay
increase address Strategic Issues #18 and Objectives
#22. Provide a safe, attractive, well-maintained
multi-user amphitheater.
PARKS OPERATIONS Service Levels and Performance Measures
A Supervise the landscape maintenance
Objectives contract and provide needed clean up,
Provide attractive, safe, well-maintained parks repairs, etc.
and public facilities. Assist the other divisions a. Perform weekly inspections of the
with their parks and recreation programs. site for safety, condition, and
appearance.
Service Levels and Performance Measures b. Monitor landscape contract weekly.
A Provide effective maintenance, mowing, c. Have facility clean and ready for
and safety inspection activities for 27 each scheduled event 100% of the
parks throughout the year. time.
a. Mow and trim 27 parks on a 10-day
cycle, 10 months of the year; 810
mowings annually.
b. Mow 6 ballfield units on a semi-
weekly cycle;624 mowings annually.
57
CEMETERY c. Visit and complete all needed
landscape maintenance functions at
Objectives 25 landscaped areas on a two week
Provide a safe, attractive, well-maintained rotation March-October.
municipal cemetery and to respond to citizen's A Perform irrigation system checks and
requests regarding the cemetery. repairs.
• a. Inspect 55 irrigation systems monthly
Service Levels and Performance Measures for function and needed repairs.
♦ Perform landscape maintenance functions b. Clear irrigation work orders within 10
on 18.5 acre site. working days of notification.
a. Mow and trim grounds weekly April-
. September. BUDGET ALLOWANCE EXPLANATION
A Be prepared to meet with customers,
monument companies, and grave The approved Forestry budget of $541,291 is
services. $62,566 or 10.36% less than the 94-95
a. Meet customer, monument budget. This reduction is due to various
companies, and grave services budget reductions including seasonal labor,
request 100% of the time if within the mosquito spraying, and supplies, and the
governing ordinance. removal of $51,000 of one-time capital
A Show and sell cemetery spaces upon expenditures ($33,000 for concrete additions
request. at Wolf Pen Creek Amphitheater (WPC),
a. Sell 158 spaces annually. $16,000 for light poles and fixtures to improve
♦ Conduct a needs assessment for a future area lighting at WPC, and $2,000 for a new
cemetery site. loading dock at WPC).
a. Determine the life expectancy of
current cemetery spaces.
♦ Provide assistance and support to the
Cemetery Advisory Committee.
a. Attend scheduled meetings of the
Cemetery Advisory Committee.
FORESTRY
Objectives
Provide safe, attractive, well-maintained
municipal trees and landscaped areas.
Service Levels and Performance Measures
A Provide biannual hazard reduction tree
pruning for park trees with potential
targets. •
a. Perform hazard reduction pruning on
all park trees with potential targets
every two years.
A Perform required landscape maintenance
functions at municipal buildings and park
sites March-October.
• a. Clear landscape maintenance work
orders within 10 working days of
notification.
b. Visit and complete all needed
landscape maintenance functions at
7 municipal buildings weekly March-
• October.
58
PARKS AND RECREATION
DEPARTMENT SUMMARY
tAi'tivul I iJFit by ISiviii.ki
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
ADMINISTRATION $316,192 $352,410 $334,741 $341,480 $342,480 -2.82%
RECREATION 768,220 918,391 914,842 918,323 971,315 5.76%
SPECIAL FACILITIES 787,948 1,115,769 1,091,779 836,154 1,188,160 6.49%
PARKS OPERATIONS 841,131 987,421 963,045 999,475 999,475 1.22%
FORESTRY 468,517 603,857 622,005 541,291 541,291 -10.36%
l DEPARTMENT TOTAL S3,182,008 S3,977,848 $3,926,412 $3,636,723 $4,042,721 1.63% I
tXI'tNUI I Wit by ULAbSII-ILA I IUN
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $2,069,674 82,323,396 $2,271,941 $2,344,474 S2,487,162 7.05%
SUPPLIES 218,869 285,480 273,968 306,023 308,523 8.07%
MAINTENANCE 176,549 261,362 308,387 215,717 210,717 -19.38%
PROFESSIONAL SERVICES 142,140 401,170 393,093 152,837 155,437 -61.25%
PURCHASED PROP.SERV. 282,641 345,180 326,537 341,668 339,478 -1.65%
OTHER PURCHASED SERV. 193,370 299,260 281,592 276,004 276,004 -7.77%
CAPITAL OUTLAY 98,765 62,000 70,894 0 265,400 328.06%
DEPARTMENT TOTAL S3,182,008 S3,977,848 S3,926,412 $3,636,723 $4,042,721 1.63%
NtKSUNNLL SUMMAHY by UIVISIUN
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
ADMINISTRATION 6.50 6.50 6.50 6.50 6.50 0.00%
RECREATION 7.00 7.00 8.00 8.00 8.00 0.00%
SPECIAL FACILITIES 8.50 8.50 8.50 8.50 8.50 0.00%
PARKS OPERATIONS 22.00 22.00 25.00 25.00 25.00 0.00%
FORESTRY 9.00 9.00 12.00 12.00 12.00 0.00%
DEPARTMENT TOTAL 53.00 53.00 60.00 60.00 60.00 0.00%
59
We're Committed
To Excellence
60
ECONOMIC & DEVELOPMENT SERVICES
DEPARTMENT
•
CITY MANAGER
ASSISTANT CITY MANAGER
COMMUNITY SERVICES
•
•
ECONOMIC & DEVELOPMENT
SERVICES ADMIN
1 ASSISTANT DIRECTOR I
-ENGINEERING N I -PLANNING I I -COMMUNITY DEVELOPMENT I
'- CIVIL ENGINEERING - PLANNING GRANTS ADMIN.
- CIP INSPECTION - BUILDING INSPECTION HOUSING
- GEOGRAPHIC INPORMATION - COMMUNITY DEVELOPMENT
SYSTEMS
•
61
• ECONOMIC & DEVELOPMENT SERVICES
COUNCIL END STATEMENTS A Provide proper oversight of departmental
#1 Transportation/Mobility, #3 Health and Public activities.
Safety, #4 Education/Information, #5 Quality a. 100% of divisional work activities and
Service, #7 Employment/Prosperity, #8 Civic projects completed within budget in FY
• Pride, 96.
b. 100% compliance by developer with
associated development agreements
MISSION STATEMENT for FY 96.
The Economic and Development Services c. 90% of development review completed
Department works to provide: quality customer within established time frame.
service relative to development issues; and
atmosphere conducive to economic vitality and BUDGET ALLOWANCE EXPLANATION
growth; the application of principles that promote
high standards of aesthetics and design; quality The approved Administration budget of
capital improvements; in order to enhance the $286,491 is $107,761 or 60.29% more than the
general well-being and quality of life for the 94-95 budget. This increase is primarily due to
• citizens of College Station. the transfer of two positions from the Planning
Administration activity center in the Planning
Objectives division and normal salary and inflationary
A Address all Council Issues for 1995-1996 adjustments.
A Analysis of Time Management Resources
A Implement Development Review Changes
A Use network for Information Sharing-"The ENGINEERING
Electronic Kiosk"
A Finish Reorganization Service Levels and Performance Measures
A Review Development Policies and Ordinances A Provide prompt, efficient and accurate
responses to the Development Community.
ADMINISTRATION a. 90% of development projects reviewed
by engineering staff within the
Service Levels and Performance Measures established period of time.
A Manage and coordinate the economic b. 100% of development projects
development activities of the City. reviewed by Engineering staff in
a. Completion of Business Park Phase I. compliance with College Station codes
b. Completion of Market Strategy for and ordinances or have received
Business Park . appropriate variances.
c. Create 50 jobs through economic c. Customer survey results indicate a
development activities in the business satisfaction rate of at least 90%.
park. A Provide ft„ effective and efficient
A Develop and implement projects associated implementation of capital improvement
with Economic and Development Services projects.
strategic issues. a. 90% of FY 96 capital improvement
a. Address 100% of short and medium projects under design or construction
term Strategic Issue projects during the fiscal year.
associated with Economic and b. Measurable improvement to College
Development Services in FY 96. Station public infrastructure in FY 96.
i.e. Reduced water line loss, reduced
street maintenance, increased park
participation, etc.
c. 90% of CIP Projects completed on time
and within budget.
62
GIMS BUILDING I CODE ENFORCEMENT
Service Levels and Performance Measures Service Levels and Performance Measures
♦ Develop, provide & maintain up-to-date, A Provide prompt, efficient and accurate
accurate, and complete maps of the City responses to the Development Community.
and geographic features(i.e. property lines, a. 100% of plans reviewed accurately within
tax ID#s,topographic features, others). 5 days by Building staff in compliance
a. 90% of Zoning Map revisions complete with College Station codes and
within 2 days of notification. ordinances or have received
b. 90% of available map features input to appropriate variances.
digital format annually. b. 90% of Building Inspections accurately
c. 70% of time spent on GIS systems, performed within 24 hours of request.
development,and products. c. Customer survey results indicate a
♦ Provide prompt and professional assistance satisfaction rate of at least 90%.
to other city depts. with GIS and general d. 80% of single-family permits issued
mapping requests. within 1 hour of application.
a. 30% of time spent by GIMS on request/ A Ensure a clean, healthy, and safe city
products for other departments. through code enforcement.
a. 25% of Code Enf. staff time spent on
BUDGET ALLOWANCE EXPLANATION Pro-active Code compliance.
b. 90% of investigations initiated within 48
The approved Engineering budget or $799,809 hours of call.
is $110,380 or 16.01% more than the 94-95 c. 85% of Code Enforcement cases
budget. This increase is primarily due to the net achieve compliance within 90 days.
effect of transferring three positions from the
Engineering/Support activity center in the
Engineering division in the Water Fund COMMUNITY DEVELOPMENT
(approximately $136,000) and various budget
reductions. Service Levels and Performance Measures
A Improve the condition of the existing
housing within the City for low and
PLANNING moderate income citizens.
a. Rehabilitate or replace 25 dwelling
Service Levels and Performance Measures units in FY 96.
A Provide prompt, efficient and accurate b. Demolish 10% of the dilapidated
responses to the Development Community. residential housing stock each year.
a. 85% of Development plans reviewed A Manage the wide range of public services
within 5 days in compliance with provided with received grant funds. •
College Station codes and ordinances a. Respond to 90% of requests for
or have received appropriate variances. management and technical assistance
b. Customer survey results indicate a from funded ,public service agencies
satisfaction rate of at least 90% within 3 days of request.
A Maintain up-to-date and accurate planning A Fund Human & Social Services consistent
related information. with Council policy.
a. 90% of planning cases (P&Z, Council a. Execute 100% of contracts with public
and ZBA) entered into database within services agencies selected for funding
30 days of completion. by the Joint Relief Committee and City
b. Land Use Inventory updated semi- Council.
annually. b. 100% contract compliance by agencies
A Maintain, monitor, and implement the city's receiving funding.
Comprehensive Planning Program.
a. Oversee completion of comprehensive
plan by 1995 year-end.
b. Update Base Studies (Demographic
information)on an annual basis.
•
63
♦ Promote affordable home ownership
opportunities within the City.
a. Assist at least 5 low income residents
in FY 96 with the purchase of an
affordable home within the City.
b. Assist lenders with the development
and coordination of special home loan
programs.
c. Return 95% of calls from prospective
home buyers returned within 1 working
day.
• ♦ Promote the revitalization of blighted
neighborhoods throughout the City.
a. Develop new loan and housing
• assistance programs or modify existing
programs that will improve the
economic vitality and the physical
appearance of the Northgate,
Southgate, and Eastgate areas of the
City.
BUDGET ALLOWANCE EXPLANATION
The approved Planning budget of$1,138,084 is
$222,246 or 16.34% less than the 94-95 budget.
• This decrease is primarily due to the transfer of
• two positions to the Administration division, the
removai of $103,200 of one-time expenditures
($75,000 for a Land Use Study, $4,200 for office
furniture, and $24,000 for two vehicles in the
Community Development activity center), and
various budget reductions (including the
elimination of a Building Inspector/Code
Enforcement position in the Building Inspection
activity center).
There are two Service Level Adjustments (SLAs)
• approved for FY 96. The first SLA of$10,000 is
to purchase a paint testing machine for the
Community Development activity center. This
testing is required by federal and state
• mandates and purchasing a machine is cheaper
than sending the samples to a lab. The second
one of $5,000 is for costs associated with the
printing and distributing of the Comprehensive
Plan.
64
ECONOMIC AND
DEVELOPMENT SERVICES
DEPARTMENT SUMMARY
EXrtiVuiiunt bN L)iVlbiUN
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
DEVELOPMENT SERVICES ADMIN. $176,932 $178,730 $247,049 $286,491 $286,491 60.29%
ENGINEERING 585,493 689,429 617,325 799,809 799,809 16.01%
PLANNING 1,116,686 1,360,330 1,572,989 1,123,084 1,138,084 -16.34%
DEPARTMENT TOTAL $1,879,111 $2,228,489 $2,437,363 $2,209,384 $2,224,384 -0.18%
tArtNUI I Wit by LLAJJIrILA I IUN
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $1,477,012 $1,719,360 81,594,240 $1,844,779 $1,844,779 7.29%
SUPPLIES 53,616 66,595 62,461 59,129 59,129 -11.21%
MAINTENANCE 7,036 20,833 17,053 21,492 21,492 3.16%
PROFESSIONAL SERVICES 97,195 141,366 510,758 71,867 71,867 -49.16%
PURCHASED PROP.SERV. 43,971 43,954 40,765 40,771 40,771 -7.24%
OTHER PURCHASED SERV. 135,617 178,403 154,093 159,415 164,415 -7.84%
CAPITAL OUTLAY 64,664 57,978 57,993 11,931 21,931 -62.17%
DEPARTMENT TOTAL $1,879,111 $2,228,489 $2,437,363 $2,209,384 $2,224,384 -0.18%
F'tt1JUNNtL JUMMAt1Y by UIVIJIUN
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
DEVELOPMENT SERVICES ADMIN. 4.00 4.00 4.00 6.00 6.00 50.00%
ENGINEERING 10.00 10.00 11.00 14.00 14.00 27.27%
PLANNING 20.00 25.00 27.00 24.00 24.00 -11.11%
DEPARTMENT TOTAL 34.00 39.00 42.00 44.00 44.00 4.76%
65
We're Committed
•
To Excellence
66
MANAGEMENT SERVICES DEPARTMENT
1 CITY P.APUBMIR
•
IR7[SCCSIVt OIRSCIOR 1
MNAGOIENT SERVICES
I 1 1 I 1
ENERGY NOlfi. I rN7fI. I!?ORIIATIOM SV'GS.II
►ACSL. .WINS. PRINT/MAIL PUBLIC RELATIONS EMILITT
S SRVICsS MA^I(ZTING CZSIOKER LrRVICE
67
MANAGEMENT SERVICES
COUNCIL END STATEMENTS b. Conduct annual performance evaluations of
Asst. Dir. / Mgt. Serv., MIS Director, Public
2. Parks and Recreation, 3. Health and Public Relations/Marketing Manager, and Utility
• Safety, 4. Education / Information, 5. Quality Office Manager to insure that organizational
Service, and 6. Cultural Arts goals are being met.
A Direct and monitor departmental budget
DEPARTMENT MISSION process that ensures divisions remain within
Provide efficient cost effective, customer oriented, budget, meet organizational goals, and
internal services that will allow external services to provides that constant review of service
excel as quality service providers to College Station strategy regarding innovation and productivity,
•
citizens. as well as, effectiveness as a part of the daily
operational process.
MSG ADMINISTRATION a. Review monthly budget reports from
divisions to insure division budgets remain
under budget by 4%.
1994 ACCOMPLISHMENTS A Create working atmosphere that promotes
• A Lead negotiator in cable franchise negotiations customer/citizen focused programs and staff.
with TCA Cable. Negotiations provided the City a. Offer departmental reward systems to line
with an immediate additional $140,000 in staff and management that reinforce
revenues for Fy 95 and a projected additional focusing on the customer needs. Director
• $1,000,000 in revenues during the life of the 10 sets example of this service value by
• year franchise. practicing daily what is being asked of
A Participated, through the MIS Steering employees.
Committee, in developing a 3 year rolling MIS A Coordinate the development and presentation
Automation Plan. Estimated cost savings tor of electric,water,and waste water rates.
• conducting this study internally is estimated at a. Prepare utility rates to allow Council ample
$75,000. opportunity to review and approve.
A Participated in the restructuring of support A Participate in special projects as directed by
services provided in administration. This the City Manager.
included the development of a centralized a. Assigned special projects are completed
support pool and the implementation of the according to City Manager directive.
citizen tracking system currently used.
Provides for more effective use of BUDGET ALLOWANCE EXPLANATION
• administrative support staff.
SERVICE LEVELS/ PERFORMANCE MEASURES The approved Administration budget of $98,208 is
A Provides general direction and management of $77 or 0.08% less than the 94-95 budget. This
the following internal support functions: decrease is the net result of various budget cuts
Management Information Services (MIS), (including $1,100 in travel/training) and normal
Facility Maintenance, Energy Conservation, salary and inflationary adjustments.
Utility Customer Service, Public Relations /
Marketing, Print / Mail Services, and Library
Services. PUBLIC RELATIONS / MARKETING
a. Hold monthly staff meetings and as
needed individual meetings with direct 1994 ACCOMPLISHMENTS
reports. Purpose of such meetings Is to A More than tripled the level of reaular free media
pass on directives, policy issues, seek exposure with a minimum estimated value of
consensus on goals and objectives, and $22,000.
problem solve. A Provide a bi-monthly, 8 page tabloid style
• A Monitor progress and achievement of citizen newsletter to 13,000 subscribers at the
departmental and organizational goals, cost-effective price of 10 cents per copy.
objectives, and strategic issues. A Implemented new reporter orientation.
• a. Review monthly departmental reports A Facilitated over 20 opportunities for City
regarding accomplishments and Council and staff to interact with citizens
scheduling to insure continual through special events.
improvements.
68
♦ Created 5 special audio visual presentations to BUDGET ALLOWANCE EXPLANATION
help explain and inform people on various
issues at a cost-effective price of under$7000. The approved Public Relations/Marketing budget of
A Created in-house, cost-effective, 32 page, bi- $114,503 is $24,540 or 17.65% less than the 94-95
lingual publication to inform the public budget. This decrease is due to removal of a one-
regarding the bond election for under 53 cents time expenditure of $25,000 and various normal
per copy. salary and inflationary adjustments.
A Participated in two interagency committees to
build better community relations and
cooperation.
♦ Received a 90% satisfaction level from all local ENERGY MANAGEMENT SERVICES
media when surveyed.
SERVICE LEVELS/PERFORMANCE MEASURES Administration
Public Information
A Reach a majority of all College Station 1994 ACCOMPLISHMENTS
households with factual, timely, cost-effective A Participated in a cable franchise re-
city information. negotiation. Projections indicate the City will
a. Provide continuous information through the earn an additional $1 million over the life of the
use of different media formats (print, franchise agreement in franchise fees. College
television, radio). Station/Bryan customers will also obtain better
b. Provide 8 page city newsletter to at least service through a negotiated rebuild of the
13,000 College Station households six cable system.
times per year. A Trained the majority of city divisions how to do
Media Relations direct entry to the HTE financial computer
A Maintain a positive working relationship with all system. •
news media. A Participated on a long range facility planning
a. 90% of news media representatives effort.
responding to annual survey will give a
satisfied or very satisfied rating. SERVICE LEVELS/PERFORMANCE MEASURES
Community Relations A Plans and organizes EMIS work that carries out
A Provide regular opportunities for citizens to policies adopted by the Council and developed
interact with city council and staff. by staff.
a. Facilitate special events that will create a. Hold monthly staff meetings and as
community pride and/or bring City Council, needed individual meetings with direct
staff, and different publics together at least reports. Purpose of such meetings is to
12 times a year. pass on directives, policy issues, seek
Internal Communication Su000rt/Marketinq consensus on goals and objectives, and
A Provide cost-effective, timely internal problem solve.
communications support to city council and b. Takes action to follow-up on results of
staff. delegated assignments or projects.
a. 90% of internal customers responding to A Administers/organizes budget within approved
surveys will give a satisfied or very revenues and expenditures.
satisfied rating. a. Review monthly budget reports from
b. Create cost-effective information divisior.: to insure division budgets remain
campaigns for special issues as needed. under 4%.
c. Provide written publications for A Create working atmosphere that promotes
appropriate target audiences with regard to customer/citizen focused programs and staff.
special issues. a. Offer departmental reward systems to staff
d. Create audio-visual presentations for that reinforce focusing on customer service
appropriate audiences to improve needs. Assistant Director sets example of
understanding of special issues. this service value by practicing daily what
Interaovernmental Relations is being asked of employees.
A Develop and maintain positive relationships A Participate in special projects as directed by
with other agency information/communication the Executive Director.
officials. a. Assigned special projects are completed
a. Serve on at least two interagency according to Executive Director directive.
committees annually to help build stronger
working relationships and better
communications community-wide.
69
Print/Mail Hours Maintenance 1994
HVAC-
1994 ACCOMPLISHMENTS Electncal
Prov.MamL
♦ Added the capability of printing two colors with Plumbing
only one pass-through on the printing press. Mcwng�.
This has allowed us to cut the time in half of
producing two colors.
A Began in-house printing of business cards.
From August through December the City has
saved$5,500(five month savings). —General
A 75 rolls of micro film were processed which
translates to 225,000 hard copies filmed.
A Some examples of outside printing costs in A Provided annual cost savings to the City.
comparison to in-house costs are as follows: Comparing what it cost to hire outside
contractors, savings for HVAC was$25,650, for
Copier savings total$45,633.55 electrical was $54,186, and for plumbing was
Paper savings total$6,650.35 $8,852.25.
Laminating savings total$1,661.73 A Re-bid the City's janitorial contract.
Microfilming savings total$2,518.50 A In October 1994 Facility Maintenance took over
Toner cartridges were recycled for$234 maintenance responsibilities for Parks'
Soft drink cans were recycled for$84.24 facilities. These facilities include Central Park,
Southwood Athletic Park, Bee Creek Park, Wolf
SERVICE LEVELS/PERFORMANCE MEASURES Pen Creek, Thomas Park, Lincoln Center,
• A Provide professional and helpful customer Conference Center, and almost twenty other
• service to City staff requiring printing needs. Parks'facilities. These new responsibilities will
• a. Maintain at least 80% of high or very high improve implementation of necessary repairs
satisfaction levels on biannual customer and preventative maintenance. Parks will be
• survey. aided as this will allow Parks' staff to
b. Deliver 99% of incoming mall within 24 accomplish their primary duties. This will
hours. improve the City by efficiently providing an
c. Complete 85% of design work orders overall quality appearance of Parks' facilities
within four days. and an appropriate working environment for the
d. Complete 90% of micro filming requests Parks'staff.
within two weeks.
• e. Complete 90% of printing work orders Staff Hours for ctq'Faairt;es
within five days. Pol,ce r"
isc
Conference Clr.
BUDGET ALLOWANCE EXPLANATION Lincoln Ctr. ,\
Panes
USC other
The approved Energy Management Services Landfill
budgetof$233,561 is $48,202 or 17.11% less than
the 94-95 budget. This decrease is primarily due to
removal of various one-time expenditures. �usc
City Yell
FACILITY MAINTENANCE SERVICE LEVELS/PERFORMANCE MEASURES
A Maintain a clean, safe, aesthetically pleasing
1994 ACCOMPLISHMENTS working environment for City employees,
•
A Completed over 8,000 hours of maintenance customers, and citizens.
related work including electrical, plumbing, a. Respond to 98% of emergency repairs
HVAC, setup & moving, and preventive within one hour.
maintenance. b. Respond to 95% of maintenance work
orders within two days.
c. Complete 80% of maintenance projects
• within two months.
d. Inspect the cleanliness of each building at
least every other month.
• 70
e. Maintain at least 80% of high or very high state contract. Staff participation brought
satisfaction levels on biannual customer conversion costs down by$10,000.
survey. A Purchased and installed the hardware and
♦ Provide a cost effective preventive software for the Arc/Info Geographical
maintenance program for all City buildings. Information System.
a. Monitor equipment warranties to insure
that any major failures covered under a Micro Support Calls
warranty is processed, thus saving the City
dollars.
1600.
Maintenance Hours 1400.
■ Electrical 1200. 1
4000 0 HVAc 1000. 3
■ Plumbing 900.
3000 600 . •
0 General •
2000. 400,. •
200 .
1000.1111
0
fy 92 fy 93 fy 94
fy92 fy93 fy94
A Selected and began implementation of a new
BUDGET ALLOWANCE EXPLANATION customer information system for Utility Billing.
The approved Facilities Maintenance budget of SERVICE LEVELS/PERFORMANCE MEASURES
$730,443 is $15,330 or 2.14% more than the 94-95 A Provide professional and helpful customer
budget. This increase is the net result of a service to City computer end users.
• decrease in salaries due to turnover, a decrease in a. Maintain at least 80/o of high or very high
Replacement Fleet costs, the removal of certain sati '-ction levels on biannual customer
one-time capital expenses, the continuation of survey. o
adding additional resources for maintenance of city b. Respond to 90% of computer support
facilities, and a service level adjustment of$50,000 problems within/0
working day.
for building maintenance. This service level c. Provide for 98/o up time for mid range
adjustment will add parks' buildings to the city's systems during normal business operating
facilities maintenance program that will maintain times.
roofs, heating and air conditioning, and other on- d. Combined Public Safety Dispatch mid-
going maintenance items. range system functional 99.9%of the time.
BUDGET ALLOWANCE EXPLANATION
MANAGEMENT INFORMATION The approved Management Information Systems
SERVICES budget of$949,660 is $70,178 or 7.98% more than
the 94-95 budget. This increase is due to normal
salary and inflationary adjustments and an increase
1994 ACCOMPLISHMENTS in maintenance to continue the replacement policy
A Developed a Three Year Guide to Automation for computer hrrdwwe and software. In addition,
that maps out the direction the City will proceed one systems analyst position was eliminated
with its computer needs. Estimated cost through the budget reduction process.
savings for conducting this study internally is
estimated at$75,000.
A Completed the second year of a four year plan
to network the City's computers. At conclusion,
the wide area network will include
approximately 350 personal computers, all of
the City's main frame systems, and share data
with several outside agencies'computers.
A Replaced the hardware and converted the
software for the Public Safety computer
system. Negotiations brought the hardware
costs down over $20,000 below the quoted
•
71
LIBRARY
1994 ACCOMPLISHMENTS
• A A three year lease with a three year option was
signed on May 1, 1994.
A The City Council and a Citizen's CIP
Committee proposed that the library be on the
March 25, 1995 bond election.
A A new driveway allowing easier access and
automatic front doors meeting the American
• Disabilities Act were added to the library
facility.
• SERVICE LEVELS/PERFORMANCE MEASURES
A Provide a helpful, friendly, customer oriented
library service to Brazos County residents.
a. Maintain at least 80% of high or very high
satisfaction levels on biannual customer
survey.
BUDGET ALLOWANCE EXPLANATION
The approved Library budget of$374,064 is $6,734
or 1.83% more than the 94-95 budget. This
increase is due to normal inflationary adjustments.
72
MANAGEMENT SERVICES
DEPARTMENT SUMMARY
txrtiVUl1Urit by UIVIaiUN
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94.95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
MANAGEMENT SERVICES ADMIN. $127,011 $98,285 $94,150 $98,208 $98,208 -0.08%
PUBLIC RELATIONS/MARKETING 237,012 139,043 131,625 114,503 114,503 -17.65%
ENERGY MANAGEMENT SERVICES 171,279 281,763 277,116 233,561 233,561 -17.11%
FACILITIES MAINTENANCE 466,920 715,113 674,059 680,443 730,443 2.14%
MANAGEMENT INFORMATION SERVICES 606,500 879,482 842,862 914,144 949,660 7.98%
DEPARTMENT TOTAL $1,608,722 $2,113,686 $2,019,812 $2,040,859 $2,126,375 0.60% I
tXVLIVUI I Wit by ULASSIMUA I IUN
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $896,611 $1,021,604 $930,383 $1,045,329 $1,045,329 2.32%
SUPPLIES 33,337 33,065 33,286 31,298 31,298 -5.34%
MAINTENANCE 271,503 666,237 529,392 686,009 751,009 12.72%
PROFESSIONAL SERVICES 117,339 164,900 166,944 115,334 115,334 -30.06%
PURCHASED PROP.SERV. 66,288 68,480 66,348 71,805 71,805 4.86%
OTHER PURCHASED SERV. 85,055 145,160 116,930 91,084 94,600 -34.83%
CAPITAL OUTLAY 138,589 14,240 176,529 0 17,000 19.38%
DEPARTMENT TOTAL $1,608,722 $2,113,686 $2,019,812 $2,040,859 $2,126,375 0.60%
rtIiSUNNEL SUMMAHY SY DIVISION
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
MANAGEMENT SERVICES ADMIN. 2.00 2.00 1.00 1.00 1.00 0.00%
PUBLIC RELATIONS/MARKETING 4.00 5.00 2.00 2.00 2.00 0.00%
ENERGY MANAGEMENT SERVICES 3.00 4.00 5.50 5.50 5.50 0.00%
FACILITIES MAINTENANCE 4.00 5.00 6.00 6.00 6.00 0.00%
MANAGEMENT INFORMATION SERVICES 8.00 9.00 13.00 12.00 12.00 -7.69%
DEPARTMENT TOTAL 21.00 25.00 27.50 26.50 26.50 -3.64% ,
73
DIVISION SUMMARY
DEPARTMENT DIVISION
61-MANAGEMENT SERVICES 20-LIBRARY
I XI'tNUI I UHt by A(.I IVI I Y
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
I LIBRARY $322,253 $367,330 $371,147 $374.064 $374,064 1.83% I
I DIVISION TOTAL $322,253 $367,330 $371,147 $374,064 $374,064 1.83% I
EXPENDITURE BY CLASSIFICATION
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94.95 FY 95 96 FY 95.96 FY 95 TO FY 96
SALARIES&BENEFITS 80 $0 80 $0 80 N/A
• SUPPLIES 14 300 300 300 300 0,00%
MAINTENANCE 213 500 469 630 630 26.00%
PROFESSIONAL SERVICES 215,561 259,990 263,990 265,934 265,934 2.29%
PURCHASED PROP.SERV. 63,083 63,420 63,348 63,590 63,590 0.27%
OTHER PURCHASED SERV. 3,382 3,120 3,040 3,610 3,610 15.71%
CAPITAL OUTLAY 40,000 40,000 40,000 40,000 40,000 0.00%
DIVISION TOTAL $322,253 $367,330 $371,147 $374,064 $374,064 1.83%
PERSONNEL SUMMARY BY AC I IVI I Y
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
LIBRARY 0.00 0.00 0.00 0.00 0.00 N/A
DIVISION TOTAL 0.00 0.00 0.00 0.00 0.00 N/A
•
74
FISCAL & HUMAN RESOURCES
DEPARTMENT
! CITY MANAGER
EXECUTIVE DIRECTOR
FISCAL/HUMAN RESOURCES
HSTAFF ASSISTANT
1 1 1 _ 1 I
ACCOUNTING ANAGEMENT MUNICIPAL COURT
CHIRP ACCOUNTANT PURCCHAS PURCHASING AGENT I PERSONNEL$DIRECTOR I R RISK ISK MMANAGER I COURT ADMINISTRATOR I
I 1 I 1 I I
- STAPP ACCOUNTANTS - BUYERS - ASSISTANT DIRECTOR 1- RISK ANALYST ASSISTANT COURT CLER
- PAYROLL MANAGER - SECRETARY - STAPP ASSISTANT ��- COURT CLERK TYPIST
- SENIOR ACCOUNTING - PERSONNEL ANALYST
CLERKS - PERSONNEL SECRETARY
•
•
•
75
FISCAL AND HUMAN RESOURCES
COUNCIL END STATEMENTS BUDGET ALLOWANCE EXPLANATION
#3 Health and Public Safety,#4
Education/Information,#5 Quality Service The approved Fiscal Administration budget of
$141,177 is$2,888 or 2.00% less than the 94-
MISSION STATEMENT 95 budget. The decrease is the net result of
normal salary and inflationary adjustments
The purpose of the Fiscal and Human and various budget reductions (including
Resources group is to promote a supportive travel and overtime).
environment that provides quality service to
the community.
HUMAN RESOURCES
ADMINISTRATION Objective
Hire and retain the most suitable candidate,
Objective within available resources, for each position,
Assist City departments in delivering services providing the City with a highly motivated, well
to the community through effective financial trained, and efficient staff. Administer six
management. Aid the city council and the city program activities: selection/recruitment,
manager in the formulation and employment, benefits, compensation, training
implementation of the financial goals and and dg'elopment,and employee relations,
objectives of the City of College Station.
Service Levels and Performance Measures
Service Levels and Performance Measures A Provide an adequate number of qualified
A Provide accurate and timely information to applicants for departments filling open
council and staff for use in planning, positions.
setting goals,and monitoring programs. a. Attract at least 20 qualified applicants
a. Review financial aspects of all City for every open position.
contracts within two days of receipt. b. Increase pre-employment testing by
Approximately 270 per year. 5% for open positions in order to
b. Provide clear and concise interim have zero turnover during
financial monthly and quarterly probationary period.
reports within 20 working days of c. Receive satisfaction level of 85% on
period end on the operating and annual survey from departments
capital projects budgets. seeking qualified applicants.
c. Provide annual franchise compliance A Provide training to City staff to develop
report to City Manager and Council quality service delivery.
by June 30 showing compliance a. Increase in-house training hours by
status of each franchise. 5% as a cost effective way to
d. Achieve satisfaction level of at least promote excellent service delivery.
80% from internal and external b. Achieve 95% satisfaction level from
customers on annual survey participants in in-house training, and
A Administer cash and debt operations of 90% satisfaction from division or
. City through management of cash flows, department managers whose
investments, and payments. employees attend.
a. Keep at least 97% of available cash A Provide and maintain a competitive
invested. benefit and compensation plan designed
b. Maintain annual return on investment to attract and retain quality employees.
portfolio at 125% of GFOA 10-bill And provide tools to adequately assess
index. employee performance.
c. Provide monthly mark-to-market
report in accordance with newly
enacted legislation.
76
BUDGET ALLOWANCE EXPLANATION Service Levels and Performance Measures
A Process and record all financial
The approved Human Resources budget of transactions in an accurate, efficient, and
$265,252 is $10,923 or 3.96% less than the timely manner.
94-95 budget. This decrease is due primarily a. Receive unqualified audit opinions
to various budget reductions in training and each year
pre-employment testing. b. Process 98% of all payables within
30 days in accordance with State
Prompt Payment Act.
RISK MANAGEMENT
BUDGET ALLOWANCE EXPLANATION
Objective
Provide programs to minimize the City's The approved Accounting budget of$575,745
exposure to physical and financial losses. is $13,925 or 2.48% more than the 94-95
budget. Aside from the normal salary and
Service Levels and Performance Measures inflationary adjustments,there are also service
A Resolve all claims filed against the City in level adjustments (SLAs) totaling $15,963.
a fair and equitable manner. These SLAs were added to pay for increases
a. 85% of claims against the City in banking, appraisal district, and collection
successfully resolved internally within service fees.
45 days.
♦ Reduce number and dollar amounts of A budget reduction of $7,500 partially offsets
claims filed through programs monitoring the above mentioned increases. The
and mitigation. reduction stems from employees finding better
a. 80% of total losses to city recovered ways to store financial records rather than
through subrogation from outside micro filming them.
parties.
b. Reduce lost time by 10% by means
of"light duty"programs. PURCHASING
BUDGET ALLOWANCE EXPLANATION Objective
Assist City departments in acquiring quality
The approved Risk Management budget of products and services in an efficient manner
$96,898 is $6,340 or 6.14% less than the 94- and at favorable prices. Maintain open
95 budget. This decrease is due to various communication with city departments and
reductions including $4,940 in standby pay vendors.
and professional services.
Service Levels and Performance Measures
A Process purchase orders in an efficient
ACCOUNTING and timely manner.
a. 10% of total purchase orders are
Objective blanket and contract orders.
Process , record, and report all financial b. Complete 90% of all purchase orders
transactions of the City .ithi„ three days of receipt of
purchase requisition.
A Provide useful and up to date information A Maintain a high degree of customer
to internal and external customers. satisfaction within the departments with
a. Receive Certificate of Achievement goods and service received.
for excellence in financial reporting a. Maintain at least 85% of high or very
from GFOA each year for the CAFR. high satisfaction levels on biannual
b, Achieve at least a 80% approval customer survey.
rating on annual customer survey. b. Maintain less than 5% total number
of sole source purchases.
A Maintain high level of communications
with vendors.
a. Hold at least one workshop per year
for vendor and potential vendors.
77
BUDGET ALLOWANCE EXPLANATION A Provide public with accurate information
regarding their dealings with the court.
The approved Purchasing budget of$189,722 a. 95% of Final Notices issued by the
is $1,044 or 0.55% more than the 94-95 18th day to defendants who fail to
budget. The decrease is the net result of appear on citation.
budget reductions (including training and b. 98% of court hearing paper work
contract labor), and normal salary and prepared, complete with notification
inflationary adjustments. to all parties three weeks prior to
hearing.
MUNICIPAL COURT BUDGET ALLOWANCE EXPLANATION
Objective The approved Municipal Court budget of
Provide a competent court system with quality $355,076 is $34,689 or 8.90% less than the
service through the utilization of effective and 94-95 budget. This decrease is due to budget
• efficient operating procedures. reductions in microfilming and training, and
the elimination of the warrant officer position
Service Levels and Performance Measures (saving $25,000).
A Maintain effective and efficient court
procedures in order to earn a high level of
public confidence.
a. 95% of non-contested court cases
set for hearing within thirty days of
request.
b. 50% of contested court cases set for
hearing within 30 days of request.
• c. Maintain satisfaction level of at least
85%from citizens on annual survey.
d. 90% of telephone inquires responded
to within two days.
A Provide quality service while providing
city with administration of cases filed for
enforcement of Class C misdemeanors.
a. 92% of citations entered within 24
hours of being filed in court.
b. Maintain satisfaction level of 95%
with internal customers on annual
survey.
c. 95% of payments received by mail
processed within twenty four hours.
78
FISCAL/HUMAN RESOURCES
DEPARTMENT SUMMARY
tXrtivui I un 6 aY OIviaiUiv
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94.95 FY 95-96 FY 95-96 FY 95 TO FY 96
FISCAL ADMINISTRATION $118,318 $144,065 $237,992 $141,177 $141,177 -2.00%
HUMAN RESOURCES 273,222 276,175 262,062 265,252 265,252 -3.96%
RISK MANAGEMENT 101,765 103,238 93,019 96,898 96,898 -6.14% •
ACCOUNTING 541,239 561,820 533,628 559,782 575,745 2.48%
PURCHASING 169,146 188,678 181,761 189,722 189,722 0.55%
MUNICIPAL COURT 297,399 389,765 347,758 355,076 355,076 -8.90%
I DEPARTMENT TOTAL S1,501,089 $1,663,741 $1,656,220 $1,607,907 $1,623,870 -2.40%
tAYtNUI I Uht ISY LLAJJI1-1L.A I IUN
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $1,030,218 $1,137,964 $1,033,605 $1,125,949 $1,125,949 -1.06%
SUPPLIES 43,197 67,910 50,595 50,419 50,419 -25.76%
MAINTENANCE 2,966 4,315 3,286 6,599 6,599 52.93%
PROFESSIONAL SERVICES 229,309 241,305 357,562 231,765 245,528 1.75%
PURCHASED PROP.SERV. 23,196 22,240 14,711 20,172 20,172 -9.30%
OTHER PURCHASED SERV. 157,259 185,007 181,632 173,003 175,203 -5.30%
CAPITAL OUTLAY 14,944 5,000 14,829 0 0 N/A
DEPARTMENT TOTAL S1,501,089 $1,663,741 S1,656,220 $1,607,907 S1,623,870 -2.40%
YEtibUNNtL JUMMAI-(Y tiY UIVIJIUN
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 92-93 FY 93.94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
FISCAL ADMINISTRATION 2.00 2,00 3,00 3.00 3.00 0.00%
HUMAN RESOURCES 5.00 5.00 5.00 5.00 5.00 0.00%
RISK MANAGEMENT 2.00 2.00 2.00 2.00 2.00 0.00%
ACCOUNTING 12.00 11.00 11.00 11.00 11.00 0.00%
PURCHASING 4.00 4.00 4.00 4.00 4.00 0.00%
MUNICIPAL COURT 6.00 7.00 8.00 7.00 7.00 -12.50%
DEPARTMENT TOTAL 31.00 31.00 33.00 32.00 32.00 -3.03%
•
79
We're Committed
041PTI‘
To Excellence
80
•
GENERAL GOVERNMENT DEPARTMENT
ICIT OZKINCIL I
I I
ICITY SECRETARY I I CITY NANAGER I I LEGAL t
1
ICOMMUNITY SERVICES ADMIN. I I BUDGET AND RESEARCH I
81
GENERA. GOVERNMENT
COUNCIL ENDS STATEMENTS a. 90%of council agenda packets shall be
#4 Education/Information,#5 Quality Service delivered to council four days prior to
meeting dates.
