FY 2001-2002 -- Approved Annual Budget CITY OF COLLEGE STATION AAAPPROVEDPPROVEDPPROVED A A ANNUALNNUALNNUAL B B BUDGETUDGETUDGET
FISCAL YEAR 2001-2002
CITY OF
COLLEGE STATION
APPROVED BUDGET
FOR FISCAL YEAR
OCTOBER 1, 2001 TO SEPTEMBER 30, 2002
MAYOR
LYNN MCILHANEY
JAMES MASSEY, COUNCILMAN
RON SILVIA,COUNCILMAN
WINNIE GARNER, COUNCILMAN
LARRY MARIOTT, MAYOR PRO-TEM
DENNIS MALONEY, COUNCILMAN
ANNE HAZEN, COUNCILMAN
THOMAS E. BRYMER, CITY MANAGER
JEFF KERSTEN, BUDGET AND STRATEGIC
PLANNING DIRECTOR
CITY OF COLLEGE STATION, TEXAS
PRINCIPAL CITY OFFICIALS
OCTOBER 2001
ELECTED OFFICIALS:
MAYOR ....................................................................................................LYNN R. MCILHANEY
COUNCIL MEMBERS .....................................................LARRY MARIOTT, MAYOR PRO-TEM
RON SILVIA
WINNIE GARNER
JAMES MASSEY
DENNIS MALONEY
ANNE HAZEN
CITY ADMINISTRATION:
CITY MANAGER.......................................................................................THOMAS E. BRYMER
ASSISTANT CITY MANAGER ..........................................................................GLENN BROWN
DIRECTOR OF PUBLIC UTILITIES ................................................................JOHN C. WOODY
POLICE CHIEF ..........................................................................................EDGAR R. FELDMAN
FIRE CHIEF ..................................................................................................DAVID GIORDANO
DIRECTOR OF FISCAL SERVICES...............................................................CHARLES CRYAN
BUDGET AND STRATEGIC PLANNING DIRECTOR .........................................JEFF KERSTEN
DIRECTOR OF PUBLIC WORKS ..........................................................................MARK SMITH
DIRECTOR OF PARKS AND RECREATION...........................................STEPHEN C. BEACHY
DIRECTOR OF DEVELOPMENT SERVICES ....................................................JIM CALLAWAY
DIRECTOR OF THE OFFICE OF TECHNOLOGY
AND INFORMATION SERVICES.................................................................LINDA S. PIWONKA
DIRECTOR OF HUMAN RESOURCES .........................................................JULIE O’CONNELL
DIRECTOR OF ECONOMIC DEVELOPMENT ..........................................................KIM FOUTZ
CITY ATTORNEY ...................................................................................HARVEY CARGILL, Jr.
CITY SECRETARY .......................................................................................CONNIE L. HOOKS
The Government Finance Officers Association of the United States and
Canada (GFOA) presented a Distinguished Budget Presentation Award
to the City of College Station, Texas for its annual budget for the fiscal
year beginning October 1, 2000.
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. This award is valid for a period of one year only. We believe
our current budget continues to conform to program requirements, and
we are submitting it to GFOA to determine its eligibility for another
award.
TABLE OF CONTENTS
Transmittal Letter...............................................................................................i
Executive Summary
Executive Summary .....................................................................................1
Fiscal Year Comparison Summary ...............................................................23
Graph of Net Operating Budget ..................................................................24
All Funds Summary ..................................................................................25
Analysis of Tax Rate..................................................................................26
Analysis of Property Evaluations..................................................................27
City Organization Chart .............................................................................28
Strategic Plan Summary ..................................................................................29
Council Vision Statements
#1 Customer-Focused City Services .............................................................35
Service Levels and Performance Measures................................................38
#2 Safe, Secure and Healthy Environment ...................................................65
Service Levels and Performance Measures ...............................................70
#3 Clean Environment That Enhances And Protects the Quality Of Life...........95
#4 Cultural Arts And Recreational Opportunities...........................................97
Service Levels and Performance Measures..............................................100
#5 Participate And Contribute To The Well-Being Of Our Community .........115
Service Levels and Performance Measures..............................................116
#6 Easily Travel To, Within And From The Community ...............................117
Service Levels and Performance Measures..............................................120
#7 Strong And Diverse Economic Environment ...........................................123
Service Levels and Performance Measures..............................................126
#8 Well-Planned Neighborhoods ...............................................................135
Service Levels and Performance Measures..............................................137
TABLE OF CONTENTS
Financial Summaries
General Government Funds
General Fund .....................................................................................143
Police Department ......................................................................148
Fire Department .........................................................................150
Public Works ..............................................................................152
Parks and Recreation ...................................................................154
Library ......................................................................................156
Development Services ..................................................................158
Office of Technology and Information Services................................160
Fiscal Services.............................................................................162
General Government ...................................................................164
Debt Service Fund ..............................................................................166
Parks Xtra Education Fund ..................................................................172
Economic Development Fund ...............................................................174
Court Security Fund............................................................................176
Court Technology Fund.......................................................................178
Police Seizure Fund ............................................................................180
General Government Capital Improvement Projects ................................182
Enterprise Funds
Combined Utility Funds .......................................................................203
Public Utilities Department ..................................................................204
Electric ......................................................................................205
Water ........................................................................................208
Wastewater ................................................................................211
Sanitation .....................................................................................................................
Parking Enterprise Fund .....................................................................217
TABLE OF CONTENTS
Brazos Valley Solid Waste Management Agency .....................................220
Utility Capital Improvement Projects .....................................................223
Special Revenue Funds
Hotel/Motel Fund...............................................................................235
Community Development Fund ...........................................................238
Wolf Pen Creek TIF ...........................................................................240
Melrose Apartment Tax Increment Financing (TIF) Fund ..........................242
Internal Service Funds
Internal Services Fund .........................................................................245
Equipment Replacement Fund ..............................................................250
Utility Billing......................................................................................253
Self Insurance Funds ...........................................................................256
Appendices
Budget Ordinances ..................................................................................A-1
Service Level Adjustments List ...................................................................B-1
Personnel List .........................................................................................C-1
Revenue History and FY 02 Budget Estimates.................................................D-1
Budget Provision Stated in Charter.............................................................E-1
Fiscal and Budgetary Policy Statements .......................................................F-1
Outside Agency Funding ...........................................................................G-1
Miscellaneous Statistical Data ....................................................................H-1
2001-2002 Strategic Planning And Budget Process .....................................I-1
Debt Service Schedules .............................................................................J-1
General and Administrative Transfers .........................................................K-1
2001-2002 Strategic Planning Strategies and Implementation Plans...............L-1
5 Year Technology Plan...........................................................................M-1
Glossary.................................................................................................N-1
1
“On behalf of the citizens of College
Station, a unique community and home of
Texas A&M University, the City Council will
promote the safety, health and general
well-being of the community within the
bounds of fiscal responsibility while
preserving and advancing the quality of life
resulting in exceptional civic pride.”
City of College Station Mission Statement
Vision Statements
· Customer Focused Services
· Safe, Secure and Healthy Environment
· Clean Environment that Enhances and
Protects Quality of Life
· Cultural Arts and Recreational
Opportunities
· Participate and Contribute to the Well
Being of Our Community
· Easily Travel, To Within and From the
Community
· Strong and Diverse Economic
Environment
· Well Planned Neighborhoods
The following is a summary of key elements included
in the Fiscal Year 2001-2002 Approved Budget for
the City of College Station. The budget provides
the framework to implement the Strategic Plan and
meet the Mission Statement outlined by the City
Council. It also provides the resources for quality city
services in College Station. The 2001 fiscal year
begins October 1, 2001 and ends September 30,
2002.
This document is presented by function or program
as they address one of the eight Vision Statements,
or overall goals, established by the City Council to
meet the City’s Mission Statement. The
organization of the document allows the reader to
review changes in programs as they relate to the
Strategic Plan and goals the City Council has set.
This year the City Council began a strategic
planning process that focuses on the overall policy
direction of the City of College Station. This budget
was prepared in the context of providing resources
to implement the Strategic Plan in FY 02. The
strategic planning process will be described in more
detail later in this Executive Summary.
The budget was also prepared in the context of the
Financial Forecast which predicts the fiscal impact of
current and future budgetary decisions in a five year
forecast. The budget also continues the
implementation of decisions made by the City
Council over the past year. These decisions will be
outlined later in this summary.
The budget document is intended to provide
decision makers with a better view of the City’s
resources and their utilization to accomplish the
policy direction of the City Council as set out in the
Strategic Plan and other policy direction. The intent
is also to demonstrate the City’s near term
commitments and to meet the financial policies
approved by the City Council. The document is
designed to show citizens the services being provided
and their associated costs.
The following is a summary of the FY 02 Budget.
FY 02 Approved Net Budget Summary
Fund Type Approved Net
Budget
Governmental Funds $40,871,030
Enterprise Funds 71,589,737
Special Revenue Funds 7,168,644
Subtotal O&M $119,629,411
Fund Balance/Working Cap.
Transfers to CIP Subtotal
$9,061,000
Capital Projects Subtotal $34,768,533
Total Approved Net
Budget
$163,458,944
CITY OF COLLEGE STATION
2001-02 BUDGET
EXECUTIVE SUMMARY
2
Budget Format
Budget Summary Section
The approved budget is broken into four main
sections. The first is the Budget Summary . It
includes the Executive Summary, Overall Funds
Summary, and Strategic Plan Summary. This
section provides the reader with a general overview
of the approved budget and identifies the key
changes from the prior year.
Vision Statements Section
The Vision Statements section of the budget
provides the reader with a view of the various
services provided by the City and is organized
around the eight Council Vision Statements and the
Strategic Plan.
Performance expectations are shown in the form of
service levels and performance measures for each
major activity. This information is organized by
Vision Statement within the budget document. The
service levels show the services that the different
functions and programs in the organization provide.
The performance measures illustrate how well those
levels of service are being met. This occurs through
the creation of specific measures designed to show
what levels of service are being achieved. Efforts
continue to refine and improve the performance
measures to make sure they are meaningful.
Also included in this section is a budget summary
organized by service levels. The budget summary
provides a brief description of the activity, the
approved budget, and the number of personnel
included in the activity.
Financial Section
Following the Vision Statements is the Financial
Section of the budget. It provides a more
traditional “fund accounting” view of the City’s
budget. Fund summaries and department
summaries are provided. These summaries include
prior year actual revenues and expenditures,
revised FY 01 budget revenues and expenditures,
FY 01 year end estimates, FY 02 base
departmental requests, FY 02 Service Level
Adjustments, and the total FY 02 budget.
The financial section of the document is broken into
four fund types. These are Governmental Funds,
Enterprise Funds, Special Revenue Funds, and
Internal Service Funds.
Budget Basis
The budgets for the Governmental Funds and
Special Revenue Funds are prepared on the
modified accrual basis of accounting. Under this
basis revenues are recognized when they become
measurable and available to finance expenditures of
the current period. Expenditures are recognized
when the related fund liability is incurred with the
exception of several items. The full listing of these
items can be found in the Financial Policies on page
F-1.
The budgets for the Enterprise and Internal Service
Funds are similarly prepared on the modified
accrual basis where cash transactions are included in
the budget presentation in lieu of non cash
transactions such as depreciation. The focus is on
the net change in working capital.
The City organization is composed of various
departments or general service areas. Several
departments are represented within more than one
fund, i.e., the Utilities Department encompasses the
Electric, Water, and Wastewater Funds. Each
department consists of one or more divisions and
each division may have one or more activity (cost)
center. Routine budget controls are exercised
within activity centers at the category level
(groupings of accounting objects into the items
personnel, supplies, maintenance, services, and
capital). On an annual basis, fiscal control is at the
Department level in the General Fund and at the
fund level for other funds.
Also included in the Financial Section of the Budget
is a summary of the approved Capital Improvement
Projects Budget for FY 02. This includes the
General Government Capital Projects and the Utility
Capital Projects. A summary of the operational
impact the approved capital projects will have on
the operations budget is provided.
Appendices
The fourth major section of the budget is the
Appendices, which contains supplemental
information to meet specific Charter requirements
and to help the reader better understand the
community. The appendices include a detail of
salaries and positions approved in the budget, the
Financial and Budget Policies, and other schedules
necessary for a comprehensive budget document.
A shortened version of the budget, summarizes the
big budget issues and is designed to be more user
friendly. It excludes many of the appendices and
detailed financial summaries.
The budget is submitted to the City of College
Station City Council approximately 45 days prior to
3
the end of the fiscal year. Copies are placed with
the City Secretary and in the College Station branch
library for citizen review. The approved budget is
also available on the City’s Internet site:
www.ci.college-station.tx.us.
Strategic Planning and Budgetary
Management
Strategic Planning
In December 1999 the City Council made the
decision to begin a strategic planning process for
College Station. The first step in that process was a
City Council retreat in early January 2000. The
City Council spent time assessing the City’s overall
strengths, weaknesses, opportunities and threats;
and developed a new Mission and Vision
Statements, or overall goals, for the City. The
Mission Statement and Vision Statements have
provided the framework for the rest of the strategic
planning process and the preparation of this
approved budget.
The next step in the process involved reviewing a
series of existing plans and assessing their strengths,
weaknesses, opportunities and threats. The review
also examined whether these plans were moving
toward the new mission and vision statements.
Input from some of the Council-appointed boards
was gathered as part of the strategic planning
process. These committees provided input on what
they felt were significant priorities for the next
several years. Also, the City departments put
together a list of preliminary budget priorities this
spring. This information, along with the results of the
annual citizen survey was presented to the City
Council.