CITY SECRETARY b. City Secretary shall prepare draft of
agenda for City Manager's review by
MISSION STATEMENT Wednesday at 5:00 p.m..
City Secretary is responsible for Elections, c. Six days per month are allocated
Records Management, Permanent Records toward office staff time for preparation
Maintenance, City Council Support, Citizen of packets.
♦ The City Secretary shall serve as records
Committees, Vital Statistics Our mission is to
provide outstanding quality service to each one coordinator for Cemetery files.
of our customers through efficient mechanisms. a. Files are established for each property
owner sale. within five days following date of
Service Levels and Performance Measures b. Deeds are filed at the County
A Recordings of council meetings shall be Courthouse within thirty days of
• prepared in minute form. purchase.
a. City Council Minutes are prepared in c. Following receipt of deed from County,
draft form and made a part of the City original deed mailed to property owner
Council Packet for upcoming meeting within five business days.
for council consideration, A City Sec-:tary shall consider applications
A• Serve as Records Management Officer and for Liquor Permits.
act as coordinator to staff in maintaining the a. Following signatures of affected
program. department heads, city secretary shall
a. Record disposition notices are consider certification of application
submitted to State for approval within within five days of receipt.
three weeks of receipt. A Staff shall prepare room and concessions
b. 90% of final version of ordinances, for council meetings.
resolutions and detailed council actions a. Three hours prior to council meeting
processed within five days and filed in (depending on location) arrangements
permanent storage. will be completed before time of council
• c. Vital Statistic records are filed with meeting.
State office within five days of receipt A Serve as resource for parents and family
from funeral home and hospital. members to retain certified documents of
d. One to two days per month are birth and death records.
associated with records management a. 90% of birth certificates are processed
update and status of department's within ten minutes of applicant's
compliance. request
A City Secretary shall comply with Open A Assist internal and external customers
Meetings Act to ensure that meetings are through daily interaction for requests of
held in conformity with law. information (resolutions, ordinances,
a. 100% of meeting notices are prepared minutes, publicity, general).
and posted in accordance with the
Open Meetings Act, 72 hours prior to a. Staff requests are performed within
three days of request.
meeting, including agendas from b. Public requests are processed within
departments for various staff and three days of request.
citizen advisory committees. A Perform duties prescribed by Charter and
A City Secretary staff shall prepare City State Election code regarding municipal
Council Agenda in conjunction with city elections.
departments to ensure appropriate a. 100% of City Secretary efforts are
documentation for packets. provided to meet the necessary steps
to conduct election.
82
b. Satisfaction of voters related to b. Ensure appointments consist of a cross
percentage of turnout. section of community.
c. Receive no more than 5 complaints c. Council Members shall be active in
from voters per election. solicitation of volunteers.
A Prepare Citizen Directory, distributed to d. Council shall attend 90% of the
citizen committees, key leaders, elected Advisory Committee meetings in which
officials every August. they serve as liaison.
a. Two months prior to appointment date,
City Secretary/City Council will solicit BUDGET ALLOWANCE EXPLANATION
individuals to apply for various
committees. The approved Mayor and Council budget of
b. Approximately thirty days to complete $61,187 is $17,263 or 22.01% less than the 94-
citizen directory following appointment 95 budget. This decrease is due to a reduction
date. in travel and training and the removal of a one-
c. One banquet will be held every summer time expenditure of$15,000 for costs associated
to recognize volunteers in the with locating a new City Manager. There is one
community. service level adjustment of $3,200 to purchase
software and hardware that will allow electronic
access to the City's computer network.
CITY COUNCIL OFFICE
The approved City Secretary budget of
Service Levels and Performance Measures $140,168 is$22,707 or 13.94% less than the 94-
A Plan, direct, control, and inspire the city 95 budget. This decrease is due primarily to the
organization at the policy maker level. removal of one-time expenditures associated
a. Annual review, update, and re- with the administration of a bond election that
prioritizing of council strategic issues. was held in FY 95.
b. Annual review and evaluation
performance of the council appointees
in relationship to their attaining council ADMINISTRATION/COMMUNITY
directed goals. SERVICES
c. Establish and follow budget process
that focuses on council budget Service Levels and Performance Measures
decisions on financial policies, service • Provide the Council with timely and
levels, and performance measures. sufficient information and recommendations
d. Formulate, land use, capital projects, on current and future issues.
and other infrastructure decision based a. Provide clear, concise and accurate
upon council ends statements. agenda item coversheets that allow
A Be accountable to the public for competent, Council to understand the issue and
conscientious, and effective make informed decisions.
accomplishment of its obligations as a body. b. Prepare and provide a weekly status
a. All reporters will receive agendas in memo to Council.
advance and support material. c. Prepare and provide monthly City
b. The Mayor shall serve as the primary Manager's report to Council.
spokesperson for the city on matters d. All Council requests are responded to
regarding policy decisions.
A Planning and communication with other withinlfollow-ups3 workin todays.
local government entities. e. All agenda items are
delivered on time.
a. Schedule two intergovernmental
with County, City of A Provide accurate and timely information to
meetingsand with Council for use in planning and monitoring
Bryan, annuallyC.
A Ensure that the agenda process is driven by Fiienance
aSm a Reports.Issues Report, CIP Report, and
council directions and initiatives. a.nao
a. Each City Council workshop agenda a. Provide quarterly Strategic Issues
shall contain the opportunity to discuss Report.
b. Provide quarterly Finance Report.
the Ends statements.
c. Provide
A Allow for and utilize citizen involvement and Projects Report.
monthlyCapital Improvements
participation in city government. d. Provide annual Financial Forecast prior
a. Prompt appointments to Citizensto budget preparation.
Advisory Committees.
83
♦ Provide staff support for efficient Governments, BVSWMA and Brazos
coordination of Council activities and sub- 2020.
committee meetings. ♦ Provide effective general management of
a. All sub-committee meetings are set up assigned departments through proper
and held within 3 weeks of the request. budgetary and report monitoring controls.
♦ Provide prompt and courteous response to a. 95% of all department budgets are at
all Council and citizen inquiries made to the no more than 97%of expenditures.
City Manager's office. A Provide and atmosphere conducive to
a. 95% of Council and citizen inquiries to encouraging innovation, creativity, and cost
the City Manager's office are initially savings.
• responded to within 1 working day of a. Implement an awards and recognition
the request. program that recognizes employees
b. 95% of council and citizen inquiries to who meet established criteria of
• the city manager's office are responded providing innovation, creativity, and
to and closed within 10 working days of cost savings on a regular basis.
• the request.
♦ Monitor progress and achievement of BUDGET ALLOWANCE EXPLANATION
department and organization goals and
objectives. The approved Community Services
♦ Provide timely and meaningful performance Administration budget of $146,262 is $4,527 or
evaluations on various management team 3.00% less than the 94-95 budget. This
• members to ensure the Council established decrease is due primarily to a reductions in
goals/directives are carried out throughout travel and training of$4,615.
the organization.
• a. Perform annual performance appraisal The City Manager approved budget of$251,849
of Executive Team members and other is $31,078 or 10.98% less than the 94-95
selected management team members budget. The decrease is due to normal salary
within 60 days of the employee's adjustments and a budget reduction of
• anniversary date, providing feedback, approximately $12,500 in professional services
direction, and joint goal setting. for various studies and in in-house training and
b. Provide regular opportunities for memberships.
feedback and reporting by department
through weekly meetings with
• department heads, bi-weekly meetings LEGAL
• with the basic services team and
monthly review of department reports. MISSION STATEMENT
• c. Visit all departments on an informal Provide cost-effective, accurate, and up-to-date
basis quarterly.
♦ Collaborate with Council on a budget legal defense and legal services and advice to
process that ensures Council directives, the City Council, staff, various Boards and
policies and programs are implemented Committees.
through the annual budget.
a. The Council has an ample number of Objectives
opportunities prior to staff compiling the A To handle litigation in-house.
work copy of the budget to provide ♦ To provide timely preparation of documents.
direction on levels of service and key A To advise Council and staff as to best legal
cost areas including but not limited to posture for the City.
such items as salaries, benefits, and A To regularly report to the City Council on
capital projects. significant actions. •
A Provide a staff liaison to other governmental A To report on recent State litigation and
•entities staff to encourage legislative action, and those laws affecting
intergovernmental cooperation. our City.
• a. Regular meetings with the City of A To actively enforce ordinances as directed
Bryan, Brazos County, College Station by the City Council.
I.S.D., and Texas A&M University staff A To actively enforce ordinances applicable to
• members. Regular attendance at community appearance.
Economic Development Corporation A To write, review and revise City ordinances
board meetings and Chamber of as necessary.
Commerce meetings. Also attend A To lobby for legislation, State and Federal,
• regular meetings with Council of that the Council supports.
84
A To assist in the implementation of new 1. Provides a starting point if enough
programs and projects. time has elapsed that law is out of
A To acquire real estate for easements. date.
A To purchase and close real estate 2. Reduces Westlaw time and time
transactions. out of office.
A To assist in the examination and securing of 3. Provides consistent legal advice
alternative revenue sources, as well as the despite staff turnover.
continuous review of current expenditures. A Submit written and oral legal reports to the
City Council.
Service Levels and Performance Measures a. Prepare a written legal report to
A Provide legal services to the City Council supplement oral reports to the extent
and staff to maintain cost efficiencies in litigation and other priority tasks are not
protecting the City from threatened or actual slighted.
litigation and effective preventative legal b. Keep the City Council advised of
services. important matters and seek Council
a. Ensure that departmental activities are direction at critical junctures.
in line with its stated mission and goals 1. Assists attorneys in managing
of City Council and Staff. progress of projects and litigation.
A Require written requests for assistance from A Provide effective legal defense.
staff unless there is an emergency. a. Try to keep legal services in-house to
a. Assign the written or oral task to an the extent that quality is not
Attorney or Legal Assistant to do the compromised on extraordinary issues.
work. b. Protect the City's resources.
1. Property evaluation. A Attorneys keep time sheets.
2. Legal descriptions, appraisals and a. Try to effectively manage time and
ownership determined. employees.
3. Negotiations. b. Make certain that assigned work is
4. Contract or condemn. acco„iplished and keep Council
5. Close sale transaction or con- informed of allocation of resources.
demnation litigation. On an ongoing basis each attorney has several
A Written Requests for Legal Assistance written Requests for Legal Assistance that must
Allow Management Screening and Work be addressed. Obviously turn around time on
Load Measurement. services is dependent on the nature of the task.
a. Legal issues and Management issues A Attorneys keep records of municipal court
are not confused. case load.
b. Council and management decide the
Legal Department's activities, BUDGET ALLOWANCE EXPLANATION
•
preventing staff from creating work
based upon individual agendas. The approved Legal budget of $442,438 is
c. Allows the Legal Department to track $4,615 or 1.05% more than the 94-95 budget.
work load. This increase is the net result of a budget
A Written opinions are issued. reduction of approximately $16,400 in building
a. Administration - Attorneys provide rental due to the fact that the AMTRAK station is
written opinions. closing, and increases in Temporary/Seasonal
b. Provides a definitive legal opinion from and Overtime oalaries as well as normal
Attorney. inflationary adjustments. In addition, there is
1. Properly allocates areas of also one Service Level Adjustment of $11,296
responsibility, attorneys do not that will be used to purchase legal library
make management decisions. supplies and Westlaw access necessary due to
2. Provides a written record. increased workload.
A Opinions and references are kept by subject
for future access.
a. Files and binders are organized and
easy to access through a computerized
list on the office network.
b. Eliminate duplication of the research if
the issue arises again.
•
85
BUDGET AND RESEARCH DIVISION
Objective:
Provide support to the city's upper management,
city council and departments in developing,
implementing, and monitoring the city's annual
operating and capital budgets.
Service Levels and Performance Measures
A Provide for a coordinated effort to develop a
budget document that clearly, concisely and
accurately reflects the intent of the city
council, upper management and the
departments for both the anticipated
spending and intended outcomes for the
• coming budget year.
A Provide for monitoring of approved budget
in order to maintain the fiscal integrity of the
city and to assure compliance with council
policies and prudent management
procedures.
a. Total expenditures in each of the
operating funds will not exceed year
end appropriations.
• b. Total actual revenues received, by
fund, are within 1.5% of revenue
estimates. Individual major revenue
sources are within 3%of estimate.
c. Budget transfers are reviewed and
processed within 10 working days of
receipt in Budget& Evaluation Division.
A Provide effective support to departments
and meeting their needs.
a. 80% positive response to annual
survey of various individuals throughout
the city organization.
BUDGET ALLOWANCE EXPLANATION
The approved Budget and Research budget of
$167,331 is$1,646 or 0.97% less than the 94-95
budget. This decrease is the net result of • •
normal salary and inflationary adjustments and a
budget reduction of $3,860 in professional
services associated with the indirect cost study.
86
GENERAL GOVERNMENT
DEPARTMENT SUMMARY
ERJ ENUI I UNE BY UI V iSIUN
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
MAYOR AND COUNCIL $53,272 $78,450 $81,649 $57,987 $61,187 -22.01%
CITY SECRETARY 127,668 162,875 158,989 140,168 140,168 •13.94%
CITY MANAGER 218,765 282,927 238,167 251,849 251,849 -10.98%
LEGAL 434,041 437,823 440,207 431,142 442,438 1.05%
BUDGET AND RESEARCH 158,768 168,977 157,351 167,331 167,331 -0.97%
COMMUNITY SERVICES ADMIN 141,875 150,789 153,815 146,262 146,262 -3.00%
I DEPARTMENT TOTAL $1,134,389 $1,281,841 $1,230,178 $1,194,739 $1,209,235 -5.66%
tAYtNUI I Uttt tSY I.1.. 11•II.A I IUIV
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $866,687 $961,096 $942,910 $966,242 $966,242 0.54%
SUPPLIES 40,516 43,866 52,463 41,857 53,153 21.17%
MAINTENANCE 1,649 1,594 1,351 3,404 3,404 113.55%
PROFESSIONAL SERVICES 33,216 51,044 46,140 20,920 20,920 -59.02%
PURCHASED PROP.SERV. 30,355 24,957 25,055 7,666 7,666 -69.28%
OTHER PURCHASED SERV. 134,724 198,764 157,076 154,650 154,650 -22.19%
CAPITAL OUTLAY 27,242 520 5,183 0 3,200 515.38%
DEPARTMENT TOTAL $1,134,389 $1,281,841 $1,230,178 $1,194,739 $1,209,235 -5.66%
Ytt{bUNIVtL JUMMAHY tiY UIVIJIUN
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
MAYOR AND COUNCIL 0.00 0.00 0.00 0.00 0.00 N/A
CITY SECRETARY 3.00 3.00 3.00 3.00 3.00 0.00%
CITY MANAGER 2.00 2.00 4.00 4.00 4.00 0.00%
LEGAL 6.00 7.00 7.00 7.00 7.00 0.00%
BUDGET AND RESEARCH 4.00 4.00 3.50 3.50 3.50 0.00%
COMMUNITY SERVICES ADMIN 2.00 2.00 2.00 2.00 2.00 0.00%
I DEPARTMENT TOTAL 17.00 18.00 19.50 19.50 19.50 0.00%
87
We're Committed
QvialU
To Excellence
88
COMBINED UTILITY FUNDS
The combined utility funds account for Water Fund
revenues and expenditures in all of the utility
related funds in the City. These include Water revenue for FY 96 is estimated to be
Electric, Water, and Wastewater activities as $6,370,500. Residential and commercial
well as Utility Billing and the Energy Projects water sales are projected to increase 1.2%
Fund. over the FY 95 year-end estimate. Customer
growth is projected to be about 1 .5% based
Notable changes in expected revenues and on historical trends and overall economic
expenditures, by fund, are as follows: indicators. Much of the growth will be from
multi-family units. There is no projected rate
Electric Fund change in FY 96.
Electrical revenues are budgeted to be Expenditures in the Water Fund are projected
$36,764,242 in FY 96. This is an increase to be $5,894,270 or a decrease of 3.2%
of 5.3% over the FY 95 year-end estimate. from the FY 95 budget. This is due primarily
Residential and commercial electricity sales to a reduction in the amount of outside water
are expected to increase 6% primarily due to purchases. The reduced budget does include
an expected power cost adjustment of 5%. several service level adjustments.
Revenues are based on the current purchased
power contract with the TMPA cities. With Wastewater Fund
this budget, electric rates are not projected
to change in FY 96. Wastewater revenue is projected to increase
1.1% over the FY 95 year-end estimate due
Total expenditures for the Electric Fund are to residential and commercial growth. Sewer
anticipated to be $37.7 million or an increase tap revenue is projected to decrease 6.6%
of approximately 7.6%. The increase is due due to a projected slowdown in building
to an increase in the cost of purchased activity to a sustainable level. Although
power, the inclusion of several service level previously anticipated, there is no projected
adjustments in the Technical and Distribution rate chance in FY 96.
divisions, and moving of certain capital items
from debt financed to financing from current Wastewater Fund expenditures are projected
sources. The approved budget includes $1.5 to be $5,939,047 or a decrease of 9.4% due
million for capital projects from current largely to reductions in General &
resources rather than issuing debt for that Administrative Transfers and to a one-time
capital. An additional Economic Development reduction for debt service since the Interest •
project is to be paid from Electric Utility and Sinking Fund balances exceed bond
Funds, the purchase of land in the Graham
Road area ($225,000) to provide industrial covenant requirements.
space now lacking in the city. It is
anticipated that after completing negotiations Other Economic Development Funding
for a purchase power contract that total
expenditures will be significantly less than During the budget deliberations for the FY 95
included in the budget and that the council the city council provided economic
will have any rate issues presented at that development incentive funding. This policy is
time. continued in the FY 96 budget where
$58,000 is budgeted in the utility funds
($31,000 Electric, $12,400 Water, and
$14,600 Wastewater).
89
•
PUBLIC UTILITIES DEPARTMENT
CITY MANAGER
•
•
I ASSISTANT CITY MANAGER
OPERATIONS GROUP
•
PUBLIC UTILITIES 1
f ELfC.DIYIS70H WATER DIVISION
MANAGER MANAAGER
1 1
TECHNICAL SERVICES 1 ELECTRICAL TRANS./DISTR. LATER WASTE WATER
1 1 1 1
- TECHNICAL ADMAN - ELECTRICAL 1 I WVtfl10USE N - PROOUCTION I I
- COLLECTION
-RA010/TELECANr(. - DISTRIBUTION - TREATMENT
- METERING/SUBSTATION - ENGINEERING/SUPPORT
- UTIL 015P OPEPAT1ON
- TRAFFIC SIGNAL SYSTEMS
90
CITY OF COLLEGE STATION
COMBINED UTILITIES FUND
FUND SUMMARY
FY 1994-95 FY 1995-96 FY 1995-96 %CHANGE
FY 1993-94 FY 1994-95 YEAR-END BASE APPROVED FROM ORIGINAL
ACTUAL BUDGET ESTIMATE BUDGET BUDGET BUDGET
REVENUES
ELECTRIC $ 33,221,805 $ 34,537,373 $ 33,941,873 $ 35,913,750 $ 35,913,750 4.0%
WATER 6,208,598 6,155,000 6,329,400 6,300,100 6,300,100 2.4%
WASTEWATER 5,187,641 5,693,000 5,756,500. 5,826,900 5,826,900 2.4%
INTEREST 847,812 858,000 892,754 887,542 887,542 3.4%
OTHER NONOPERATING 342,306 150,750 335,300 230,950 230,950 53.2%
TOTAL REVENUES $ 45,808,162 $ 47,394,123 $ 47,255,827 $ 49,159,242 $ 49,159,242 3.7%
EXPENDITURES
ELECTRIC OPERATIONS $ 4,091,761 $ 4,352,253 $ 4,355,512 $ 4,445,589 $ 4,487,889 3.1%
ELECTRIC PURCHASED POWER 22,693,021 24,158,950 24,158,950 24,814,152 24,814,152 2.7%
WATER OPERATIONS 2,728,245 2,675,447 2,383,972 2,307,595 2,365,595 -11.6%
WASTEWATER OPERATIONS 2,281,216 2,530,755 2,335,648 2,444,527 2,510,027 -0.8%
UTILITY BILLING 1,021,116 1,121,849 1,101,607 1,099,048 1,099,048 -2.0%
GENERAL&ADMIN TRANSFERS 1,255,085 803,233 803,233 794,590 809,590 0.8%
CONTINGENCY 0 335,400 299,075 310,000 310,000 •7.6%
BUDGETARY SAVINGS 0 (38,4931 0 0 0 -100.0%
TOTAL OPERATING EXPEND.
AND TRANSFERS $ 34,070,444 $ 35,939,394 $ 35,437,997 $ 36,215,501 $ 36,396,301 1.3%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT 0 58,000 0 58,000 58,000 0.0%
OUTSIDE AGENCY FUNDING $ 165,000 $ 181,667 $ 181,667 $ 156,667 $ 173,667 -4.4%
DEBT SERVICE 4,920,368 6,652,947 6,652,947 6,103,055 6,103,055 -8.3%
SPECIAL PROGRAMS/PROJECTS 41,814 70,000 410,000 75,000 75,000 7.1%
OTHER 93,718 0 0 0 225,000 N/A
CAPITAL PROJECTS FUNDING 0 0 0 1,505,000 1,505,000 N/A
RETURN ON INVESTMENT 4,266,079 4,765,000 4,765,000 4,982,250 4,982,250 4.6%
TOTAL NONOPER.EXPEND. $ 9,486,979 $ 11,727,614 $ 12,009,614 $ 12,879,972 $ 13,121,972 11.9%
TOTAL EXPENSES $ 43,557,423 $ 47,667,008 $ 47,447,611 S 49,095,473 $ 49,518,273 3.9% •
INCREASE(DECREASE)IN
WORKING CAPITAL $ 2,250,739 $ 1272,8851 $ 1191,7841 $ 63,769 $ 1359,0311
BEGINNING WORKING CAPITAL 12,356,602 12,448,197 14,607,341 14,.15,557 14,415,557
ENDING WORKING CAPITAL $ 14,607,341 S 12,175,312 $ 14,415,557 $ 14,479.326 $ 14,056,526
91
COMBINED UTILITIES
•
FUND SUMMARY
tArtN UI I uNt tiY rules
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
FUND FY 93.94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
ELECTRIC S27,805,898 $29,633,052 S29,616,069 $30,358,789 $30,401,089 2.59%
WATER 2,728,245 2,675,447 2,383,972 2,307,595 2,365,595 -11.58%
WASTEWATER 2,281,216 2,530,755 2,335,648 2,444,527 2,510,027 -0.82%
COMBINED UTILITIES FUND TOTAL $32,815,359 $34,839,254 534,335,689 535,110,911 S35,276,711 1.26°, 1
LAVENUI I UHt t3Y L:LAbSII-IL:A I IUN
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $5,131,272 55,730,249 55,347,090 $5,674,938 $5,674,938 -0.97%
SUPPLIES 566,097 464,434 480,991 464,134 464,134 -0.06%
MAINTENANCE 854,264 910,423 923,512 1,038,536 1,039,536 14.18%
PROFESSIONAL SERVICES 666,285 694,855 750,027 642,670 642,670 -7.51%
PURCHASED PROP.SERV. 24,532,976 25,716,244 25,434,403 26,065,253 26,065,253 1.36%
OTHER PURCHASED SERV. 787,128 1,130,776. 1,109,102 1,080,731 1,190,731 5.30%
CAPITAL OUTLAY 277,337 192,273 290,564 144,649 199,449 3.73%
COMBINED UTILITIES FUND TOTAL $32,815,359 534,839,254 834,335,689 535,110,911 535,276,711 1.26%
•
I'tNSUIVIVtL SUIVIIVIAHY L Y rUIVv
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGE I APPROVED BUDGEII-HUM
' FUND FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
ELECTRIC 84.50 91.00 92.00 93.00 93.00 1.09%
WATER 32.00 35.00 35.00 31.00 31.00 -11.43%
WASTEWATER 37.00 40.00 41.00 41.00 41.00 0.00%
COMBINED UTILITIES FUND TOTAL 153.50 166.00 168.00 165.00 165.00 -1.79%
92
ELECTRIC
COUNCIL END STATEMENTS BUDGET ALLOWANCE EXPLANATION
#3 Health and Public Safety, #4 Education/
Information, #5 Quality Service, #7 Operations Administration
Employment/Prosperity,
The approved Operations Administration budget of
MISSION STATEMENT $999,431 is$236,078 or 30.93% more than the 94-95
budget. This increase is primarily due to the inclusion
Quality service and performance: Our promise to you. of approximately $140,000 of Energy Projects in the
base budget for Energy Conservation rather than in a
ADMINISTRATION, ELECTRICAL & separate Energy Projects Fund, the transfer of three
TECHNICAL Senior Secretary positions (one from the Technical
division, the Electrical Transmission/Distribution
Service Levels and Performance Measures division, and the Water Production activity center in
A Provide reliable electric service to the citizens of the Water Fund) and their support costs, and normal
College Station. salary and inflationary adjustments. In addition, there
a. Keep outage minutes per year below was approximately$35,000 of budget cuts identified.
800,000 minutes.
b. Keep the average duration of outages below For FY 96 there is a service level adjustment of
the national average. $24,000 for a Timekeeper Central System that will
c. Keep the frequency of outages below the allow for automation of the manual payroll preparation
national average. process and a wide variety of data collection options
A Maintain Signals to provide safe efficient traffic that will provide a numerous labor management tools.
movement.
a. 99.5% system availability. Technical Services
b. Complete 75% of service calls on the same
day. The approved Technical Services budget of
A Provide reasonably priced electric power to the $26,356,453 is $674,149 or 2.62% more than the 94-
citizens of College Station. 95 budget. The increase is the net result of the
a. Keep the purchase power cost per kWh reduction in this division's budget attributable to
below the APPA Southwest/West Region. budget cuts of approximately $41,600, the transfer of
b. Reduce distribution O&M expense per retail one Senior Secretary position and support costs
customer below the APPA Southwest/West (approximately $27,300) to the Operations
regional average. Administration division, and an increase in Purchased
A Provide accurate customer billing through Power of approximately $655,000, as well as normal
electrical meter maintenance, salary and inflationary adjustments. In addition,there
a. Maintain maintenance schedules to include was an increase of $30,000 attributable to an
10% residential, 200% primary and sub- upgrade of the System Control and Data Acquisition
metering points, and 100% commercial system (SCADA) which monitors the overall electrical
accounts. system to ensure proper operation.
b. Keep service response within 24 hours.
A Provide efficient communications for the City's For FY 96 there are four Service Level Adjustments
internal customers. (SLAs) totaling $16,000. The first SLA of $3,000 is
a. Reduce service response time to 24 hours. for Hotstick meter test clamps that will allow
b. Maintain service reliability through proper personnel to check electrical transformers for
maintenance. metering accuracy in a much safer manner. The
second one of $7,000 is to replace a concrete saw
due to age and safety concerns. The third one of
$3,000 is for an additional laptop computer to
increase personnel efficiency. And the final SLA of
$3,000 is for a new traffic systems computer.
93
Electrical Transmission/Distribution A Developed an After-Hours Standby Procedure
Handbook for Meter Service Personnel to ensure
The approved Electrical Transmission/Distribution the proper handling of after-hours situations and
budget of$1,946,157 is $119,389 or 5.78% less than to give all personnel a guide to work from.
the 94-95 budget. This decrease is primarily due to A Created a work order report on the Itron
the net result of budget cuts of approximately automated system to improve efficiency and
• $110,000, the transfer of a senior secretary position effectiveness of processing for meter reader
and support costs (approximately $32,800) to the driven work order requests.
Operations Administration division, and normal salary
and inflationary adjustments. Cost to Read Meters
For FY 96 there is one service level adjustment of $0.32
$2,300 for a hydraulic operated compression wrench $0.30
to increase the efficiency of crews working on $0.28 ,
energized conductors. $0.26 ,
$0.24 .
$0.22
UTILITY BILLING FY FY FY FY FY FY FY
89 90 91 92 93 94 95
UTILITY CUSTOMER SERVICES
. SERVICE LEVELS/PERFORMANCE MEASURES
1994 ACCOMPLISHMENTS ct,tstomer Service
Customer Service A Provide professional and helpful customer
A Prepared and implemented the new letter bill service to Utility customers.
format. * Maintain 80% excellent or good satisfaction
A Reorganized the Customer Service Office for rate on an annual customer survey.
better utilization of resources. A Process 275,000 utility bills annually.
A Began implementation and training on new a. Utility Bills mailed on schedule 100% of the
Customer Information System. time.
• b. Payments collected and processed for
Customer Service deposit by daily time schedule.
Cost Per BillA Collect and process 260,000 utility customer
3.2 payments annually.
31 a. Maintain bill accuracy level of 99.95%
3 —$fB1LL b. Limit uncollectables to less than 0.5%
2.9 —111— BILL 1 Answer
A 65,000 customer telephone calls
2 1 sso$ P
• 2 7 A APPA annually.
2.6 Median a. Incoming calls answered by a staff person
2.5 without delay 90% of the time.
FY FY FY FY FY FY b. Maintain less than 2%abandoned call rate.
89-90 90-91 91.92 92-93 93-94 94-95
Meter Service
A Placed 500 blue tags on meter cans for Auto- Meter Service
Leave on accounts insuring proper treatment of A Read 390,000 electric and water meters
service requests for these accounts. annually.
A Implemented new meter reading policies and a. Read 86,667 meters per meter reader
technologies to increase reading efficiency. annually.
Examples include knocking on doors, reading b. Maintain a 99.93%accuracy level.
over the fence and installing right angle adapters A Complete 24,818 service change requests
• to turn the meter and make it visible. This along annually for both residential and commercial
with taking a customer oriented approach in customers.
• dealing with access issues has reduced the a. Complete 97% of service change requests
• number of second trip meter readings. on the requested date.
A Reorganized 5 reading routes to increase
efficiency.
A Obtained a meter reading training software
program which will improve reading accuracy
and speed training of new employees.
94
A Respond to 260 customer requests annually for
re-reads and investigation of possible problems.
a. Be accessible 24 hours a day, 7 days a
week to meet customer needs.
Carpaisai d Amounts to Enptoees
10,000 . 32.5
9,000 8.000 - r r ? 32
IFI `
7 ' a j 31
t-,-- -+AMA&
,000 - N . } 30.5 ACCOUj ITS(5.000 {
4.000 29.5 BPLOYEE
amp . .— - -OYEES
1.000 k = '; 29
1.000 t, a $ 28.5
0 28
FY FY FY FY FY FY FY FY FY FY
85-86-87-BB-83 96 91-92-93-94-
8S 87 88 89 90 91 92 93 94 95
BUDGET ALLOWANCE EXPLANATION
The approved Utility Customer Service budget of
$1,099,048 is$22,801 or 2.03%less than the 94-95
budget. The reasons for this decrease are budget
reductions of approximately$9,200 and mandatory
budget savings.
95
CITY OF COLLEGE STATION
ELECTRIC FUND
FUND SUMMARY
FY 1994-95 FY 1995-96 FY 1995-96 %CHANGE
FY 1993-94 FY 1994-95 YEAR-END BASE APPROVED FROM ORIGINAL
ACTUAL BUDGET ESTIMATE BUDGET BUDGET BUDGET
REVENUES
. RESIDENTIAL $ 17,539,165 S 16,948,015 $ 17,669,000 $ 18,366,000 $ 18,366,000 8.4%
COMMERCIAL/INDUSTRIAL 15,037,631 16,987,485 15,649,000 16,952,000 16,952,000 -0.2%
OTHER SALES 72,542 68,873 73,873 74,750 74,760 8.5%
OTHER OPERATING 572,467 533,000 550,000 521,000 521,000 -2.3%
INVESTMENT EARNINGS 747,747 718,000 674,854 642,342 642,342 -10.5%
OTHER NONOPERATING 296,220 133,500 301,500 208,150 208,150 55.9%
TOTAL REVENUES $ 34,265,772 $ 35,388,873 8 34,918,227 S 36,764,242 $ 36.764,242 3.9%
EXPENDITURES AND TRANSFERS
ADMINISTRATION $ 502,977 $ 763,353 $ 880,630 S 975,431 $ 999,431 30.9%
TECHNICAL 1,466,804 1,523,354 1,467,875 1,526,301 1,542,301 1.2%
DISTRIBUTION 2,121,980 2,065,546 2,007,007 1,943,857 1.946,157 -5.8%
PURCHASED POWER 22,693,021 24,158,950 24,158,950 24,814,152 24,814,152 2.7%
UTILITY BILLING 1,021,116 1,121,849 1,101,607 1,099,048 1,099,048 -2.0%
NET GEN./ADMIN.TRANSFERS (179,327) (474,404) (474,404) (477,065) (462,065) -2.6%
CONTINGENCY 0 215,400 180,530 190,000 190,000 -11.8%
BUDGETARY SAVINGS 0 138,493) 0 0 0 -100.0%
TOTAL OPERATING EXPEND.
AND TRANSFERS $ 27,626,571 $ 29,335,555 $ 29,322,195 $ 30,071,724 $ 30,129,024 2.7%
NONOPFRATING EXPENDITURES
. ECONOMIC DEVELOPMENT $ 0 $ 31,000 $ 0 $ 31,000 $ 31,000 0.0%
OUTSIDE AGENCY FUNDING 105,000 181,667 181,667 158,667 173,bb/ -4.4%
DEBT SERVICE TRANSFER 1,472,146 1,807,469 1,807,469 1,772,765 1,772,765 -1.9%
SPECIAL PROGRAMS/PROJECTS 41,814 70,000 410,000 75,000 75,000 7.1%
OTHER 42,385 0 0 0 225,000 N/A
CAPITAL PROJECTS FUNDING 0 0 0 1,505,000 1,505,000 N/A
RETURN ON INVESTMENT 3,116,079 3,600,000 3,600,000 3,773,500 3,773,500 4.8%
• TOTAL NONOPERATING EXPEND. $ 4,837,424 $ 5,690,136 $ 5,999,136 $ 7,313,932 $ 7,555,932 32.8%
TOTAL EXPENSES $ 32,463,995 $ 35,025,691 $ 35,321,331 $ 37,385,656 $ 37,684,956 7.6%
INCREASE(DECREASE)IN
WORKING CAPITAL $ 1,801,777 $ 363,182 $ 1403,104) $ (621,414) S (920,714)
BEGINNING WORKING CAPITAL 11,065,107 11,439,779 12,866,884 12,463,780 12,463,780
. ENDING WORKING CAPITAL S I2,866,884 $ 11,802,961 $ 12,463,780 $ 11,842,366 $ 11,543,066
• 96
ELECTRIC FUND - SOURCES OF FUNDS
INVEST.EARNINGS
2%
..Y.11CJ.I,,,J••••• --
u:sw:wx:::cx:s::: �
...............5.........
RESIDENTIAL
_ 50%
COMMERCIAL
46%
OTHER
2%
I
ELECTRIC FUND - USES OF FUNDS
OTHER ADMIN
UTIL BILLING 6% 2% TECHNICAL
4% DISTRIBUTION
0 mill
jf\\\ (IIIII'
DEBT SERVICE .... 5�
109�.
,�IIII1111111I1I1IIII
11111111111111 � s t:Ix„jtK:xlK59� litlll� 11 f..
••j K. 'l...�: .
T
II
N I
7MIT.icl:A1K:711x,UC
PURCH.POWER
649E
97
•
ELECTRIC FUND SUMMARY
tArtNUI I UHt by LIIVIJIUN
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
OPERATIONS ADMINISTRATION $502,977 $763,353 $880,630 $975,431 $999,431 30.93%
TECHNICAL SERVICES 24,159,825 25,682,304 25,626,825 26,340,453 26,356,453 2.62%
ELECTRICAL TRANSMISSION AND DIST. 2,121,980 2,065,546 2,007,007 1,943,857 1,946,157 -5.78%
UTILITY BILLING 1,021,116 1,121,849 1,101,607 1,099,048 1,099,048 -2.03%
ELECTRIC FUND TOTAL $27,805,898 $29,633,052 $29,616,069 $30,358,789 $30,401,089 2.59°•
tXNENUI I UHE by L LASSIHL A I IUN
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $2,970,381 $3,306,085 $3,192,659 $3,387,601 $3,387,601 2.47%
' SUPPLIES 233,618 225,459 247,458 248,856 248,856 10.38%
MAINTENANCE 420,523 470,293 472,736 464,991 465,991 -0.91%
PROFESSIONAL SERVICES 581,654 580,830 643,313 532,630 532,630 -8.30%
PURCHASED PROP.SERV. 22,884,525 24,310,864 24,315,430 24,972,681 24,972,681 2.72%
OTHER PURCHASED SERV. 468,471 629,521 610,501 675,381 675,381 7.28%
CAPITAL OUTLAY 246,726 110,000 133,972 76,649 117,949 7.23%
ELECTRIC FUND TOTAL $27,805,898 $29,633,052 $29,616,069 $30,358,789 $30,401,089 2.59%
I'tHJUNNtL JUMMAHY ISY UIVIJIUN
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
OPERATIONS ADMINISTRATION 3.00 5.00 10.00 13.00 13.00 30.0C%
TECHNICAL SERVICES 24.00 26.00 26.00 25.00 25.00 -3.85%
ELECTRICAL 1 HANSMISSIUN AND UIS I. 27.00 29.00 26.00 25.00 25.00 -3.85%
UTILITY BILLING 30.50 31.00 30.00 30.00 30.00 0.00%
ELECTRIC FUND TOTAL 84.50 91.00 92.00 93.00 93.00 1.09%
98
WATER
COUNCIL END STATEMENTS A Test all new back flow prevention devices upon
#3 Health and Public Safety, #4 Education/ installation.
Information, #5 Quality Service, #7 ♦ Achieve and maintain state required certification
Employment/Prosperity, for all water production and distribution system
operators.
♦ Provide for an adequate supply of water for
MISSION STATEMENT continuous and peak demands through well
Quality service and performance: Our promise to you. rehabilitation and construction.
WATER OPERATIONS
BUDGET ALLOWANCE EXPLANATION
Objective
Provide a safe and economical supply and delivery of The approved Water Operations budget of
water to citizens of College Station through efficient $2,365,595 is $309,852 or 11.58% less than the 94-
operations, prompt and quality service, public 95 budget. This decrease is the net result of
education and involvement, and protection of water reclassifying capital lease payments of
quality. approximately $250,000 in the Water Distribution
activity center to a non-departmental expense, the
Service Levels and Performance Measures transfer of approximately $136,000 from the
♦ Provide safe supply of water for residential and Engineering/Support activity center to the
commercial use. Engineering .iivision of the Economic and
a. Maintain greater than 95% negative Development Services department in the General
bacteriological test. Fund for three personnel and their support costs, and
A Provide an economical municipal water supply. the transfer of a senior secretary position
a. Maintain average production costs within (approximately $22,200) to the Operations
plus or minus 10%of$0.50/1000 gal. Administration division in the Electric Fund. In
b. Maintain annual variable input cost below addition, there was a decrease in charges for
$0.15/1000 gal. Replacement Fleet in the Water Distribution activity
A Provide appropriate information and educational center, and $58,000 worth of service level
programs to the citizens of College Station that adjustments (these are discussed in detail below).
will inform and foster an understanding of issues Also,there was approximately$5,900 worth of cuts in
related to their water utilities. costs associated with Replacement Fleet and
a. Provide educational and informational Insurance premiums.
presentations for TAMU students, CSISD •
students, civic organizations and interested For FY 96 there are two service level adjustments
customers. (SLAs). The first SLA of$49,500 is for an additional
A Provide superior water system reliability through back hoe/loader that will allow for greater efficiency in
a program of distribution accountability that will the installation ct water taps, the repair of water
insure unaccounted water will be less than ten mains, etc. The second one of $8,500 is for a
percent annually as recommended by the portable electronic strap-on flow meter that will be
American Water Works Association. used to verify accuracy of well master flow meters
a. Maintain system accountability at 90% or and flows on water and sewer main collection lines,
above. and to determine water loss.
b. Annual percentage of unaccounted for water
not to exceed 9%.
A Provide for prompt response to customer needs.
a. 15 Minute response to 95% of all water
service problem calls.
b. Complete greater than 88% of service
requests within five working days of request.
♦ Inspect and maintain all fire hydrants on a bi-
annual basis.
99
CITY OF COLLEGE STATION
WATER FUND
FUND SUMMARY
FY 1994-95 FY 1995-96 FY 1995-96 %CHANGE
FY 1993-94 FY 1994-95 YEAR-END BASE APPROVED FROM ORIGINAL
ACTUAL BUDGET ESTIMATE BUDGET BUDGET BUDGET
REVENUES
RESIDENTIAL $ 3,119,147 $ 3,234,550 $ 3,047,000 $ 3,092,000 $ 3,092,000 -4.4%
COMMERCIAL/INDUSTRIAL 2,745,384 2,587,640 2,941,000 2,970,000 2.970,000 14.8%
OTHER SALES 0 58,810 0 0 0 -100.0%
OTHER OPERATING 344,067 274.000 341,400 238,100 238,100 -13.15o
INVESTMENT EARNINGS (10,945/ 0 34.900 60,000 60,000 N/A
OTHER NONOPERATING 6,423 5,850 16,100 10,400 10,400 77.8°,o
TOTAL REVENUES $ 6,204,076 $ 6,160,850 $ 6,380,400 $ 6,370,500 $ 6,370,500 3.4%
EXPENDITURES AND TRANSFERS
PRODUCTION $ 1,371,394 $ 1,237,979 $ 1,129,513 $ 1,267,472 6 1,275,972 3.1%
DISTRIBUTION 1,121,054 1,205,465 1,020,013 940,743 990,243 -17.9%
ENGINEERING/SUPPORT 235,797 232,003 234,446 99,380 99,380 -57.2%
NET GEN./ADMIN.TRANSFERS 816,085 713,635 713,635 822,575 822,575 15.3%
CONTINGENCY 0 60,000 58,775 60,000 60,000 0.0%
TOTAL OPERATING EXPEND.
AND TRANSFERS $ 3,544,330 $ 3,449,082 $ 3,156,382 $ 3,190,170 $ 3,246,170 -5 8%
NONOPFRATING EXPENDITURES
ECONOMIC DEVELOPMENT $ 0 $ 12,400 $ 0 $ 12,400 $ 12,400 0.0%
DEBT SERVICE TRANSFER 1,647,528 2,010,501 2,010,501 2,010,900 2,010,900 0.0%
OTHER 22,197 0 0 0 0 N/A
RETURN ON INVESTMENT 600,000 615,000 615,000 622,800 622,800 1.3%
TOTAL NONOPERATING EXPEND. $ 2,269.725 $ 2,637,901 $ 2,625,501 $ 2,646,100 $ 2,646,100 0.3%
TOTAL EXPENSES $ 5,814,055 $ 6,086,983 $ 5,781,883 $ 5,836,270 $ 5,894,270 -3.2%
INCREASE(DECREASE)IN
WORKING CAPITAL $ 390,021 $ 73,867 $ 598,517 $ 534,230 $ 476,230
BEGINNING WORKING CAPITAL (167,214) (821,271) 222,807 821,324 821,324
ENDING WORKING CAPITAL $ 222.807 $ (447,404) $ 821,324 $ 1,.'55.F54 $ 1,297,554
100
WATER FUND - SOURCES OF FUNDS
OTHER OPER.
4%
•
asw::wsio aminotasx
:::71MMMK::%fMt:x•••7 ••••
•
Nailsmniv.ame::::::::::::::astannotemnamar.r.
RESIDENTIAL
1^IIIM:MM::OK:a M. 48%
a:::swssswassssswsc aw..........
COMMERCIAL s
autx...............
47%
w.mo.'1MWt:7MKYt
INTEREST
1%
WATER FUND - USES OF FUNDS
ROI OTHER
1 i% 1% PRODUCTION
siiwtw• ...... 22%
ww:www:wdm
ii/i'
DEBT SERVICE �; /z/ DISTRIBUTION
33% �� j= j% 17%
��� ENG./SUPPORT
NET TRANSFERS 2%
14%
101
WATER FUND SUMMARY
EXPENUI I Wit tiY AC I IVI I Y CEN I tH
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
ACTIVITY CENTER FY 93-94 FY 94.95 FY 94-95 FY 95-96 FY 95.96 FY 95 TO FY 96
WATER PRODUCTION $1,371,394 $1,237,979 $1,129,513 $1,267,472 $1,275,972 3.07%
WATER DISTRIBUTION 1,121,054 1,205,465 1,020,013 940,743 990,243 -17.85%
ENGINEERING/SUPPORT 235,797 232,003 234,446 99,380 99.380 -57 16%
WATER FUND TOTAL $2,728,245 $2,675,447 $2,383,972 $2,307,595 $2,365 595 -11 58
EXPENDITURE BY CLASSIFICATION
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $1,044,695 $1,165,494 $1,106,677 $1,006,425 $1,006,425 -13,65°A
SUPPLIES 171,926 85,275 84,071 80,578 80,578 -5.51%
MAINTENANCE 230,473 227,400 247,518 385,785 385,785 69.65%
PROFESSIONAL SERVICES 12,894 21,275 20,315 20,625 20,625 -3.06%
PURCHASED PROP.SERV. 1,126,857 907,410 595,643 576,382 576,382 -36.48%
OTHER PURCHASED SERV. 140,950 189,620 186,011 169,800 219,300 15.65%
CAPITAL OUTLAY 450 78,973 143,737 68,000 76,500 -3.13%
WATER FUND TOTAL $2,728,245 $2,675,447 $2,383,972 $2,307,595 82,365,595 -11,585o
. PERSONNEL SUMMARY BY AC I IVIIY CENTER
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
' ACTIVITY CENTER FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
WATER PRODUCTION 12.00 11.00 11.00 10.00 10.00 -9.09%
• WATER DISTRIBUTION 15.00 18 00 18.nn 18,00 18.00 0.00%
' ENGINEERING/SUPPORT 5.00 6.00 6.00 3.00 3.00 -50.00%
_WATER FUND TOTAL 32,00 35.00 35 no '31 nn 31.00 11 43%
102
WASTEWATER
COUNCIL END STATEMENTS BUDGET ALLOWANCE EXPLANATION
#3 Health and Public Safety, #4 Education/
Information, #5 Quality Service, #7 The approved Wastewater Operations budget of
Employment/Prosperity, $2,510,027 is $20,728 or 0.82% less than the 94-95
budget. This decrease is the net result of
MISSION STATEMENT approximately $25,800 in budget cuts, a decrease in
maintenance costs associated with the improvements
Quality service and performance:Our promise to you. at the Carter Creek Wastewater Treatment Plant
(CCWWTP), a decrease in Replacement Fleet costs,
WASTEWATER OPERATIONS and normal salary and inflationary adjustments. In
addition, there are $65,500 worth of service level
Objective adjustments(these are discussed in detail below).
Provide a safe, health and sanitary environment for
the citizens of College Station through efficient For FY 96 there are two service level adjustments
operations, prompt and quality service, compliance (SLAs). The first SLA of$60,500 is for the acquisition
with all State, Federal, and local regulations, public of a sludge spreader vehicle that is now needed due
education, and high quality collection and treatment to the improvements at the CCWWTP. The second
facilities. SLA of$5,000 is for an automatic sampling machine
that will reduce the workload of current laboratory
Service Levels and Performance Measures staff,thereby increasing efficiency.
A Abide with all state and federal regulations
regarding wastewater treatment plant permits..
a. 100%of time within discharge parameters.
b. 100%of operators with state certification.
c. Beneficially land apply 100% of sludge
produced.
d. Ensure laboratory testing and
documentation completed satisfactorily.
A Provide citizens of College Station with the
information and educational programs on
wastewater treatment and sludge disposal.
a. Conduct tours and training sessions for
Engineering and Environmental Sciences
classes from TAMU, CSISD, Civic •
Organizations and interested citizens.
A Provide for prompt response to all customer
requests for service.
a. 15 minute response to 95% of all sewer
service problem calls.
b. Complete 100% of service connections
within 5 working days of request.
A Reduce storm water inflow/infiltration by 10%
during average rainfall event.
a. Percent of reduction in inflow/infiltration.
103
CITY OF COLLEGE STATION
WASTEWATER FUND
FUND SUMMARY
FY 1994-95 FY 1995-96 FY 1995-96 %CHANGE
FY 1993-94 FY 1994-95 YEAR-END BASE APPROVED FROM ORIGINAL
ACTUAL BUDGET ESTIMATE BUDGET BUDGET BUDGET
REVENUES
RESIDENTIAL $ 4,182,938 $ 4,664,500 $ 4,770,000 $ 4,833,000 $ 4,833,000 3.6%
COMMERCIALIINDUSTRIAL 816,382 888,500 863,000 874,000 874,000 -1.6%
OTHER OPERATING 188,321 140,000 123,500 119,900 119,900 -14.4%
INVESTMENT EARNINGS 111,010 140,000 183,000 185,200 185,200 32.3%
OTHER NONOPERATING 39,663 11,400 17,700 12,400 12,400 8.8%
TOTAL REVENUES&TRAN. $ 5,338,314 S 5,844,400 $ 5,957,200 $ 6,024,500 $ 6,024,500 3.1%
EXPENDITURES AND TRANSFERS
SEWER TREATMENT $ 1,476,801 $ 1,515,154 $ 1,444,744 $ 1,545,476 $ 1,610,976 6.3%
SEWER COLLECTION 804,415 1,015,601 890,904 899,051 899,051 -11.5%
NET GEN./ADMIN.TRANSFERS 618,327 564,002 564,002 449,080 449,080 -20.4%
CONTINGENCY 0 60,000 59,770 60,000 60,000 0.0%
TOTAL OPERATING EXPEND.
AND TRANSFERS $ 2,899,543 $ 3,154,757 $ 2,959,420 $ 2,953,607 $ 3,019,107 -4.3%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT $ 0 $ 14,600 $ 0 $ 14,600 $ 14,600 0.0%
DEBT SERVICE TRANSFER 1,800,694 2,834,977 2,834,977 2,319,390 2,319,390 -18.2%
•
OTHER 29,136 0 0 0 0 N/A
RETURN ON INVESTMENT 550,000 550,000 550,000 585,950 585,950 6.5%
TOTAL NONOPERATING EXP. S 2,379,030 0 3,399,577 $ 3,384,977 $ 2,919,940 $ 2,919,940 -14.1%
TOTAL EXPENSES $ 5,279,373 $ 6,554,334 $ 6,344,397 $ 5,873,547 $ 5,939,047 -9.4%
INCREASE(DECREASE)IN
WORKING CAPITAL $ 58,941 $ (709,934) $ (387,197) $ 150,953 $ 85,453
BEGINNING WORKING CAPITAL 1,458,709 1,529,689 1,517,650 1,130,453 1,130,453
ENDING WORKING CAPITAL $ 1,517,650 $ 819,755 $ 1,130,453 $ 1,281,406 $ 1,215,906
104
WASTEWATER FUND - SOURCES OF FUNDS
OTHER INTEREST
COMMERCIAL Sx
159E ••u .
A. _I?11111 MtlNMNMYF
'i PH":uuru.
• ...�..: rrrrrrrrcwr•s v Kt: wcem..
�•�.
swat:rwr^
:::1.:ytnitmtua:nte
1.'YYIWYHIIYYY ntinucmc YWIf:::loomaihno
.ytir11iW1�IMY" i:.
11wIN.'t mmom I:::Y�NMIR
RESIDENTIAL
809E
II
WASTEWATER FUND - USES OF FUNDS
ROI OTHER
2%
10% TREATMENT
•
1Hl_ 1 27%
•
DEBT SERVICE COLLECTION
38% •
- _ 15
ADMIN.TRANFERS
8%
II
105
•
WASTEWATER FUND SUMMARY
' XNtGVU1 I UI4t ti AL:I IVI I Y CtN I tH
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
ACTIVITY FY 93-94 FY 94-95 FY 94.95 FY 95-96 FY 95-96 FY 95 TO FY 96
WASTEWATER TREATMENT $1,476,801 $1,515,154 $1,444,744 $1,545,476 $1,610,976 6.32%
WASTEWATER COLLECTION 804,415 1,015,601 890,904 899,051 899.051 -11 48%
WASTEWATER FUND TOTAL $2,281,216 $2,530,755 $2,335,648 $2,444,527 52,510.027 -0.82%
EXPENDI I UHE BY CLASSIFI(;A 1 ION
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
•
SALARIES&BENEFITS $1,116,196 $1,258,670 $1,047,754 $1,280,912 $1,280,912 1.77%
SUPPLIES 160,553 153,700 149,462 134,700 134,700 -12.36%
MAINTENANCE 203,268 212,730 203,258 187,760 187,760 -11.74%
PROFESSIONAL SERVICES 71,737 92,750 86,399 89,415 89,415 -3.60°ro
PURCHASED PROP.SERV. 521,594 497,970 523,330 516,190 516,190 3.66%
OTHER PURCHASED SERV. 177,707 311,635 312,590 235,550 296,050 -5.00%
CAPITAL OUTLAY 30,161 3,300 12,855 0 5,000 51.52%
WASTEWATER FUND TOTAL $2,281,216 $2,530,755 $2,335,648 $2,444,527 $2,510,027 -0.82%
• PERSONNEL SUMMARY BY AC11VI I Y CEN I ER
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
ACTIVITY FY 92.93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
WASTEWATER TREATMENT 20.00 20.00 2L .}J 20.00 20.00 0.00%
WASTEWATER COLLECTION 17.00 20.00 21.00 21.00 21.00 0.00°/
WASTEWATER FI-IND TOTAI 17 00 an no 41 no 41 00 41 00 n 00%
•
•
106
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
ELECTRIC SERVICE
PRINCIPAL
ANNUAL ANNUAL FISCAL YEAR AMOUNT
FISCAL YEAR PRINICIPAL INTEREST PAYMENT OUTSTANDING
1995-1996 1,097,050 830,710 1,927,760 12,964,600
1996-1997 1,240,750 748,769 1,989,519 11,723,850
1997-1998 1,219,050 668,962 1,888,012 10,504,800
1998-1999 982,650 595,200 1,577,850 9,522,150
1999-2000 952,750 535,022 1,487,772 8,569,400
2000-2001 824,650 479,966 1,304,616 7,744,750
2001-2002 648,250 433,121 1,081,371 7,096,500
2002-2003 648,250 394,130 1,042,380 6,448,250
2003-2004 648,250 356,509 1,004,759 5,800,000
2004-2005 679,250 317,331 996,581 5,120,750
2005-2006 679,250 277,416 956,666 4,441,500
2006-2007 524,250 242,969 767,219 3,917,250
2007-2008 524,250 213,180 737,430 3,393,000
2008-2009 524,250 182,973 707,223 2,868,750
2009-2010 524,250 152,370 676,620 2,344,500
2010-2011 524,250 121,499 645,749 1,820,250
2011-2012 524,250 90,441 614,691 1,296,000
2012-2013 524,250 59,463 583,713 771,750
2013-2014 471,750 30,278 502,028 300,000
2014-2015 150,000 12,375 162,375 150,000
2015-2016 150,000 4,125 154,125 0
107
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
WATER SERVICE
PRINCIPAL
ANNUAL ANNUAL FISCAL YEAR AMOUNT
FISCAL YEAR PRINICIPAL INTEREST PAYMENT OUTSTANDING
8,026,600
1995-1996 1,313,150 488,872 1,802,022 6,713,450
1996-1997 1,345,050 389,290 1,734,340 5,368,400
1997-1998 1,165,050 304,907 1,469,957 4,203,350
1998-1999 932,350 231,131 1,163,481 3,271,000
1999-2000 556,800 181,473 738,273 2,714,200
2000-2001 602,200 143,180 745,380 2,112,000
2001-2002 199,000 116,405 315,405 1,913,000
2002-2003 199,000 104,095 303,095 1,714,000
2003-2004 199,000 91,747 290,747 1,515,000
2004-2005 220,000 78,686 298,686 1,295,000
2005-2006 220,000 65,355 285,355 1,075,000
2006-2007 115,000 55,845 170,845 960,000
2007-2008 115,000 49,668 164,668 845,000
2008-2009 115,000 43,388 158,388 730,000
2009-2010 115,000 37,063 152,063 615,000
2010-2011 115,000 30,725 145,725 500,000
2011-2012 115,000 24,375 139,375 385,000
2012-2013 115,000 18,025 133,025 270,000
2013-2014 90,000 12,375 102,375 180,000
• 2014-2015 90,000 7,425 97,425 90,000
2015-2016 90,000 2,475 92,475 0
108
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
WASTEWATER SERVICE
PRINCIPAL
ANNUAL ANNUAL FISCAL YEAR AMOUNT
FISCAL YEAR PRINICIPAL INTEREST PAYMENT OUTSTANDING
19,899,340
1995-1996 1,672,265 1,134,335 2,806,600 18,227,075
1996-1997 1,766,325 1,045,881 2,812,206 16,460,750
1997-1998 1,568,185 938,792 2,506,977 14,892,565
1998-1999 1,432,945 840,710 2,273,655 13,459,620
1999-2000 1,731,770 746,822 2,478,592 11,727,850
2000-2001 1,196,140 660,789 1,856,929 10,531,710
2001-2002 935,655 594,427 1,530,082 9,596,055
2002-2003 935,570 539,610 1,475,180 8,660,485
2003-2004 935,485 486,796 1,422,281 7,725,000
2004-2005 975,750 431,750 1,407,500 6,749,250
2005-2006 975,750 374,553 1,350,303 5,773,500
2006-2007 735,750 324,650 1,060,400 5,037,750
2007-2008 735,750 282,083 1,017,833 4,302,000
2008-2009 735,750 ' 239,051 974,801 3,566,250
2009-2010 735,750 195,517 931,267 2,830,500
2010-2011 , 735,750 151,520 887,270 2,094,750
2011-2012 735,750 107,185 842,935 1,359,000
2012-201 J 735,750 62,974 798,724 623,250
2013-2014 563,250 24,098 587,348 60,000
2014-2015 60,000 3,600 63,600 0
109
We're Committed
60/e1PA
To Excellence
110
SOLID WASTE COLLECTION FUND
The Solid Waste Collection Fund is an economic development incentives as
enterprise fund that accounts for the approved by the city council.
activities of collecting and disposing of
residential and commercial refuse in the City. Additions to the budget are for a computer
This area is also responsible for a recycling for supervisors, $2,000; a continuation of a •
program and composting activities to help pilot Apartment recycling program, $4,000;
reduce the amount of solid waste that is and Sanitation's portion of the 800 MHz radio
deposited into the landfill. system, $15,250.
Revenues for the Solid Waste Collection Fund Overall the fund is sound with revenues equal
are expected to be $3,573,809 for FY 96 to or greater than expenditures for the last
which is an increase of approximately 2.5% two years and projected to be positive for FY
over the FY 95 budget. The residential and 96. The debt service payment is for the cost
commercial customer bases are expected to of equipment purchased through an interfund
grow by 2% based on analysis of building loan when the city converted to side load
permits and population growth. Recycling automated collection for residential and some
revenue is projected to increase from a year- commercial customers. Solid Waste
end estimate of $65,000 up to $100,000 in Collection has four more years before paying
FY 96 based on current market prices for off all of the debt incurred in purchasing the
recyclable materials. automated collection system. No rate
increases are projected for the system at
Operating expenditures for the Solid Waste present.
Collection Fund in FY 96 are projected to
decrease 1.5% over FY 95. This decrease is Approximately $40,800 was taken out of the
primarily due to a reduction in Fleet Solid Waste Division operating budget as a
Replacement costs resulting from removal of result of the City Council's direction to
one-time capital costs and a reduction in the identify potential reductions. Items identified
rental fees for front-end load commercial and reduced from the budget will not affect
collection containers now that a contract is in the services provided.
place. There is also $8,200 budgeted for
111
PUBLIC SERVICES DEPARTMENT
l CITY MANAGER
I ASSISTANT CLTY NAMAGRRI
mmaIm saivICas
IPUBLIC SERV ADNIN 1
1
ASSISTANT DIEECIOR 1
I
I I I
ISTREETS 11 DMIK1 ,I TlAPPIR: II I SMELT SERVICES t I SOLID MASTS COLLECTION!
I 1 I 11 I
I- STREET NAIMT. I I- DRAIHAGII NAINi. I I^ TRAFPIR. I - AIM INISIRATION I I
- CARS/Llgff TRCICK
- 'tram swiPNEM
- PREVENTIVE PAINT. I RES/DO TIAL ,I C RKE RCIAL I
PARTS
112
SOLID WASTE COLLECTION
COUNCIL END STATEMENTS BUDGET ALLOWANCE EXPLANATION
#1 Transportation/Mobility,#4 Education/Information,
#5 Quality Service The approved Solid Waste Collection budget of
$2,553,548 is $229,013 or 8.23% less than the 94-95
MISSION STATEMENT budget. This decrease is primarily due to reduction
in salaries due to turnover, a decrease in the rental
The Public Services Department works to provide a fees for the Front-End Load containers that are used
clean,safe environment in the City of College Station. in Commercial Collection, and a decrease in
Replacement Fleet charges. In addition, there was
RESIDENTIAL COLLECTION approximately $40,800 worth of budget cuts, and
mandatory budget savings.
Service Levels and Performance Measures For FY 96 there are two service level adjustments
A Provide residential solid waste collection to (SLAs). The first SLA of $4,000 is for costs
College Station citizens. associated with extending the Pilot Apartment
a. 1%, or less, missed collection reports per Recycling Program begun in FY 95 through March of
week. 1996 to allow the department to collect an entire year
b. Customer satisfaction survey results indicate of data in order to accurately evaluate the program.
a satisfaction rate 95%, or more, with The second SLA of$2,000 is for a computer that will
residential collection services. be used to acc.::as the Utility Billing System in order to
obtain information on the type and number of
containers utilized at each residential customer
RECYCLING location, the number of service days per week, and
the amount of the monthly collection fee.
Service Levels and Performance Measures
A Provide residential recycling for College Station
citizens.
a. Annually divert 9.5% of the Residential
Municipal Solid Waste (MSVV) stream.
b. Customer satisfaction survey results indicate
a satisfaction rate of 95%, or more, with
residential recycling efforts.
COMMERCIAL COLLECTION
Service Levels and Performance Measures
A Provide commercial sanitation service to College
Station businesses.
a. 1%, or less, missed collection reports per
week.
b. Customer satisfaction survey results indicate
a satisfaction rate 95%, or more, with
commercial collection services.
113
CITY OF COLLEGE STATION
SOLID WASTE COLLECTION FUND
FUND SUMMARY
FY 1994-95 FY 1995-96 FY 1995-96 %CHANGE
FY 1993-94 FY 1994-95 YEAR-END BASE APPROVED FROM ORIGINAL
ACTUAL BUDGET ESTIMATE BUDGET BUDGET BUDGET
REVENUES
RESIDENTIAL $ 1,889,678 $ 2,039,700 $ 2,000,000 $ 2,040,000 $ 2,040,000 0.0%
COMMERCIAL 1,093,997 1,292,800 1,292,800 1,318,700 1,318,700 2.0%
OTHER OPERATING 49,798 42,900 92,900 129,550 129,550 202.0%
INVESTMENT EARNINGS 85,827 90,000 79,426 71,559 71,559 -20.5%
TRANSFERS&OTHER 14,309 22,750 20,600 14,000 14.000 -38.5%
' TOTAL REVENUES $ 3,133,609 $ 3,488,150 $ 3,485,726 $ 3,573,809 $ 3,573,809 2.5%
EXPENDITURES AND TRANSFERS
RESIDENTIAL $ 1,211,929 $ 1,419,461 $ 1,387,850 $ 1,410,965 $ 1,412,965 -0.5%
COMMERCIAL 900,700 1,363,100 1,158,195 1,136,583 1,140,583 -16.3%
GENERAL&ADMIN TRANSFERS 405,899 428,976 428,976 505,500 505,500 17.8%
OUTSIDE AGENCY FUNDING 16,000 8,500 8,500 8,500 8,500 0.0%
BUDGET SAVINGS 0 (90,800/ 0 0 0 N/A
CONTINGENCY 0 50,000 0 52,185 52,185 4.4%
' TOTAL OPERATING EXPENDITURES
AND TRANSFERS $ 2,534,528 $ 3,179,237 $ 2,983,521 $ 3,113,733 $ 3,119,733 -1.9%
NONOPERATING EXPENSE
ECONOMIC DEVELOPMENT $ 0 $ 8,200 $ 8,200 $ 8,200 $ 8,200 0.0%
DEBT SERVICE 240,028 240,028 240,028 240,028 240,028 0.0%
RETURN ON INVESTMENT 141,450 150,000 150,000 154,500 154,500 3.0%
TOTAL NONOPERATING
EXPENDITURES $ 381,478 $ 398,228 $ 398,228 $ 402,728 $ 402,728 1.1%
TOTAL OPERATING AND
NONOPERATING EXP&TRANSFERS $ 2,916,006 $ 3,577,465 $ 3,381,749 $ 3,516,461 $ 3,522,461 -1.5%
INCREASE(DECREASE/IN
WORKING CAPITAL $ 217,603 $ (89,315) $ 103,977 S 57,348 $ 51,348
BEGINNING WORKING CAPITAL 383,725 287,200 601,328 705,305 705,305
ENDING WORKING CAPITAL $ 601,328 $ 197,885 $ 705,305 $ 762,653 $ 756,653
114
SOLID WASTE COLLECTION FUND -
SOURCES OF FUNDS
OTHER INTEREST
4% 2%
COMMERCIAL
37% 1111;,:Si
RESIDENTIAL
579E
i
SOLID WASTE COLLECTION FUND -
USES OF FUNDS
OTHER
DEBT SERVICE 6%
ADMIN.TRANS. % RESIDENTIAL
14% ,•,•< ;;•;,.•,. � — 419E
• str:::...... W::Yn"Y•••
:14101:s.'4111111111N111111x
stiY:swswxssem:::r
COMMERCIAL
32%
115
SOLID WASTE COLLECTION
FUND SUMMARY
DEPARTMENT DIVISION
44-PUBLIC SERVICES 71-SOLID WASTE COLLECTION
EXPENDITURE BY ACTIVITY
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
ACTIVITY FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96 ,
RESIDENTIAL COLLECTION $1,211,929 $1,419,461 $1,387,850 $1,410,965 $1,412,965 -0.465o
COMMERCIAL COLLECTION 900,700 1.363,100 1,158,195 1,136,583 1,140,583 -16.325o
DIVISION TOTAL $2,112,629 $2,782,561 $2,546,045 $2,547,548 $2,553,548 -8.23%
EXPENDITURE BY CLASSIFICATION
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $819,670 $848,131 $765,342 $824,313 $824,313 -2.81%
SUPPLIES 125,164 96,540 85,378 115,354 115,354 19.49%
MAINTENANCE 118,914 147,910 153,689 171,244 171,244 15.78%
PROFESSIONAL SERVICES 98,369 186,640 226,351 209,811 211,311 13.22%
PURCHASED PROP.SERV. 679,339 883,950 699,082 803,130 804,230 -9.02%
OTHER PURCHASED SERV. 232,095 616,390 593,640 423,696 425,096 -31.03%
CAPITAL OUTLAY 39,078 3,000 22,563 0 2,000 -33.33%
DIVISION TOTAL 82,112,629 $2,782,561 $2,546,045 $2,547,548 $2,553,548 -8.23%
PERSONNEL SUMMARY BY ACTIVITY
TOTAL % CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
ACTIVITY FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
RESIDENTIAL COLLECTION 19.00 17.00 18.00 18.00 18.00 0.00%
COMMERCIAL COLLECTION 9,00 10.00 9.00 9.00 9.00 0.00%
DIVISION TOTAL 28.00 27.00 27.00 27.00 27.00 0.00%
•
116
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Garbage Trucks and Containers
September 30, 1992-$1,321,672
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
3-30-95 92,182 6.75 27,832 120,014 737,002
9-30-96 95,004 6.75 25,010 120,014 240,028 641,998
3-30-96 98.524 6.75 21,490 120,014 543,474
9-30-97 101,521 6.75 18,493 120,014 240,028 441,953
3-30-97 105,220 6.75 14,794 120,014 336,733
9-30-98 108,556 6.75 11,458 120,014 240,028 228,177
3.30-98 112.376 6.75 7,638 120.014 115,801
9-30-99 115.801 6.75 3,940 119,741 239,755 0
• 7 year interfund loan from the electric fund to the solid waste collection fund.
117
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•
1$11
To Excellence
118
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY FUND
The Brazos Valley Solid Waste Management landfill tipping fees ($151,600) and from
Agency (BVSWMA) is a joint agency between approved fees associated with a pull-off
the Cities of College Station and Bryan. The service for smaller vehicles and trailers
agency is responsible for providing solid equipped for such a service ($18,700).
waste disposal services within all appropriate
guidelines and regulations. This Joint agency Expenditures for BVSWMA are projected to
has resulted in cost savings and increased increase by 17.6% from FY 95 budgeted
efficiencies due to the deletion of duplicated expenditures. Increases occur due to an
services, planning, and staffing, and due to increase in the post-closure cost ($90,000), a
the economies of scale offered by a larger leachate treatment facility ($275,000),
operation. leachate testing and disposal ($46,000),
costs associated with a household hazardous
In FY 95, the Landfill Fund was merged with waste collection event ($95,600), two
BVSWMA into one fund. Its operations are compost demonstration sites ($15,000),
now reflected in the BVSWMA Fund as an equipment enhancements ($35,400), and
activity center called Landfill Operations. funding for the Brazos Beautiful's ReAgBie
This greatly simplifies presentation and Program ($4,200).
understanding of the total costs of doing
business. The agency expects to issue $2.3 million in
debt. The debt will be issued for-land
Revenues for BVSWMA come from tipping acquisition for a new landfill site ($1.3
fees charged to users of the landfill. Total million), and engineering design and initial
revenues are expected to increase by permit work on the site ($1.0 million). It is
approximately $212,500 or 5.9% over the FY also anticipated that the agency will do a
95 year-end estimate. An additional lease purchase for the $810,000 in heavy
$170,300 in revenue is projected. Additional equipment that it expects to replace in FY 96.
revenues are to come from an increase in
119
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY
FUND SUMMARY
FY 1994-95 FY 1995.96 FY 1995-96 %CHANGE
FY 1993-94 FY 1994-95 YEAR-END BASE APPROVED FROM ORIGINAL
ACTUAL BUDGET ESTIMATE BUDGET BUDGET BUDGET
REVENUES
LANDFILL CHARGES $ 3,503,051 $ 3,317,325 $ 3,393,026 $ 3,460,882 $ 3,612,505 8.9%
INTEREST 140,758 75,000 140,000 100,000 100,000 33.3%
OTHER 57,374 52,400 98,125 112,400 131,120 150.2%
TOTAL REVENUES $ 3,701,183 $ 3,444,725 $ 3,631,151 $ $3,673,282 $ 3,843,625 11.6%
EXPENDITURES AND TRANSFERS
LANDFILL OPERATIONS $ 1,158,100 $ 1,503,460 $ 2,780,241 $ $1,230,163 $ 2,308,308 53.5%
ADMINISTRATIVE 44,066 742,621 1,069,576 367,632 842,902 13.5%
TRANSPORTATION-BRYAN 50,000 50,000 50,000 50,000 50,000 0.0%
STATE DISPOSAL FEES ' 210,441 240,000 205,888 0 0 -100.0%
POST CLOSURE COST 373,785 160,000 240,000 250,000 250,000 56.3%
REIMBURSED ADMINISTRATIVE 173,750 150,000 150,000 150,000 150,000 0.0%
CONTINGENCY 0 60,000 0 85,000 85,000 41.7%
TOTAL OPERATING EXPENDITURES
AND TRANSFERS $ 2,010,142 $ 2,906,081 $ 4,495,705 $ $2,132,795 $ 3,686,210 26.8%
NONOPERATING EXPENSE/EXPEND.
DEBT SERVICE $ 419,223 $ 444,221 $ 419,221 $ 742,436 $ 742,436 67.1%
HEAVY EQUIPMENT 0 0 0 810,000 810,000 N/A
LANDFILL SITING 0 0 0 1,800,000 1,800,000 N/A
PROCEEDS FROM LONG-TERM DEBT 0 0 0 (3,100,000) (3,100,000) N/A
TOTAL NONOPERATING
EXPENSE 1EXPENDITURE $ 419,223 $ 444,221 $ 419,221 $ 252,436 $ 252,436 -43.2%
TOTAL OPERATING AND
NONOPERATING EXP&TRANSFERS $ 2,429,365 $ 3,350,302 $ 4,914,926 $ $2,385,231 $ 3,938,646 17.6%
INCREASE(DECREASE)IN RETAINED
EARNINGS FROM OPERATIONS $ 1,271,818 $ 94,423 $ 11,283,775) $ 1,288,051 $ 195,021)
RETAINED EARNINGS OCTOBER 1 $ 4,360 $ 175,414 $ 1,276,178 $ (7,597) $ (7,597)
RETAINED EARNINGS $ 1,276,178 $ 269,837 $ (7,697) $ 1,280,454 $ (102,618)
SEPTEMBER 30
120
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY
FUND SUMMARY
exi-LiVUl I UHt by AL,I IVI I Y
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
ACTIVITY FY 93-94 FY 94-95 FY 94.95 FY 95-96 FY 95-96 FY 95 TO FY 96
LANDFILL OPERATIONS $1,158,100 $1,503,460 $2,780,241 $1,230,163 $2,308,308 53.53%
ADMINISTRATION 44,066 742,621 1,069.576 367.632 842,902 13.50%
DIVISION TOTAL $1.202,166 $2,246,081 $3,849,817 $1,597,795 $3,151,210 40.30%
tAYtNUI I UHt by LLAblt-ILA I IUN
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
CLASSIFICATION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
SALARIES&BENEFITS $519,613 $716,020 $737,811 $722,841 $741,241 3,52%
SUPPLIES 92,368 130,667 318,690 126,077 144,213 10.37%
MAINTENANCE 135,916 160,330 377,488 166,390 168,590 5.15%
PROFESSIONAL SERVICES 340,839 687,575 1,789,531 117,475 1,512,634 120.00%
PURCHASED PROP.SERV. 64,236 85,956 205,552 317,506 353,531 311.29%
OTHER PURCHASED SERV. 46,095 109,535 73,132 95,506 111,601 1.89%
CAPITAL OUTLAY 3,099 355,998 347,613 52,000 119,400 -66.46%
1 DIVISION TOTAL $1,202,166 $2,246,081 $3,849,817 $1,597,795 $3,151,210 40.30%
1-'tHJUNNtL SUMMARY dY AL,i.:I I Y
TOTAL %CHANGE IN
BUDGET BUDGET BUDGET BASE BUDGET APPROVED BUDGET FROM
ACTIVITY FY 92-93 FY 93-94 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
LANDFILL OPERATIONS 14.00 18.00 19.00 19.00 19.00 0.00%
ADMINISTRATION 0.00 0.00 2.50 2.50 2.50 0.00%
DIVISION TOTAL 14.00 18.00 21.50 21.50 21.50 0.00%
121
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122
HOTEL/MOTEL FUND
The primary funding source for the for FY 96 anticipate reducing the transfer to
Hotel/Motel Fund is the Hotel/Motel Tax, a the General Fund for Wolf Pen Creek
consumption type tax authorized under state Amphitheater operations and maintenance
statute. This tax allows the city to collect up (O&M) due to the $50,000 loan from the
to its current tax rate of 7% on rental income Hotel/Motel Fund in FY 95 for the lake
of hotels and motels within the city limits. cleanout. City operations (Wolf Pen Creek
The uses of the funds derived from the tax O&M and Conference Center O&M) from the
are limited to 1) promotion of tourism, 2) fund will decrease approximately $142,100
promotion and support of the arts, and 3) or 19.5% on a budget-to-budget basis due to
directly attributable administrative costs. the completion of the restrooms at the Wolf
•
Pen Creek Amphitheater. The $10,000 in
Hotel/Motel tax revenue is projected to other projects anticipates using Hotel/Motel
increase by approximately $62,000 or 5% in Tax funds to do a signage program along
FY 96 over the year-end estimate for FY 95. George Bush Drive in conjunction with a
The increase is anticipated due to the Southgate enhancement project.
absorption of new rooms added early in FY
95 leading to higher room rates. Expenditures for Organizations shows the
greatest increase due to three changes: an
Conference Center rentals are another source increase to the Convention and Visitors
of revenue for the Hotel/Motel Fund. Bureau of $29,500; matching funding of
Conference Center rental revenue decreased S50,000 for a train depot project; and
in FY 95 from a FY 94 level of $93,309 to an potential funding for three years of $50,000
estimated year end of $55,000. The reason each year to the Bush Library Committee for
for the decrease is the loss of a few large the library itself.
users to new buildings or other rental
accommodations. For FY 96 this revenue is Other increases anticipated are a $500
projected to increase to $60,000 as some increase to the Sister City Student
lost rental customers are replaced with new Ambassador program, $550 for the 4th of
ones. July Fireworks, and a one-time $15,400
request by the Aggie Swim club for the Texas
An interfund loan is recognized in FY 95 of Age Group State Championships.
$250,000 resulting from a budget
amendment. The proceeds along with The Hotel/Motel Fund is anticipated to
$300,000 from fund balance will be used to • continue to be in compliance with the
pay for land acquisitions in the Northgate area council's fund balance policy of 15 % of
per council resolutions earlier in FY 95. expenditures at year-end.