In May of this year the City Council held their annual
planning retreat. At the retreat the City Council
identified strategies for each of the vision
statements. These strategies are the more specific
objectives to fulfill the vision. The City Council then
ranked the strategies within the vision statements.
Next, implementation plans were identified for each
of the strategies. These implementation plans are
the specific means of meeting the strategies, and
each of the overall vision statements identified.
Each of the implementation plans include the
following information: plan leader, a brief summary,
what policy change if any is involved, resources
needed, and key meaningful milestones. This
budget document addresses the resources needed to
carry out the implementation plans that require
additional resources.
A total of 36 strategies and 80 implementation
plans were identified by the City Council. A draft of
the Strategic Plan with these strategies and
implementation plans was presented to the City
Council in July. As the budget process continues,
there will be further discussion of the strategic plan
and the resources that will be included to implement
it.
Page 31 and Appendix L includes a summary of
the Strategic Plan.
Budgetary Management
The strategic planning process and the budget
process are integrated to ensure that the policy
direction provided in the Strategic Plan is
implemented through the budget process. A basic
flow chart showing the strategic plan and budget
development process may be found in the
Appendices on page I-1.
The budget process begins early in the calendar
year with the Budget staff preparing salary and
benefit information for the upcoming budget year.
The process continues through the Spring and early
Summer as departments prepare their budget
requests. Budget requests are analyzed and
reviewed, and the City Manager’s Budget is
developed using the strategic plan and existing
levels of service.
The FY 02 Budget continues the practice of not
appropriating funds for anticipated vacant positions.
All salary and benefit amounts are budgeted
approximately 3% lower than actual salary costs,
due to existing or anticipated vacancies that will
occur in the year. The budget for salaries continues
the pay policy approved by the City Council in
March 2000. Also included in the budget are
significant increases in the City contribution to the
health benefits fund due to increasing health care
costs.
The Budget staff evaluated the current budget prior
to developing target budgets for FY 02. Part of the
analysis was to identify and reduce budget targets
for all "one-time" types of expenditures
(expenditures for capital, special studies and other
like items) included in current budgets. This analysis
provided reductions totaling approximately $2.5
million from departmental targets.
A detailed review of departmental submissions was
conducted to insure that requests were complete
and within the guidelines of the City Council and the
City Manager. The Budget Office prepared budget
estimates for many costs including equipment
replacement and utilities and provided those to the
4
departments. The department target budgets also
included a 2% increase in all other non-salary and
benefit accounts. This was done to account for
increased costs and increased demands for service.
The budgets submitted by the departments were
reviewed and in some cases reduced. A review was
also conducted of the City's fleet. Several vehicles
were identified that could be removed from the
fleet. This results in savings to the City because the
replacement costs and the maintenance costs for
vehicles can be reduced.
Items determined to be in excess of the target
budget were submitted and reviewed as Service
Level Adjustments (SLAs). The SLAs were reviewed
by the City Manager, Assistant City Manager, Fiscal
Services Director, and Budget and Strategic
Planning Manager. The list was also reviewed with
affected department directors and with the
Management Team as a whole. The finalized list is
included in this budget. Also included in the budget
is a list of all service level adjustments requested by
departments but not included in the approved
budget.
SLA’s were approved to be added to the budget
based on several basic criteria : a) mandates due to
federal or state statutes or regulations, contractual
agreements, local policies, and capital projects; b)
items directly included in an implementation plan in
the strategic plan document; c) items needed to
continue or enhance the ability of the City to carry
out the City Council’s Strategic Plan; d) other items
of general value to the City either as replacements
or added efficiencies or improved services; e) items
that maintain existing service levels approved by the
City Council in light of increasing demands for
service due to growth. Most of the approved service
level adjustments are for one time expenditures
rather than for programs that have ongoing costs.
The strategic planning and budget processes are
truly integrated and the budget is designed to
become one of the implementing tools of the
Strategic Plan developed by the City Council.
The following chart provides a comparison of the
operating budgets of the major operating funds.
The comparison shows the percent change from the
Revised FY 01 Budget to the Approved Base FY 02
budget. The base number does not include service
level adjustments. Also shown is a comparison
between the total approved budget including service
level adjustments and the revised FY 01 Budget.
This comparisons shows a 13.96% increase in the
operating portion of the budget. The primary factor
driving this increase is the increase in the cost of
purchased power in the Electric Fund. This increase
is also due to the approved service level
adjustments, as well as the additional costs
associated with the pay plan changes approved
earlier this year.
Operating Budget Expenditure Comparisons
Fund Revised FY
01 Budget
Approved
FY 02
Budget
Percent
Change
General 35,153,197 37,552,849 6.83%
Combined Utility 36,382,804 44,254,189 21.63%
Sanitation 3,731,414 3,950,806 5.88%
BVSWMA 4,104,860 4,765,056 16.08%
Utility Billing 1,409,778 1,550,183 9.96%
Internal Services 1,859,583 1,958,910 5.34%
Other Operating Funds 243,937 423,818 73.74%
Totals 82,885,573 94,455,811 13.96%
5
Fiscal and Budgetary Policies
Each year as part of the budget process the Fiscal
and Budgetary Policies are reviewed. The
approved policies are included as Appendix F in
this document. These policies are the framework
for preparing the budget as well as for the financial
management of the City.
During the budget process changes to these policies
will be reviewed with the City Council.
Key Budget Themes
There are three overall themes in this budget.
The overarching theme is Strategic Plan
Implementation. The budget and strategic
planning efforts have become very integrated. A
more structured strategic planning process will
ensure that the budget reflects the priorities
identified by the City Council. These priorities
include continuing to provide competitive salaries.
Several areas being addressed through the capital
program include economic development, and
transportation. If additional projects are going to be
pursued while still maintaining the capacity to fund
$30 - $35 million in a future capital campaign,
additional resources will be needed.
A second budget theme is the budget is a Current
Service Level Budget. Due to slower economic
growth, the resources for the expansion and
creation of new programs is limited this year. This
has made the budgeting process more difficult this
year than in the recent past. Funds for the
operations and maintenance costs of new capital
projects including Fire Station #5 and Veteran's
Park are not included in this budget. This budget
continues decisions made by the City Council over
the past 2 years regarding employee compensation.
One of the most important aspects of a service-
oriented organization is the people who provide the
services. The budget continues funding the
compensation system, which is designed to pay
employees based on market conditions. This is
being done to attract and retain high quality
employees. The approved budget also includes
significant additional funds for the health benefit
plan. The pay plan and health plan increases have
utilized most of the available ongoing resources in
FY 02.
Infrastructure maintenance, replacement, and
expansion are also prominent in this budget.
Significant funding is also included for capital
projects. The budget includes $35 million for
capital projects. Key projects include significant
enhancements to the water and wastewater systems.