Year-end expenditures anticipate included
budget amendments increasing funding for
cleaning the Wolf Pen Creek Amphitheater
Lake ($50,000) and for land purchases in the
Northgate area ($550,000). Appropriations
•
123
CITY OF COLLEGE STATION
HOTEL/MOTEL FUND
FUND SUMMARY
FY 1994-95 FY 1995-96 FY 1995-96 %CHANGE
FY 1993.94 FY 1994-95 YEAR-END BASE APPROVED FROM ORIGINAL
ACTUAL BUDGET ESTIMATE BUDGET BUDGET BUDGET
BEGINNING BALANCE $ 662,573 $ 517,892 $ 513,078 $ 397,112 S 397,112
REVENUES
TAXES $ 1,185,648 $ 1,150,040 $ 1,230,000 $ 1,291,600 $ 1.291,600 12.3%
TICKETS&CONCESSIONS 37,795 0 50,000 60,000 60,000 N/A
RENTALS 93,309 90,000 55,000 60,000 60,000 -33.3%
INVESTMENT EARNINGS 37,480 40,000 32,000 37,900 37,900 -5.3%
INTERFUND LOAN 0 0 250,000 0 0 N/A
OTHER 3,686 8,800 15.290 4,300 4,300 -51.1%
TOTAL REVENUES $ 1,357,918 $ 1,288.840 $ 1,632,290 $ 1,453,800 $ 1,453,800 12.8%
TOTAL FUNDS AVAILABLE $ 2,020,491 $ 1,806,732 $ 2,145,368 $ 1,850,912 $ 1,850,912 2.4
EXPENDITURES AND TRANSFERS
CITY OPERATIONS
CONFERENCE CENTER $ 217,125 $ 235,672 $ 235,647 $ 214,513 $ 214,513 -9.0%
CONFR.CENTER DEBT SVC 10,507 0 0 15,043 15,043 N/A
PARKS PROGRAMS&EVENTS 180,932 161,000 110,000 161,000 161,000 0.0%
WOLFPEN CREEK OPERATIONS 121,937 145,040 215,934 127,536 127,536 -12.1%
OTHER WOLF PEN CREEK PROJ. 384,762 186,000 0 0 0 -100.0%
• OTHER PROJECTS 0 0 3,250 0 10,000 N/A
NORTHGATE REVITALIZATION 0 0 550,000 0 0 N/A
NORTHGATE DEBT SERVICE 0 0 0 57,500 57,500 N/A
TOTAL CITY OPERATIONS $ 915,263 $ 727,712 $ 1,114,891 $ 575,592 $ 585,592 -19.5%
ORGANIZATIONS
CONVENTION&VISITORS BUR. $ 420,500 $ 420,500 $ 420,500 $ 420,500 $ 450,000 7.0%
ARTS COUNCIL 142,000 155,000 155,000 155,000 155,000 0.0%
B-CS ATHLETIC FEDERATION 14,000 16,725 16,725 14,000 14,000 -16.3%
' JULY 4TH FIREWORKS 5,650 5,950 5,950 5,950 6,500 9.2%
SISTER CITY STUDENT AMB. 5,000 8,500 8,500 8,500 9,000 5.9%
TAMU TRAIN STATION 0 0 0 0 50,000 N/A
BALLOON CLASSIC 5,000 0 5,000 0 0 N/A
BUSH LIBRARY COMMITTEE 0 0 7,500 0 50,000 N/A
AGGIE SWIM CLUB 0 0 0 0 15,400 N/A
TOTAL ORGANIZATIONS $ 592,150 $ 606,675 $ 619,175 $ 603,950 $ 749.900 23.6%
CONTINGENCY $ 0 $ 30,000 $ 14,250 $ 30,000 $ 30.000 0.0%
TOTAL OPERATING EXPENSES
AND TRANSFERS $ 1,507,413 $ 1,364,387 $ 1,748,256 $ 1,205.'42 $ 1,365,492 0.1%
INCREASE(DECREASE)
IN FUND BALANCE $ (149,495) $ (75,547) $ (115,966) $ 244,258 $ 88,308
ENDING FUND BALANCE $ 513,078 $ 442,345 $ 397,112 $ 641,370 $ 485,420
124
HOTEL/MOTEL FUND - SOURCES OF FUNDS
INVEST.EARNINGS
3% WPC OTHER
CONF.CENTER 4% <lX.
4% illIII I :,x:cw:»:w :M wew
,\\ I }'"IL'�i..... ... ........
f x.YK7M:YNwiYfit:::�
:MwMMxN.M::H.•••••
x11111i 7 :S:MIIII:MY::YMIl:wW.:......................................
:xw:::M:wMw X.:0:X' X:M1:xis'a:iw::1c..................................
Y 9MMw:w::1:..
....N MM 1111�X:Mw1 ii..
IE
xc:x►:xMwi:::wiMw wwwM:::tue
TAXES
89%
i
HOTEL/MOTEL FUND — USES OF FUNDS
ARTS COUNCIL STUDENTMBASS. CONF CENTER
1%
12% 16%
NORTHGATE DEBT 4% - - AGGIE SWIM
TRAIN STAT.4% `;���\��\nsA�,;t,�
LIONS CLUB<1% ,��,,,, <(\<Cxj
Illgp,...\ ; EVENTS
BUSH LIBRARY / � 12%4% �((�flfflfiik ^Mll
X:x::lwawt:ilx F
„ ill x:1X::I,. ., x:7 _
e::f: ::M�„ 11 OTHER
2%
AMPHITHEATER
CONV.NISITORS BUR. ATHLETIC FED. 10%
34% 1%
125
We're Committed
t4LIPA1
To Excellence
126
COMMUNITY DEVELOPMENT FUND
The Community Development Fund is used to • CDBG - $1,292,000
account for grants received by the city for use
in revitalizing low-income areas and Rehabilitation $200,000
addressing the needs of its citizens. This fund Optional Relocation Program 340,000
pays for the direct operating costs (minus Homebuyers Assistance 40,000
approximately $40,000 of unreimbursable Reimb. Administrative Cost 254,000
expenses that the General Fund pays for) of Program Delivery 50,000
the Community Development activity center Clearance 35,000
which is part of Economic and Development Public Agency Funding 190,500
Services Department. Acquisitions 15,000
Interim Assistance 5,000
There are three grants for FY 96. The Public Facilities/Streets 162,500
Community Development Block Grant (CDBG)
is a federal entitlement program that provides • HOME 95 - $391,000
the basic funding for the general programs and
Administration. The HOPE III grant is a Rehabilitation $100,000
competitive, one-time grant that the city Optional Relocation Program 193,250
received in FY 92. HOPE III is a four year Administration 39,100
grant that offers closing cost and down CHODO (set-aside) 58,650
payment assistance for qualified applicants to
purchase homes. The HOME grant is yearly For FY 96, there is approximately $1.05
entitlement grant that offers administrators million in rc--.aining authorization as follows:
flexibility in the use of funds. The city uses
this grant for owner occupied rehabilitation • HOPE Ill - $400,820
assistance and optional relocation.
Acquisitions $175,346
In FY 93 and FY 94, the HOME grants were Homebuyers' Assistance 193,977
competitive state grants. For FY 95, the Training/Other 10,992
HOME grant was an entitlement similar to Administration 20,505
CDBG. The current HOME grant allocation
was based on a formula that included criteria • CDBG - $387,448
such as the age and condition of a
community's housing stock, incidents of Comm. Rehabilitation $50,000
overcrowding, and the demographic Clearance/Demolition 14,000
characteristics of its citizens. Acquisition 71,217
Public Facilities/Streets 252,231
For FY 96, the city has approximately $2.7
million in authorization from the federal • HOME 94 - $257,375
government. This number is comprised of
new authorization and remaining authorization Opt. Relocation Program $114,875
from prior fiscal years. For FY 96, there is Rehabilitation 100,000
approximately $1.68 million of new Clearance/Demolition 17,500
authorization as follows: Administration 25,000
127
CITY OF COLLEGE STATION
COMMUNITY DEVELOPMENT FUND
FUND SUMMARY
FY 1994-95 FY 1995-96 FY 1995.96 %CHANGE
FY 1993-94 FY 1994-95 YEAR-END BASE APPROVED FROM ORIGINAL
ACTUAL BUDGET ESTIMATE BUDGET BUDGET BUDGET
BEGINNING BALANCE S 179,739 $ (26,012) $ 8,508 $ 73,841 $ 73,841
REVENUES
GRANTS $ 1,203,029 $ 3,678,437 $ 2,162,497 $ 2,728,643 $ 2,728,643 •25.8%
•
LOAN REPAYMENTS 10,286 10,700 10,700 10,700 10,700 0.0%
INTEREST ON LOANS 9,355 9,800 9,800 9,800 9,800 0.0%
CONTRIBUTIONS 0 0 0 0 0 N/A
• OTHER 23,466 3,500 44,833 0 0 -100.0%
TOTAL REVENUES $ 1,246,136 $ 3,702,437 $ 2,227,830 $ 2,749,143 $ 2,749,143 -25.7%
TOTAL FUNDS AVAILABLE $ 1,425,875 $ 3,676,425 $ 2,236,338 $ 2,822,984 $ 2,822,984 -23.2%
•
EXPENDITURES AND TRANSFERS
REHABILITATION $ 550,144 $ 628,707 $ 266,709 S 450,000 $ 450,000 -28.4%
HOUSING ASSISTANCE 0 60,000 41,646 233,977 233,977 290.0%
OPTIONAL RELOCATION PROG. 0 910,922 771,109 648,125 648,125 -28.8%
PROGRAM DELIVERY 0 208,830 101,330 50,000 50,000 -78.1%
REIMB.ADMINISTRATIVE 319,791 320,436 274,931 338,605 338,605 5.7%
PUBLIC AGENCY FUNDING 145,063 203,554 172,464 190,500 190,500 -6.4%
ACQUISITIONS 0 281,992 0 261,563 261,563 -7.2%
INTERIM ASSISTANCE 5,434 3,500 5,000 5,000 5,000 42.9%
•
PUBLIC FACILITIES/STREETS 360,653 658,637 485,808 414,731 414,731 -37.0%
CLEARANCE/DEMOLITION 32,410 164,221 43,500 68,500 68,500 -59.5%
TRAINING/OTHER 3,872 6,116 0 10,992 10,992 79.7%
•
CHODO(SET ASIDE/ 0 75,000 0 58,650 58,650 -21.8%
•
• TOTAL OPERATING EXPENSES
AND TRANSFERS $ 1,417,367 $ 3,521,916 $ 2,162,497 $ 2,728,643 $ 2,728,643 •22.5%
INCREASE(DECREASE)IN
FUND BALANCE $ (171,231) $ 180,522 $ 65,333 $ 20,500 $ 20,500
ENDING FUND BALANCE $ 8,508 $ 154,510 $ 73,841 $ 94,341 $ 94,341
128
COMMUNITY DEVELOPMENT FUND -
SOURCES OF FUNDS
INTEREST<1% LOAN REPAYMENTS<I%
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GRANTS
100%
COMMUNITY DEVELOPMENT FUND - USES
OF FUNDS
PUBLIC
FACILITIES/STREETS
15% REHABILITATION
169E
CHODO 2%
CLEARANCE/DEMO. A
2% �I HOUSING ASSISTANCE\ 9%
comarnomommoir
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PUBLIC AGENCIES uwlww:::wwwlw:ar
7% - OPTIONAL
REIMB. RELOCATION
PROGRAM DELIVERY
ADMINISTRATIVE 24%
12%
129
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To Excellence
130
SELF INSURANCE FUND
The City of College Station is self-insured and providing its own indemnity coverage. The
carries only catastrophic and stop loss move is intended to improve the viability of
reinsurance. The city provides for employee the city's indemnity plan and to improve the
health, accident, disability and life insurance, ability to anticipate the number of participants
property casualty and general liability, in the plan.
worker's compensation, and unemployment
compensation. Actuarially based charges are Both revenues and total expenditures are
made to each of the operating funds using anticipated to remain relatively constant for
relevant bases. Health insurance is charged FY 96 as compared to FY 95. There is a
monthly per full-time covered employee to change in the mix of expenditures primarily
each department and employees have the due to the change in the city's health plan. It
opportunity to accept dependent coverage is anticipated that the costs for claims will •
and pay for the cost of that coverage. increase and that premiums (HMO premiums)
Unemployment and workers' compensation will decrease. Other aspects of the various
are charged as a percentage of gross salary insurance plans will remain constant since the
based on standard rate tables supplied by our city is just completing the first year of three
plan administrators. Property casualty and year contracts for property/casualty and
liability coverage is computed based on workers' compensation claims administration.
covered equipment, buildings and other
relevant data and distributes anticipated The fund balance should be sufficient to
losses, reinsurance costs, and administrative cover any potential losses the city might
costs to the various operating departments of incur. It would be prudent to have an
the city. This method of funding allows the actuarial stuay of the city's potential liability
city to accurately reflect the costs of claims and get a recommendation as to what the
and to minimize potential risks. continuing fund balance should be.
The city has anticipated changing its health
coverage from allowing employees to choose
to participate in a locally available health
maintenance organization (HMO) to only
131
CITY OF COLLEGE STATION
SELF INSURANCE FUND SUMMARY
FUND SUMMARY
FY 1994-95 FY 1995-96 FY 1995-96 %CHANGE
FY 1993-94 FY 1994-95 YEAR-END BASE APPROVED FROM ORIGINAL
ACTUAL BUDGET ESTIMATE BUDGET BUDGET BUDGET
BEGINNING BALANCE $ 549,560 $ 920,814 $ 761,764 $ 927,093 $ 927,093 0.7%
REVENUES
EMPLOYEES COVERAGE S 1,379,621 $ 1,533,797 $ 1,533,800 $ 1,529,000 $ 1,529,000 -0.3%
DEPENDENTS COVERAGE 487,876 490,000 490,000 490,000 490,000 0.0%
COBRA 53,688 67,500 55,500 55,500 55,500 -17.8%
PREMIUMS RECEIVED 921,812 794,999 802,199 778,260 778,260 -2.1%
INVESTMENT EARNINGS 71,730 51,500 71,000 76,000 76,000 47.6%
OTHER 14,350 10,000 2,000 2,000 2,000 -80,0%
TOTAL REVENUES $ 2,929,077 $ 2,947,796 $ 2,954,499 S 2,930,760 $ 2,930,760 -0.6%
TOTAL FUNDS AVAILABLE $ 3,478,637 $ 3,868,610 $ 3,716,263 $ 3,857,853 $ 3,857.853 -0.3%
EXPENDITURES AND TRANSFERS
CLAIMS $ 1,878,846 $ 2,008,800 $ 1,713,900 S 1,929,500 $ 1,929,500 -3.9%
ADMINISTRATION FEE 134,753 156,500 116,100 84,700 84,700 -45.9%
PREMIUMS PAID 556,830 545,500 843,930 688,650 688,650 26.2%
GENERAL&ADMINISTRATIVE 126,720 101,040 101,040 98,330 98,330 -2.7%
. OTHER OPERATING 19,724 18,500 13,200 34,500 34,500 86.5%
OTHER NON-OPERATING 0 1,000 1,000 1,000 1,000 0.0%
• TOTAL OPERATING EXPENSES
AND TRANSFERS $ 2,716,873 $ 2,831,340 $ 2,789,17C $ .336,680 $ 2,836,680 0.2%
INCREASE(DECREASE)IN
FUND BALANCE 5 212,204 $ 116,456 $ 165,329 $ 94,080 $ 94,080
ENDING FUND BALANCE $ 761,764 $ 1,037,270 $ 927,093 $ 1,021,173 $ 1,021,173
132
SELF INSURANCE FUND - SOURCES OF FUNDS
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INSURANCE PREMIUMS)
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133
We're Committed
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134
EQUIPMENT REPLACEMENT FUND
The Equipment Replacement Fund accounts contributions plus any balances avalable
for and allows for continuing balances to from prior years contributions after
meet the City's ongoing need to replace fleet equipment Purchases an encumbrances
equipment at the end of its economically have been considered).
useful life. The fund has been established to
receive revenues as a result of charges to 5. A team made up of representatives from
each of the operating departments and user departments and financial services
activities based on existing fleet, anticipated will review replacement lists to ensure
replacement cost, and estimated useful life. that the guidelines are being met and
that funds are available to replace
Estimates for annual funding levels have been needed equipment.
developed using a number of techniques
which anticipate replacement needs and The Base Budget Revenues for the fund
forecast replacement costs. In analyzing the reflect the above policies and a change
equipment requirements, the user (extension) in the anticipated life for most
departments identify the base information sedans and light trucks from seven years to
regarding equipment in the fleet, utilization, eight years. The revenues are automatically
and anticipated economic life. transferred from departmental budgets on a
monthly basis in order to make sure that
The policies which were approved to set up sufficient funds will always be available to
the fund are as follows: fund equipm-nt purchases. The telephone
system was purchased out of the available
1. All authorized existing fleet equipment resources of the fund in FY 94 and the cost is
will be replaced through the equipment being repaid at approximately $88,000 per
replacement fund. Unauthorized year. That transfer will continue after the
equipment, such as older vehicles kept cost of the system is paid in order to provide
after being replaced once, will only be funds for a future replacement of the system.
replaced by other used equipment or A new charge is for the 800 MHz radio
through the decision package process. system that is anticipated to occur early in FY
96. The charges are prorated among the
2. Each department will be charged an various departments based on the number of
annual replacement fee based on the radios each department has. The amount is
useful life and anticipated replacement anticipated to continue after the interfund
cost of each piece of equipment assigned loan has been recovered in order to replace
to that department. the radio system in the future.
3. Fleet Services will be responsible for Expenditures are based on equipment that
making mechanical inspections of all meets the guidelines for replacement and that
equipment and making recommendations has been reviewed by the fleet coordinators.
as to whether a piece of equipment The approved budget is approximately $1.33
meets the mechanical guidelines for million or 58.6% more than the FY 95 budget
replacement. primarily due to the anticipated installation of
an 800 MHz radio system to replace the
4. No fund will be allowed to replace current radio system. It is anticipated that
equipment in any given year in excess of after FY 96 replacements will average $1.3 to
the net contributions (current $1.7 million annually.
135
CITY OF COLLEGE STATION
EQUIPMENT REPLACEMENT FUND
FUND SUMMARY
FY 1994-95 FY 1995-96 FY 1995-96 %CHANGE
FY 1993-94 FY 1994-95 YEAR-END BASE APPROVED FROM ORIGINAL
ACTUAL BUDGET ESTIMATE BUDGET BUDGET BUDGET
BEG.WORKING CAPITAL $ 936,361 $ 967,922 $ 826,545 $ 2,467,130 $ 2,467,130
REVENUES
GENERAL FUND FLEET $ 590,525 $ 856,420 $ 876,620 $ 633,830 $ 633,830 -26.0%
ELECTRIC FUND FLEET 135,414 154,610 158,020 161,010 161,010 4.1%
WATER FUND FLEET 46,553 72,610 72,610 49,090 98,590 35.8%
WASTEWATER FUND FLEET 107,841 227,240 226,060 143,000 203,500 -10.4%
SOLID WASTE FUND FLEET 179,486 524,430 520,570 358,620 358,620 -31.6%
PHONE SYS.CHARGES 85,825 87,650 81,180 87,650 87,650 0.0%
• 800 MHZ CHARGES 0 0 0 0 186,000 N/A
INVESTMENT EARNINGS 53,943 87,000 80,000 80,000 80,000 -8.0%
TOTAL REVENUES $ 1,199,587 $ 2,009,960 $ 2,015,060 $ 1,513,200 $ 1,809,200 -10.0%
TOTAL FUNDS AVAILABLE $ 2,135,948 $ 2,977,882 $ 2,841,605 $ 3,980,330 $ 4,276,330 43.6%
EXPENDITURES AND TRANSFERS
GENERAL FUND $ 430,846 $ 889,955 $ 802,900 $ 610,252 $ 610,252 -31.4%
ELECTRIC FUND 73,563 37,850 38,874 38,500 38,500 1.7%
' WATER FUND 56,118 42,995 47,926 0 45,000 4.7%
WASTEWATER FUND 144,570 186,695 137,901 48,000 103,000 -44.8%
SOLID WASTE FUND 19,415 463,950 531,674 92,000 92,000 -80.2%
PHONE SYSTEM DEBT SERVICE 0 15,000 0 0 0 -100.0%
PHONE SYSTEM PURCHASE 584,891 0 5,200 5,000 5,000 N/A
800 MHZ SYSTEM PURCHASE 0 600,000 40,000 2,488,000 2,488,000 314.7%
800 MHZ DEBT SERVICE 0 0 0 0 186,000 N/A
CONTINGENCY 0 35,000 0 35,000 35,000 0.0%
SUBTOTAL EXPENDITURES $ 1,309,403 $ 2,271,445 $ 1,604,475 $ 3,316,752 $ 3,602,752 58.6%
NON-REVENUE SOURCES
DEBT PROCEEDS $ 0 $ 0 $ (1,230,000) $ 0 $ 0 N/A
INTERFUND LOAN 0 0 0 (1,298,000) (1,298,000) N/A
TOTAL NET EXPENDITURES $ 1,309,403 $ 2,271,445 $ 374,475 $ 2,018,752 $ 2,304,752 1.5%
INCREASE(DECREASE)IN
FUND BALANCE $ 1109,816) $ (261,485) $ 1,640,585 $ 1505,552) $ (495,552)
ENDING WORKING CAPITAL $ 826,545 $ 706,437 $ 2,467,130 $ 1,961,578 $ 1,971,578
136
EQUIPMENT REPLACEMENT FUND - SOURCES OF FUNDS
PHONE SYS.CHARGE
800 MHZ CHARGES 6%
10% -:::11:....
GENERAL FUND
INVEST.EARNINGS \ 36%
,,,,w,,,,,,*\,,,,,\,,t,,n,t,,,<4,____,,,, 0
A.
N.
SOLID WASTE \\\ �LLLLL�"' _
COLL FUND \ ,\ ,v,',1;AA_ /�,�/��/�G ::.
,.,ti ELECTRIC FUND
WATER FUND 9%
WASTEWATER FUND 6%
11%
EQUIPMENT REPLACEMENT FUND - USES OF FUNDS
WASTEWATER FUND
3%
WATER FUND
1% CONTINGENCY
800 MHZ DEBT 1% GENERAL FUND
6% 17%
• .,. „ .,.•�
\\\\\„ ELECTRIC FUNb
•, •
SOLID WASTE COLL FUND
.;;:.• ii willIll lililJlll!llllllb 3%
'i .....r•::: :::: ::: ::x sx xrNtx............................... ................
....a::: :::: _... a...............
800 MHZ PURCHASE
69%
137
FY 1995 - 96 EQUIPMENT REPLACEMENT LIST
BY FUND
GENERAL FUND
Total Estimated
Vehicle Vehicle Composite Replacement Cumulative
Dept./Div. Description Ref. # Score Cost Total
• 1 4141-541 1993 Chevy Caprice 41-11 27 23,700.00 23,700.00
2 4141-541 1993 Chevy Caprice 41-12 27 23,700.00 47,400.00
3 4141-541 1993 Chevy Caprice 41-13 25 23,700.00 71,100.00
4 4141-541 1993 Chevy Caprice 41-14 23 23,700.00 94,800.00
TOTAL: $94,800.00
• 5 4251-562 1981 C30 One Ton Mini Pumper
er 51-62 58 73,650.00 168,450.001
6 4251-562 1981 Chevy One Ton PU 51-63 I I 69 I I 24,475.001 192,925.001
TOTAL: $98,125.00
7 4431-632 1982 Cat Loader 31-03 51 90,000.00 282,925.00
8 4431-632 1984 International Dump Truck 31-20 40 42,000.00 324,925.00
9 4431-632 1977 Rosco Asphalt Distributor 31-21 77 86,000.00 410,925.00
10 4431-632 1984 International Dump Truck 31-22 36 42,000.00 452,925.00
11 4431-632 1979 Brace Broom 31-32 80 38,000.00 490,925.00
• 12 4432-633 1985 J.D. w/Side Boom Mower 32-03 49 40,000.00 530,925.001
TOTAL: $338,000.00
13 5383-658 1988 Chevy Crew Cab PU 83-26 54 26,327.00 557,252.00
14 5384-659 1978 Mitts & Merrill Tree Chipper 84-02 63 18,000.00 575,252.00
15 5384-659 1987 Chevy One Ton PU 84-12 47 35,000.00 610,252.00
TOTAL: $79,327.00
GENERAL FUND TOTAL: $610,252.00
138
FY 1995 - 96 EQUIPMENT REPLACEMENT LIST
BY FUND
ELECTRIC FUND
Total Estimated
Vehicle Vehicle Composite Replacement Cumulative
Dept./Div. Description Ref. # Score Cost Total
1 5192-601 1990 Ditch Witch + 92-56 11 45 11 38,500.0011 38,500.001
ELECTRIC FUND TOTAL: $38,500.00
WATER FUND
Total Estimated
Vehicle Vehicle Composite Replacement Cumulative
Dept./Div. Description Ref. # Score Cost Total
WATER FUND TOTAL: $0.00
WASTEWATER FUND
Total Estimated
Vehicle Vehicle Composite Replacement Cumulative
Dept./Div. Description Ref. # Score Cost Total
1 5195-621 1980 F800 Dump Truck 95-01 49 I $40,000.001 I $40,000.00
2 5195-621 1984 Three Wheeler 95-09 25 8,000.00 48,000.00
WASTEWATER FUND TOTAL: $48,000.00
SOLID WASTE COLLECTION FUND
Total Estimated
Vehicle Vehicle Composite Replacement Cumulative
Dept./Div. Description Ref. # Score Cost Total
1 4471-582 1989 Crane Carrier w/Pac. REL 1 71-19 11 31 11 $92,000.00I 1 $92,000.001
SOLID WASTE COLLECTION FUND TOTAL: $92,000.00
•
139
We're Committed
64origrAt
To Excellence
140
PARKLAND DEDICATION FUND
This fund is used to account for the receipt
and expenditure of funds received from
residential land developers. Developers either
dedicate land or money in lieu of land for use
in the development of neighborhood parks in
residential areas.
There are three projects approved for funding
for FY 96 from this fund. One project is for
various improvements around the ponds at
Central Park, including handicap accessible
walks and a covered picnic area. Another
approved project is for improvements in the
playground area at Wolf Pen Creek. A third
approved use of dedication funds is for the
partial funding of the acquisition of land for
Wayne Smith Park. •
The total approved expenditures for these
projects is $156,500.
141
CITY OF COLLEGE STATION
PARKLAND DEDICATION FUND
FUND SUMMARY
FY 1994-95 FY 1995-96 FY 1995-96 %CHANGE
FY 1993-94 FY 1994.95 YEAR-END BASE APPROVED FROM ORIGINAL
ACTUAL BUDGET ESTIMATE BUDGET BUDGET BUDGET
BEG.WORKING CAPITAL $ 331,923 331,923 436,488 440,349 440,349
REVENUES
CONTRIBUTIONS $ 83,700 $ 0 $ 0 $ 0 $ 0 N/A
' OTHER 0 0 0 0 0 N/A
INVESTMENT EARNINGS 22,677 20,000 20,000 20,000 20,000 0.0%
TOTAL REVENUES $ 106,377 $ 20,000 $ 20,000 $ 20,000 $ 20,000 0.0%
TOTAL FUNDS AVAILABLE $ 438,300 $ 351,923 $ 456,488 $ 460,349 $ 460,349 30.8%
EXPENDITURES
CAPITAL OUTLAY $ 1,812 $ 0 $ 16,139 $ 0 $ 156,500 N/A
INCREASE(DECREASE)IN
WORKING CAPITAL $ 104,565 $ 20,000 $ 3,861 $ 20,000 $ 1136,5001
ENDING WORKING CAPITAL $ 436,488 $ 351,923 $ 440,349 $ 460,349 $ 303,849
142
CAPITAL PROJECTS BUDGET
The City of College Station develops and equipment. The City has developed
adopts a three year Capital Improvements policies and procedures to provide almost
Project List. The list is updated annually and all of this equipment without issuing
is presented for City Council review as a part debt.
of the annual budget process. The list •
consolidates all anticipated capital needs for • The purchase of land and development of
which funding authorization exists. The list is land for economic development uses.
divided into several sections depending on the
services provided and the funding source. In FY 94 $3,400,000 of CO's were issued.
The City operates under the laws of the State The issues are for the College Station
of Texas and the City of College Station's Business Park, computer enhancements and
Home Rule Charter. additions, and park land purchases. It is
anticipated that the City will issue
The City has legal authority to issue general $2,015,000 the latter part of FY 95.
obligation debt only after a positive vote of
the citizens. General Obligation (GO) debt is The other type of debt that the City will
debt that obligates the City to repay the issue generally use is revenue bonds. Revenue
with ad valorem tax revenues. The City uses bonds will be issued any time that there is a
GO debt for the acquisition and development need for financing of capital construction or
of parks and recreation facilities, rights-of- acquisition and where the asset will reside in
way and construction of arterial streets, one or more of the City's enterprise funds:
reconstruction of major arterial streets, and the enterprise funds of the City currently
for public buildings such as city offices, include Electric, Water, Wastewater, and
libraries, swimming pools, and other general Solid Waste Collection Funds. Generally,
use facilities. revenue bonds do not require voter approval.
The City has the authority to issue Early in FY 95 the city issued $16,500,000
$22,500,000 from an election held in March for Electric and Wastewater projects. An
of 1995 and $2,080,000 from three prior additional $6,000,000 was issued late in FY
elections. Prior to the end of FY 95, 95 for Electric, Water, and Wastewater
$4,700,000 was issued for streets, drainage, projects.
and parks' projects. We expect to issue
$5,300,000 in GO debt for FY 96 from the Capital projects often result in assets that
1995 authorization. require continuing maintenance and repair.
Some also reduce existing maintenance and
The City has authority and City Council repair costs. Among the decisions and
policies allow for the use of non-voter proposals that accompany capital project
authorized debt issuance such as certificates recommendaticns is an analysis of potential
of obligation, contract obligations, and other ongoing costs. Each department is required
instruments (generally referred to as CO's). to submit a capital project summary form
The policy authorized by the City Council with all of the relevant information. The
allows the City to use such instruments for projects are scrutinized by personnel in the
capital items such as the following: Budget Division and the City's Executive
Team made up of the City Manager, Assistant
• The purchase and replacement of major City Managers, Executive Directors, and the
computer systems and other technology City Attorney.
based items that have useful lives of not
more than 10 years. The 1995 bond election provided funding
authorization for a range of capital projects
• The purchase and replacement of major including street extensions and
equipment items such as fire fighting reconstruction; parks development and park
•
143
land acquisition; sidewalk, bike path, and planned to begin as property is platted and
beautification projects; and a new library businesses locate in the park. There is a
facility. It is anticipated that the City will significant amount of land that is being
develop the various projects over the next 5 developed as a park along creeks within the
years. With the bond election, citizens were business park and will require increased
told that the capital projects could be maintenance from the Park and Recreation
accomplished without increasing the ad Department.
valorem tax rate for debt service. However,
it is anticipated that the ad valorem tax rate A new library facility is planned to be built
could be increased to pay for expanded near the high school. The preliminary plan is
operations in newly developed parks and the to construct a 15,000 square foot facility and
new library. It is estimated that the effect on move out of the 5,000 square foot of store
General Fund operations could require an front that is currently leased for a library.
increase in the ad valorem tax rate of The plan for the library is to expand services
approximately 3.5 cents per $100 valuation as well as to expand the collection of books
or more than $500,000 annually. The available for library patrons.
services that show the greatest increase in
operating requirements from expansions are It is anticipated that the new library will also
library and parks where significant additions require more personnel and have higher
are planned. To a lesser extent new streets operating and maintenance costs and the
will increase the long-term requirements for grounds surrounding the facility. The new
road maintenance and repairs. library is planned to be complete sometime
during FY 1997-98. Therefore the increased
The City is studying means of paying for operating-costs will need to be planned for
more street related capital from current that fiscal yk:_:r.
revenues. The City Council has requested
that staff put forward a plan to reduce the Two major street projects are for
dependence upon debt for reconstruction thoroughfare reconstruction. The net result
including thoroughfares. The City Council of doing the reconstruction should be to
adopted a policy to set aside $200,000 per reduce the demand on the street department
year to provide for future street for maintenance on those roadways, allowing
reconstruction projects. the department to absorb some of the costs
resulting from growth in other areas of the
Major general government projects planned City.
over the next two years include moving the
Fire Station 1 ($935,000) from its location A major undertaking for the City is to replace
along Texas Avenue to a location South and its aging and antiquated radio system. The
East and closer to the Highway 6 Bypass for plan is to purchase a new 800 megahertz
• better access and to reduce response times to microwave system ($2.5 million) that will
Eastern portions of the City. This project will allow better access to all areas of the City.
increase operation and maintenance costs of The new system will be a significant
the City for the new facility and will allow the improvement in communications particularly
City to reutilize the current facility located for public safety. It will allow for quieter
with the main City Hall complex. service by allowing direct two way
communication without all users being on the
Completion of Phase 1 of the College Station same conversation at the same time and
Business Park. This $2.7 million project will providing better penetration of structures,
provide approximately 70 acres of developed particularly important to firefighters. The
property for business sites within the funding for the radio system is planned to
community. The City anticipates having sites come from certificates and from an interfund
• available from as little as one to two acres up loan. The City will establish a funding
to fourteen acres with a high quality mechanism with this purchase that will allow
environment. Phase 2 of the business park is the City to recover the cost of the new
system from user departments based on their
144
utilization and capital requirements. The City
will begin to set aside funds to replace the
system over time as has been done with fleet
and certain other infrastructure items.
Major utility capital projects planned over the
next several years include the completion of
conversion from overhead to underground
distribution along,major thoroughfares, $4.98
million. New services and system extensions
are anticipated to cost $3.36 million as new
customers are added. It is anticipated that
the City will add capacity through a
substation addition, $1.0 million. The City is
planning to relocate the Customer
Services/Utility Billing division probably in FY
1996-97, $2.3 million. The new facility will
increase overall space, and therefore the total
operating cost to the City. It will also free
some space in the existing City Hall to allow
other departments to utilize that space.
The major water project scheduled over the
next several years is the addition of Water
Well 5 to provide an additional 4 million
gallons per day of capacity to a system that
is nearing maximum utilization of existing
capacity at peak times during the year.
The Wastewater utility is constructing a major
upgrade ($9.2 million) at the Carter Creek
Waste Water Treatment Plant (WWTP) to
allow the plant to improve the quality of the
effluent and to reduce operating costs. The
plant upgrade is directly related to federal and
state water quality standards. There is a
plant expansion planned for the Lick Creek
WWTP in the second and third years of the
planning period to increase the capacity at
that plant. Improvements at the two plants
will not increase staffing requirements, but
the Lick Creek WWTP expansion will result in
increased operating costs due to increased
flows through the plan.
145
GENERAL GOVERNMENT
CAPITAL IMPROVEMENT PROJECTS
FISCAL 1995-96 THROUGH FISCAL 1999-00
PROJECT
PROJECT BUDGET ACTUAL BUDGET
NUMBER AMOUNT FY93-94 FY 94-95
BEGINNING FUND BALANCE: 5 3,397,758 $ 7,860,962
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 0 4,700,000
CONTRACTUAL OBLIGATIONS 3,860,000 1,300,000
INTERGOVERNMENTAL 0 418,000
INTRAGOVERNMENTAL 819,000 707,000
CONTRIBUTIONS 10,000 0
INVESTMENT EARNINGS 163,960 230,000
OTHER 374 0
SUBTOTAL ADDITIONAL RESOURCES $ 4,853,334 $ 7,355,000
TOTAL RESOURCES AVAILABLE $ 8,251,092 $ 15,215,962
CAPITAL PROJECTS: NOTES
PUBLIC FACILITIES&ASSETS
FIRE STATION #3 GG9307 574,300 331,147 0
PUBLIC SAFETY COMPUTER SYSTEM 1 GG9304 520,000 108,161 0
AS/400 ENHANCEMENTS 1 GG9303 150,000 697 0
COMPUTER NETWORKING 2 GG9305 419,000 91,000 130,000
' LIBRARY COMPUTER 3 C09401 72,000 0 72,000
' 800 TRUNKING 4 PD9305 2,528,000 1,599 890,000
' BUSINESS PARK PH I 1 GG9306 2,000,000 576,079 2,030,000
BUSINESS PARK LANDSCAPING 1 GG9507 680,000 0 0
FACILITY MAINTENANCE GG9302 205,000 0 0
NEW LIBRARY GG9502 2,635,000 0 0
RELOC. STATION #1 GG9504 935,000 0 0
PUBLIC LAND PURCHASE GG9505 430,000 0 0
WORK ORDER SYSTEM 7 NEW 110,000 0 0
AS/400 REPLACEMENT 7 C09601 575,000 0 0
GIS ENHANCEMENT 7 C09602 50,000 0 0
•
IMAGING 7 C09603 407,000 0 0
PUBLIC SAFETY ENHANCEMENT MDT'S 5,7 C09604 743,000 0 0
NORTHGATE REVITALIZATION GG9506 900,000 0 0
SUBTOTAL PUB. FAC. &ASSETS 13,933,300 1,108,683 3,122,000
PARK PROJECTS
SANDSTONE PARK PK9307 250,000 0 250,000
WPC RESTROOMS PK9404 185,000 14,347 171,000
THOMAS PARK IMPROVEMENTS PK0033 88,000 30,605 0
CENTRAL PARK IMPROVEMENTS PK0022 120,000 27,518 0
OAKS PARK IMPROVEMENTS PK9203 113,000 2,080 94,000
EASTGATE PARK IMPROVEMENTS PK9308 60,000 2,121 57,000
LINCOLN/WAYNE/LIONS PK9403 208,600 147,037 60,000
WPC PARKING LOT PK9405 192,500 1,000 0
PEBBLE CREEK PARK DEVELOPMENT PK9504 200,000 0 0
LINCOLN/WAYNE SMITH IMPROVEMENTS PK9505 1,230,000 0 0
LINCOLN/WAYNE SMITH LAND ACQUIS. 8 NEW 175,000 0 0
BEE CREEK/CENTRAL UPGRADE NEW 200,000 0 0
ATHLETIC PARK ACQUISITION NEW 1,500,000 0 0
SUBTOTAL PARK PROJECTS 4,522,100 224,708 632,000
STREET PROJECTS
OVERSIZED STREETS ST9301 80,000 0 80,000
BARTHELO CUL-DE-SAC 0/S ST9403 50,000 212 50,000
LONGMIRE 0/S ST9410 70,000 0 70,000
APPOMATOX RD 0/S ST9411 28,000 0 28,000
N/S CORRIDOR NEW 1,253,000 0 0
N. FORREST PKWY NEW 933,000 0 0
TARROW ST. SOUTH NEW 309,000 0 0
VICTORIA AVE. ST9302 1,036,000 69,405 876,000
' ROCK PRAIRIE RD WEST ST1021 1,020,000 0 400,000
COLLEGE MAIN(CDBG) ST9202 832,500 11,983 580,000
BARRON RD ST9305 20,000 14,354 9,500
146
APPROVED
ESTIMATED BUDGET PROJECTED PROJECTED PROJECTED PROJECTED
FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 98-99 FY 99-00
$ 5,956,873 $ 11,236,729 $ 7,917,029 $ 6,410,229 $ 5,570,529 $ 4,375,629
8,270,000 5,300,000 4,000,000 4,200,000 2,000,000 2,000,000
2,015,000 983,000 290,000 0 0 0
O 80,000 0 0 0 0
1,943,000 445,000 0 0 0 0
O 0 0 0 0 0
270,000 541,300 366,200 318,300 227,100 191,300
O 0 0 0 0 0
$ 12,498,000 $ 7,349,300 $ 4,656,200 $ 4,518,300 $ 2,227,100 $ 2,191,300
$ 18,454,873 $ 18,586,029 $ 12,573,229 $ 10,928,529 $ 7,797,629 $ 6,566,929
197,583 0 0 0 0 0
327,826 0 0 0 0 0
O 0 0 0 0 0
125,000 161,000 35,000 70,000 0 0
72,000 0 0 0 0 0
40,000 2,488,000 0 0 0 0
830,000 593,900 0 0 0 0
O 680,000 0 0 0 0
O 205,000 0 0 0 0
O 700,000 1,200,000 735,000 0 0
O 935,000 0 0 0 0
430,000 0 0 0 0 0
O 10,000 100,000 0 0 0
O 575,000 0 0 0 0
O 30,000 0 20,000 0 0
O 7,000 200,000 200,000 0 0
O 95,000 648,000 0 0 0
550,000 350,000 0 0 0 0
2,572,409 6,829,900 2,183,000 1,025,000 0 0
150,000 100,000 0 0 0 0
185,000 0 0 0 0 0
88,000 0 0 0 0 0
116,000 4,000 0 0 0 0
113,000 0 0 0 0 0
O 0 0 60,000 0 0
61,500 0 0 0 0 0
191,500 0 0 0 0 0
O 200,000 0 0 0 0
O 80,000 1,150,000 0 0 0
O 175,000 0 0 0 0
O 0 0 200,000 0 0
O 0 0 500,000 500,000 500,000
905,000 559,000 1,150,000 760,000 500,000 500,000
O 0 150,000 145,000 155,000 149,000
135 49,000 0 0 0 0
13,000 57,000 0 0 0 0
O 28,000 0 0 0 0
O 0 0 0 125,000 1,128,000
O 0 0 0 0 933,000
O 0 0 0 0 309,000
555,000 0 0 0 0 0
O 0 0 1,020,000 0 0
600,000 232,500 0 0 0 0
3,600 0 0 0 0 •0
147
GENERAL GOVERNMENT
CAPITAL IMPROVEMENT PROJECTS
FISCAL 1995-96 THROUGH FISCAL 1999-00
PROJECT
PROJECT BUDGET ACTUAL BUDGET
NUMBER AMOUNT FY93-94 FY 94-95
KRENEK TAP ST1023 1,207,500 459,613 9,500
SEBESTA RD ST1020 1,344,100 63,934 1,058,000
ANDERSON/TIMBER ST1017 215,000 744 195,000
ROCK PRAIRIE RD EAST ST9402 100,000 0 0
TARROW PAIR ST9405 195,700 7,524 195,000
TEXAS AVE WIDENING ST9408 558,000 0 0
MAJOR THOROUGH FARE REHAB. ST9507 512,000 0 0
SW PARKWAY REHAB ST9508 992,000 0 0
G. BUSH DR WIDENING ST9512 40,000 0 0
ANDERSON ST REHAB NEW 1,278,000 0 0
KYLE STREET ROW NEW 550,000 0 0
UNIVERSITY OAKS REHAB ST9509 736,000 0 0
•
GRAHAM RD UPGRADE ST9515 2,408,000 0 0
ARNOLD RD NEW 400,000 0 0
SUBTOTAL STREET PROJECTS 16,167,800 627,769 3,551,000
SIDEWALKS&BIKEPATHS
SOUTHWOOD VALLEY SIDEWALKS ST9504 0 0 0
SW PKWY SIDEWALKS ST9413 122,400 661 122,400
SIDEWALK IMPROVEMENTS SW9201 7,300 5,421 0
WPC SIDEWALKS SW9301 61,200 45,793 0
• BIKE LOOP ST9409 269,600 0 269,600
MISC SIDEWALKS &TRAILS ST9510 1,100,000 0 0
SUBTOTAL SIDEWALKS & BIKEPATHS 1,560,500 51,875 392,000
TRAFFIC PROJECTS
• TRAFFIC SIGNAL ENHANCEMENTS ST9511 1,900,000 0 0
BRIDGE PROJECTS
OVERSIZED BRIDGE DB9301 249,000 0 317,000
CYPRESS MEADOW BRIDGE SD9403 115,000 0 115,000
APPOMATOX BRIDGE SD9404 68,000 0 68,000
SUBTOTAL BRIDGE PROJECTS 432,000 0 500,000
DRAINAGE PROJECTS
MISC DRAINAGE D09302 54,000 0 49,000
BEE CREEK CHANNEL SD9405 90,000 0 95,000
• WINDWOOD DRAINAGE SD9402 6,000 0 0
DRAINAGE MASTER PLAN SD9501 120,000 0 120,000
MISC DRAINAGE 95 SD9505 2,685,000 0 0
• BEECREEK SEWER/DRAINAGE SD9504 142,000 0 0
SUBTOTAL DRAINAGE PROJECTS 2,955,000 0 264,000
OTHER
VARIOUS CLOSED PROJECTS 169,980 0
TRANSFER TO DEBT SERVICE FUND 0 0
GENERAL AND ADMINISTRATIVE 111,204 250,000
CONTINGENCY 0 100,000
SUBTOTAL OTHER 201,184 350,000
TOTAL EXPENDITURES 2,294,219 8,547,000
ENDING BALANCE 5,956,873 6,668,962
1. Certificates already issued.
2. A mixture of current GF revenues , certificates already issued and certificates to be issued in FY95 and FY96.
3.Current GF revenues.
4. A mixture of certificates to be issued in FY95 1-$1.3 mil.) and an interfund loan from the Electric Fund.
5. Future certificates.
6. Future certificates to be repaid from GF revenues, Service Level Adjustment package.
7. Certificates to be issued in FY95.
••
8. $80,000 from CDBG, and $95,000 from Parkland Dedication Fund
' 9. Interfund loans from General Fund $350,000, and Hotel Fund $550,000.
148
APPROVED
ESTIMATED BUDGET PROJECTED PROJECTED PROJECTED PROJECTED
FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 98-99 FY 99-00 ,
9,700 0 0 0 0 0
870,000 75,000 0 0 0 0
1,500 0 0 0 0 0
100,000 0 0 0 0 0
196,500 0 0 0 0 0
553,000 0 0 0 0 0
O 312,000 200,000 0 0 0
O 92,000 900,000 0 0 0
40,000 0 0 0 0 0
O 0 130,000 1,148,000 0 0
O 0 550,000 0 0 0
O 736,000 0 0 0 0
O 0 0 110,000 1,532,000 766,000
O 400,000 0 0 0 0
2,942,435 1,981,500 1,930,000 2,423,000 1,812,000 3,285,000
3,300 0 0 0 0 0
122,000 0 0 0 0 0
O 0 0 0 0 0
O 0 0 0 0 0
140,000 129,600 0 0 0 0
O 100,000 170,000 320,000 220,000 290,000
265,300 229,600 170,000 320,000 220,000 290,000
O 420,000 280,000 380,000 440,000 380,000
O 249,000 0 0 0 0
115,000 0 0 0 0 0
68,000 0 0 0 0 0
183,000 249,000 0 0 0 0
O 0 0 0 0 0
90,000 0 0 0 0 0
6,000 0 0 0 0 0
80,000 40,000 0 0 0 0
O 395,000 370,000 462,000 733,000 725,000
142,000 0 0 0 0 0
176,000 435,000 370,000 462,000 733,000 725,000
O 0 0 0 0 0
O 100,000 100,000 100,000 100,000 100,000
250,000 200,000 250,000 250,000 250,000 250,000
100,000 100,000 100,000 100,000 100,000 100,000
350,000 400,000 450,000 450,000 450,000 450,000
7,218,144 10,669,000 6,163,000 5,358,000 3,422,000 4,905,000
11,236,729 7,917,029 6,410,229 5,570,529 4,375,629 1,661,929
•
149
ELECTRIC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL 1995-99 THROUGH FISCAL 1999-00
PROJECT
PROJECT BUDGET ACTUAL BUDGET
NUMBER AMOUNT FY93-94 FY 94-95
BEGINNING FUND BALANCE: $ 914,358 $ (4,693,438)
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS $ 0 $ 12,000,000
INTEREST ON INVESTMENTS (269,400) 111,100
EXPENDITURES FROM OPERATIONS 135,000 226,000
SUBTOTAL ADDITIONAL RESOURCES $ (134,400) $ 12,337,100
TOTAL RESOURCES AVAILABLE $ 779,958 $ 7,643,662
CAPITAL PROJECTS:
NEW SERVICES &SYSTEM EXT. * ED 0000 $ ANNUAL $ 1,687,426 950,000
RES. STREET LIGHTING * ED 0001 ANNUAL 17,468 120,000
THOR. STREET LIGHTING * ED 0002 ANNUAL 71,884 360,000
SCHEDULED THOR. URD CONV. " ED 0003 ANNUAL 152,864 800,000
BUSINESS PARK ELEC. SERVICE " ED 1003 1,360,000 1,819 1,495,000
UNIVERSITY DR. UNDERGROUND ED 9356 ' 2,650,000 107,060 1,200,000
•
NORTHGATE UNDERGROUND NEW 300,000 364 0
CUSTOMER INFORMATION SYSTEM * UB 9301 583,000 135,000 226,000
CIS BUILDING NEW 2,300,000 0 1,500,000
GREENS PRAIRIE SUBSTATION ET 1000 2,600,000 87,239 0
SUBSTATION ADDIT. AND MODIF. ET 1005 ANNUAL 16,856 350,000
FINFEATHER SUBSTATION NEW 1,000,000 0 0
• AUTOMATED MAPPING ED 9380 ANNUAL 307,056 0
SCADA ENHANCEMENTS • EP 1001 ANNUAL 35,243 25,000
LOAD MANAGEMENT EN 0004 ANNUAL 2,297 45,000
USC IMPROVEMENTS " EP 1000 ANNUAL 0 20,000
PCB TESTING 390,000 115,776 0
UNDERGROUND DISTRIBUTION CAPIC. NEW 2,026,000 0 0
THIRD TRANSMISSION LINE NEW 1,800,000 0 0
CLOSED PROJECTS 1,055,628 0
GENERAL & ADMINISTRATIVE ANNUAL 40,000 153,982
CONTINGENCY ANNUAL 0 100,000
TOTAL EXPENDITURES $ 3,833,980 $ 7,344,982
ENDING BALANCE $ (3,054,022) $ 298,680
" Current revenues are proposed for these projects beginning in FY 96.
** Current revenues are used for this project.
150
APPROVED
ESTIMATED BUDGET PROJECTED PROJECTED PROJECTED PROJECTED
FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 98-99 FY 99-00
$ (3,054,022) $ 1,776,078 $ 4,256,078 $ 4,154,078 $ 3,244,078 $ 2,265,078
$ 9,500,000 $ 6,200,000 $ 4,300,000 $ 3,300,000 $ 2,000,000 $ 2,000,000
125,000 287,000 322,000 272,000 206,000 177,000
410,000 1,580,000 2,175,000 1,620,000 1,620,000 1,620,000
$ 10,035,000 $ 8,067,000 $ 6,797,000 $ 5,192,000 $ 3,826,000 $ 3,797,000
$ 6,980,978 $ 9,843,078 $ 11,053,078 $ 9,346,078 $ 7,070,078 $ 6,062,078
950,000 925,000 1,175,000 1,260,000 1,305,000 1,305,000
120,000 130,000 140,000 150,000 160,000 170,000
360,000 450,000 260,000 285,000 295,000 300,000
200,000 1,387,000 1,278,000 2,312,000 1,800,000 1,600,000
10,000 600,000 0 750,000 0 0
2,450,000 200,000 0 0 0 0
O 0 300,000 0 0 0
410,000 75,000 0 0 0 0
O 800,000 1,500,000 0 0 0
10,000 0 0 0 0 0
350,000 75,000 75,000 175,000 75,000 75,000
O 0 1,000,000 0 0 0
O 0 0 0 0 0
25,000 50,000 25,000 25,000 25,000 30,000
10,000 0 0 0 0 0
20,000 20,000 20,000 20,000 20,000 20,000
50,000 0 0 0 0 0
O 650,000 876,000 0 0 500,000
O 0 0 900,000 900,000 0
O 0 0 0 0 0
139,900 125,000 150,000 125,000 125,000 125,000
100,000 100,000 100,000 100,000 100,000 100,000
$ 5,204,900 $ 5,587,000 $ 6,899,000 $ 6,102,000 $ 4,805,000 S 4,225,000
$ 1,776,078 $ 4,256,078 $ 4,154,078 $ 3,244,078 $ 2,265,078 $ 1,837,078
•
151
WATER SERVICE
CAPITAL IMPROVEMENTS PROJECTS
FISCAL 1995-96 THROUGH FISCAL 1999-00
PROJECT
PROJECT BUDGET ACTUAL BUDGET
NUMBER AMOUNT FY 93-94 FY 94-95
BEGINNING FUND BALANCE: $ 1,190,523 $ 679,352
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS $ 0 $ 600,000
INTEREST ON INVESTMENTS 43,900 52,600
TRANSFERS FROM OPERATIONS 0 0
SUBTOTAL ADDITIONAL RESOURCES $ 43,900 $ 652,600
TOTAL RESOURCES AVAILABLE $ 1,234,423 $ 1,331,952
CAPITAL PROJECTS:
OVERSIZED LINES WT 1000 $ ANNUAL $ 0 50,000
LINE EXTENSIONS
GRAHAM RD. EXTENSION WT 9201 156,000 193,519 0
SEBESTA RD,W FRONTAGE LINE WT 1001 450,000 59,337 355,350
GEORGE BUSH LIBRARY LINE NEW 500,000 0 75000
WELLS,TOWERS,PUMPS,AND STORAGE
WATER WELL#5 &LINE WT 1017 1,375,000 0 125,000
#1 HIGH SERVICE PUMP WT 1018 415,000 0 100,000
COOLING TOWER#3&PUMP WT 1019 1,100,000 0 0
CONTINUED AUTOMATION
SCADA-WATER PRODUCTION WT 1016 305,000 80,072 25,000
SYSTEM REHABILITATION/REPLACEMENTS
DISTRIBUTION SYSTEM WT 9303 ANNUAL 0 500,000
UTIL. INFRA. MASTER PLAN WT 9407 75,000 768 40,000
CLOSED PROJECTS 0 0
GENERAL&ADMIN CHARGES ANNUAL BUD 38,400 24,456
CONTINGENCY ANNUAL BUD 0 35,000
TOTAL EXPENDITURES $ 372,096 $ 1,329,806
ENDING BALANCE $ 862,327 $ 2,146
152
APPROVED
ESTIMATED BUDGET PROJECTED PROJECTED PROJECTED PROJECTED
FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 98-99 FY 99-00 .
$ 869,240 $ 1,815,284 $ 635,484 $ 1,687,584 $ 432,184 $ 409,184
$ 1,800,000 $ 600,000 $ 1,600,000 $ 300,000 $ 300,000 $ 300,000
30,000 89,100 67,100 59,600 22,000 21,300
O 0 0 0 0 0
$ 1,830,000 $ 689,100 $ 1,667,100 $ 359,600 $ 322,000 $ 321,300
$ 2,699,240 $ 2,504,384 $ 2,302,584 $ 2,047,184 $ 754,184 $ 730,484
51,700 50,000 50,000 50,000 50,000 50,000
7,000 0 0 0 0 0
357,000 0 0 0 0 0
O 0 0 0 0 0
125,000 1,250,000 0 0 0 0
O 0 100,000 315,000 0 0
O 0 145,000 955,000 0 0
28,800 25,000 25,000 0 0 0
250,000 500,000 250,000 250,000 250,000 250,000
40,000 0 0 0 0 0
O 0 0 0 0 0
24,456 23,900 25,000 25,000 25,000 25,000
O 20,000 20,000 20,000 20,000 20,000
$ 883,956 $ 1,868,900 $ 615,000 $ 1,615,000 $ 345,000 $ 345,000
$ 1,815,284 $ 635,484 $ 1,687,584 $ 432,184 $ 409,184 $ 385,484
153
WASTEWATER SERVICE
CAPITAL IMPROVEMENTS PROJECTS
FISCAL 1995-96 THROUGH FISCAL 1999-00
PROJECT
PROJECT BUDGET ACTUAL BUDGET
NUMBER AMOUNT FY93-94 FY 94-95
BEGINNING FUND BALANCE: $ 2,817,180 1,445,077
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS $ 0 10,000,000
INTEREST ON INVESTMENTS 66,497 534,500
TRANSFERS FROM OPERATIONS 0 0
SUBTOTAL ADDITIONAL RESOURCES $ 66,497 $ 10,534,500
TOTAL RESOURCES AVAILABLE $ 2,883,677 $ 11,979,577
CAPITAL PROJECTS:
OVERSIZED LINES SS 1000 $ ANNUAL $ 0 30,000
TEXAS AVE WIDENING 350,000 0 0
LINE EXTENSIONS
GRAHAM ROAD EXTENSION SS 1014 300,000 274,547 0
GEORGE BUSH LIBRARY LINE NEW 500,000 0 75,000
INTERCEPTERS
GREENS PRAIRIE INTER. NEW 1,000,000 0 750,000
LINE REHABS
COLLECTION REHAB SS 9304 ANNUA'. 0 500,000
EASTGATE REHAB SS 9408 500,000 446 0
BEECREEK LINE REHAB II SS 9406 375,000 15,708 0
PLANT AND SYSTEM CONTROLS 350,000 0 0
CARTER CREEK WWTP IMPROV SP 9401 9,200,000 256,611 7,231,500
LICK CREEK WWTP IMPROV. NEW 4,000,000 0 0
SCADA SS 1011 ANNUAL 24,560 100,000
UTIL. IFRA. MASTER PLAN SS 9407 100,000 729 40,000
CLOSED PROJECTS 714,237 0
GEN & ADM COSTS ANN BUD 90,000 180,300
CONTINGENCY ANN BUD 0 150,000
TOTAL EXPENDITURES $ 1,376,838 $ 9,056,800
ENDING BALANCE $ 1,506,839 $ 2,922,777
154
APPROVED
ESTIMATED BUDGET PROJECTED PROJECTED PROJECTED PROJECTED
FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 98-99 FY 99-00
$ 1,506,839 $ 4,975,939 $ 2,070,939 $ 3,727,639 $ 1,793,439 $ 1,462,339
$ 11,200,000 $ 0 $ 3,200,000 1,800,000 1,000,000 0
450,000 176,200 186,700 195,800 98,900 51,800
O 0 0 0 0 0
$ 11,650,000 $ 176,200 $ 3,386,700 $ 1,995,800 $ 1,098,900 $ 51,800
$ 13,156,839 $ 5,152,139 $ 5,457,639 $ 5,723,439 $ 2,892,339 $ 1,514,139
O 30,000 30,000 30,000 30,000 30,000
O 400,000 0 0 0 0
O 0 0 0 0 0
O 0 0 0 0 0
O 0 250,000 750,000 0 0
275,000 0 500,000 500,000 500,000 50,000
160,100 339,900 0 0 0 0
O 375,000 0 0 0 0
225,000 125,000 0 0 0 0
7,200,000 1,586,300 0 0 0 0
O 0 750,000 2,500,000 750,000 0
100,500 50,000 50,000 0 0 0
40,000 0 0 0 0 0
O 0 0 0 0 0
180,300 100,000 75,000 75,000 75,000 75,000
O 75,000 75,000 75,000 75,000 75,000
$ 8,180,900 $ 3,081,200 $ 1,730,000 $ 3,930,000 $ 1,430,000 $ 230,000
$ 4,975,939 $ 2,070,939 $ 3,727,639 $ 1,793,439 $ 1,462,339 $ 1,284,139
155
We're Committed
OkilPFiA
To Excellence
156
GENERAL DEBT SERVICE FUND
The General Debt Service Fund is used to * The Utility Revenue Bonds Series
account for the revenues and expenditures 1990 and 1994 and General Obligation
associated with general obligation debt of the and Refunding Bonds Series 1994
city. The city council adopted a policy to were insured subsequent to being
retain the tax rate at 28.25 cents per $100 independently rated and currently have
valuation for FY 94 in order to be able to ratings of AAA and Aaa, respectively.
meet debt service requirements in FY 96
which included a balloon payment due to Revenues in the Debt Service Fund are
some contract obligation debt incurred in the anticipated to increase in FY 96 by 16.5% •
mid 1980s. The balloon payment will accrue over FY 95, reflecting the increased taxable
in FY 96 as anticipated and the revenues and valuations in College Station. The ad valorem
estimated fund balance is sufficient to pay tax rate is anticipated to remain at 28.25
the debt without a tax increase. cents/$100 valuation for FY 96. It is also
anticipated that $100,000 in investment
During 1995, the city council held a earnings will be transferred from general
successful general obligation bond election. capital projects in each of the next 5 years to
The voters authorized $22.5 million in help meet debt service requirements from
additional debt that will be issued over issuance of the $22.5 million in debt.
approximately 5 years for streets, parks,
drainage, library, fire station, and other Expenditures are anticipated to increase in FY
projects. It is anticipated that the current tax 96 over FY 95 by $1.77 million or 45.8%
will be sufficient to cover the debt service primarily due to the balloon note that is due
rate for the authorized bonds. to the sale of the first portion of bonds from
the March 1995 bond authorization and to
The City's basic debt management policies shorter term notes to pay for computer
are explained in the Financial Policy hardware and software and radio system
Statements which are included in the replacement.
appendix to this document. The City is
continuing to review its debt management It is anticipated that the city will issue $4.7
policies and to address the particular million of General Obligation Bonds (GO's), $6
concerns and needs of the citizens. Basically, million in Utility Revenue Bonds (URB's), and
the city issues debt only to meet capital $ 2,015,000 in contract obligations (CO's) by
needs. the end of FY 95.
Current policy is to maintain at least 15 % of Based on the approved capital schedule the
annual appropriated expenditures for debt city will issue additional debt in FY 96 to fund
service and any associated fees as the Debt projects for FY 97 GO's, $5,300,000; URB'S,
Service Fund balance at fiscal year end. The $6,800,000; and $1,583,000 in CO's.
fund is in compliance with that policy.
This section contains a schedule of
The most recent debt issues of the City of requirements and a summary of requirements
College Station have earned ratings from for all General Obligation bonds and Contract
Moody's and Standard & Poor's: Obligation bonds. The detail information for
each individual General Obligation bond and
Standard Contract Obligation bond is found in
Bond Type & Poors Moody's Appendix I. In addition, the schedule of
requirements and the individual detail
General Obligation A+ A-1 information for all Utility Revenue bonds are
Utility Revenue also found in Appendix I.
Bonds A+ A-1 *
157
CITY OF COLLEGE STATION
DEBT SERVICE FUND •
FUND SUMMARY
FY 1994.95 FY 1895 96 FY 1995 96 %CHANGE
FY 1993-94 FY 1994-95 YEAR-END BASE APPROVED FROM ORIGINAL
ACTUAL BUDGET ESTIMATE BUDGET BUDGET BUDGET
BEGINNING BALANCE $ 871,871 $ 1,233,135 $ 1,383,755 $ 1,837,098 $ 1,837,098
REVENUES
AD VALOREM TAXES ETC $ 3,636,353 $ 4,103,000 $ 4,111,000 6 4,547,000 $ 4,547,000 10.8%
INVESTMENT EARNINGS 86,177 100,000 159,355 169,778 169,778 69.8%
OTHER 99,514 0 75,158 79,735 79,735 N/A
TRANSFERS 10,762 0 0 100,000 100,000 N/A
TOTAL REVENUES $ 3,832,806 $ 4,203,000 $ 4,345,513 6 4,896,513 $ 4,896,513 16.5%
TOTAL FUNDS AVAILABLE 6 4,704,677 6 5,436,135 8 5,729,268 6 6,733,611 $ 6,733,611 23.9%
EXPENDITURES AND TRANSFERS
GEN.OBLIGATION BONDS $ 3,215,328 6 3,725,931 6 3,721,636 6 5,040,948 $ 6,040,948 35.3%
CERTIFICATES OF OBLIGATION 94,840 130,365 160,534 590,809 590,809 353.2%
AGENTS FEES 10,754 20,000 20,000 20,000 20,000 0.0%
TOTAL OPERATING EXPENSES
AND TRANSFERS $ 3,320,922 $ 3,876,296 $ 3,892,170 $ 5,651,757 $ 5,651,757 45.8%
INCREASE(DECREASE)IN
FUND BALANCE $ 511,884 $ 326,704 6 453,343 $ (755,2441 8 (755,244)
ENDING FUND BALANCE 6 1,383,755 $ 1,559,839 8 1,837,098 $ 1,081,854 $ 1,081,854
158
DEBT SERVICE FUND - SOURCES OF FUNDS
INVEST.EARNINGS OTHER
3% 4%
1
PROPERTY TAX
93%
DEBT SERVICE FUND - USES OF FUNDS
CERTIF.OF
OBLIGATION FEES
10% <1%
AI
ax
G.O.BONDS
90%
159
DEBT SERVICE
SUMMARY OF REQUIREMENTS
GENERAL OBLIGATION BONDS
1995-1996
GENERAL UTILITY HOTEL/MOTEL
FUND FUND FUND
ISSUE ASSOCIATED ASSOCIATED ASSOCIATED TOTAL
1976 G.O. BONDS PRINCIPAL 75,000 225,000 300,000
1978-I G.O. BONDS PRINCIPAL 31,500 143,500 175,000
1978-II G.O. BONDS PRINCIPAL 150,000 150,000
1987 G.O. REFUNDING BONDS PRINCIPAL 1,016,785 17,765 10,450 1,045,000
1988 G.O. REFUNDING BONDS PRINCIPAL 1,350,000 1,350,000
1989 G.O. BONDS PRINCIPAL 225,000 225,000
1991 G.O. BONDS PRINCIPAL 225,000 225,000
1994 G.O. BONDS PRINCIPAL 400,000 400,000
1995 G.O. BONDS PRINCIPAL 0 0
TOTAL BONDS PRINCIPAL $3,473,285 $386,265 $10,450 $3,870,000
1976 G.O. BONDS INTEREST 4,500 13,500 18,000
1978-I G.O. BONDS INTEREST 4,163 18,963 23,126
1978-II G.O. BONDS INTEREST 31,085 31,085
1987 G.O. REFUNDING BONDS INTEREST 446,884 7,808 4,593 459,285
1988 G.O. REFUNDING BONDS INTEREST 43,875 43,875
1989 G.O. BONDS INTEREST 139,500 139,500
1991 G.O. BONDS INTEREST 243,263 243,263
1994 G.O. BONDS INTEREST 362,050 362,050
1995 G.O. BONDS INTEREST 277,300 277,300
TOTAL BONDS INTEREST $1,552,620 $40,271 $4,593 $1,597,484
TOTAL BONDS $5,025,905 $426,536 $15,043 $5,467,484
160
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation Bond
ALL SERIES
TOTAL DUE PRINCIPAL
PRINCIPAL INTEREST EACH AMOUNT
FISCAL YEAR AMOUNT AMOUNT FISCAL YEAR OUTSTANDING
1995-1996 3,870,000 1,594,108 5,464,108 22,895,000
1996-1997 2,600,000 1,384,235 3,984,235 20,295,000
1997-1998 2,305,000 1,220,237 3,525,237 17,990,000
1998-1999 2,205,000 1,061,146 3,266,146 15,785,000
1999-2000 1,910,000 912,603 2,822,603 13,875,000
2000-2001 1,420,000 792,835 2,212,835 12,455,000
2001-2002 1,515,000 690,445 2,205,445 10,940,000
2002-2003 1,510,000 587,928 2,097,928 9,430,000
2003-2004 1,505,000 487,742 1,992,742 7,925,000
2004-2005 1,025,000 409,299 1,434,299 6,900,000
2005-2006 800,000 357,275 1,157,275 6,100,000
2006-2007 825,000 311,312 1,136,312 5,275,000
2007-2008 875,000 264,313 1,139,313 4,400,000
2008-2009 875,000 214,188 1,089,188 3,525,000
2009-2010 875,000 167,376 1,042,376 2,650,000
2010-2011 875,000 119,500 994,500 1,775,000
2011-2012 875,000 72.251 947,251 900,000
2012-2013 625,000 31,875 656,875 275,000
2013-2014 275,000 7,563 282,563 0
161
DEBT SERVICE
SUMMARY OF REQUIREMENTS
CERTIFICATES OF OBLIGATION
1995-1996
GENERAL UTILITY
FUND FUND
ISSUE ASSOCIATED ASSOCIATED TOTAL
CERTIFICATE OF OBLIGATION #8 26,200 26,200
CERTIFICATE OF OBLIGATION #11 80,000 80,000
CERTIFICATE OF OBLIGATION 1995 400,000 400,000
TOTAL PRINCIPAL $480,000 $26,200 $506,200
CERTIFICATE OF OBLIGATION #8 12,576 12,576
CERTIFICATE OF OBLIGATION #11 12,600 12,600
CERTIFICATE OF OBLIGATION 1995 96,195 96,195
TOTAL INTEREST $108,795 $12,576 $121,371
TOTAL $588,795 $38,776 $627,571
162
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation
ALL SERIES
TOTAL DUE PRINCIPAL
PRINCIPAL INTEREST EACH AMOUNT
FISCAL YEAR AMOUNT AMOUNT FISCAL YEAR OUTSTANDING
2,359,800
1995-1996 506,200.00 121,371.00 627,571.00 1,853,600.00
1996-1997 506,200.00 91,987.00 598,187.00 1,347,400.00
1997-1998 511,200.00 65,603.00 576,803.00 836,200.00
1998-1999 431,200.00 35,516.00 466,716.00 405,000.00
1999-2000 405,000.00 10,918.00 415,918.00 0.00
163
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(1-4 kl I rib
To Excellence
164
BUDGET AND TAX ORDINANCES
ORDINANCE NO. 2145
AN ORDINANCE ADOPTING A BUDGET FOR THE 1995-96 FISCAL YEAR AND
AUTHORIZING EXPENDITURES AS THEREIN PROVIDED.
WHEREAS, a proposed budget for the fiscal year October 1, 1995 to September 30,
1996, was prepared and a public hearing held thereon as proscribed by law and the
Charter of The City of College Station, Texas, notice of said hearing having first been
duly given;
NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
COLLEGE STATION, TEXAS:
That the aforesaid proposed budget, which is made a part hereof to the same extent as
if set forth at length herein, is hereby adopted, and a copy of which is on file in the Office
of the City Secretary in College Station, Texas; and
That authorization is hereby granted for the expenditure of the same under the
•
respective items contained in said budget with the approved fiscal procedures of the
City.
PASSED AND APPROVED THIS 14th DAY OF SEPTEMBER, 1995.
APPROVED:
Larry Rin r,
•
ATTEST:
Connie Hooks, City Secretary
A-1
ORDINANCE NO._2 1 50
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 1995-96 AND
APPORTIONING EACH LEVY FOR THE SPECIFIC PURPOSES.
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE STATION, TEXAS,
THAT:
SECTION I. That there is hereby levied and there shall be collected for the use and support of the
municipal government of the City of College Station,Texas, and to provide General Debt Service
for the 1995-96 fiscal year upon all property, real, personal and mixed within the corporate limits
of said city subject to taxation, a tax of forty-four and fifty one-hundredths cents($0.4450)on each
one hundred dollar($100.00)valuation of property, and said tax being so levied and apportioned
to the specific purpose herein set forth:
1. For the maintenance and support of the general government(General Fund),
sixteen and twenty-five one hundredths cents($0.1625)on each one hundred
dollar($100.00)valuation of property; and
2. For the general obligation debt service, (General Debt Service Fund), twenty-
eight and twenty-five one hundredths cents($0.2825) each one hundred
dollar($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 Executive Director of Finance 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. That this ordinance shall take effect and be in force from and after its passage.
PASSED AND APPROVED THIS 28th DAY OF SEPTEMBER, 1995.