The third budget theme addresses the Expansion
of Service Levels to meet the demands of
growth. Funds are approved to expand the street
maintenance programs. This expansion is approved
to be funded by moving the drainage maintenance
activity from the General Fund and to the Drainage
Utility Fund. The budget also includes additional
funds to continue to move toward meeting the Parks
Maintenance Standards, as well as provide
resources for neighborhood park location incentives.
The approved budget also provides a strategy to
accelerate the work that can be done in the Wolf
Pen Creek corridor.
Key Service Level Expansion Increases
All of the items mentioned above were included in
the proposed budget. The next 2 items were added
to the approved budget and were key decision
points for the City.
The following Service Level Expansions were added
to the budget. First is the operations and
maintenance costs associated with the first phase of
Veteran's Park, and second is the first of three
phases of operating costs for Fire Station #5. In
order to fund these projects, the tax rate was
increased by 1.84 cents. These projects were
included in the 1998 General Obligation Bond
authorizations.
Another key budget decision point the Council;
made, was to fund a new short term capital project
plan. Earlier in the budget process when the capital
budget was presented, an interim CIP proposal was
made to fund approximately $9 million of
transportation projects. These include the widening
of Greens Prairie Road, the extension of
Dartmouth, and the design work for the widening of
University Drive East, and the Barron Road
overpass. In order to fund these projects and still
maintain the capacity to issue $30 -$35 million in a
future capital campaign, additional resources will be
needed. The debt service portion of the tax rate
was raised 3 cents to fund these projects.
College Station: Moderating Growth
The following sections highlight some of the key
factors used in the preparation of the FY 02
approved budget. These include a summary of the
City’s key economic indicators, the financial
6
forecast, and a summary of the results of the
2001 citizen survey.
Economic Indicators
College Station continues to grow, although some
areas of the economy have slowed. This slower
growth has a direct impact on the resources
available to the City to provide services to the
community. Indicators of growth include population
increases, building activity, unemployment rate, ad
valorem tax revenues, and sales tax revenues.
The population of College Station has grown
throughout the 1990’s. At the 1990 Census, the
population of College Station was 52,456. The
2000 Census brings the population to 67,890. This
is a 29% increase in population over the past 10
years. Population is projected to grow by 2%-3%
per year over the next 5 years to a range of
75,200 to 79,100 by 2006.
The following graph shows population growth in
College Station over the last 10 years and
projections through the year 2006.
The pace of new development has continued to
grow over the last several years. Through the first 6
months of 2001 development has been higher
compared to the same period in 2000. New
construction permits are a key indicator of the
health of the economy since slower construction
tends to be one of the first indicators of an economic
downturn. It also relates closely to increased
property values for ad valorem tax purposes.
For several years during the early 1990s, growth
was primarily due to retail development as College
Station became a regional shopping center. Both
residential and commercial development have been
strong in recent years. Other economic indicators
continue to demonstrate a strong local economy.
1.Building Permits and Development -- The new
property value added to the ad valorem tax
base in 2000 was approximately $174 million.
The City is on track to be near this level again in
2001. Both single family and multi family
residential construction continues to be strong.
Through June 2001, 348 single family
residential permits were issued. For the same
period of 2000, 272 single family residential
permits were issued.
From January through June 2001, the City
permitted approximately $85.7 million of new
property. For the same period in 2000 $61.5
million in new property was permitted. The
chart below shows dramatic year to year
changes have occurred in permitted
construction value in the 1990’s. It also
projects future new development of $80 million
per year through 2004. Commercial
construction also remains strong in College
Station. Through the 1st 6 months of 2001
$18.6 million in new construction was permitted
compared to $10.2 million through the same
period of 2000.
2. Unemployment Rate--Brazos County has
maintained an unemployment rate of less than
4% since 1990. As of June 2001 the rate was
1.5%. The local economy has one of the lowest
unemployment rates in the state and the nation.
Locally employment remains strong, however
there have been some signs of weakening with
recent layoffs in the community.
3. Ad Valorem Valuations-- Ad valorem tax values
remained relatively level from the mid 1980’s
until 1991. Beginning in 1991, total taxable
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
Thousands19901991199219931994199519961997199819992000*2001*2002*2003*2004*2005*2006College Station Population
0
20
40
60
80
100
120
140
160
Millions19901991199219931994199519961997199819992000200120022003200420052006Value of New Development
Residential Commercial
..
7
assessment rose from approximately $1.10
billion to approximately $2.5 billion. The City
has experienced a 109% increase since 1992
and a 7.5% increase in the last year. The
increase in ad valorem value is directly related
to new construction in the City. Increasing
values reflect an overall healthy local economy.
Developments such as the Kroger shopping
center and the Gateway have brought in
additional property value to College Station.
Other projects currently underway are
anticipated to add to the ad valorem tax base
next year. As taxable ad valorem value
increases, particularly through growth, it
provides additional resources for both the
General Fund and General Debt Service Fund
of the City. This increase provides resources
needed to meet increasing service demands
associated with the City’s growth. The following
graph shows the increase in Ad Valorem tax
valuations from 1990 to 2001.
4.Sales Tax Revenues-- The sales tax is the
largest single revenue source for the City's
General Fund, accounting for approximately
43% of General Fund revenues. This is one
reason why a fiscally conservative approach is
taken to estimate future sales tax revenues.
Sales tax revenues have been flat in FY 01
compared to FY 00. This reflects the overall
slowing of retail sales at the state and national
level. Sales tax revenues are projected to grow
minimally over the FY 00 actual, and then grow
4% in FY 02. Given the continued growth in
the local population and the retail economy, this
increase is reasonable. Moderate, steady
growth is expected to continue in the near
future. Changes in the sales tax law continue to
be monitored to determine the impact they will
have. These changes include the sales tax
holiday and the expansion of items that are tax
exempt to include over the counter medications.
The preceding chart demonstrates the continuing
rise in sales tax revenues experienced by the City of
College Station.
5.Total Utility Revenues--Utility revenues continue
to increase from year to year. The City has
experienced fairly consistent customer growth
that has helped keep annual sales growing. The
number of customers has risen steadily over the
past ten years. Changes in revenues have been
affected by purchased power costs, rate
changes, and weather conditions. Growth in
customers and sales contribute to the City's
ability to maintain stable rates and to provide
needed resources for the City's General Fund.
Economic and fiscal indicators demonstrate that the
local economy has shown moderate and sustained
growth. This growth has slowed considerably in the
past year, and this has a direct impact on the ability
to provide services. This growth results in both
revenue growth for the City and increased demand
for services. Revenue growth appears equal to the
costs of maintaining the current service levels
throughout the City, however the margin is much
smaller than in prior years. Staff continues to
monitor various indicators of economic and fiscal
health of the community. Monitoring is also done in
order to better respond to economic conditions that
may indicate a weakening in the local economy.
Any such weakening could adversely affect the fiscal
health of the City. If the economy does have an
adverse effect on the City's fiscal health, choices on
revenues and expenditures will have to be made to
address the impact.