APPROVED:
C "
Larry Ringer, Mayor
ATTEST:
Onie Hooks, City Secretary
A-2
We're Committed
ro
To Excellence
FUND SUMMARY BY DIVISION
GENERAL FUND SUMMARY
EXPENDITURE BY DIVISION
DEPARTMENT TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
POLICE
POLICE ADMINISTRATION $334,072 $439,949 $430,203 $452,978 $452,978 2.96%
UNIFORM PATROL 2,553,026 2,347,734 2,283,653 2,399,112 2,399,112 2.19%
CRIMINAL INVESTIGATION 475,818 638,683 610,422 610,319 610,319 -4.44%
SPECIAL SERVICES 356,629 573,827 570,407 538,476 576,382 0.45%
TECHNICAL SERVICES 371,369 443,587 431,951 389,778 389,778 -12.13%
COMMUNICATION/JAIL 751,750 804,158 770,049 801,230 801,230 -0.36%
DEPARTMENT TOTAL $4,842,664 $5,247,938 $5,096,685 $5,191,893 $5,229,799 -0.35%
FIRE
ADMINISTRATION $367,469 $401,160 $392,736 $395,971 $395,971 7.76%
SUPPRESSION 3,075,526 3,505,570 3,163,027 3,324,979 3,392,809 10.32%
PREVENTION 20,123 33,340 30,687 24,821 31,221 55.15%
I DEPARTMENT TOTAL $3,463,118 $3,940,070 $3,586,450 $3,745,771 $3,820,001 -3.05%
PUBLIC SERVICES
ADMINISTRATION $204,670 $275,097 $272,148 $267,371 $267,371 -2.81%
STREETS MAINTENANCE 1,598,482 1,562,272 1,409,841 1,469,575 1,638,425 4.87%
DRAINAGE MAINTENANCE 183,702 162,228 153,040 144,935 144,935 -10.66%
FLEET SERVICES 441,282 473,588 474,670 488,126 494,796 4.48%
• TRAFFIC 127,994 136,771 145,302 1"7183 136,433 -0.25%
DEPARTMENT TOTAL $2,556,130 $2,609,956 $2,455,001 $2,497,190 $2,681,960 2.76%
PARKS AND RECREATION
ADMINISTRATION $316,192 $352,410 $334,741 $341,480 $342,480 -2.82%
RECREATION 768,220 918,391 914,842 918,323 974,987 6.16%
SPECIAL FACILITIES 787,948 1,115,769 1,091,779 836,154 1,184,488 6.16%
PARKS OPERATIONS 841,131 987,421 963,045 999,475 999,475 1.22%
FORESTRY 468,517 603,857 622,005 541,291 541,291 -10.36%
•
DEPARTMENT TOTAL 83,182,008 $3,977,848 $3,926,412 $3,636,723 $4,042,721 1.63%
ECONOMIC AND
DEVELOPMENT SERVICES
ADMINISTRATION $176,932 $178,730 $247,049 $286,491 $286,491 60.29%
ENGINEERING 585,493 689,429 617,325 799,809 799,809 16.01%
PLANNING 1,116,686 1,360,330 1,572,989 1,123,084 1,138,084 -16.34°,6
DEPARTMENT TOTAL $1,879,111 $2,228,489 $2,437,363 $2,209,384 $2,224,384 -0.18%
MANAGEMENT SERVICES
ADMINISTRATION $127,011 898,285 $94,150 $98,208 $98,208 -0.08%
PUBLIC RELATIONS 237,012 139,043 131,625 114,503 114,503 -17.65%
ENERGY MGMT.SERVICES 171,279 281,763 277,116 233,561 233,561 -17.11%
FACILITIES MAINTENANCE 466,920 715,113 674,059 680,443 730,443 2.14%
MIS ADMINISTRATION 606,500 879,482 842,862 914,144 949,660 7.98%
LIBRARY $322,253 $367,330 $371,147 $374,064 374,064 1.83%
DEPARTMENTAL TOTAL $1,930,975 $2,481,016 $2,390,959 $2,414,923 $2,500,439 0.78%
B-i
GENERAL FUND SUMMARY
EXPENDITURE BY DIVISION
DEPARTMENT TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
FISCAUHUMAN RESOURCES
FISCAL ADMINISTRATION $118,318 $144,065 $237,992 $141,177 $141,177 -2.00%
HUMAN RESOURCES 273.222 276,175_ 262,062 265,252 265,252 -3.96%
RISK MANAGEMENT 101,765 103,238 93,019 96,898 96,898 -6.14%
ACCOUNTING 541,239 561,820 533,628 559,782 575,745 2.48%
PURCHASING 169,146 188,678 181,761 189,722 189,722 0.55% ,
MUNICIPAL COURT 297,399 389,765 347,758 355,076 355,076 -8.90%
DEPARTMENT TOTAL $1,501,089 $1,663,741 $1,656,220 $1,607,907 $1,623,870 -2.40%
GENERAL GOVERNMENT
MAYOR AND COUNCIL $53,272 $78,450 $81,649 $57,987 $61,187 -22.01%
CITY SECRETARY 127,668 162,875 158,989 140,168 140,168 -13.94%
CITY MANAGER 218,765 282,927 238,167 251,849 251,849 -10.98%
LEGAL 434,041 437,823 440,207 431,142 442,438 1.05%
BUDGET&RESEARCH 158,768 168,977 157,351 167,331 167,331 -0.97%
COMMUNITY SVCS.ADMIN. 141,875 150,789 153,815 146,262 146,262 -3.00%
DEPARTMENT TOTAL $1,134,389 $1,281,841 $1,230,178 $1,194,739 $1,209,235 -5.66%
'GENERAL FUND TOTAL $20,489,484 $23,430,899 $22,779,268 $22,498,530 $23,332,409 -0.42%
B-2
ELECTRIC FUND SUMMARY
EXPENDITURE BY DIVISION
• TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
OPERATIONS ADMINISTRATION $502,977 $763,353 $880,630 $975,431 $999,431 30.93%
TECHNICAL SERVICES 24,159,825 25,682,304 25,626,825 26,340,453 26,356,453 2.62%
ELECTRICAL TRANS./DISTR. 2,121,980 2,065,546 2,007,007 1,943,857 1,946,157 •5.78%
UTILITY BILLING 1,021,116 1,121,849 1,101,607 1,099,048 1,099,048 -2.03%
FUND TOTAL 927,805,898 929,633,052 929,616,069 $30,358,789 $30,401,089 2.59%
WATER FUND SUMMARY
EXPENDITURE BY DIVISION
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
I WATER OPERATIONS 52,728,245 52,875,447 52,383,972 52,307,595 $2,365,595 -11.58%
1 FUND TOTAL $2,728,245 $2,675,447 $2,383,972 $2,307,595 $2,365,595 -11.58%
WASTEWATER FUND SUMMARY
EXPENDITURE BY DIVISION
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
WASTEWATER OPERATIONS $2,281,216 92,530,755 92,335,648 $2,444,527 82,510,027 -0.82%
FUND TOTAL $2,281,216 $2,530,755 92,335,648 $2,444,527 $2,510,027 -0.82%
SOLID WASTE COLLECTION
FUND SUMMARY
EXPENDITURE BY DIVISION
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
' DIVISION FY 93-94 FY 94-95 FY 94-95 FY 95-96 FY 95-96 FY 95 TO FY 96
I SOLID WASTE COLLECTION $2,112,629 $2,782,561 $2,546,045 $2 547,548 $2,553,548 -8.23%
FUND TOTAL $2,112,629 $2,782,561 92,546,045 52,547,548 $2,553,548 -8.23%
B-3
BRAZOS VALLEY SOLID WASTE MANAGEMENT
FUND SUMMARY
EXPENDITURE BY DIVISION
TOTAL %CHANGE IN
ACTUAL BUDGET ESTIMATED BASE BUDGET APPROVED BUDGET FROM
DIVISION FY 93.94 FY 94-95 FY 94.95 FY 95-96 FY 95-96 FY 95 TO FY 96
LANDFILL OPERATION 81,158,100 $1,503,460 82,780,241 $1,230,163 $2,308,308 53.53%
ADMINISTRATION 44,066 742,621 1,069,576 367,632 842,902 13.50%
FUND TOTAL $1,202,166 $2,246,081 $3,849,817 $1,597,795 $3,151,210 40.30%
B-4
We're Committed
To Excellence
PERSONNEL LIST
We're Committed
F;IjI.F:°
To Excellence
PERSONNEL UST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
General Fund
Police Department
Administration Division:
Police Chief 1 1 $62,974 $64,396
Major 2 2 104,722 105,951
Planning Research Coord. 1 1 36,956 37,889
Staff Assistant 1 1 28,374 27,845
Lieutenant 1 1 27,708 37,575
Senior Secretary 1 2 20,995 39,787
Secretary 1 0 17,027 0
Other Salaries 7,749 696 .,
Total Salaries $306,505 $314,138
Total Benefits $78,324 $95,034
Total Salaries&Benefits 8 8 $384,829 $409,173
Uniform Patrol Division:
Lieutenant 3 3 $126,022 $117,390
Sergeant 7 7 250,567 234,146
Master Officer 8 8 240,985 249,498
Senior Officer 14 14 364,100 371,424
Police Officer 18 19 444,104 501,431
Part-time Parking Attendent 0.5 0.5 10,529 7,314
Other Salaries 105,937 69,018
Total Salaries $1,542,244 $1,550,220
Total Benefits $430,360 $453,092
Total Salaries&Benefits 50.5 51,5 $1,972,604 $2,003,312
Criminal Investigation Division:
Lieutenant 1 1 $45,7591 $43,127
Sergeant 2 2 74,521 64,543
Master Officer/Detective 4 4 155,936 134,376
Senior Officer-Detective 5 5 110,595 133,157
Other Salaries 31,543 16,964
Total Salaries $418,354 $392,167
Total Benefits $112,394 $118,610
Total Salaries&Benefits 12 12 $530,748 $510,777
Special Services Division:
Lieutenant 1 1 $42,628 $41,755
Sergeant 1 1 38,056 37,957
Training Specialist 1 3 30,582 86,520
Master Officer 2 1 61,738 31,726
Senior Officer 3 1 75,489 30,513
Police Officer 1 2 29,248 53,035
Humane Officer 2 2 42,019 42,310
Other Salaries 21,670 22,755
Total Salaries $341,430 $346,571
Total Benefits $93,931 $91,267
Total Salaries&Benefits 11 11 $435,361 $437,838
Technical Services Division:
Lieutenant 1 1 $42,888 $42,774
Records Supervisor 1 1 27,131 27,395
Prop/Evid.Technician 1 1 17,551 17,736
Crime Scene Technician 1 1 32,446 32,551
Records Technician 4 4 75,543 75,559
Other Salaries 5,591 2,484
Total Salaries $201,150 $198,498
Total Benefits $55,733 $56,995
Total Salaries&Benefits 8 8 $256,883 $255,493
C-1
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
Communication/Jail Division:
Communication Manager 1 1 $34,211 $37,694
Communication Shift Supervisor 3 3 82,497 80,534
Communication Operator II 6 8 133,149 177,573
Communication Operator I 9 7 187,094 142,323
Public Safety Officer 6 6 114,661 110,895
Other Salaries 12,033 11,922
Total Salaries $563,647 $560,940
Total Benefits $163,311 $160,948
Total Salaries&Benefits 25 25 $726,958 $721,888
Police
Department Totals 114.5 115.5 $4,307,382 $4,338.481
General Fund
Fire Department
Fire Administration Division:
Fire Chief 1 1 $62,861 $63,555
Asst.Fire Chief 2 2 95,617 97,046
Administrative Assistant 1 1 26,397 26,566
Senior Secretary 1 1 19,696 19,946
• Other Salaries 7,156 1,981
' Total Salaries $211,727 $209,095
•
Total Benefits $49,117 $59,292
•
Total Salaries&Benefits 5 5 $260,844 $268,387
Fire Suppression Division:
Battalion Chief 5 5 $206,108 $204,895
Lieutenant 13 12 434,108 437,703
Inspector/Fire Prevention Lt. 1 3 67,027 96,799
Apparatus Operator 11 12 395,526 366,058
Fire Prevention Specialist 1 0 28,768 0
Asst.Training Officer 1 1 22,428 24,727
FLAME Officer 1 1 15,040 15,244
Firefighter I 34 35 879,883 937,607
Firefighter II 6 4 129,810 80,087
Other Salaries 236,455 134,728
Total Salaries $2,415,153 $2,297,848
Total Benefits $602,054 $701,837
Total Salaries&Benefits 73 73 $3,017,207 $2,999,685
Fire
Department Totals 78 78 $3,278,051 $3,268,072
General Fund
Public Services Department
Public Services Admin.Division:
Public Services Director 1 1 $59,193 $62,853
Staff Assistant 1 1 22,355 20,605
Asst.Public Services Dir. 1 1 29,045 34,671
Secretary 1 1 16,364 15,371
Receptionist 1 1 15,693 13,794
Customer Service Clerk 1 0 14,693 0
Traffic Systems Analyst 1 1 26,809 30,570
Other Salaries 1,103 1,090
Total Salaries $185,256 $178,953
Total Benefits $47,021 $49,909
Total Salaries&Benefits 7 6 $232,277 $228,862
C-2
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
Streets Maintenance Division:
Street Superintendent 1 1 $37,141 $37,124
Foreman-Streets 2 2 58,312 52,307
Heavy Equipment Operator 2 1 23,201 23,164
Equipment Operator II 7 8 155,631 141,985
Sr.Public Service Worker 2 1 14,685 16,196
Truck Driver I 4 3 49,799 44,753
Truck Driver II 0 1 14,921 18,873
Public Service Worker I 2 3 42,320 44,542
Other Salaries 11,681 11,553
Total Salaries $407,691 $390,497
Total Benefits $157,621 $138,500
Total Salaries&Benefits 20 20 $565,312 $528,997
Drainage Division:
Heavy Equip.Operator III 1 1 $22,596 $23,079
Equip.Operator II 3 3 55,266 55,135
Other Salaries 2,005 1,981
Total Salaries $79,867 $80,194
Total Benefits $31,371 $28,353
Total Salaries&Benefits 4 4 $111,238 $108,547
Fleet Services Division
Fleet Services Administration Activity Center
Assistant Buyer 1 1 $23,096 $28,204
Other Salaries 13,493 11,941
Total Salaries $36,589 $40,145
Total Benefits $8,114 $8,077
Total Salaries&Benefits 1 1 $44,703 $48,221
Fleet Services Activity Center
Fleet Services Superintendent 1 1 $29,826 $28,843
Customer Service Clerk 0 1 0 15,097
Shop Foreman 1 1 35,912 34,779
Sr.Public Service Worker 3 3 50,168 49,432
Mechanic II 3 3 78,737 77,802
Mechanic I 3 3 53,445 51,136
Welder/Mechanic 1 1 22,121 23,035
Other Salaries 6,483 6,290
Total Salaries $276,692 $286,414
Total Benefits $81,641 $83,970
Total Salaries&Benefits 12 13 $358,333 $370,384
Fleet Services Division Total 13 14 $403,036 $418,605
Traffic Division:
Signs Supervisor 1 1 $28,894 $28,136
Signs Worker 1 1 17,430 17,485
Other Salaries 25,550 25,239
Total Salaries $71,874 $70,861
Total Benefits $18,667 $17,306
Total Salaries&Benefits 2 2 $90,541 $88,166
Public Services
Department Totals 46 46 $1,402,404 $1,373,177
C-3
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
General Fund
Parks&Recreation Department
Parks&Recreation Administration Division:
Director of Parks&Rec. 1 1 $63,752 $63,635
Asst.Director of Parks&Rec. 1 1 48,908 48,358
Parks Planner 2 2 68,761 67,246
Staff Assistant 1 1 21,344 21,749
Sr.Secretary 1 1 17,560 17,973
Part Time Drafter 0.5 0.5 8,650 7,111
Other Salaries 1,102 1,096
Total Salaries $230,077 $227,168
Total Benefits $53,271 $59,255
Total Salaries&Benefits 6.5 6.5 $283,348 $286,418
Recreation Division
Recreation Administration Activity Center
Recreation Superintendent 1 1 $39,704 $40,510
Sr.Secretary 1 1 22,231 22,813
Other Salaries 3,560 4,371
Total Salaries $65,495 $67,693
Total Benefits $16,433 $16,391
Total Salaries&Benefits 2 2 $81,928 $84,085
Recreation Athletics Activity Center
Athletic Supervisor 1 1 $32,374 $34,065
Asst.Athletic Supervisor 1 1 25,163 25,655
• Other Salaries 13,674 38,140
Total Salaries $71,211 $97,860
Total Benefits $20,837 $19,812
Total Salaries&Benefits 2 2 $92,047 $117,672
' Concessions Activity Center
Concessions Supervisor 1 1 $25,853 $25,370
Other Salaries 36,055 35,677
Total Salaries $61,908 $61,046
Total Benefits $11,463 $10,721
' Total Salaries&Benefits 1 1 $73,373 $71,767
Recreation Instruction Activity Center
Instruction Supervisor 1 1 $34,123 $32,757
Other Salaries 65,787 97,989
Total Salaries $99,910 $130,746
Total Benefits $16,137 $17,415
Total Salaries&Benefits 1 1 $116,047 $148,161
Special Events Activity Center
Assistant Program Supervisor 1 1 $19,562 $22,469
Program Supervisor 1 1 29,964 30,349
Other Salaries 28,781 28,514
' Total Salaries $78,307 $81,332
Total Benefits $15,779 $17,322
Total Salaries&Benefits 2 2 $94,086 $98,654
Recreation Division Totals 8 8 $457,481 $520,339
C-4
PERSONNEL UST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
Special Facilities Division:
Special Facilities Administration Activity Center
Spec.Facilities Sup. 1 1 $36,119 $36,903
Other Salaries 0 0
Total Salaries $36,119 $36,903
Total Benefits $9,241 $9,057 •
Total Salaries&Benefits 1 1 $45,360 $45,959
Special Facilities Aquatic Activity Center
Pools Supervisor 1 1 $29,185 $29,723
Other Salaries 167,438 240,354
Total Salaries $196,623 $270,077
Total Benefits $26,601 $26,524
Total Salaries&Benefits 1 1 $223,224 $296,599
Special Facilities Conference Center Activity Center
Conference/Teen Center Sup. 1 1 $34,068 $32,891
Asst.Conf/Teen Center Sup. 1 1 22,858 23,317
Secretary 1 1 20,648 21,011
Other Salaries 43,221 42,960
Total Salaries $120,795 $120,179
Total Benefits $25,472 $24,298
Total Salaries&Benefits 3 3 $146,267 $144,476
Special Facilities Lincoln Center Activity Center
Lincoln Center Supervisor 1 1 $28,075 $21,586
Building Attendant 1 1 14,897 14,222
Part Time Recreation Asst. 0.5 0.5 4,694 6,231
Secretary 1 1 15,617 17,586
Other Salaries 12,929 36,761
Total Salaries $76,212 $96,386
Total Benefits $22,932 $21,208
Total Salaries&Benefits 3.5 3.5 $99,144 $117,596
Special Facilities Teen Center Activity Center
Other Salaries $23,878 $23,175
Total Salaries $23,878 $23,175
Total Benefits $2,541 $1,904
Total Salaries&Benefits $26,419 $25,079
Special Facilities Division Totals 8.5 8.5 $540,414 $629,709
Parks Operations Division:
Operations Administraton Activity Center
Parks Superintendent 1 1 $35,736 $35,885
Other Salaries 0 0
Total Salaries $35,736 $35,885
Total Benefits $8,934 $8,601
Total Salaries&Benefits 1 1 $44,670 $44,486
C-5
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
East District Operations Activity Center
Parks Operations Supervisor 1 1 $28,517 $29,125
Crew Leader 2 2 41,309 41,488
Light Equipment Operator 2 2 32,706 33,418
Grounds Worker 3 3 39,429 41,595
Other Salaries 24,737 24,011
Total Salaries $166,698 $169,636
Total Benefits $49,118 $47,704
•
• Total Salaries&Benefits k 8 8 $215,816 $217,340
South District Operations Activity Center
Parks Operations Supervisor 1 1 $29,270 $29,885
Crew Leader 2 2 43,902 45,268
Light Equipment Operator 2 2 32,916 33,873
Grounds Worker 3 3 38,461 43,052
Other Salaries 24,661 24,001
Total Salaries $169,210 $176,079
Total Benefits $49,749 $49,107
Total Salaries&Benefits 8 8 $218,959 $225,186
West District Parks Operations Activity Center
Parks Operations Supervisor 1 1 $26,427 $27,300
Crew Leader 2 2 40,424 43,784
Light Equipment Operator 2 2 30,155 32,117
Grounds Worker 3 3 39,162 43,624
Other Salaries 24,559 24,013
Total Salaries $160,727 $170,839
Total Benefits $48,244 $48,149
Total Salaries&Benefits 8 8 $208,971 $218,988
Parks Maintainance Division Totals 25 25 $688,416 $706,000
Forestry Division:
Wolf Pen Creek Activity Center
• Other Salaries $21,975 $10,127
Total Salaries $21,975 $10,127
Total Benefits $2,425 $895
Total Salaries&Benefits $24,400 $11,023
Cemetery Activity Center
Cemetary Sexton 1 1 $34,782 $34,723
Groundsworker 2 2 31,410 30,896
Other Salaries 0 0
Total Salaries $66,192 $65,619
•
Total Benefits $21,983 $20,555
Total Salaries&Benefits 3 3 $88,175 $86,174
C-6
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
Forestry Activity Center
Forestry Superintendent 1 1 $33,160 $34,181
Forestry Supervisor 1 1 30,217 31,191
Crew Leader 2 2 36,919 40,679
Horticulture Worker I 4 4 27,118 62,602
Irrigation Specialist 1 1 21,064 21,724 •
Other Salaries 37,285 1,181
Total Salaries $185,762 $191,557
Total Benefits $55,400 $55,942
Total Salaries&Benefits 9 9 $241,162 $247,499
Forestry Division Totals 12 12 $353,737 $344,696
Parks&Recreation
Department Totals 60 60 $2,323,396 $2,487,162
General Fund
Economic and Development Services Department
Economic and Development Services Administration Division:
Dir.of Development Services 1 1 $62,849 $66,436
Asst.Dir.of Development Services 0 1 0 57,671
Policy Analyst 0 1 0 25,511
Staff Assistant 1 1 24,393 25,146
Secretary 1 1 16,325 15,370
Receptionist 1 1 18,192 13,801
Other Salaries 0 0
Total Salaries $121,759 $203,936
Total Benefits $29,266 $57,303
Total Salaries&Benefits 4 6 $151,025 $261,239
Engineering Division:
Civil Engineering Activity Center
City Engineer 1 1 $57,340 $54,533
Asst.City Engineer 1 2 45,243 91,081
Graduate Civil Engineer 2 2 76,022 77,344
Engineer Technician 2 2 54,591 56,177 .
Utilities Inspector 0 1 0 31,640 •
Engineering Assistant 0 1 0 24,454
Quality Assurance Inspector 1 1 31,266 31,424
Other Salaries 51,702 40,186
Total Salaries $316,164 $406,840
Total Benefits $73,841 $99,735
Total Salaries&Benefits 7 10 $390,005 $506,571
GIS Activity Center
Mapping Specialist 1 1 $30,394 $30,927
GIS Coordinator 1 1 38,550 39,735
GIS Technician 2 2 50,566 54,060
Other Salaries 10,131 17,301
Total Salaries $129,641 $142,024
Total Benefits $30,185 $31,689
Total Salaries&Benefits 4 4 $159,826 $173,713
Engineering Division Total 11 14 $549,831 $680,284
C-7
• •
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
Planning Division:
Planning Administration Activity Center
Asst.Director 1 0 $57,580 $0
City Planner 1 1 50,731 51,079
Staff Planner 2 2 58,394 62,623
Planning Technician 0 1 0 23,189
Transportation Planner 1 1 42,205 42,603
Transportation Tech. 1 1 20,376 23,253
Development Coordinator 0 1 0 41,428
• Policy Analyst 1 0 21,053 0
Other Salaries 6,986 0
Total Salaries $257,325 $244,172
Total Benefits $58,243 $60,907
Total Salaries&Benefits 7 7 $315,568 $305.079
Building Inspection Activity Center
Building Official 1 1 $30,133 $41,269
Code Enforcement Coordinator 1 1 32,632 32,957
Development Coordinator 1 0 41,050 0
Plans Examiner 1 1 23,708 23,820
Senior Electrical Inspector 1 1 34,938 22,910
Building Inspector 3 2 74,936 59,328
Chief Plumbing Inspector 1 1 29,874 30,023
Building Technician 1 1 20,179 21,202
Secretary 1 1 16,566 15,393
Planning Technician 1 0 22,767 0
Other Salaries 1,271 0
Total Salaries $328,054 $246,899
Total Benefits $89,583 $66,078
Total Salaries&Benefits 12 9 $417,637 $312,978
Community Development Activity Center
• Comm.Dev.Administrator 1 1 $38,084 $38,663
• Housing Program Coordinator 1 1 33,613 33,786
Comm.Dev.Program Tech. 1 1 17,432 17,524
• Grants Coordinator 1 1 29,247 29,901
Grant Analyst 1 1 23,603 24,169
Project Specialist 3 3 81,994 80,196
Other Salaries 5,643 5,454
Total Salaries $229,616 $229,693
Total Benefits $55,683 $55,508
Total Salaries&Benefits 8 8 $285,299 $285,199
Planning Division Totals 27 24 $1,018,504 $903,256
Economic and Development Services
Department Totals 42 44 $1,719,360 $1,844,779
C-8
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
General Fund
Management Services Department
Management Svcs.Admin.Division:
Executive Director/Man.Svcs. 1 1 $72,136 $71,976
Other Salaries 300 0
Total Salaries $72,436 $71,976
Total Benefits $13,439 $13,407
Total Salaries&Benefits 1 1 $85,875 $85.383
Public Relations Division:
Public Relations/Mktg.Mgr. 1 1 $43,049 $43,542
Public Relations Asst. 1 1 20,806 22,998
Other Salaries 0 0
Total Salaries $63,855 $66,540
Total Benefits $15,098 $22,241
Total Salaries&Benefits 2 2 $78,953 $88,781
Energy Management Services Division:
Print Mail Activity Center
Printing Coordinator 1 1 $26,965 $27,784
Printing Assistant 1 1 26,618 27,252
Mail/Microfilm Clerk 1 1 19,893 20,361
Part-time Mail/Microfilm Clerk 0.5 0.5 5,519 7,549
Other Salaries 15,534 15,278
Total Salaries $94,530 $98,225
Total Benefits $23,728 $24,338
Total Salaries&Benefits 3.5 3.5 $118,258 $122,562
Energy Mgmt Administration Activity Center
Asst.Director of Mgmt.Svcs. 1 1 $48,223 $48,697
Sr.Secretary 1 1 22,188 22,044
Other Salaries 0 396
Total Salaries $70,411 $71,137
Total Benefits $16,110 $16,315
Total Salaries&Benefits 2 2 $86,521 $87,452
Energy Management Services Division Tot 5.5 5.5 $204,779 $210,014
Facilities Maintenance Division:
Facility Maint.Supervisor 1 1 $30,743 $30,770
Facility Maint.Technician 5 5 118,346 104,125
Other Salaries 1,905 1,887
Total Salaries $150,994 $136,783
Total Benefits $45,578 $40,868
Total Salaries&Benefits 6 6 $196,572 $177,650
C-9
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
Management Information Systems Division:
Information Services Manager 1 1 $37,644 $55,472
Systems Analyst 8 7 201,895 203,063
System Operator 1 1 23,510 20,543
Micro Specialist I 1 1 30,626 35,346
Micro Specialist II 2 2 52,099 53,336
Other Salaries 21,407 24,918
Total Salaries $367,181 $392,679
Total Benefits $88,244 $90,822
Total Salaries&Benefits 13 12 $455,425 $483,501
• Management Services
Department Totals 27.5 26.5 $1,021,604 $1,045,329
General Fund
Fiscal/Human Resources
Fiscal Administration Division:
Exec.Director-Fiscal/HR 1 1 $66,465 $66,697
Staff Assistant 1 1 22,579 22,796
• Secretary 1 1 13,932 13,801
• Other Salaries 600 199
Total Salaries $103,576 $103,494
Total Benefits $23,169 $23,490
Total Salaries&Benefits 3 3 $126,745 $126,984
Human Resources Division:
Human Resources Director 1 1 $54,342 $54,842
Personnel Assistant 1 1 23,535 23,897
Asst. Human Resources Dir. 1 1 35,092 35,614
• Personnel Secretary 1 1 20,152 20,482
Personnel Analyst 1 1 26,126 26,675
Other Salaries 7,019 8,914
• Total Salaries $166,266 $170,424
Total Benefits $40,113 $39,029
Total Salaries&Benefits 5 5 $206,379 $209,452
Risk Management Division:
Risk Manager 1 1 $44,988 $44,887
Risk Analyst 1 1 22,273 22,427
Other Salaries 4,160 495
Total Salaries $71,421 $67,808
Total Benefits $16,111 $15,584
Total Salaries&Benefits 2 2 $87,532 $83,393
• Accounting Division:
Accounting Manager 1 1 $43,407 $43,839
Staff Accountant 3 3 82,100 82,188
• Payroll Manager 1 1 31,189 31,549
Senior Accounting Clerk 5 5 86,332 91,902
Accounting Assistant 1 1 22,891 23,164
Other Salaries 1,714 1,699
Total Salaries $267,634 $274,341
Total Benefits $68,716 $70,355
Total Salaries&Benefits 11 11 $336,350 $344,697
C-1 0
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
Purchasing Division:
Purchasing Agent 1 1 $42,118 $41,867
Buyer 2 2 59,306 60,644
Purchasing Assistant 1 1 17,278 19,199
Other Salaries 7,710 7,637
Total Salaries $126,412 $129,347
Total Benefits $29,521 $30,014
Total Salaries&Benefits 4 4 $155,933 $159,361
Municipal Court Division:
Municipal Court Administrator 1 1 $31,728 $32,654
Court Coordinator 1 1 20,770 22,723
Court Customer Service Reps. 3 3 47,710 46,826
Sr Court Customer Service Reps. 2 2 35,247 34,338
Warrant Officer 1 0 20,108 0
Other Salaries 22,689 22,477
Total Salaries $178,252 $159,019
Total Benefits $46,773 $43,043
Total Salaries&Benefits 8 7 $225,025 $202,062
Fiscal/Human Resources
Department Totals 33 32 $1,137,964 $1,125,949
General Fund
General Government
City Secretary Division:
City Secretary 1 1 $34,298 $33,206
Council Coordinator 1 1 23,262 19,228
Secretary 1 1 23,684 22,965
Other Salaries 5,700 6,349
Total Salaries $86,944 $81,748
Total Benefits $20,076 $22,501
Total Salaries&Benefits 3 3 $107,020 $104,249
City Manager Division:
City Manager 1 • 1 $108,327 $99,241
Executive Assistant 1 • 1 29,068 26,282
Staff Assistant 1 1 24,605 24,722
Secretary 1 1 15,516 17,161
Other Salaries 7,794 0
Total Salaries $185,310 $167,406
Total Benefits $45,264 $49,760
Total Salaries&Benefits 4 4 $230,574 $217,166
Legal Division:
City Attorney 1 1 $66,355 $67,475
Senior Asst.City Attorney 1 1 51,042 52,517
Asst.City Attorney 3 3 108,639 111,492
Legal Asst. II/Office Manger 1 1 34,368 33,605
Legal Assistant I 1 1 25,894 19,199
Other Salaries 9,265 17,039
Total Salaries $295,563 $301,328
Total Benefits $63,441 $70,425
Total Salaries&Benefits 7 7 $359,004 $371,753
C-1 1
•
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
Budget&Research Division:
Interim Dir.of Budget and Research 1 1 $54,616 $52,042
• Budget&Research Analyst 1 1 24,794 27.718
Economic Analyst 1 1 23,342 25,498
Part Time-Intern 0.5 0.5 7,440 7,369
Other Salaries 0 0
Total Salaries $110,192 $112,626
Total Benefits $24,867 $24,894
Total Salaries&Benefits 3.5 3.5 $135,059 $137,520
Community Services Administration Division:
Assistant City Manager 1 1 $81,317 $81,078
Administrative Assistant 1 1 26,968 27,280
Other Salaries 0 0
Total Salaries $108,285 $108,358
Total Benefits $21,154 $27,196
Total Salaries&Benefits 2 2 $129,439 $135,554
General Government
Department Totals 19.5 19.5 $961,096 $966,242
•
GENERAL FUND TOTALS 420.5 421.5 $16,151,257 $16,449,191
Electric Fund
Public Utilities Department
Operations Administration Division
Warehouse Operations Activity Center
Warehouse Supervisor 1 1 $32,579 $26,443
• Warehouse Coordinator 1 1 23,425 20,306
Warehouse Assistant 1 1 18,415 17,366
Other Salaries 18,778 18,989
Total Salaries $93,197 $83,104
Total Benefits $21,213 $19,775
Total Salaries&Benefits 3 3 $114,410 $102,879
Administration Activity Center
Asst.City Manager Oper. 1 1 $90,335 $95,443
Administrative Manager 1 1 51,160 35,851
' Utility Analyst 1 1 25,771 29,548
Receptionist 1 1 17,033 16,065
Sr.Account Clerk 1 1 15,745 16,791
Energy Auditor 2 2 52,645 51,000
Senior Secretary 0 2 0 46,141
Staff Assistant 0 1 0 16,990
Other Salaries 7,581 9,781
Total Salaries $260,270 $317,610
Total Benefits $60,413 $80,747
Total Salaries&Benefits 7 10 $320,683 $398,357
Operations Administration Division Totals 10 13 $435,093 $501,236
•
C-12
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
Technical Services Division:
Technical Svcs Administration Activity Center
Technical Superintendent 1 1 $51,483 $53,247
Senior Secretary 1 0 19,002 0
Other Salaries 802 0
Total Salaries $71,287 $53,247
Total Benefits $16,211 $11,140
Total Salaries&Benefits 2 1 $87,498 $64,387
Telecommunications Activity Center
Comm.Supervisor 1 1 28,815 $30,723
Sr.Technician 1 1 30,036 32,353
Technician I 3 3 73,860 85,110
Other Salaries 1,504 8,118
Total Salaries $134,215 $156,304
Total Benefits $40,489 $42,351
Total Salaries&Benefits 5 5 $174,704 $198,655
Substation/Metering Activity Center
Technician I 4 4 $99,073 $88,373
Substation Sup. 1 1 29,026 31,327
Meter Supervisor 1 1 23,875 33,856
Sr.Meter Technician 2 2 60,059 52,000
Other Salaries 5,656 5,604 •
Total Salaries $217,689 $211,160 .
Total Benefits $61,575 $59,394
Total Salaries&Benefits 8 8 $279,264 $270,554
Utility Dispatch Activity Center
Utility Operations Supervisor 1 1 $25,617 $37,330
Sr.Utility Dispatcher 2 2 . 58,651 62,012
Public Utility Dispatcher 4 4 101,459 106,624
Other Salaries 14,800 15,374
Total Salaries $200,527 $221,340
Total Benefits $48,053 $52,567
Total Salaries&Benefits 7 7 $248,580 $273,907
Traffic Signal Systems Activity Center
Traffic Systems Manager 1 1 $28,638 $38,294
Senior Technician 1 1 35,385 28,054
Technician I 2 2 51,093 54,980
Other Salaries 9,735 10,867
Total Salaries $124,851 $132,195
Total Benefits $36,255 $35,309
Total Salaries&Benefits 4 4 $161,106 $167,504
Technical Services Division Totals 26 25 $951,152 $975,007
C-13
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
Electrical Transmission&Distribution Division:
Electric Superintendent 1 1 $52,131 $54,096
Elec Trans/Dist Supervisor 1 2 75,630 78,360
Elec Trans/Dist Foreman 2 2 50,954 65,527
Line Technician 18 17 408,666 401,256
Line Designer 1 1 29,756 31,027
Operations Coordinator 1 1 47,653 49,698
•
Division Manager 1 1 54,431 59,223
Senior Secretary 1 0 24,322 0
Other Salaries 82,903 83.078
Total Salaries $826,448 $822,265
Total Benefits $189,888 $200,615
Total Salaries&Benefits 26 25 $1,016,336 $1,022,880
Utility Billing Division:
Utility Billing Activity Center
Utilities Office Manager 1 1 $43,260 $44,439
Utilities Cust.Serv.Supervisor 1 1 30,752 31,627
Staff Assistant 1 1 28,498 27,894
Senior Customer Serv.Rep. 5 5 134,391 132,040
Customer Service Rep. 12 12 242,407 242,520
•
Secretary 1 1 17,942 15,420
Part-time Cust.Serv.Rep. 1 1 18,881 19,293
Other Salaries 8,530 8,349
Total Salaries $524,661 $521,583
Total Benefits $139,008 $139,079
•
Total Salaries&Benefits 22 22 $663,669 $660,662
Meter Services Activity Center
Meter Service Supervisor 1 1 $31,191 $31,580
Meter Service Representative 2 2 50,715 45,379
Meter Reading Coordinator 1 1 25,683 26,058
Meter Reader 4 4 69,271 67,519
Other Salaries 11,424 8,475
Total Salaries $188,285 $179,011
Total Benefits $51,550 $48,805
•
• Total Salaries&Benefits 8 8 $239,835 $227,816
• Utility Billing Division Totals 30 30 $903,504 $888,478
ELECTRIC FUND TOTALS 92 93 $3,306,085 $3,387,601
Water Fund
Public Utilities Department
Water Division:
Water Production Activity Center
Division Manager-Water/WW 1 1 $50,336 $49,835
Chief Water Production Operator 1 1 36,183 37,257
Pump Station Operator 7 7 148,755 145,382
Senior Secretary 1 0 23,179 0
Water Production Supervisor 1 1 28,533 28,250
Other Salaries 18,482 21,446
Total Salaries $305,467 $282,169
Total Benefits $84,937 $75,163
Total Benefits&Salaries 11 10 $390,404 $357,332
C-14
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
Water Distribution Activity Center
Water Superintendent 1 1 $33,339 $38,281
Water Distribution Supervisor 1 1 31,598 31,871
Crew Leader 5 5 125,058 128,213
Maint.Foreman 1 1 29,822 31,341
WMNV Operator I 2 2 46,137 34,495 •
WMM/Operator II 8 6 129,065 102,670
WNVW Operator III 0 2 0 27,289
Other Salaries 38,897 39.340
Total Salaries $433,915 $433,502 .
Total Benefits $130,517 $124,501
Total Salaries&Benefits 18 18 $564,432 $558,003
Engineering Support Activity Center
Engineer Service Manager 1 0 $44,294 $0
Engineering Assistant 1 0 30,919 0
Drafter 2 2 44,187 46,599
Utilities Inspector 1 0 23,703 0
Operations Assistant 1 1 20,147 22,103
Other Salaries 3,070 3,092
Total Salaries $166,320 $71,794
Total Benefits $44,338 $19,296
Total Salaries&Benefits 6 3 $210,658 $91,090
WATER FUND TOTALS 35 31 $1,165,494 $1,006,425
Wastewater Fund
Public Utilities Department
Wastewater Division:
Wastewater Treatment Activity Center
Plant Supervisor 1 1 $39,816 $41,895
Chief WVVfP Operator 1 1 31,516 33,345
SCADA Technician 1 1 25,572 37,218
Operator(All Operators) 13 13 279,440 277,054
Elec.Technician 1 1 30,857 32,618
Elec.Technician I 1 1 21,621 22,892
Sr.Lab Technician 1 1 24,111 25,735
Lab Technician 1 1 22,146 23,474 •
Other Salaries 1 1 19,030 19,164
Total Salaries $494,109 $513,396
Total Benefits $139,015 $137,445
Total Salaries&Benefits 20 20 $633,124 $650,841
C-15
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
Wastewater Collection Activity Center
Wastewater Superintendent 1 1 $36,414 $40,647
WW Collection Supervisor 1 1 31,182 32,736
Industrial Waste Inspector 1 1 30,270 23,742
Foreman(All Foremen) 1 1 30,983 33,487
Utilities Crew Leader 5 5 115,292 121,289
Operators 12 12 199,010 194,482
Other Salaries 45,813 46,163
Total Salaries $488,964 $492,546
Total Benefits $136,582 $137,525
Total Salaries&Benefits 21 21 $625,546 $630,071
WASTEWATER FUND TOTALS 41 41 $1,258,670 $1,280,912
PUBLIC UTILITIES
DEPARTMENT TOTALS 168 165 $5,730,249 $5,674,938
Solid Waste Collection Fund
Public Services Deparment
• Solid Waste Collection Division:
• Residential Collection Activity Center
Sanitation Superintendent 1 1 $45,388 $45,189
, Sanitation Foreman 1 1 25,452 27,591
Truck Driver II 2 4 33,662 61,457
• Route Manager 9 9 185,355 153,442
. Recycling Coordinator 1 1 30,536 31,469
Sanitation Inspector 1 1 22,921 23,913
Customer Service Clerk 1 1 14,925 15,425
Part-time Graduate Intern 1 1 14,657 7,149
Other Salaries 78,121 82,884
Total Salaries $451,018 $448,519
Total Benefits $124,633 $120,063
Total Salaries&Benefits 17 19 $575,651 $568,582
• Commercial Collection Activity Center
• Commercial Container Coordinator 1 1 $23,017 $20,425
Station Foreman 1 1 20,740 26,102
Route Manager 6 4 92,972 88,869
Truck Driver II 2 2 38,611 35,268
Other Salaries 26,331 25,762
Total Salaries $201,670 $196,426
Total Benefits $70,810 $59,305
Total Salaries&Benefits 10 8 $272,480 $255,731
' SOLID WASTE COLLECTION FUND TOTALS 27 27 $848,131 $824,313
ALL FUND TOTALS 615.5 613.5 $22,729,637 $22,948,442
C-16
PERSONNEL LIST
Approved Approved Approved Approved
Budget Budget Budget Budget
FY 94-95 FY 95-96 FY 94-95 FY 95-96
Brazos Valley Solid Waste Management
Agency Fund
Operations Activity Center
Sanitary Landfill Manager 1 1 $38,164 $39,464
Landfill Supervisor 2 2 56.903 60.908
Crew Leader 1 1 15,216 22,023
•
Heavy Equipment Operator III 1 1 37,866 18.400
Heavy Equipment Operator II 6 1 107,027 15.486
Heavy Equipment Operator I 1 6 14,627 138,249
Environmental Compliance Officer 1 1 22,071 25,633
Spotter 1 1 15,519 16,105
Secretary 1 1 23,607 24,486
Scale Operator 2 2 26,232 25,075
Mechanic 1 1 25,867 26,995
Field Service Position 1 1 14,064 14,588
Other Salaries 43,017 46,289
Total Salaries $440,178 $473,700
Total Benefits $148,598 $136,105
Total Salaries&Benefits 19 19 $588,776 $609,805
Administration Activity Center
Executive Director 1 1 $63,825 $63,414
Staff Assistant 1 1 20,877 20,682
Secretary-Part-time 0.5 0.5 5,389 7,240
Other Salaries 17301 15,644
Total Salaries $107,392 $106,980
Total Benefits $19,852 $24,456
Total Salaries&Benefits 2.5 2.5 $127,244 $131,436
BRAZOS VALLEY SOLID WASTE
MANAGEMENT AGENCY FUND TOTALS 21.5 21.5 $716,020 $741,241
•
C-17
PERSONNEL HISTORY
700
SOLID WASTE
COLLECTION FUND
615.5 613.5
600-'
c oc = .
541 540 544.75 539.5 543 551.5
510
500 .
400 UTILITY FUNDS' :::::::::: I:
300 II::::::::u iii i:::
Iii
GENERAL FUND ` ii
200--' €: :::::: ::::::::
k..
nun; .• :::::p:::
100-' :::: _? :: •
0
FY87 FY88 FY89 FY90 FY91 FY92 FY93 FY94 FY95 FY96
C-18
BUDGET PROVISIONS
STATED IN THE CHARTER
We're Committed
P°;.
To Excellence
ARTICLE V
THE BUDGET •
Fiscal Year; (8) A schedule of requirements for the
Section 45. The fiscal year of the City of principal and interest on each issue of
College Station shall be determined by ordinance bonds and other obligations of the city.
of the Council. Such fiscal year shall also
constitute the budget and accounting year. (9) A special funds section.
Preparation and Submission of Budget; (10) The appropriation ordinance.
Section 46. The city manager, between
thirty (30) and ninety (90) days prior to the (1 1) The tax levying ordinance.
beginning of each fiscal year, shall submit to the
city council a proposed budget which shall Anticipated Revenues Compared With Other
provide a complete financial plan for the fiscal Years in Budget;
year, and shall contain the following: Section 47. In preparing the budget the City
Manager shall, in the form which he presents to
(1) A budget message, explanatory of the the city council, place in parallel columns
• budget, which shall contain an outline of opposite the several items of revenue the actual
the proposed financial policies of the city amount of each item for the last completed fiscal
for the fiscal year, shall set forth the year, the estimated amount for the current fiscal
reasons for salient changes from the year, and the proposed amount for the ensuing
previous fiscal year in expenditure and fiscal year.
revenue items and shall explain any major
changes in financial policy. Proposed Expenditures Compared With Other •
Years;
(2) A consolidated statement of receipts and Section 48. The City Manager shall, in the •
expenditures for all funds. preparation of the budget, place in parallel
columns opposite the various items of
(3) An analysis of property valuations and the expenditures the actual amount of such items of
tax rate, which may be based on an expenditures for the last completed fiscal year,
estimated tax roll prepared by the Central the estimated for the current fiscal year, and the
Appraisal District, if the final roll has not proposed amount for the ensuing fiscal year.
been certified.
• Budget a Public Record;
(4) All operating funds and resources in Section 49. The budget and all supporting
detail. schedules shall be filed with the City Secretary
when submitted to the city council and shall be a
(5) Detailed estimates of expenditures shown public record for inspection by anyone. The City
separately for each activity. Such Manager shall cause copies to be made for
estimates of expenditures are to include distribution to all interested persons.
an itemization of position showing the
number of persons having each title and Notice of Public Hearing on Budget;
the total regular pay for each position. Section 50. At the meeting at which the
budget is submitted, the city council shall fix the
(6) A revenue and expense statement for all time and place of a public hearing on the budget
types of bonds and other obligations of and shall cause to be published a notice of the
the city. hearing setting forth the time and place thereof at
least five (5) days before the date of the hearing.
(7) A description of all outstanding bonds and
other obligations of the city, showing as Public Hearing on Budget;
to each issue, the rate or rates of interest, Section 51. At the time and place set for a
the date of the issue, the maturity date or public hearing on the budget, or at any time and
dates, the amount authorized, the amount place to which such public hearing shall from
issued, and the amount outstanding. time to time be adjourned, the city council shall
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hold a public hearing on the budget submitted, and agencies, and for the use of interested
and all interested persons shall be given an persons and civic organizations.
opportunity to be heard for or against any item or
the amount of any item therein contained. Budget Establishes Appropriations;
Section 57. From the effective date of the
Proceedings on Budget After Public Hearing budget, the several amounts stated therein as
Amending Or Supplementing Budget; proposed expenditures shall be and become
Section 52. After the conclusion of such appropriated to the several objects and purposes
public hearing, the city council may insert new therein named.
items or may increase or decrease the items of
the budget, except items in proposed Budget Establishes Amount to be Raised by
expenditures fixed by law. Before inserting any Property Tax;
additional item or increasing any item of Section 58. From the effective date of the
appropriation which will increase the total budget budget, the amount stated therein as the amount
by ten percent or more, it must cause to be to be raised by property tax shall constitute a
• published a notice setting forth the nature of the determination of the amount of the levy for the
proposed increases and fixing a place and time, purposes of the city in the corresponding tax
not less than five (5) days after publication, at year.
which the city council will hold a public hearing
thereon. Contingent Appropriation;
Section 59. Provision shall be made in the
Proceedings on Adoption of Budget; annual budget and in the appropriation ordinance
Section 53. After such further hearing, the for a contingent appropriation in an amount not
city council may insert the additional item or more than three (3) percent of the total budget
items, and make the increase or increases, to the expenditure, to be used in case of unforeseen
amount in each case indicated by the published items of expenditures. Such contingent
notice, or to a lesser amount; but where it shall appropriation shall be under the control of the
increase the total proposed expenditures, it shall City Manager and distributed by him, after
also provide for an increase in the total approval by the city council. Expenditures from
anticipated revenue to at least equal such total this appropriation shall be made only in case of
proposed expenditures. established emergencies and a detailed account
of such expenditures shall be recorded and
Vote Required for Adoption; reported. The proceeds of the contingent
Section 54. The budget shall be adopted by appropriation shall be disbursed only by transfer
• the favorable vote of a majority of the members to other departmental appropriation, the spending
of the entire city council. of which shall be charged to the departments or
activities for which the appropriations are made.
Date of Final Adoption; Failure to Adopt;
Section 55. The budget shall be finally Estimated Expenditures Shall Not Exceed
adopted not later than the twenty-seventh day of Estimated Resources;
the last month of the fiscal year. Should the city Section 60. The total estimated expenditures
council take no final action on or prior to such of the general fund and debt fund shall not
day, the budget as submitted by the City exceed the total estimated resources of each
Manager shall be deemed to have been finally fund. The classification of revenue and
adopted. expenditure accounts shall conform as nearly as
local conditions will permit to the uniform
Effective Date of Budget; Certification; Copies classification as promulgated by the
Made Available; Governmental Accounting Standards Board, or
Section 56. Upon final adoption,.the budget some other nationally accepted classification.
shall be in effect for the fiscal year. A copy of the
budget, as finally adopted, shall be filed with the 1. If during the fiscal year the City Manager
City Secretary, the County Clerk of Brazos certifies that there are available for
County and the State Comptroller of Public appropriation revenues in excess of those
Accounts at Austin. The final budget shall he estimated in the budget, the city council,
printed, mimeographed or otherwise reproduced, by ordinance, may make supplemental
and a reasonable number of copies shall be made appropriations for the year up to the
available for the use of all officers, departments amount of such excess. Before approval,
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the council shall fix the time and place of appropriated or by more than the amount
a public hearing on the supplemental of the unencumbered balance thereof.
appropriation and shall cause to be The supplemental and emergency
published a notice in the official appropriations and reduction of transfer of
newspaper of the City of College Station appropriations authorized by this section
of the hearing setting the time and place may be made effective immediately upon
at least five (5) working days before the adoption.
date of the hearing.
Emergency Appropriations;
2. To meet a public emergency affecting life, Section 61. All appropriations shall lapse
health and property of the public peace, at the end of the fiscal year to the extent that
the city council may make emergency they shall not have been expended or lawfully
appropriations. Such appropriations may encumbered.
be made by emergency ordinance. To the
extent that there are no available
unappropriated revenues or a sufficient
fund balance to meet such appropriations,
the council may by such emergency
ordinance authorize the issuance of
emergency notes, which may be renewed
from time to time, but the emergency
notes and renewals of any such notes
made during a fiscal year shall be paid not
later than the last day of the fiscal year
next succeeding that in which the
emergency appropriation was made.
3. If at any time during the fiscal year it
appears probable to the City Manager that
the revenues or fund balances available
will be insufficient to meet the amounts
appropriated, he shall report to the city
council without delay, indicating the
estimated amount of the deficit, any
remedial action taken by him and his
recommendations as to any other steps to
be taken. The council shall then take such
further action as it deems necessary to
prevent or reduce any deficit and for that •
purpose it may by ordinance reduce one
or more appropriations.
4. The City Manager may at any time
transfer any unencumbered appropriation
balance or portion thereof between
general classifications of expenditures
within an office, department or agency.
At the request of the City Manager, the
city council may by resolution transfer
any unencumbered appropriation oalance
or portion thereof from one office,
department or agency to another.
5. No appropriation for debt service may be
reduced or transferred, and no
appropriation may be reduced below any
amount required by law to be
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We're Committed
(11--
To Excellence
FISCAL AND BUDGETARY
POLICY STATEMENTS
We're Committed
°I&I P°1
To Excellence
FISCAL AND BUDGETARY
POLICY STATEMENTS
I. STATEMENT OF PURPOSE in the Budget Office on a cash basis with the
cooperation of all City Departments, and is
The larger intent of the following Fiscal and submitted to the City Manager who makes any
Budgetary Policy Statements is to enable the City to necessary changes and transmits the document to
achieve a long-term stable and positive financial the City Council. The budget should be presented
condition. The watchwords of the City's financial to the City Council no later than six weeks prior to
management include integrity, prudent stewardship, fiscal year end, and should be enacted by the City
planning, accountability, and full disclosure. Council on or before the twenty-seventh day of
the last month of the preceding fiscal year.
The more specific purpose is to provide guidelines
to the Executive Director of Fiscal and Human 1. Proposed Budget. A proposed budget shall be
Resources in planning and directing the City's day- prepared by the Manager with the participation
to-day financial affairs and in developing of all of the City's Department Directors within
recommendations to the City Manager and City the provisions of the City Charter.
Council.
a. The budget shall include four basic
The scope of these policies generally spans, among segments for review and evaluation. These
other issues, accounting, auditing, financial segments are: (1) personnel costs, (2) base
reporting, internal controls, operating and capital budget for operations and maintenance
budgeting, revenue management, cash and cysts, (3) service level adjustments for
investment management, expenditure control, asset increases or decreases to existing service
management, debt management, and planning levels, and (4) revenues.
concepts, in order to:
b. The budget review process shall include
1.) present fairly and with full disclosure the Council participation in the development of
financial position and results of the financial each of the four segments of the proposed
operations of the City in conformity to budget and a Public Hearing to allow for
generally accepted accounting principles citizen participation in the budget
(GAAP), and preparation.
2.)determine and demonstrate compliance c. The budget process shall span sufficient
with finance related legal and contractual time to address policy and fiscal issues by
issues in accordance with provisions of the the Council.
Texas Local Government Code and other
pertinent legal documents and mandates. d. A copy of the proposed budget shall be
filed with the City Secretary when it is
The City Council will annually review and approve submitted to the City Council in accordance
the Fiscal and Budgetary Policy Statements as part with the provisions of the City Charter.
of the budget process.
2. Adoption. Upon the presentation of a proposed
II. OPERATING BUDGET budget document to the Council, the Council
shall call and publicize a public hearing. The
A. Preparation. Budgeting is an essential Council will subsequently adopt by Ordinance
element of the financial planning, control, and such budget as it may have been amended as
evaluation process of municipal government. The the City's Annual Budget, effective for the
"operating budget" is the City's annual financial fiscal year beginning October 1.
operating plan. The budget includes all of the 3. The operating budget will be submitted to the
operating departments of the city, the debt service Government Finance Officers Association
fund, all capital projects funds, and the internal (GFOA) annually for evaluation and
service funds of the city. The budget is prepared
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consideration for the Award for Distinguished be expressly approved in advance by the City
Budget Presentation. Council.
B. BALANCED BUDGET. The operating budget AU transfers from the contingent appropriation will
will be balanced with current revenues, exclusive be evaluated using the following criteria:
of beginning resources, greater than or equal to
current expenditures/expenses. Excess balances 1. Is the request of such an emergency nature
shall be used as capital funds or other non- that it must be made immediately?
recurring expenditures.
2. Why was the item not budgeted in the normal
C. PLANNING. The budget process will be budget process?
coordinated so as to identify major policy issues
for City Council consideration several months 3. Why the transfer cannot be made within the
prior to the budget approval date so that proper division or department?
decision'analysis can be made. Additionally, long
range planning will be performed such that HI. REVENUE MANAGEMENT.
revenues for the next three years will be projected
and updated annually, examining their diversity A. OPTIMUM CHARACTERISTICS. The City will
and stability, in conjunction with other guidelines strive for the following optimum characteristics in
and using an objective analytical projection its revenue system:
process.
1. SIMPLICITY. The City, where possible and
D. REPORTING. Periodic financial reports will be without sacrificing accuracy, will strive to keep
prepared to enable the Department Managers to the revenue system simple in order to reduce
manage their budgets and to enable the Budget compliance costs for the taxpayer or service
Office to monitor and control the budget as recipient. A corresponding decrease in the City's
authorized by the City Manager. Summary cost of collection and a reduction in avoidance
financial reports will be presented to the City to pay will thus result. The City will avoid
Council monthly within fifteen working days after nuisance taxes or charges as revenue sources.
the end of each reporting period. Such reports will
be in a format appropriate to enable the City 2. CERTAINTY. A knowledge and understanding
Council to understand the big picture budget of revenue sources increases the reliability of
status. the revenue system. The City will understand its
revenue sources and enact consistent collection
E. CONTROL. Operating Expenditure Control is policies to provide assurances that the revenue
addressed in Section IV.C. of these Policies. base will materialize according to budgets and
plans.
F. CONTINGENT APPROPRIATION. Pursuant to
Section 59 of the Charter of the City of College 3. EQUITY. The City shall make every effort to
Station, the City will establish an adequate maintain equity in its revenue system structure;
contingent appropriation in each of the operating i.e., the City shall seek to minimize or eliminate
funds. The expenditure for this appropriation shall all forms of subsidization between entities,
be made only in cases of emergency, and a funds, services, utilities, and customers classes.
detailed account shall be recorded and reported.
The proceeds shall be disbursed only by transfer 4. REVENUE ADEQUACY. The City shall require
to departmental appropriation. The transfer of this that there be a balance in the revenue system;
budget appropriation shall be under the control of i.e., the revenue base will have the
the City Manager and may be distributed by him characteristic of fairness and neutrality as it
in amounts not exceeding $15,000 or such applies to cost of service, willingness to pay, and
amount as shall be provided by Article 2368a ability to pay.
V.T.C.S. as amended from time to time. Any
transfer involving more than such amounts must 5. ADMINISTRATION. The benefits of a revenue
source will exceed the cost of levying and
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collecting that revenue. The cost of collection the Brazos County Commissions Court. A
will be reviewed annually for cost effectiveness penalty shall be assessed on all property taxes
as a part of the indirect cost and cost of services delinquent which shall include all court costs, as
analysis. Where appropriate, the City will use well as an amount for compensation of the
the administrative processes of State or Federal attorney as permitted by State law and in
collection agencies in order to reduce accordance with the attomey's contract with the
administrative costs. County. Annual performance criteria will be
developed for the attorney and reported to the
6. DIVERSIFICATION AND STABILITY. A City Council.
diversified revenue system with a stable source
of income shall be maintained. This will help
avoid instabilities in two particular revenue 4. INTEREST INCOME. Interest earned from
sources due to factors such as fluctuations in the investment of available monies, whether pooled
economy and variations in the weather. This or not, will be distributed to the funds in
stability is also achieved by a balance between accordance with the equity balance of the fund
elastic and inelastic revenue sources. from which monies were provided to be invested.
B. OTHER CONSIDERATIONS. The following. 5. USER-BASED FEES AND SERVICE CHARGES.
considerations and issues will guide the City in its For services associated with a user fee or charge,
revenue policies concerning specific sources of the direct and indirect costs of that service will be
funds: offset by a fee where possible. There will be an
annual review of fees and charges to ensure that
1. COST/BENEFIT OF ABATEMENT. The City fees provide adequate coverage of costs of
will use due caution in the analysis of any tax or services. User charges may be classified as "Full
fee incentives that are used to encourage Cost Recovery," Partial Cost Recovery," and
development. Ideally, a cost/benefit (fiscal "Minimal Cost Recovery," based upon City
impact) analysis will be performed as part of Council policy.
such caution.
Full fee support (80-100%) will be obtained
2. NON-RECURRING REVENUES. One-time or from enterprise utilities, sanitation service,
non-recurring revenues will not be used to and licenses and permits for their associated
finance current ongoing operations. Non- costs. Partial fee support (40-70%) will be
recurring revenues should be used only for one- generated by charges for ambulance service,
time expenditures such as long-lived capital miscellaneous licenses and fines, and all
needs. They will not be used for budget adults sports programs. Minimum fee support
balancing purposes. (0-30%) will be obtained from other parks,
recreational, cultural activities, and youth
3. PROPERTY TAX REVENUES. All real and programs.
business personal property located within the
City shall be valued at 100% of the fair market 6. ENTERPRISE FUND RATES. The City will
value for any given year based on the current review and adopt utility rates annually that will
appraisal supplied to the City by the Brazos generate revenues required to fully cover
County Appraisal District. Reappraisal and operating expenditures, meet the legal restrictions
reassessment shall be done at a minimum of of all applicable bond covenants, and provide for
every three years. an adequate level of working capital.
A ninety-six and one half percent (96.5%) Additionally, enterprise activity rates will include
collection rate shall serve each year as a goal transfers to and receive credits from other funds
for tax collections. All delinquent taxes shall be as follows:
aggressively pursued each year by the Tax
Assessor/Collector. Tax accounts delinquent a. General and Administrative Charges.
greater than 90 days shall be submitted for Administrative costs will be charged to all funds
collection each year to an attorney selected by for services of general overhead, such as
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administration, finance, customer billing, accordance with the applicable administrative
personnel, data processing, engineering, and procedures .
legal counsel, and other costs as appropriate.
The charges will be determined through an B. AMENDMENTS TO THE BUDGET. In
indirect cost allocation following accepted accordance with the City Charter, the budget
practices and procedures. may be amended after the following conditions
are met: a) The City Manager certifies that there
b. Payment for Return on Investment. This are available revenues in excess of those
transfer will be made in accordance with the estimated in the Budget. b) The City Council
following two methods, not to exceed 10% of holds a public hearing on the supplemental
the total estimated operating revenues for appropriation. c) The City Council approves the
the Water and Waste Water funds, 10.5% for supplemental appropriation.
the Electric fund, and 5.0% for the Solid
Waste Collection_Funds. C. CENTRAL CONTROL. Modifications within
the operating categories (salaries, supplies,
(1) In-Lieu-of-franchise-fee. In-lieu-of- maintenance, professional services, capital etc.),
franchise fee will included as a part of can be made with approval of the City Manager.
the rate computation at 4% of gross Modifications to reserve categories and
• sales consistent with the franchise rates interdepartmental budget totals will be done only
charged to investor owned utilities by City Council consent with formal briefing
franchised to operate within the City. agenda approvals.
(2) Return on Investment. The Return on D. PURCHASING. All City purchases and contracts
Investment will be calculated at 8% of shall conform to a competitive bidding process
total Fund Equity less contributed capital. as set forth in Chapter 252 as amended of the
1988 Local Government Code of Texas.
7. INTERGOVERNMENTAL REVENUES. The Recommendations on purchases and contracts
reliance placed on intergovernmental revenues will over $15,000 shall be submitted to the Council
be eliminated. Any potential grants will be by the City Manager for Council approval. Upon
examined for matching requirements. These Council approval, the City shall confirm the bid
revenue sources should be used only for capital award to the successful bidder by means of a
improvements that are consistent with the Capital written City purchase order. The purchase of
Improvement Plan whose operating and goods or services by the City totaling $1,000.00
maintenance costs have been included in the to $15,000 shall be awarded to the successful
operating budget. bidder by the informal bidding process or
through the acquisition of at least three (3)
8. REVENUE MONITORING. Revenues actually telephone quotes and thereafter an issuance of
received will be regularly compared to budgeted a purchase order through the city's purchase
revenues and variances will be investigated. This order stems.
process will be summarized in the appropriate
budget report. 1. Any payment for the purchase of goods or
services by the City at a total cost of less than
IV. EXPENDITURE CONTROL $1,000 may be made with a Receiving
Report, signed and submitted by the
A. APPROPRIATIONS. The point of budgetary applicable Department Director to the City's
control is at the department level budget in the Fiscal and Human Resources Department.
General Fund, and at the fund level in all other
funds. When budget adjustments among E. PROMPT PAYMENT. All invoices approved for
Departments and/or funds are necessary, they payment by the proper City authorities shall be
must be approved by the City Council, and must paid by the Fiscal and Human Resources
meet other requirements as outlined in the City Department within thirty (30) calendar days of
Charter. Budget appropriation amendments at receipt in accordance with the provisions of Article
lower levels of control shall be made in
•
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601f, Section 2 of the State of Texas Civil next 5 years. Future maintenance and
Statutes. operational costs will be considered so that these
costs can be included in the operating budget.
The Executive Director of Fiscal and Human
Resources shall establish and maintain proper D. FINANCING PROGRAMS. Where applicable,
procedures which will enable the City to take assessments, impact fees, pro-rata charges, or
advantage of all purchase discounts, when other fees should be used to fund capital projects
possible, except in the instance where payments which have a primary benefit to specific,
can be reasonably and legally delayed in order to identifiable property owners.
maximize the City's investable cash.
Recognizing that long-term debt is usually a
F. RISK MANAGEMENT. The City will aggressively more expensive financing method, alternative
pursue every opportunity to provide for the financing sources will be explored before debt
Public's and City employees' safety and to is issued. When debt is issued, it will be used
manage its risks. The goal shall be to minimize to acquire major assets with expected lives
the risk of loss of resources through liability which equal or exceed the average life of the
claims with an emphasis on safety programs. All debt issue.
reasonable options will be investigated to finance
risks. Such options may include risk transfer, E. INFRASTRUCTURE MAINTENANCE. The City
insurance, and risk retention. Where risk is recognizes that deferred maintenance increases
retained, reserves will be established based upon future capital costs. Therefore, a portion of the
actuarial determinations and not be used for General Fund budget will be set aside each year
purposes other than for financing losses. to maintain the quality of the City's infrastructure.
The funding level for replacement and
G. REPORTING. Monthly reports will be prepared enhancement of the City's AS/400 and Public
showing actual expenditures compared to the Safety computer systems will be approximately
original budget. $90,000 annually. Funding for major
maintenance and capital replacements
V. CAPITAL BUDGET AND PROGRAM associated with the City's buildings is to be
approximately $250,000 annually. Major
A. PREPARATION. The City's capital budget will maintenance and replacement of city owned
include all capital projects funds and all capital parking lot facilities will be funded at
resources. The budget will be prepared annually approximately $145,000 annually. Annually
on a project basis. $400,000 will be designated for reconstruction
and/or maintenance of residential streets. A
The capital budget will be prepared by the street capital replacement fund will be
Budget Office with the involvement of established to fund the rehabilitation of
responsible departments. thoroughfare within the city. Annual funding will
be appro'.'mateiy $200,000. These funds will be
B. CONTROL. All capital project expenditures must used to fund a list of items developed and
be appropriated in the capital budget. The Fiscal reviewed during the budget process.
and Human Resources Department must certify
the availability of resources before any capital Replacement schedules should be developed in
project contract is presented to the City Council order to anticipate this inevitable ongoing and
for approval. obsolescence of infrastructure.
C. PROGRAM PLANNING. The capital budget will As a part of the on going infrastructure
be taken from capital improvements project plan maintenance, the City has established the Fleet
for future years. The planning time frame for the Replacement Fund. This fund will receive
capital improvements project plan should contributions from each of the operating funds
normally be five years, but a minimum of at least in relation to the estimated replacement cost
three years. The replacement and maintenance and estimated life of each piece of covered
for capital items should also be projected for the equipment. Additionally annual contributions
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from each of the operating funds will be In conjunction with their review, the Executive
designated for future replacement of significant Director of Fiscal and Human Resources shall
infrastructure systems such as radios and respond in writing to the City Manager and City
telecommunication systems. Council regarding the auditor's Management
Letter, addressing the issues contained therein.
F. REPORTING. Periodic financial reports will be The Council shall schedule its formal acceptance
prepared to enable the Department Managers to of the auditor's report upon the resolution of any
manage their capital budgets and to enable the issues resulting from the joint review.
Fiscal and Human Resources Department to
monitor and control the capital budget as 2. Responsibility of Auditor to City Council. The
authorized by the City Manager. Summary auditor is retained by and is accountable directly
capital project status reports will be presented to to the City Council and will have access to direct
the City Council monthly. communication with the City Council if the City
Staff is unresponsive to auditor
VI. ACCOUNTING,AUDITING, AND FINANCIAL recommendations or if the auditor considers such
REPORTING communication necessary to fulfill its legal and
professional responsibilities.
A. ACCOUNTING. The City is solely responsible for
the reporting of its financial affairs, both 3. Rotation of Auditor. The City will not require an
• internally and externally. The Executive Director auditor rotation, but will circulate requests for
of Fiscal and Human Resources is the City's proposal for audit services at least every three to
Chief Fiscal Officer and is responsible for five years. Year to year authorization to continue
establishing the Chart of Accounts and for shall be done by May 31 of each year.
properly recording financial transactions.
C. FINANCIAL REPORTING.
B. AUDITING.
1. External Reporting. Upon the completion and
1. Qualifications of the Auditor. In conformance with acceptance of the annual audit by the City's
the City's Charter and according to the provisions auditors, the City shall prepare a written
of Texas Local Government Code, Title 4, Comprehensive Annual Financial Report
Chapter 103, the City will be audited annually by (CAFR) which shall be presented to the Council
outside independent accountants ("auditor"). The within 180 calendar days of the City's fiscal year
auditor must be a CPA firm of regional reputation end. Accuracy and timeliness of the CAFR are
and must demonstrate that it has the breadth and the responsibility of City staff. The CAFR shall
• depth of staff to conduct the City's audit in be prepared in accordance with GAAP and shall
accordance with generally accepted auditing be presented annually to the Government
standards (GAAP) and contractual requirements. Finance Officer's Association (GFOA) for
The auditor must be registered as a partnership evaluation and consideration for the Certificate
or corporation of certified public accountants, of Achievement for Excellence in Financial
holding a license under Article 41 a-1, Section 9, Reporting. If City staffing limitations preclude
of the Civil Statutes of Texas, capable of such timely reporting, the Executive Director of
demonstrating that it has sufficient staff which Fiscal and Human Resources will inform the
will enable it to conduct the City's audit in City Council of the delay and the reasons
accordance with generally accepted auditing therefor.
standards as required by the City Charter and
applicable state and federal laws. The auditor's 2. Internal Reporting. The Fiscal and Human
report on the City's financial statements will be Resources Department will prepare internal
completed within 120 days of the City's fiscal financial reports, sufficient to plan, monitor, and
year end, and the auditor will jointly review the control the City's financial affairs. Internal
management letter with the City Council within financial reporting objectives are addressed
30 days of its receipt by the staff. throughout these policies.
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VII. ASSET MANAGEMENT A fixed asset of the City shall be defined as a
purchased or otherwise acquired piece of
A. INVESTMENTS. The Executive Director of equipment, vehicle, furniture, fixture, capital
Fiscal and Human Resources shall promptly improvement, addition to existing capital
invest all City funds with the Bank Depository in investments, land, buildings or accessioned
accordance with the provisions of the current Library materials. Recording of fixed assets will
Bank Depository Agreement or in any negotiable be based on: 1) Office equipment: an original
instrument that the Council has authorized under cost or value of at least $500 and an anticipated
the provisions of the Public Funds Investment Act useful life of at least three years. 2) All other
of 1987 as amended, and in accordance with the equipment or property with a value of at least
City Council approved Investment Policies. $1,000 and a useful life of at least three years. 3)
All books and library materials purchased for the
At the end of each fiscal year a report on public library or books and supplements for the
investment performance will be provided to the City's legal library.
City Council. In conjunction with the monthly
financial report, the Executive Director of Fiscal The City's fixed assets shall be reasonably
and Human Resources shall prepare and provide a safeguarded and properly accounted for and
written recapitulation of the City's investment sufficiently insured. Responsibility for the
portfolio to the Council, detailing each City safeguarding of the City's fixed assets lies with
investment instrument with its rate of return and the Department Director in whose department the
maturity date. fixed asset is assigned. The Fiscal and Human
Resources Department shall supervise the
B. CASH MANAGEMENT. The City's cash flow will markinn of fixed assets with City numbered
be managed to maximize the cash available to property tags and shall maintain the permanent
invest. Such cash management will entail the records of the City's fixed assets including
centralization of cash collections, where feasible, description, cost, department of responsibility,
including property tax payments, utility bills, date of acquisition, depreciation and expected
building and related permits and licenses, and useful life. The Fiscal and Human Resources
other collection offices as appropriate. Department shall also perform an annual
inventory of assets using random sampling at the
The Fiscal and Human Resources Department department level. Such inventory shall be
shall use the facsimile check signing machine, performed by the Executive Director of Fiscal
bearing the signatures of the City Manager and and Human Resources or his or her designated
Executive Director of Fiscal and Human agent in the presence of a designated
Resources. department personnel from the department of
responsibility.
The Executive Director of Fiscal and Human
Resources may transfer funds, via electronic D. COMPUTER SYSTEM/DATA SECURITY. The
transfer, through verbal instructions to the City's City shall provide security of its computer system
Depository only for payment of any obligation of and data files through physical security. The
the City under the conditions applicable to the use computer system (CPU) shall be in a location
of the facsimile machine. Payment authorization inaccessible to unauthorized personnel.
shall be in accordance with the pay authorization
criteria as defined in the current Bank Depository VIII. TREASURY
Agreement, approved by Council, stipulating the
conditions and control procedures on such A. CASH MANAGEMENT. Periodic review of cash
activity. flow position will be performed to determine
performance of cash management and investment
C. FIXED ASSETS AND INVENTORY. These policies. A detailed policy structure will be followed
assets will be reasonably safeguarded and with respect to Cash/Treasury Management. The
properly accounted for, and prudently insured. 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
E-7
legally permitted, pooling of investments will be 3. CERTIFICATES OF OBLIGATION, Contract
done. Obligations, etc. (CO's). Certificates of
obligation or Contract obligations will be used in
The City will adhere to the investments authorized order to fund capital requirements which are not
through the Public Funds Investment Act of 1987 otherwise covered under either Revenue Bonds
and any amendments to such act and will or General Obligation Bonds. Debt service for
additionally establish a comprehensive Investment CO's may be either from general revenues or
Policies and Guidelines. Such policies will clarify backed by a specific revenue stream or streams
acceptable investment securities, brokers, terms, or by a combination of both. Generally CO's will
and other pertinent investment information. be used to fund capital assets where full bond
issues are not warranted as a result of the cost of
IX. DEBT MANAGEMENT the asset(s) to be funded through the instrument.
The term of the obligation may not exceed the
A. DEBT ISSUANCE. The City will issue debt only useful life of the asset(s) to be funded by the
for the purpose of acquiring or constructing capital proceeds of the debt issue and will generally be
assets for the general benefit of its Citizens and to limited to no more than ten (10) years.
allow it to fulfill its various missions as a city. Debt
may be issued for the purposes of purchasing land 4. METHOD OF SALE. The City will use a
or rights-of-way and/or improvements to land, for competitive bidding process in the sale of bonds
construction projects to provide for the general unless the nature of the issue warrants a
good, or for capital equipment. The City will strive negotiated bid. In situations where a competitive
to issue no more than $5 million in total debt bidding process is not elected, the City will
annually in order to retain its small issuer status in publicly present the reasons why, and the City
regard to Federal Arbitrage laws. will participate with the financial advisor in the
selection of the underwriter or direct purchaser.
1. GENERAL OBLIGATION BONDS (GO's).
General obligation bonds will be used only to 5. BIDDING PARAMETERS. The notice of sale
fund capital assets of the general will be carefully constructed so as to ensure the
government, are not to be used to fund best possible bid for the City, in light of the
operating needs of the City and are backed by existing market conditions and other prevailing
the full faith and credit of the City as well as factors. Parameters to be examined include:
the ad valorem tax authority of the City. The
term of a bond issue will not exceed the *Limits between lowest and highest coupons
useful life of the asset(s) funded by the bond *Coupon requirements relative to the
issue and will generally be limited to no more yield curve
than twenty (20) years. General obligation *Method of underwriter compensation,
bonds must be authorized by a vote of the discount or premium coupons
citizens of the City of College Station. * Use of TIC VS. NIC
Use of bond insurance
2. REVENUE BONDS (RB's). Revenue bonds will *Deep discount bonds
be issued to provide for the capital needs of *Variable rate bonds
any activities where the capital requirements *Call provisions
are necessary for continuation or expansion of
a service which produces a revenue and for C. ANALYSIS OF FINANCING ALTERNATIVES.
which the asset may reasonably be expected Staff will explore alternatives to the issuance
to provide for a revenue stream to fund the of debt for capital acquisitions and
debt service requirements. The term of the construction projects. These alternatives will
obligation may not exceed the useful life of include, but not be limited to, 1) grants in aid,
the asset(s) to be funded by the bond issue 2) use of reserves, 3) use of current revenues,
• and will generally be limited to no more than 4) contributions from developers and others,
twenty (20) years. 5) leases, and 6) impact fees.
E--8
D. DISCLOSURE. Full disclosure of operations of 2.5% should be maintained for extraordinary
will be made to the bond rating agencies and items or contingencies. Cash and Investments
other users of financial information. The City alone should be equivalent to 30 days of
staff, with the assistance of financial advisors operating expenditures.
and bond counsel, will prepare the necessary
materials for presentation to the rating 2. The Enterprise Fund working capital should be
agencies, will aid in the production of Offering maintained at the 15% of total operating
Statements, and will take responsibility for the expenditures or the equivalent of 55 days.
accuracy of all financial information released. Cash and Investments alone should be
equivalent to 30 days of operations.
E. FEDERAL REQUIREMENTS. The City will
maintain procedures to comply with arbitrage 3. The Hotel/Motel Fund fund balance should be
rebate and other Federal requirements. at least 15% of the annual budgeted
expenditures. Adequate reserves are essential
F. DEBT STRUCTURING. The City will issue due to the nature of this revenue source and
bonds with an average life of 20 years or less, the reliance organizations have on this revenue
not to exceed the life of the asset acquired. source to maintain ongoing operations.
The structure should approximate level debt 4. The Fleet Replacement Fund will retain all
service unless operational matters dictate contributed and earned cash and investments
otherwise or if market conditions indicate a and no contributing fund will be allowed to
potential savings could result from modifying expend more than its total net contributions in
the level payment stream. any fecal year.
Consideration of market factors, such as the C. LIABILITIES AND RECEIVABLES. Procedures
tax-exempt qualification, minimum tax followed to maximize discounts and reduce
alternative, and so forth will be given during penalties offered by creditors. Current liabilities
the structuring of long-term debt instruments. will be paid within 30 days of receiving the
invoice. Accounts Receivable procedures will
X. FINANCIAL CONDITIONS, RESERVES, AND target collection for a maximum of 30 days from
STABILITY RATIOS service, with any receivables aging past 120
days to go to a collection agency. The Executive
A. OPERATIONAL COVERAGE. (NO Director of Fiscal and Human Resources is
OPERATING DEFICITS). The City will authorized to write-off uncollectible accounts that
maintain an operational coverage of 1.00, such are delinquent for more than 270 days, if the
that current operating revenues will at least proper delinquency procedures have been
equal or exceed current operating followed.
expenditures.
D. CAPITAL AND DEBT SERVICE FUNDS.
Deferrals, short-term loans, or one-time
sources will be avoided as budget balancing 1. Monies in the Capital Projects Funds will be
techniques. Reserves will be used only for used within 36 months of receipt. Balances
emergencies or non-recurring expenditures, will be used to generate interest income to
except when balances can be reduced because offset construction costs.
their levels exceed guideline minimums as
stated in Paragraph B, following. Revenues in the Debt Service Fund are
stable, based exclusively on property tax
B. OPERATING RESERVES/FUND BALANCES revenues and transfers from other funds.
Reserves in the Debt Service Fund are
1 . The General Fund fund balance should be at designed to provide funding between the date
least 15% of the General Fund annual of issuance of new debt and the time that
expenditures. This percentage is the equivalent property tax levies are adjusted to reflect the
of 55 days expenditures. An additional amount
•
E-9
additional debt. The fund balance should not C. AWARDS, CREDENTIALS, RECOGNITION.
fall below 15% of budgeted expenditures. The City will support efforts and involvement's
which result in meeting standards and receiving
2. Revenue Obligations will maintain Debt exemplary recitations on behalf of any of the
Coverage Ratios as specified by the bond City's fiscal policies, practices, processes.
covenants. products, or personnel. Staff certifications m&
include Certified Public Accountant, Manageme:,
E. INSURANCE RESERVES. Where risk is Accountant, Certified Internal Auditor, and
retained by the City in a self-insurance mode, a Certified Cash Manager. Further, the Executive
reserve will be established based upon actuarial Director of Fiscal and Human Resources will try to
determination. Such reserve will be used for no obtain and maintain the designation of Certified
other purposes than for financing losses under Government Finance Officer as awarded by the
the insurance program. GFOA of Texas.
XI. INTERNAL CONTROLS The City will strive to maintain a high level of
excellence in its accounting policies and practices
A. WRITTEN PROCEDURES. Wherever possible, as it prepares its CAFR. The CAFR will be
written procedures will be established and presented to the Governmental Finance Officers
maintained by the Executive Director of Fiscal Association for review of qualifications necessary
and Human Resources for all functions involving to obtain the Certificate of Achievement for
cash handling and/or accounting throughout the Excellence in Financial Reporting. Additionally,
City. These procedures will embrace the general the City will submit its annual budget to GFOA for
concepts of fiscal responsibility set forth in this consider?tion for Distinguished Budget Award.
policy statement.
B. DEPARTMENT MANAGERS
RESPONSIBILITIES. Each Department Manager
is responsible to ensure that good internal controls
are followed throughout his or her Department,
that all Fiscal and Human Resources Department
directives or internal controls are implemented,
and that all independent auditor internal control
recommendations are addressed.
XII. STAFFING AND TRAINING
A. ADEQUATE STAFFING. Staffing levels will be
adequate for the fiscal functions of the City to
operate effectively. Overtime shall be used only to
address temporary or seasonal demands that
require excessive hours. Workload shedding
alternatives will be explored before adding staff.
B. TRAINING. The City will support the continuing
education efforts of all financial staff includ1ng the
investment in time and materials for maintaining a
current perspective concerning financial issues.
Staff will be held accountable for communicating,
teaching, and sharing with other staff members all
information and training materials acquired from
seminars, conferences, and related education
efforts.
E-10
OUTSIDE AGENCY FUNDING
OUTSIDE AGENCY FUNDING
The City funds a number of outside agencies
and organizations each fiscal year. The
amount of funding provided depends on the
funds available. The organizations receive
money from the most appropriate fund. This
year organizations and agencies are receiving
funds from the General Fund, Hotel/Motel
Fund, Electric Fund, and the Solid Waste
Collection Fund.
Organizations submit requests for funding to
the City during the budget process in June.
They are asked to submit financial information
including a budget showing revenues and
expenses, goals and objectives of the
organization, and the projected uses of the
funds being requested. These requests are
compiled and reviewed by staff and presented
to the City Council during budget meetings.
The City Council makes a final decision about
which organizations will be funded and at
what level.
After authorizing appropriations, the City
Council approves a contract with each agency
that is to receive funding for the fiscal year.
As part of the contract agreement, each
agency agrees to submit quarterly financial
and program reports. Each agency also
agrees to submit an annual report showing
total receipts, expenditures, and fund
balances. This report should summarize
program accomplishments, as well as financial
data.
F-1
OUTSIDE AGENCY FUNDING REQUESTS
FY 94-95 FY 95.96 FY 95-96
FY 93.94 FY 94-95 YEAR-END TOTAL APPROVED
ACTUAL BUDGET ESTIMATE REQUEST BUDGET
GENERAL FUND
RSVP $4,000 $5,000 $5,000 $5.000 $5,000
BVCASA 25,000 25,000 25,000 25.000 25,000
HEALTH DEPARTMENT 74,505 74,505 74,505 77,485 77,485
LITERACY VOLUNTEERS OF AMERICA 4,225 8,275 8,275 0 0 •
BRAZOS BEAUTIFUL(1/2 in SW FUND) 0 8,500 8,500 8,500 8,500
EDC INCENTIVE FUNDING 0 0 50,000 50,000 50,000
MHMR BRAZOS VALLEY 0 0 0 75,000 0
TAMU DEPARTMENT OF WILDLIFE&FISHERIES 0 0 0 37,500 0
CHAMBER OF COMMERCE DEBT RETIRE - 0 0 0 20,000 0
$107,730 $121,280 $171,280 $298,485 $165,985
HOTEL/MOTEL FUND
ARTS COUNCIL $142,000 $155,000 $155,000 $155,000 $155,000
ATHLETIC FEDERATION 14,000 16,725 16,725 14,000 14,000
BALLOON CLASSIC 5,000 0 5,000 0 0
CONVENTION AND VISITORS BUREAU 420,500 420,500 420,500 455,000 450,000
NOON LIONS CLUB-4TH OF JULY 5,650 5,950 5,950 6,500 6,500
SCA STUDENT AMBASSADOR PROGRAM 5,000 8,500 8,500 9,000 9,000
SISTER CITY ASSOC. 0 0 0 9,000 0
BRAZOS VALLEY BUSH LIBRARY COMMITTEE 0 0 7,500 50,000 50,000
TAMU TRAIN STATION 0 0 0 50,000 50,000
SWIM CLUB 0 0 0 15,400 15,400
$592,150 $606,675 $619,175 $763,900 $749,900
ELECTRIC FUND
ECONOMIC DEVELOPMENT CORPORATION $140,000 $140,000 $140,000 $157,000 $157,000
BVDC REVOLVING LOAN 0 16,667 16,667 16,667 16,667
BUSINESS INCUBATOR 25,000 25,000 25,000 0 0
$165,000 $181,667 $181,667 $173,667 $173,667
SOLID WASTE COLLECTION FUND
BRAZOS BEAUTIFUL(1/2 IN GENERAL FUND) $16,000 $8,500 $8,500 $8,500 $8,500
$16,000 $8,500 $8,500 $8,500 $8,500
TOTAL AGENCY FUNDING AND REQUEST $880,880 $918,122 $980,622 $1,244,552 $1,098,052
F-2
We're Committed
To Excellence
MISCELLANEOUS STATISTICAL DATA
We're Committed
�r�
To Excellence
CITY OF COLLEGE STATION, TEXAS
CONSTRUCTION PERMITS
LAST TEN CALENDAR YEARS
Residential Commercial
Construction Construction Total
Number Number Number
Year of Permits Value of Permits Value of Permits Value
1985 194 9,587,839 323 15,779,281 517 25,367,120
1986 209 8,104,272 134 16,133,255 343 24,237,527
1987 250 12,655,651 225 15,590,672 475 28,246,323
1988 243 20,279,472 172 3,468,622 415 23,748,094
1989 229 15,528,105 203 22,085,987 432 37,614,092
1990 213 12,539,486 56 3,870,491 269 16,409,977
1991 370 18,933,748 164 17,319,566 534 36,253,314
1992 475 31,503,185 153 11,648,580 628 43,151,765
1993 598 44,396,336 316 35,378,164 914 79,774,500
1994 614 74,312,947 346 21,336,839 960 95,649,786
1995 * 519 48,552,651 115 19,838,176 634 68,390,827
* NOTE: 1995 data are for Jan.- Oct. 1995
Source: City of College Station Building Department
G-1
CITY OF COLLEGE STATION, TEXAS
PRINCIPAL TAXPAYERS
SEPTEMBER 30, 1995
Percent of
1995 Total Assessed
Taxpayer Type of Business Assessed Valuation Valuation
C.B.L. Management Retail Mall $55,039,622 3.42%
General Telephone Utility 27,962,490 1.74%
Alkosser - Weinberg Etal Housing 26,485,930 1.64%
BVMC, Inc Medical 19,479,934 1.21%
Scott & White Hospital Medical 17,302,700 1.07%
Walmart/Sam's Properties Retail 15,547,955 0.96%
Lodgec/Rossco Properties Commercial/ Apartments 13,672,611 0.85%
Lane College Station Ltd. Hotel 12,268,264 0.76%
Te-Two Real Estate Ltd. Housing 11,902,800 0.74%
Enclave Assoc. Housing 11,881,000 0.74%
Total $211,543,306 13.13%
Source: Brazos County Appraisal District
G-2
CITY OF COLLEGE STATION, TEXAS
PRINCIPAL UTILITY CUSTOMERS
SEPTEMBER 30, 1995
Total
FY 1995 Percent of KWH
Utility Customer Type of Business KWH Consumption Consumed
CBL & Associates Retail Mall 12,233,000 2.64
City of College Station Municipality 9,473,400 2.04
Westinghouse Manufacturing 7,050,800 1.52
Wal-Mart Stores Inc. Retail 6,113,560 1.32
Lane C/S LTD Partnership Hotel 5,576,700 1.20
Randalls Retail Grocery 5,270,400 1.14
Brazos Valley Medical Center Health Care 4,898,800 1.06
Briarwood Trust Bank 4,338,000 0.94
U.S. Department of Agriculture Government 4,303,200 0.93
Kroger Retail Grocery 3,389,600 0.73
TOTAL 50,414,460 10.88
Source: City of College Station Utility Billing Department
G-3
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
SEPTEMBER 30, 1995
(Continued)
Recreation: Number of playgrounds 24
Number of basketball courts 16
Number of swimming pools 3
Number of soccer fields 15
Number of softball/baseball fields 14
Number of tennis courts 12
Number of picnic shelters 10
Number of gyms 1
Number of volleyball courts 5
Number of fitness courts 4
Number of nature trails 12
Number of open play areas 23
Number of Picnic Pavilions 8
Number of Jogging/Walking Trails 20
Parks:
Facility Acres Facility Acres
Anderson Park 8.9 Lion's Park 1.5
Bee Creek Park 43.5 Longmire Park 4.2
Brison Park 9.2 Merry Oaks 4.6
Brother's Pond 16.1 Oaks Park 7.5
College Station Parkway 1.9
Central Park 47.2 Raintree 13.0
Conference Center 7.8 Richard Carter Park 7.4
Cy Miller Park 2.5 Sandstone 15.0
Eastgate 1.0 Southwood Complex 44.7
Edelweiss 10.9 Thomas Park 16.1
Emerald Forest Park 4.5 Park Site 10.2
• Fairview 1.8 Wayne Smith Park 2.0
Gabbard Park 10.7 Jack and Dorothy Miller Park 10.0
Georgia K. Fitch 11.3 Windwood 1.0
Hensel Park -TAMU 29.7 Wolfpen Creek Park 19.5
Lemon Tree Park 15.4 Woodcreek Park 6.6
Lick Creek Park 515.5 Woodway Park Site 4.2
Lincoln Center 8.0
TOTAL ACREAGE 913.4
G-4
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
SEPTEMBER 30, 1995
Date incorporated October, 1938
Date first charter adopted October, 1938
Date present charter adopted August, 1983
Form of government Council-Manager
Area in square miles
Year Square Miles
1938 1.50
1948 4.20
1958 7.30
1968 17.3
1978 22.6
1988 27.7
1989 27.7
1990 27.7
1992 28.1
1994 30
1995 38.2
Miles of streets Paved 201 Miles
Unpaved 2.5 Miles
Miles of sidewalks 30 Miles
Miles of sanitary sewer 300 Miles
Fire Protection:
Number of stations 3
Number of full-time employees 78
Police Protection:
Number of employees 114.5
Number of patrol units 18
One jail facility with a capacity of 20
G—5
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
SEPTEMBER 30, 1995
(Continued)
Utility Fund:
Electric Users (Units Served) 22,699
Water Users (Units Served) 11,722
Average Electrical Consumption: 40,648,643 Kwh/mo.