Although much growth is occurring, fiscally
conservative estimates are made in anticipating
future revenues. This approach is important to
ensure that any slow down in growth, or change in
economic conditions does not adversely affect the
financial position of the City.
Financial Forecast
-
500
1,000
1,500
2,000
2,500
Millions199019911992199319941995199619971998199920002001Ad Valorem Tax Valuation
Sales Tax Revenue
12.7
8.98.77.97.16.5
9.5 9.8 10.9 11.5
12.6
0.0
2.5
5.0
7.5
10.0
12.5
15.0
1991 1992 1993 1994 1995 1996 1997 1998 1999 FY00FY 01est.Millions of $
8
The financial forecast is a tool used to indicate the
actual and possible results of decisions made by the
City Council over a number of years. The forecast
has become an integral part of the planning and
budgetary forecast.
Current and anticipated growth in the community
has resulted in increased demands for services
provided by the City. These include increased
public safety needs, increased pressures on the
transportation systems in College Station, increased
demands for Parks and Recreation services,
increased demands to keep up with the
development activity in Development Services, and
others. As growth occurs in the next several years,
it will become more difficult to find additional
resources to meet the service demand increases that
result. It will be necessary to examine and consider
alternatives on how services are delivered, as well as
how some of these additional needs are funded in
the future.
The forecast indicates it will be difficult over the next
several years to add enough ongoing revenues to
keep up with the anticipated expenditure demands
of the growing community.
The forecast shows the operating funds of the City
are sound. The General Fund forecast takes into
account the changes in this budget. It also includes
the continuation of the Council approved pay plan.
The forecast does not include additional funding for
the operations and maintenance projects scheduled
to be completed in the next several years. The
most significant projects not included in the forecast
are the operations and maintenance costs associated
with Fire Station #5, and the operations and
maintenance costs associated with Veteran's Park.
In the utility funds, the most significant issue is in the
Wastewater Fund. The capital costs associated with
the expansion of the Lick Creek Wastewater
Treatment Plant will result in the need for a rate
increase in FY 02 of 7% and in FY 03 of 7%. This
rate increase is included in the FY 02 approved
budget.
The Electric and Water Fund forecasts do not show
the need for any rate increases. Previously, in the
Electric Fund resources were projected to be
available to fund all of the capital projects. This
assumption has changes and most capital projects
are approved to be funded through the issuance of
debt. This has occurred as a result of a significant
increase in capital projects projected as a result of
the electric utility build out study. Significant
resources in the Water Fund will also be used to
fund a large portion of the capital projects included
in the forecast. The water capital projects are
needed to continue to meet the capacity demands of
the water system as a result of a growing
community.
The forecast provides an indication of the additional
resources that may be available in future years for
ongoing operations and maintenance costs. It also
projects the resources available for one time
expenditures. Ongoing resources include new
revenue streams that are anticipated to remain
constant or grow. One time resources, including
excesses in fund balance and revenues, are not
anticipated to continue into the future. Most of the
resources projected in the future are for one time
expenditures. This distinction is important to avoid
adding more ongoing expenditures than revenue
growth can support.
The forecast provides an opportunity to think
strategically about the best ways to address growing
service demand issues in the next several years. It
will also serve as the foundation for continued
planning in the next 12 to 18 months.
2001 Citizen Survey Results
The Survey Research Center at the University of
North Texas was hired to perform the annual citizen
survey in 2001. This is the fifth year this survey has
been conducted. It was conducted as a random
sample telephone survey with 506 respondents.
The survey focused on satisfaction with service
delivery by different departments of the City, rather
than desire for additional services.
Respondents continue to hold a very favorable view
of City services. 92% of respondents said that
overall they are either satisfied or very satisfied with
services provided by the City.
One area of the survey that demonstrates very
favorable results for the City is the section
addressing how safe our citizens feel. The public
safety section of the survey indicates the vast
majority of residents feel safe in College Station.
The survey also showed high satisfaction with Public
Safety services, Parks and Recreation services, and
Utility services.
The one area that received relatively lower levels of
satisfaction is street and transportation issues. The
satisfaction with the overall condition of City streets
was 71% in the 2001 survey. Traffic and
transportation concerns were also mentioned most
9
often when survey respondents were asked what is
the single greatest need for the City of College
Station.
The results of this annual survey are used as one
tool to garner feedback from citizens regarding
satisfaction with services. Areas that receive lower
satisfaction rates are examined to determine the
resource allocation changes that may be needed.
The approved budget includes proposals that
address some of the transportation related concerns
raised. Projects currently underway should improve
traffic conditions. These include the George Bush
East Widening and Extension projects, the
Dartmouth Extension, and the Longmire Extension.
Other transportation capital projects have been
identified as priorities, and could be funded if
additional resources are available.
Tax and Rate Changes
The ad valorem (property) tax rate is approved to
be $0.4777 per $100 valuation. This tax rate will
meet the debt service obligations of the City and
provide operations and maintenance funding in the
General Fund and anticipates continued
implementation of the Wolf Pen Creek Tax
Increment Financing district. The debt service
portion of the tax rate is approved to be $0.2931
per $100 valuation. This is 3 cents higher than last
years debt service tax rate. The additional 3 cents
is for the short term, capital projects program for
transportation projects. The operations and
maintenance portion of the tax rate is approved to
be $0.1846 per $100 valuation. This is 1.84 cents
higher than the FY 01 tax rate. The increase is
necessary to fund the operating and maintenance of
Veteran's Park Phase 1, and to fund Phase 1 of 3
of the operations and maintenance of Fire Station
#5.
The Wastewater utility rate increases by 7% in FY
02 as a result of the additional debt service
associated with the Lick Creek Wastewater
Treatment Plant expansion capital project.
The commercial sanitation rates increase by 8%.
This is due to the addition of a commercial sanitation
route as a result of growth.
Positions in the FY 02 Budget
As a service organization, salaries and benefits are
the largest category of operating expense for a city.
College Station is similar to other cities in this
respect. Human resources are also one of the
primary assets of the City of College Station. When
the cost of purchased power is excluded, personnel
expenditures account for approximately 60% of
total City operating and maintenance expenditures.
A total of 805.25 positions are in the approved
budget. This is a net increase of 24 full time
equivalent positions from the base budget, or 1.8%.
17 of these positions are in the General Fund, 2 in
the Wastewater Fund, 1 in the Sanitation Fund, and
4 in the Parking Enterprise Fund.
The chart above shows the change in the number
of positions over the last 10 years.