Average Water Consumption: 191,535 MGW/Mo.
Number of Employees:
Electric 62
Water 35
Sewer 41
Water Capacity:
Number of Wells 4
Combined Capacity of Wells 16,000,000 GAL/day
Number of Ground Storage Tanks, 3 Total capacity 10,000,000 GALS
Number of Elevated Storage Tanks, 2 Total capacity 3,000,000 GALS
Miles of Water Lines 300 Miles
Electric Capacity:
Maximum Capacity 170 megawatts
Number of Switching Stations 1
Number of Substations 3
Miles of Distribution Lines 256
Solid Waste Collection Fund:
Number of users (units served) 21,518
•
Landfill size 120 acres
Methodology Curbside pickup using automated containers.
G—6
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
SEPTEMBER 30, 1995
(Continued)
Education:
Attendance centers 8
Number of classrooms 335
Number of teachers 399
Number of students 6,309
Elections:
Number of registered voters:
Last general election(B/CS) 58,036
Last municipal election 24,221
Number of votes cast in:
Last general election 32,884
Last municipal election 2,686
Percentage of registered voters voting in:
Last general election 56.66%
Last municipal election 11.09%
Population:
Estimate 1995 58,000
Census Count 1990 52,456
1980 37,296
1970 17,676
1960 11,396
1950 7,925
SOURCE: City of College Station
G—7
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
SEPTEMBER 30,1995
(Continued)
TEXAS A&M UNIVERSITY ENROLLMENT BY FALL SEMESTERS
UNIVERSITY
YEAR PROJECTIONS
1987 39,079 (Actual)
1988 39,163 (Actual)
1989 40,492 (Actual)
1990 41,131 (Actual)
1991 40,997 (Actual)
1992 41,092 (Actual)
1993 42,524 (Actual)
1994 42,018 (Actual)
1995 41,790
2000 42,000
PRIMARY LABOR FORCE FOR BRAZOS COUNTY
1985 - 1995
TOTAL PERCEF:T
YEAR LABOR FORCE UNEMPLOYED
1985 56,504 4.8
1986 57,472 6.4
1987 59,595 6.2
1988 57,637 4.6
1989 61,300 4.4
1990 62,000 3.5
1991 60,988 3.6
1992 65,609 3.6
1993 66,300 3.5
1994 69,200 3
1995 * 70,194 * 3.4
SOURCE: Texas Employment Commission
* NOTE 1995 Statistics are average of Jan. through June 1995.
G-8
THE 1995-1996 BUDGET PROCESS
We're Committed
40feliPA
To Excellence
‘fir
CITY OF
COLLEGE STATION
FY 1995-96 Budget Activities
Action/Decision Date
Develop budget calendar December
City Council planning retreat January 13-14
Departmental presentations to city council on service levels and
performance indicators Feb. through April
Financial forecast reviewed with City Council March 8
Strategic Issues Action Plans to City Council March 8
Pay Plan review, merit adjustment
• HR presentation to City Council for FY 96 March 8 &April 26
• City Council discussion and direction to staff April 26
Public hearing prior to budget preparation April 27
Capital projects budget reviewed by City Council April 26
Budget Reductions to Council May 5
• 1st council review • May 10
• 2nd Council review--guidance given • May 25
Staff review of fleet replacement requests May 25
Financial policies reviewed with City Council May 10
Departmental budget submissions received June 2 & 9
Service Level Adjustments Ranking (Staff review) June 14-June 26
Service Level Adjustments Ranking
• Presented to City Council June 26
• City Council review and direction July 12
Proposed budget to City Council August 9
City Council budget work session August 23
Public hearing on proposed budget August 24
Public hearing on proposed ad valorem tax rate September 14
Adoption of FY 96 budget September 14
Adoption of FY 96 ad valorem tax rate September 28
H-1
We're Committed
(1-1 P°‘
To Excellence
SCHEDULE OF REQUIREMENTS FOR
GENERAL OBLIGATION BONDS,
CERTIFICATES OF OBLIGATION,
AND UTILITY REVENUE BONDS
We're Committed
6_71'-‘1P.)
To Excellence
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation Bond, Series 1976
August 15, 1976 - $5,840,000
$645,000-New Police Station and Warehouse, Maintenance Building and Storage Yard;
$260,000-Street improvements; 5360,000-City Hall Addition; 5225,000-Park Improvements;
$2,400,000-Water System Improvements; $1,950,000-Sewer System improvements
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
2-15-96 300,000.00 4.00% 12,000.00 312,000.00
8-15-96 6,000.00 6,000.00 318,000.00 300,000.00
2-15-97 300,000.00 4.00% 6,000.00 306,000.00 306,000.00 0.00
Net Interest Cost:$3,919,500 Moody's Rating: A-1
Paying Agent:University National Bank S.&P.'s Rating: A
Underwriter:Rauscher Pierece Securities Corp.&Assoc.
I—I
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation Bond.Series 1978
February 1,1978-53,525,000
5110.000-Street Improvements;5325,000-Central Fire Station and Substation;5200,000-Park Improvements;
$75,000-Oversided Water Lines;City's Share;$90,000-Oversized Sewer Lines,City's Share;
52,725,000-Electrical System Improvements
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
2/1/96 175,000.00 5.00% 13,750.00 188,750.00
8/1/96 9,375.00 9,375.00 198,125.00 375,000.00
2/1/97 175,000.00 5.00% 9,375.00 184,375.00
8/1/97 5,000.00 5,000.00 189,375.00 200.000.00
2/1/98 200,000.00 5.00% 5,000.00 205,000.00 205,000.00 0.00
Net Interest Cost: 51,8762,500 Moody's Rating: A-1
Paying Agent:University National Bank S.&P.'s Rating: A
Underwriter:Rotan,Mosle Inc.&Assoc.
I—2
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation Bond,Series II 1978
May 15,1978-S3,020,000
4530,000-Street Improvements;-S1,810,000 Park System;
5680,000-Police Station,Fire Station and Warehouse Maintenance Building
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
2/15/96 150,000.00 5.50 17,605.00 167,605.00
8-15-96 13,480.00 13.480.00 181,085.00 470,000.00
2-15-97 150,000.00 5.70 13,480.00 163,480.00
8-15-97 9,205.00 9,205.00 172,685.00 320,000.00
2-15-98 150,000.00 5.70 9,205.00 159,205.00
8-15-98 4,930.00 4,930.00 164,135.00 170,000.00
2-15-99 170,000.00 5.80 4,930.00 174,930.00 174,930.00 0.00
Net Interest Cost:$1,879,080 Moody's Rating: A-1
Paying Agent:University National Bank S.&P.'s Rating: A+
Underwriter:Rauscher Pierce Securities Corp.
•
1-3
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation Refunding Bond,Series 1987
July 30,1987-610,445,000
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
2/15/96 1,045,000.00 6.80 247,407.50 1,292,407.50
8/15/96 211,877.50 211,877.50 1,504,285.00 5,825,000.00
2/15/97 1,025,000.00 7.00 211,877.50 1,236,877.50
8/15/97 176,002.50 176,002.50 1,412,880.00 4,800,000.00
2/15/98 1,005,000.00 7.10 176,002.50 1,181,002.50
8/15/98 140,325.00 140,325.00 1,321,327.50 3,795,000.00
2/15/99 985,000.00 7.20 140,325.00 1,125,325.00
8/15/99 104,865.00 104,865.00 1,230,190.00 2,810,000.00
2/15/00 960,000.00 7.30 104,865.00 1,064,865.00
8/15/00 69,825.00 69,825.00 1,134,690.00 1,850,000.00
2/15/01 470,000.00 7.40 69,825.00 539,825.00
8/15/01 52,435.00 52,435.00 592,260.00 1,380,000.00
2115/02 465,000.00 7.50 52,435.00 517,435.00
8/15/02 34,997.50 34,997.50 552,432.50 915,000.00
2/15/03 460,000.00 7.60 34,997.50 494,997.50
8/15/03 17,517.50 17,517.50 512,515.00 455,000.00
2/15/04 455,000.00 7.70 17,517.50 472,517.50 472,517.50 0.00
Net Interest Cost:$6,810,361 Moody's Rating: A (INSURED)
Paying Agent:First City National Bank of Houston S.&P.'s Rating: A (INSURED)
Underwriter:Rauscher Pierce Refsnes,Inc.
•
•
1-4
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation Refunding Bond,Series 1988
July 1.1988-82,850,000
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
3/1/96 1,350,000.00 6.50 43,875.00 1,393,875.00 1,393,875.00 0.00
Net Interest Cost:$1,056,729 Moody's Rating: A-1
Paying Agent:First City National Bank of Houston S.&P.'s Rating: A+
Underwriter:Underwood,Neuhause&Co.and
M Bank Capital Markets
I-5
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation Bond,Series 1989
November 11, 1989-$3,225,000
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
6/1/96 65,812.50 65,812.50 $339,500.00 $2,025,000.00
12/1/96 225,000.00 6.50 65,812.50 290,812.50
6/1/97 58,500.00 58,500.00 349,312.50 1,800,000.00
12/1/97 225,000.00 6.50 58,500.00 283,500.00
6/1/98 51,187.50 51,187.50 334,687.50 1,575,000.00
12/1/98 225,000.00 6.50 51,187.50 276,187.50
6/1/99 43,875.00 43,875.00 320,062.50 1,350,000.00
12/1/99 225,000.00 6.50 43,675.00 268,875.00
6/1/00 36,562.50 36,562.50 305,437.50 1,125,000.00
12/1/00 225,000.00 6.50 36,562.50 261,562.50
6/1/01 29,250.00 29,250.00 290,812.50 900,000.00
12/1/01 225,000.00 6.50 ' 29,250.00 254,250.00
6/1/02 21,937.50 21,937.50 276,187.50 675,000.00
12/1/02 225,000.00 6.50 21,937.60 246,937.50
6/1/03 14,625.00 14,625.00 261,562.50 450,000.00
12/1/03 225,000.00 6.50 14,625.00 239,625.00
6/1104 7,312.50 7,312.50 246,937.50 225,000.00
•
12/1/04 225,000.00 6.50 7,312.50 232,312.50
6/1/05 0.00 0.00 232,312.50 0.00
Net Interest Cost:81,816,739.E Moody's Rating: Ain.
Paying Agent:First City,Texas,Houston N.A. S.&P.'s Rating: AAA
Underwriter:Painweber Inc.
I—6
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation And Refunding Bond Series 1991
December 23,1991 -34,625,000
$2,750,000 Street Construction and Improvement;5750,000 Parks Construction and Improvements
$1,125,000 Refund 1991 Series Public Property Finance Contractual Obligations
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
2/15/96 225,000.00 0.08 125,850.00 350,850.00
8/15/96 117,412.50 117,412.50 468,262.50 3,750,000.00
2/15/97 225,000.00 0.08 117,412.50 342,412.50
8/15/97 108,975.00 108,975.00 451,387.50 3,525,000.00
2/15/98 225,000.00 0.08 108,975.00 333,975.00
8/15/98 100,537.50 100,537.50 434,512.50 3,300,000.00
2/15/99 225,000.00 0.08 100,537.50 325,537.50
8/15/99 92,100.00 92,100.00 417,637.50 3,075,000.00
2/15/00 225,000.00 0.06 92,100.00 317,100.00
8/15/00 85,800.00 85,800.00 402,900.00 2,850,000.00
2/15/01 225,000.00 0.06 85,800.00 _ 310,800.00
8/15/01 79,387.50 79,387.50 390,187.50 2,625,000.00
2/15/02 225,000.00 0.06 79,387.50 304,387.50
8/15/02 72,862.50 72,862.50 377,250.00 2,400,000.00
2/15/03 225,000.00 0.06 72,862.50 297,862.50
8/15/03 66,112.50 66,112.50 363,975.00 2,175,000.00
2/15/04 225,000.00 0.06 66,112.50 291,112.50
8/15/04 59,250.00 59,250.00 350,362.50 1,950,000.00
2/15/05 225,000.00 0.06 59,250.00 284,250.00
8/15/05 52,275.00 52,275.00 336,525.00 1,725,000.00
2/15/06 225,000.00 0.06 52,275.00 277,275.00
8/15/06 45,187.50 45,187.50 322,462.50 1,500,000.00
2/15/07 250,000.00 0.06 45,187.50 295,187.50
8/15/07 37,187.50 37,187.50 332,375.00 1,250,000.00
2/15/08 250,000.00 0.07 37,187.50 287,187.50
8/15/08 29,062.50 29,062.bu 316,250.00 1,000,000.00
2/15/09 250,000.00 0.06 29,062.50 279,062.50
8/15/09 21,250.00 21,250.00 300,312.50 750,000.00
2/15/10 250,000.00 0.06 21,250.00 271,250.00
8/15/10 13,750.00 13,750.00 285,000.00 500,000.00
2/15/11 250,000.00 0.06 13,750.00 263,750.00
8/15/11 6,875.00 6,875.00 270,625.00 250,000.00
2/15/12 250,000.00 0.06 6,875.00 256,875.00
8/15/12 0.00 0.00 256,875.00 0.00
Net Interest Cost:$3,157062.50 Moody's Rating: Aa (INSURED)
Paying Agent:First City National Bank of Houston S.&P.'s Rating: A (INSURED)
Underwriter:Prudential-Securities Incorporated
•
I-7
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation And Refunding Bond Series 1994
August, 1994--$6,250,000
$3,400,00 Refunding and $2,850,000 Original Issue
$1,750,000 Street Construction, $250,00 Parks(1990 Authorization),
$500,000 Oversize Bridge(1984 Authorization), $350,000 Drainage Improvements
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
2/15/96 400,000 5.50% 188,475 588,475
8/15/96 173,575 173,575 762,050 5,450,000
2/15/97 400,000 7.45% 173,575 573,575
8/15/97 158,575 158,575 732,150 5,050,000
2/15/98 400,000 7.50% 158,575 558,575
8/15/98 143,575 143,575 702,150 4,650,000
2/15/99 400,000 7.50% 143,575 543,575
8/15/99 128,575 128,575 672,150 4,250,000
2/15/00 300,000 7.50% 128,575 428,575
8/15/00 117,325 117,325 545,900 3,950,000
2/15/01 300,000 7.50% 117,325 417,325
8/15/01 106,075 106,075 523,400 3,650,000
2/15/02 300,000 7.50% 106,075 406,075
8/15/02 94,825 94,825 500,900 3,350,000
2/15/03 300,000 7.30% 94,825 394,825
8/15/03 83,875 83,875 478,700 3,050,000
2/15/04 300,000 5.50% 83,875 383,875
8/15/04 75,625 75,625 459,500 2,750,000
2/15/05 275,000 5.50% 75,625 350,625
8/15/05 68,063 68,063 418,688 2,475,000
2/15/06 275,000 5.50% 68,062 343,062
8/16/06 60,500 60,500 403,562 2,200,000
2/15/07 275,000 5.50% 60,500 335,500
8/15/07 52,938 52,938 388,438 1,925,000
2/15/08 275,000 5.50% 52,937 327,937
8/15/08 45,375 45,375 373,312 1,650,000
2/15/09 275,000 5.50% 45,375 320,375
8/15/09 37,813 37,813 358,188 1,375,000
2/15/10 275,000 5.50% 37,813 312,813
8/15/10 30,250 30,250 343,063 1,100,000
' 2/15/11 275,000 5.50% 30,250 305,250
8/15/11 22,688 22,688 327,938 825,000
2/15/12 275,000 5.50% 22,688 297,688
8/15/12 15,125 15,125 312,813 550,000
2/15/13 275,000 5.50% 15,125 290,125
8/15/13 7,563 7,563 297,688 275,000
2/15/14 275,000 5.50% 7,563 282,563
8/15/14 0 0 282,563 0
Net Interest Cost: $3,421,100
Average Coupon 5.95%
I-8
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B 1995 SERIES
PRINCIPAL- 54,700,000 INTEREST RATE- 5.9%
51,140,000-Street projects, 5400,000- Northgate, 5420-Traffic signals, 5395,000 Misc. Drainage,
$700,000--Library, $935,000-Fire station relocation, 5280,000-Park development and improvements,
5430,000-Land purchase.
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
2/15/96 0 5.90% 138,650 138,650 .
8/15/96 0 5.90% 138,650 138,650 277,300 4,700,000
2/15/97 100,000 5.90% 138,650 238,650
8/18/97 135,700 135,700 374,350 4,600,000
2/16/98 100,000 5.90% 135,700 235,700
•
8/19/98 132,750 132,750 368,450 4,500,000
2/16/99 200,000 5.90% 132,750 332,750
8/19/99 126,850 126,850 459,600 4,300,000
2/16/00 200,000 5.90% 126,850 326,850
8/18/00 120,950 120,950 447,800 4,100,000
2/15/01 200,000 5.90% 120,950 320,950
8/18/01 115,050 115,050 436,000 3,900,000
2/16/02 300,000 5.90% 115,050 415,050
8/19/02 106,200 106,200 521,250 3,600,000
2/16/03 300,000 5.90% 106,200 406,200
8/19/03 97,350 97,350 503,550 3,300,000
2/16/04 300,000 5.90% 97,350 397,350
8/18/04 88,500 88,500 485,850 3,000,000
2/15/05 300,000 5.90% 88,500 388,5uu
8/18/05 79,650 79,650 468,150 2,700,000
2/16/06 300,000 5.90% 79,650 379,650
8/19/06 70,800 70,800 450,450 2,400,000
2/16/07 300,000 5.90% 70,800 370,800
8/19/07 61,950 61,950 432,750 2,100,000
2/17/08 350,000 5.90% 61,950 411,950
8/18/08 51,625 51,625 463,575 1,750,000
2/15/09 350,000 5.90% 51,625 401,625
8/18/09 41,300 41,300 442,925 1,400,000
2/16/10 350,000 5.90% 41,300 391,300
8/19/10 30,975 30,975 422,275 1;050,000
2/16/11 350,000 5.90% 30,975 380,975
8/19/11 20,650 20,650 401,625 700,000
2/16/12 350,000 5.90% 20,650 370,650
8/18/12 10,325 10,325 380,975 350,000
2/15/13 350,000 5.90% 10,325 360,325
8/18/13 0 0 360,325 0
I-9
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
CERTIFICATE OF OBLIGATION #8
UTILITY SERVICE CENTER LAND
Principal-5393,000.00- 15 years with interest rate at 12% per annum.
PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE OUTSTANDING
6-15-96 26,200 12.00% 12,576 38,776 78,600
6-15-97 26,200 12.00% 9,432 35,632 52,400
6-15-98 26,200 12.00% 6,288 32,488 26,200
6-15-99 26,200 12.00% 0 26,200 0
I—l0
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation--# 11
ISSUED FY93
PRINCIPAL-400,000 INTEREST -70%OF PRIME
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
$320,000.00
3/1/96 80,000 6.30% 7,560 87,560
9/1/96 5,040 5,040 92,600.00 160,000.00
3/1/97 80,000 6.30% 5,040 85,040
9/1/97 2,520 2,520 87,560.00 80,000.00
3/1/98 80,000 6.30% 2,520 82,520
9/1/98 0 0 82,520.00 0.00
I-11
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
PRINCIPAL--$2,015,000
CERTIFICATES OF OBLIGATION SERIES 1995
ESTIMATED ESTIMATED TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
2,015,000
8/15/95 0 5.25% 52,894 52,894 52,894 2,015,000
2/15/96 403,000 5.25% 52,894 455,894
8/17/96 42,315 42,315 498,209 1,612,000
2/15/97 403,000 5.25% 42,315 445,315
8/18/97 31,736 31,736 477,051 1,209,000
2/15/98 403,000 5.25% 31,736 434,736
8/18/98 21,158 21,158 455,894 806,000
2/15/99 403,000 5.25% 21,158 424,158
8/18/99 10,579 10,579 434,736 403,000
2/15/00 403,000 5.25% 10,579 413,579 0
I-12
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bond
ALL SERIES THROUGH 1995
TOTAL DUE PRINCIPAL
PRINCIPAL INTEREST EACH AMOUNT
FISCAL YEAR AMOUNT AMOUNT FISCAL YEAR OUTSTANDING
40,625,000
1995-1996 3,670,000 2,341,726 6,011,726 36,955,000
1996-1997 3,940,000 2,161,046 6,101,046 33,015,000
1997-1998 3,745,000 1,906,916 5,651,916 29,270,000
1998-1999 3,305,000 1,673,492 4,978,492 25,965,000
1999-2000 3,225,000 1,471,567 4,696,567 22,740,000
2000-2001 2,615,000 1,293,677 3,908,677 20,125,000
2001-2002 1,775,000 1,154,887 2,929,887 18,350,000
2002-2003 1,775,000 1,049,962 2,824,962 16,575,000
2003-2004 1,775,000 948,374 2,723,374 14,800,000
2004-2005 1,875,000 841,987 2,716,987 12,925,000
2005-2006 1,875,000 730,944 2,605,944 11,050,000
2006-2007 1,375,000 635,344 2,010,:,44 9,675,000
2007-2008 1,375,000 555,250 1,930,250 8,300,000
2008-2009 1,375,000 474,412 1,849,412 6,925,000
2009-2010 1,375,000 392,749 1,767,749 5,550,000
2010-2011 1,375,000 310,344 1,685,344 4,175,000
2011-2012 1,375,000 227,401 1,602,401 2,800,000
2012-2013 1,375,000 144,662 1,519,662 1,425,000
2013-2014 1,125,000 69,750 1,194,750 300,000
2014-2015 300,000 18,000 318,000 0
I-13
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility System Revenue Refunding Bonds, Series 1985
January 15, 1984-S34,185,000
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
2-1-96 2,205,000 9.00 99,225 2,304,225 2,304,225 0
NOTE:Subsequent principal and interest payments for FY 97-01 will be refunded with the 1995 taxable issue proceed
Paying Agent:First City National Bank of Houston Moody's Rating: Aaa
Underwriter:Rauscher Pierce Refsnes, Inc. S. &P.'s Rating: AAA
•
I-14
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility System Revenue Bonds,Series 1990
November 1, 1990-S4,800,000
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING
2-1-96 300,000 8.50 149,500 449,500
8-1-96 136,750 136,750 586,250 4,000,000
2-1-97 300,000 8.50 136,750 436,750
8-1-97 124,000 124,000 560,750 3,700,000
2-1-98 300,000 8.50 124,000 424,000
8-1-98 111,250 111,250. 535,250 3,400,000
2-1-99 400,000 6.88 111,250 511,250
8-1-99 97,500 97,500 608,750 3,000,000
2-1-00 400,000 6.50 97,500 497,500
8-1-00 84,500 84,500 582,000 2,600,000
2-1-01 400,000 6.50 84,500 484,500
8-1-01 71,500 71,500 556,000 2,200,000
2-1-02 400,000 6.50 71,500 471,500
8-1-02 58,500 58,500 530,000 1,800,000
2-1-03 400,000 6.50 58,500 458,500
8-1-03 45,500 45,500 504,000 1.400,000
2-1-04 400,000 6.50 45,500 445,500
8-1-04 32,500 32,500 478.000 1,000,000
2-1-05 500,000 6.50 32,500 532,500
8-1-05 16,250 16,250 5..;,750 500,000
2-1-06 500,000 6.50 16,250 516,250
8-1-06 0 516,250 0
Net Interest 3,255,875 Moody's Rati Aaa
Paying Agent: First City National Bank S.&P.'s Rati AAA
Underwriter:Prudential-Bache Securities,Mgr.
I-15
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
UTILITY REVENUE BOND 1993 SERIES
ELECTRIC PROJECTS Principal- $1,000,000 SEWER PROJECTS Principal-
•$3,700,000-20 years. REFUNDING PRINCIPAL-$1,150,000
TOTAL = S5,850,000
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE YEAR OUTSTANDING
2-1-96 275,000 6.50% 140,986 415,986
8-1-96 132,049 132,049 548,035 5,345,000
2-1-97 390,000 4.75% 132,049 522,049
8-1-97 122,786 122,786 644,835 4,955,000
2-1-98 295,000 4.05% 122,786 417,786
8-1-98 116,813 116,813 534,599 4,660,000
2-1-99 270,000 4.20% 116,813 386,813
8-1-99 111,143 111,143 497,955 4,390,000
2-1-00 1,140,000 4.40% 111,143 1,251,143
8-1-00 86,063 86,063 1,337,205 3,250,000
2-1-01 250,000 4.60% 86,063 336,063
8-1-01 80,313 80,313 416,375 3,000,000
2-1-02 250,000 4.80% 80,313 330,313
8-1-02 74,313 74,313 404,625 2,750,000
2-1-03 250,000 5.00% 74,313 324,313
8-1-03 68,063 68,063 392,375 2,500,000
2-1-04 250,000 5.10% 68,063 318,063
8-1-04 61.688 61,688 379,750 2,250,000
2-1-05 250,000 5.25% 61,688 311,6E8
8-1-05 55,125 55.125 366,813 2,000,000
2-1-06 250,000 5.40% 55,125 305,125
8-1-06 48,375 48,375 353,500 1,750,000
2-1-07 250,000 5.40% 48,375 298,375
8-1-07 41,625 41,625 340,000 1,500,000
2-1-08 250,000 5.50% 41,625 291,625
8-1-08 34,750 34,750 326,375 1,250,000
2-1-09 250,000 5.50% 34,750 284,750
8-1-09 27,875 27,875 312,625 1,000,000
2-1-10 250,000 5.50% 27,875 277,875
8-1-10 21,000 21,000 298,875 750,000
2-1-11 250,000 5.60% 21,000 271,000
8-1-11 14,000 14,000 285,000 500,000
2-1-12 250,000 5.60% 14,000 264,000
8-1-12 7,000 7,000 271,000 250,000
2-1-13 250,000 5.60% 7,000 257,000 257,000 0
I-16
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
UTILITY REVENUE BONDS
SERIES 1994
PRINCIPAL 516,500,000
PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL DUE AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING
16,500,000
2-1-95 825,000 6.40% 335,088 1,160,088 1,636,319 15,675,000
8-1-95 476,231 476,231
2-1-96 825,000 6.40% 476,231 1,301,231 1,751,063 14,850,000
8-1-96 449,831 449,831
2-1-97 825,000 6.40% 449,831 1,274,831 1,698,263 14,025,000
8-1-97 423,431 423,431
2-1-98 825,000 6.40% 423,431 1,248,431 1,645,463 13,200,000
8-1-98 397,031 397,031
2-1-99 825,000 6.40% 397,031 1,222,031 1,592,663 12,375,000
8-1-99 370,631 370,631
2-1-00 825,000 6.40% 370,631 1,195,631 1,539,863 11,550,000
8-1-00 344,231 344,231
2-1-01 825,000 6.40% 344,231 1,169,231 1,487,063 10,725,000
8-1-01 317,831 317,831
2-1-02 825,000 6.40% 317,831 1,142,831 1,434,263 9,900,000
8-1-02 291,431 291,431
2-1-03 825,000 5.40% 291,431 1,116,431 1,385,588 9,075,000
8-1-03 269,156 269,156
2-1-04 825,000 5.50% 269,156 1,094,156 1,340,625 8,250,000
8-1-04 246,469 246,469
2-1-05 825,000 5.70% 246,469 1,071,469 1,294,425 7,425,000
8-1-05 222,956 222,956
2-1-06 825,000 5.75% 222,956 1,047,956 1,247,194 6,600,000
8-1-06 199,238 199,238
2-1-07 825,000 5.85% 199,238 1,024,238 1,199,344 5,775,000
8-1-07 175,106 175,106
2-1-08 825,000 5.90% 175,106 1,000,106 1,150,875 4,950,000
8-1-08 150,769 150,769
2-1-09 825,000 6.00% 150,769 975,769 1,101,788 4,125,000
8-1-09 126,019 126,019
2-1-10 825,000 6.10% 126,019 951,019 1,051,875 3,300,000
8-1-10 100,856 100,856
2-1-11 825,000 6.15% 100,856 925,856 1,001,344 2,475,000
8-1-11 75,488 75,488
2-1-12 825,000 6.20% 75,488 900,488 950,400 1,650,000
8-1-12 49,913 49,913
2-1-13 825,000 6.10% 49,913 874,913 899,663 825,000
8-1-14 24,750 24,750
2-1-14 825,000 6.00% 24,750 849,750 849,750 0
I-17
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
UTILITY REVENUE BONDS
SERIES 1995
PRINCIPAL $6,000,000 AT 6% INTEREST
ELECTRIC PROJECTS- $3,000,000,WATER PROJECTS-$1,800,000
WASTEWATER PROJECTS-S1,200,000
ESTIMATED
ESTIMATED ESTIMATED ESTIMATED PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL DUE AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING
6,000,000
2-15-96 0 6.00% 180,000 224,659 404,659 6,000,000
8-15-96 180,000 180,000
2-15-97 300,000 6.00% 180,000 464,659 635,659 5,700,000
8-15-97 171,000 171,000
2-15-98 300,000 6.00% 171,000 457,459 619,459 5,400,000
8-15-98 162,000 162,000
2-15-99 300,000 6.00% 162,000 450,259 603,259 5,100,000
8-15-99 153,000 153,000
2-15-00 300,000 6.00% 153,000 443,059 587,059 4,800,000
8-15-00 144,000 144,000
2-15-01 300,000 6.00% 144,000 435,859 570,859 4,500,000
8-15-01 135,000 135,000
2-15-02 300,000 6.00% 135,000 428,659. 554,659 4,200,000
8-15-02 126,000 126,000
2-15-03 300,000 6.00% 126,000 421,459 538,459 3,900,000
8-15-03 117,000 117,000
2-15-04 300,000 6.00% 117,000 414,272 522,259 3,600,000
8-15-04 108,000 108,000
2-15.05 300,000 6.00% 108,000 407,059 506,059 3,300,000
8-15-05 99,000 99,000
2-15-06 300,000 6.00% 99,000 399,859 489,859 3,000,000
8-15-06 90,000 90,000
2-15-07 300,000 6.00% 90,000 392,659 473,659 2,700,000
8-15-07 81,000 81,000
2-15-08 300,000 6.00% 81,000 385,459 457,459 2,400,000
8-15-08 72,000 72,000
2-15-09 300,000 6.00% 72,000 378,259 441,259 2,100,000
8-15-09 •
63,000 63,000
2-15-10 300,000 6.00% 63,000 371,059 425,059 1,800,000
8-15-10 54,000 54,000
2-15-11 300,000 6.00% 54,000 363,859 408,859 1,500,000
8-15-11 45,000 45,000
2-15-12 300,000 6.00% 45,000 356,659 392,659 1,200,000
8-15-12 36,000 36,000
2-15-13 300,000 6.00% 36,000 349,459 376,459 900,000
8-15-13 27,000 27,000
2-15-14 300,000 6.00% 27,000 342,259 360,259 600,000
8-15-14 18,000 18,000
2-15-15 300,000 6.00% 18,000 335,059 335,059 300,000
I-18
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
UTILITY REVENUE REFUNDING BONDS
SERIES 1995
THIS SERIES ISSUED TO REFUND 1985 SERIES
PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL DUE AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING
7,125,000
2-1-96 65,000 6.40% 249,920 314,920 561,378 7,060,000
8-1-96 246,459 246,459
2-1-97 2,125,000 6.75% 246,459 2,371,459 2,546,199 4,935.000
8-1-97 174,740 174,740
2-1-98 2,025,000 7.00% 174,740 2,199,740 2,303,605 2,910,000
8-1-98 103,865 103,865
2-1-99 1,510,000 7.10% ' 103,865 1,613,865 1,664,125 1,400,000
8-1-99 50,260 50,260
2-1-00 560,000 7.15% 50,260 610,260 640,500 840,000
8-1-00 30,240 30,240
2-1-01 840,000 7.20% 30,240 870,240 870,240 0
8-1-01 0
I-19
We're Committed
411P0
To Excellence
GLOSSARY
GLOSSARY
• Appropriation: A legal authorization granted Competitive bidding process: The process
by the Council to make or incur following State law requiring that for
expenditures/expenses for specific purposes. purchases of $15,000 or more, a city must
advertise, solicit, and publicly open sealed
Bank Depository Aareement: A contract bids for prospective vendors. After a review
between a municipality and a depository, period, the Council then awards the bid to the
negotiated and entered into in accordance successful bidder.
with the specification of Local Government
code, Title 4, Chapter 105, Subchapter B, Contract Obliaation Bones: Long-term debt
which sets forth the agreements between the which places the assets purchased or
parties regarding banking services. constructed as a part of the security for the
issue.
Budget: A plan, approved by the Council, of
financial operation embodying an estimate of Current Expense: An obligation of a City as a
proposed expenditures/expenses for the fiscal result of an incurred expenditure/expense that
year and the proposed means of funding is due for payment within a twelve (12)
these expenditure estimates. month period.
BVSWMA: Brazos Valley Solid Wasterrent Revenue: The revenues or resources
Management Agency. BVSWMA was formed of a City convertible to cash within a twelve
under a joint solid waste management (12) month period.
agreement between the cities of College
Station and Bryan to cooperatively operate a Emergency: An unexpected occurrence, i.e.,
joint landfill facility for the proper disposal of damaging weather conditions, that require the
solid waste for the two cities and outside unplanned use of City funds.
customers.
•
Encumbrance: Obligation to expend
Capital/Major Project Expenditure/Expense: appropriated monies as a result of a
An expenditure/expense which results in the processed purchase order or a contract for
acquisition or addition of a fixed asset or the purchases legally entered on behalf of the
improvement to an existing fixed asset. City.
Cash Basis: Method of accounting and Equity: See Fund Balance.
budgeting which recognizes revenues when
received and expenditures when paid. Expenditure/Expense: Decreases in net
financial resources for the purpose of
Certificate of Obliaation (C.0.1: Long-term acquiring goody or services. The General
debt which is authorized by the City Council Fund recognizes expenditures and the
and does not require prior voter approval. Proprietary Funds recognize expenses.
Charter of Accounts: A chart detailing the Facsimile Sianature Machine: A mechanical
system of general ledger accounts. device used to imprint signatures upon City
vouchers rendering them negotiable
City Council: The current elected official of instruments.
the City as set forth in the City's Charter.
Finance Director: The person appointed by
City Manaoer: The individual appointed by the the City Manager who is responsible for
City Council who is responsible for the recording and reporting the financial activities
administration of the affairs of the City. of the City and for making recommendations
regarding fiscal policies.
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Fiscal year: 12 month budget period, Investments: Securities held for the
generally extending from October 1st through production of revenues in the form of
the following September 30th. interest.
Fixed Assets: Asset of a long-term nature Line Item Qudget: The presentation of the
which are intended to continue to be held or City's adopted budget in a format presenting
used, such as land, building, improvements each Department's approved
other than buildings, machinery, and expenditure/expense by specific account.
equipment.
Lona-Term Debt: Obligation of the City with
Fund: An independent fiscal and accounting a remaining maturity term of more that one
entity with a self-balancing set of accounts (1) year.
recording cash and/or other resources
together with all related liabilities, obligations, Management Letter: A written report from
reserves, and equities which are segregated the independent auditors to the Council
for the purpose of carrying on specific reflecting observations and suggestions as a
activities or attaining certain objectives. result of the audit process.
Fund Balance (Equity): The excess of fund Net Workina Capital: Current Assets less
assets over liabilities. Accumulated balances Current Liabilities.
are the result of continual excess of revenues
over expenditures/expenses. A negative fund Non-Recurrina Revenues: Resources
balance is a deficit balance. recognized by the City that are unique and
occur only one time or without pattern.
GAAP: See Generally Accepted Accounting
Principles. Official Budget: The budget as adopted by
the Council.
General and Administrative Costs: Costs
associated with the administration of City One-Time Revenues: See Non-Recurring
services. Revenues.
General Fund: The City fund used to account Qoeratina Budoet: A plan, approved by the
for all financial resource and expenditures of Council, of financial operations embodying an
the City except those required to be estimate of proposed expenditures/expenses
accounted for in another fund. for the fiscal year and the proposed means of
financing them.
General Ledger: The collection of accounts
reflecting the financial position and results of Proorietary Funds: See Utility Funds.
operations for the City.
Purchase Order System: A City's system of
Generally Accepted Accounting Principles using documents authorizing the delivery of
(GAAP): Uniform minimum standards of and specified merchandise or services and making
guidelines to financial accounting and a charge for them.
reporting as set forth by the Governmental
Accounting Standards Board (GASB). Reserves: An account used to designate a
portion of the fund balance (equity) as legally
GFOA: Government Finance Officers segregated for a specific future use.
Association of the United States and Canada.
Retained Earnings: The equity account
Governmental Accountina Standards Board: reflecting the accumulated earnings of the
The authoritative accounting and financial Utility Funds.
reporting standard-setting body of
government agencies.
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RevenuejResources): An increase in assets
due to the pertormance of a service or the
sale of goods. in the General Fund, revenues
are recognized when earned, measurable, and
reasonably assured to be received within 60
days.
Risk: The liability, either realized or potential,
related to the City's daily operations.
Service Level 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.
Tax Levy: The total amount of taxes imposed
by the City on taxable property, as
determined by the Brazos County Appraisal
District, within the City's corporate limits.
User-Based Fee/Charge: A monetary fee or
charge placed upon the user of services of
the City.
Utility Funds: The funds used to account for
the operations of the City's electric, water,
sanitary sewer, and solid waste disposal
activities.
Undesianated Fund Balance: That portion of
the fund balance that is unencumbered from
any obligation of the City.
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