The additional 24 positions approved are:
· One (1) Animal Control Officer in the Police
Department;
· Three (3) Public Service Workers and one (1)
Pot-hole Truck Operator for Streets
Maintenance;
· One half (0.5) Part Time Secretary for Parks
and Recreation Administration Division, one (1)
Parks Crew Leader, one (1) Light Equipment
Operator, one (1) Grounds Worker, one (1)
Part-time Groundsworker for Parks Operations
Division and two (2) Forestry/Horticulture
Workers for Park’s Forestry Division ;
· One (1) Secretary for the City Manager’s Office,
one half (0.5) position for a part time Economic
Development Intern in the Economic
Development Department;
· Four (4) Full Time Fire Fighters for Phase 1 of
3 for Fire Station #5
· Two (2) Full Time Treatment Plant Operators
for Wastewater;
· One (1) Commercial Route Manager for
Sanitation
Personnel FTE Total
613.0 655.5 701.0 706.0 712.5 735.0 757.0 782.25 805.25
699.5
0.0
100.0
200.0
300.0
400.0
500.0
600.0
700.0
800.0
900.0
93 94 95 96 97 98 99 00 01 02
Fiscal Years
10
· Two (2) Full Time Parking Enforcement Officers,
and two (2) part time parking officers for the
operations of the Parking Garage.
The City of College Station also budgets for
temporary/seasonal positions. The Parks
Department makes extensive use of these funds for
many of their seasonal programs. Other
departments also utilize these resources. The City
accounts for temporary/seasonal funds by
calculating the number of hours worked, and
approximating the number of full-time equivalent
(FTE’s) positions. One position was deleted from the
FY 02 budget in the Community Development
Department.
Capital Improvement Projects
Capital projects approved for FY 02 total nearly
$44 million of new budget authorization. Projects
scheduled to be underway in FY 02 include the
Conference Center, the Municipal
Court/Administration Building, the Second Street
Pedestrian Plaza, the Jones/Butler Road project,
the development of Veteran’s Park, greenway
acquisition projects, and the of a future City Center
site. Additionally, there are several significant utility
projects necessary to address the growth occurring
in College Station that will continue in FY 02,
including several water transmission and distribution
projects. These projects will increase the water
transmission capacity from just over 18 million
gallons per day to 24 million gallons per day. Also
for FY 02 is funding to complete the Lick Creek
Wastewater Treatment Plant expansion project.
This is a significant project that will expand the
wastewater treatment capacity at the plant from
500,000 gallons per day to 2 million gallons per
day. Additionally, several electrical projects
designed to meet in increasing demand for
electricity, including development for 3 substations
over the next few years.
In November 1998, the citizens of College Station
approved a $24.24 million general government
bond authorization. Information provided to citizens
suggested that the City would issue the debt so as to
retain the existing debt service tax rate or its
effective equivalent. The current plan is to issue the
voter approved debt over five years. This will allow
the City to construct the projects included in the
bond authorization and meet the goal of maintaining
the debt service ad valorem tax rate based on the
debt requirement and the increase in taxable
property values in College Station.
In 1999, the first group of bonds from the 1998
authorization was issued. It was advantageous to
issue the debt early due to lower interest rates and
allowed some of the projects to get started earlier
than anticipated.
Existing City Council policies allow the City to
continue to utilize other types of debt instruments for
items such as computers and the College Station
Business Park. Alternative debt instruments are
planned for authorized uses and the debt service for
those issues is included in the analysis of the
appropriate debt service funds. The City has the
capacity to continue to issue all authorized general
obligation debt without increasing the ad valorem
tax rate for debt service.
During the budget process, the City Council added
approximately $9 million in transportation related
capital projects. These projects include Greens
Prairie Road Widening, Dartmouth Extension, the
design of the Barron Road Overpass, and the design
of the University Drive East Widening. The debt
service tax rate was increased by 3 cents to fund
these projects.
Utility projects are funded through the issuance of
debt repaid through the rates of the various utilities
and/or through the use of operating revenues
generated by the utilities. In FY 96, the Electric
Utility began a practice of using revenues and
current unobligated resources to pay for certain
capital projects. This practice will help reduce
future debt requirements and provide a more stable
basis for future rate payers. This practice is also
being utilized in the Water Fund and Sewer Fund. In
FY 02, nearly $711,000 in electric operating
revenues and working capital is approved to be
used for capital projects. $7.8 million in water
operating revenues and working capital is approved
to be used for capital projects.
A more detailed description of the capital projects is
included later in the Budget Overview and in the
Capital Projects section of this document.
11
City of College Station
Net Budget Expenditure Comparison
FY 01 FY 02 Percent
Fund Budget Budget Change
General $29,710,670 $32,441,712 9.19%
Combined
Utilities 51,582,878 60,645,005 17.57%
Sanitation 4,511,168 4,733,237 4.92%
BVSWMA 6,445,429 5,207,949 (19.2%)
General
Debt Srvc.7,121,950 8,039,853 12.89%
Hotel/Motel 2,035,406 2,347,008 15.31%
Parking Fund 166,887 1,003,546 501.33%
Parks Xtra Ed.101,403 105,365 3.91%
Police Seizure 0 11,000 NA
Court Sec. Fund 81,000 81,100 0%
Court Tech Fund 100,000 192,000 92%
Comm. Dev. 4,567,917 4,821,636 5.5%
Subtotal O&M
Expenditures $106,424,708 $119,629,411 12.41%
Combined
Utilities $15,750,000 $8,461,000 (46.28%)
Sanitation 370,000 0 (100%)
Hotel/Motel 0 600,000 NA
Fund Balance/Working Capital
Transfers to CIP$16,720,000 $9,061,000 (45.81%)
Cap. Imp Proj.
Gen. Govt.$13,382,524 $14,434,139 7.86%
Utilities 25,317,012 11,971,694 (52.71%
Drainage 4,210,201 1,415,000 (66.39%)
Convention
Center 95,700 3,180,000 3,222.88%
College Main
Prkg Garage 5,337,498 375,000 (92.97%)
Wolf Pen TIF 900,000 3,167,700 33.74%
Melrose TIF 0 225,000 NA
Subtotal Cap.
Expenditures $49,242,935 $34,768,533 (29.39%)
Total $172,387,643 $163,458,944 (5.18%)
Net Operating Budget Change
The previous table shows the City's net operating
and maintenance expenditures for FY 02 are
anticipated to be $119,629,411, which is an
increase of 12.41% over the FY 01 budget.
Transfers from fund balance for capital projects in
FY 02 are $9,061,000. The net Capital Budget is
$34,768,533 which is 29.39% below the FY 01
capital budget. The latter 2 items will provide a total
of $43,829,533 for all capital projects. The total
approved budget of $163 million is 5.18% below
the current year original budget.
The Operations and Maintenance Funds increase is
due primarily to increases in the Electric Fund due
to increases in the purchased power costs, the
General Fund due to increases in pay plan costs, the
Debt Service Fund, and the Parking Enterprise
Fund. The General Fund net operating budget will
increase by approximately 9% from the FY 01 net
operating budget. The increase is due to the costs
associated with employee salary and benefits, and
the service level adjustments in the General Fund
implement the strategic plan to maintain and
enhance the levels of service. It is also due to the
additional costs associated with the operations and
maintenance of Veteran's Park, and Phase 1 of 3
operations and maintenance for Fire Station #5.
The increase in the net budget is also a result of
higher capital spending. Capital spending tends to
change significantly from year to year. Many of the
capital projects included in the approved FY 02
budget are continued from FY 01. There are
several significant projects continuing or beginning in
FY 02. These include the Conference Center
Project. Other key capital projects include the
construction of additional water transmission
capacity, and the completion of the expansion of
the Lick Creek Waste Water Treatment Plant to
provide additional wastewater capacity. Several
drainage projects are also scheduled in FY 02
including additional work on the Bee Creek
drainage basin. Also included is approximately $9
million for transportation capital projects.
Each fund will be discussed in detail in the Financial
section of this budget.
Over the next several years there will be
considerable capital project activity as these funds
are spent and the various infrastructure in College
Station is improved and expanded.
Changes from the Proposed Budget
The following changes were made to the proposed
budget during the review of the budget and are
included in the approved budget.
· Fire Station #5 Operations and Maintenance
(Phase 1 of 3) $229,583
· Veteran's Park Phase 1 Operations and
Maintenance $219,404
· Outside Agency Funding- Sister Cities $4,500
· Interim Transportation Capital Projects
$8,891,000
12
These additions total $9,344,487.
13
Police Department $8,847,111
The Police Department provides a number of
services that help make the community safe.
Among the services provided are 1) police patrol
with certified police officers who are equipped with
police vehicles and all necessary equipment, and
assigned to specific areas of the city; 2) criminal
investigation which investigates reported crimes; 3)
animal control; 4) jail and communications support
for officers on the street and short term detention
facilities that reduce the processing time of arrests;
and 5) a professional standards division that serves a
support and training function for the Department.
The Police Department’s budget of $8,847,111
includes 6 service level adjustments totaling
$228,975. The first SLA provides $20,875 for
audio recording devices for officers on foot,
motorcycles, and bicycles as approved by the racial
profiling bill. In addition, $51,000 has been
designated to provide funding to replace the current
audio/video recorders in the patrol cars at an
accelerated rate. The current recorders are
scheduled to be replaced every three years. This
purchase will replace the recorders in a six-year
cycle, offsetting the cost with longer life. A approved
SLA of $21,450 for the replacement of a building
security camera and public address system is
included in the approved budget. The Department
is also the recipient of two grants. The first, an
ITC/STEP grant ($26,069) provides overtime pay
for officers targeting drunk driving, speeding, and
seat belt use. The second grant, Safe and Sober
STEP ($41,248) also provides overtime pay for
officers targeting speeding and DWI violations. The
final approved SLA of $68,333 is for an additional
full-time animal control officer and required
equipment. The addition of this officer will allow for
extended hours of service and for more
uncommitted time for proactive patrol and
enforcement.
Fire Department $6,618,055
The Fire Department provides services to College
Station, to our neighbors in Bryan through an
automatic aid program, and to rural areas around
College Station. The Fire Department operates out
of four stations located throughout the City.
The basic services of the Fire Department are 1) fire
response 2) emergency medical response, 3) fire
prevention services, including commercial fire safety
inspections and fire prevention training at local
schools and various functions; 4) code enforcement
activities performed by the community enhancement
action center and 5) hazardous material response.
There are 7 Service Level Adjustments, totaling
$373,718 that have been approved for the Fire
Department in FY02. The first SLA will provide
$4,635 for a laptop computer, software and
necessary connection cards for use in the
Emergency Operating Center during activations.
$78,000 is approved to replace all S.C.B.A. (Self-
Contained Breathing Apparatus) equipment on
currently used air packs in the fire department. To
complete the second half of a two year request,
$12,500 has been approved for the purchase of
two additional S.C.B.A. units as mandated by OSHA
and the Texas Commission on Fire Protection. An
additional SLA for $5,000 will be used for the
replacement and maintenance of the fire station
living equipment and office equipment for fire and
EMS personnel. Another $20,000 has been
approved for the purchase of a Life Pack 12 Heart
Monitor/Defibrillator. This will provide the third
ambulance with the same type of equipment used
on the other two front line ambulances, and provide
for consistent level of care by all first run
ambulances. Another SLA proposes $24,000 for a
Fire Safety Trailer. The Safety Trailer simulates
and demonstrates the dangers of smoke inhalation,
usage of detectors and demonstration of how a
sprinkler system works in the home. Finally,
$229,583 for phase one of three for the operation
and maintenance of Fire Station #5 in South
Budget Overview
The discussion below focuses on the various City departments and functions provided by each
department. It is intended to discuss the approved changes and to identify the basic
functions of the various city departments. A number of departments have functions that
cross both the Visions Statements and among the various funds of the City. The overlaps
between departments, funds and Vision Statements will be noted for the reader. The
Department totals represent the operating portion of the budget.
14
College Station. This will add the first four of twelve
firefighters to operate this facility.
Public Works (Inc BVSWMA) $10,269,899
The Department of Public Works maintains streets,
drainage ways, and the City’s traffic control system.
It is also responsible for refuse collection, monitoring
capital project engineering and construction, as well
as fleet and facilities maintenance. Also included is
the budget for the Brazos Valley Solid Waste
Management Agency.
The City of College Station has a fleet of 440
vehicles and heavy equipment to provide services to
the citizens of College Station. Nearly every City
department depends on having a reliable fleet of
vehicles to provide services. Some of these services
include Police and Fire services, Solid Waste
Collection, Public Utilities, among many others. The
Fleet Services Division manages the fleet and
performs preventive maintenance and vehicle
repair.
Fleet Services has two SLAs for FY02. The first SLA
approved $7,500 for a heavy-duty truck and
equipment tire machine. The second SLA, $5,500
for a replacement freon recycling station, will
replace the five year old refrigerant recycler.
The Facilities Maintenance function provides support
services to City departments through the
maintenance of City facilities. This includes all City
buildings and equipment such as air conditioning
units. Additionally, Facilities Maintenance performs
some minor building construction and remodeling
activities. The Division also manages facility repair
funds to ensure that facilities and equipment are
repaired and replaced in a timely manner to avoid
higher repair costs that would otherwise occur.
The Brazos Valley Solid Waste Management Agency
(BVSWMA) is a cooperative arrangement between
the Cities of College Station and Bryan to provide
solid waste disposal service. BVSWMA is
responsible for running the landfill, developing and
implementing alternative disposal programs for
waste that cannot be placed into the current landfill
site, and providing for long-term disposal for the two
cities and other customers of the agency.
One SLA totaling $463,255 is approved for
BVSWMA’s FY02 budget. These funds will be used
for the design, construction, and quality assurance
testing of approximately 900 linear feet of
embankment that will constitute the southern
sidewall of the approved landfill expansion area.
This SLA will provide the resources to comply with
current TNRCC Solid Waste regulations regarding
solid waste disposal.
Sanitation is provided as an enterprise service with
service fees that are intended to cover the cost of
service. The Sanitation Division in College Station
provides a number of services to meet local needs
and desires in providing collection of municipal solid
waste. These include providing residential
containers, curbside recycling, brush and grass
clipping collection, street sweeping and the removal
of virtually any waste that may be disposed of in the
local landfill or through composting. Commercial
service is also a self supporting service provided to
local businesses. The Commercial service provides
collection in small and large plastic containers
serviced with side load automated collection
equipment. Customers with greater volumes can
use roll off containers that hold a larger capacity
and are serviced by front load collection equipment.
The approved Sanitation budget includes two
Service Level Adjustments totaling $254,660. The
first SLA will provide $247,560 for an additional
commercial route manager and front-end loading
cab and chassis. This additional route is needed due
to the continued growth of College Station’s business
areas. The second SLA will provide funds ($7,100)
for the implementation of a recycling rewards
program, also known as “Cash for Trash”. The
program will consist of a monthly cash award of
$250, based on participation, to a resident on a
randomly selected street and is designed to
encourage recycling in College Station. A
commercial rate increase of 8% was approved as a
result of the additional commercial route being
approved.
Drainage issues have been critical in the last several
years in College Station. Drainage issues can impact
both health and public safety, as well as
Transportation and Mobility issues. The Drainage
service level provides a drainage maintenance
program that keeps the storm carrying capacity of
the system adequate in College Station. Mowing of
rights of way and creek cleaning are the primary
ways this service level is provided.
Drainage Operations proposes only one SLA. This
SLA will shift the expenditures from the General
Fund to the Drainage Utility Fund. The division will
add an “enhanced maintenance and construction
15
section” and take more responsibility for completion
of drainage related CIP projects.
The Street strives to ensure that the street system
within the City of College Station is properly
maintained. This is done through a number of
programs including a street rehabilitation program
to address the needs of streets before more
expensive reconstruction measures are needed. The
Streets Division coordinates with the Engineering
Division to plan and develop major street capital
projects that involve rebuilding roadways that need
upgrades.
The Street Division also provides routine pothole
patching and other maintenance services. The
effectiveness of this service is measured by
determining whether 95% of the streets in the City
have a grade of “C” or better, using the Pavement
Management System. In addition, the recently
completed citizen survey indicated that the overall
level of satisfaction with the streets in College
Station is 70.8%.
The FY02 approved budget includes four service
level adjustments for $371,497. The first approved
SLA, $20,000 for street markings will carry out the
plans for year two to increase funding for pavement
markings over a five-year period. This item is
included in the strategic plan.
The following three SLAs are funded as a result of
resources freed up in the General Fund as a result
of moving the Drainage Operations to the Drainage
Utility Fund. Drainage Maintenance Activity if
moved to the Drainage Utility Fund. This will
provide additional General Fund resources for
Street Maintenance activities. A SLA for three
additional personnel and a crew truck ($115,755) is
approved to increase the number of street repair
orders. Another $150,000 is approved for both
pot-hole truck and operator. $75,742 is approved
to expand Seal Coat operations.
The traffic signal system in College Station is one of
the key mechanisms that controls traffic flow
through the City. The system is critical during peak
traffic times, such as during the A&M football
season. The Traffic Signal Division is responsible for
maintaining and repairing traffic signals and school
warning devices in order to provide safe and
efficient movement of vehicles and pedestrians.
One service level adjustment is approved for the
FY02 budget $6,000 is approved for routine
maintenance on the department’s aerial device
(Bucket Truck), as recommended by the
manufacturer.
Parks & Recreation Department $6,096,461
The Parks and Recreation Department is
responsible for the park facilities and recreation
programs in College Station. Among the services
provided are athletics, recreation and instruction
programs for youth and adults in activities including
softball, swimming and tennis.
Also provided are programs and special events at
the Wolf Pen Creek Amphitheater and other park
locations throughout the City. The Parks
Department operates a number of special facilities
including 3 City-owned swimming pools and the
CSISD Natatorium.
The Conference Center is operated to provide
meeting space for organizations. The Lincoln
Center is a community center that provides positive
drug-free programming, and serves as a satellite
center for social services. The Xtra Education
program provides citizens of all ages the opportunity
to enhance their quality of life through continuing
education.
Parks Operations maintains park facilities, including
ballfields and pool sites, through regular mowing
and maintenance. The Forestry Division, through
horticultural and landscaping efforts, ensures that
City property is maintained in an aesthetically
pleasing manner. The City Cemetery is included in
the property maintained by the Forestry Division.
The approved budget includes 7 service level
adjustments totaling $614,409.
The first SLA for $25,000 is for additional
replacement funding of park items in order to help
meet the recently approved parks maintenance
standards.
One of the approved SLAs will contribute to the
Administrative division’s service provision. An SLA
for the resources to upgrade a part-time secretarial
position to a fulltime position. This SLA has no
effect on the budget because other line items were
cut to compensate for the upgrade of this secretarial
position.
The Recreation division has one Service Level
Adjustment, totaling $5,000. These funds will be
used to support a study conducted by the
16
Eisenhower Leadership Foundation Program for a
Senior Center Feasibility Study to address future
space and facility needs.
There are two SLAs pertaining to the Special
Facilities division, totaling $281,255. The first
Service Level Adjustment proposes $277,255 for
the renovation of Thomas Pool. These repairs
include plaster, new gutters, new decks, a main
drain, removal of the baby pool, filter cleaning and
some mechanical system repairs, and the cost
associated with stopping current leaks. The second
SLA proposes $4,000 for the replacement of the
gym floor scrubber in the Lincoln Center gym.
Forestry has approved one service level adjustment,
for $30,000 that will provide the funding to develop
an Urban Forest Management Plan through the use
of an Urban Forestry Consultant. Parks has applied
for a $10,000 grant from Texas Forestry Services
to help with this expense.
$209,404 has been approved for the operations
and maintenance of Veteran’s Park. This will
provide funding for six personnel in both Operations
and Forestry divisions.
Development Services $1,919,378
The Development Services Department provides
oversight for new development in the City.
Development Services works to ensure that there is
compliance with zoning, subdivision, drainage and
other ordinances. This ensures the community
develops in a manner consistent with the policies
established by the City Council. The development
process includes planning and construction functions
as well as development coordination activities. Also
involved in the development process are other areas
such the Fire Department and the Public Utilities
Department.
There is one service level adjustment in the FY02
approved Development Services budget. The
approved SLA provides $20,000 to fund the
Annexation Service Plan.
Office of Technology
And Information Services $2,424,749
The Office of Technology and Information Services
(OTIS) provides a number of internal services to the
City organization. In addition, the Department
manages the franchise agreements that the City of
College Station has with telecommunication, cable
and natural gas providers in the community.
Services provided from General Fund revenues
include OTIS Administration, Management
Information Services (MIS) for micro to mid-range
computer users, and Geographic Information
Services (GIS). The OTIS internal service funds
include Communication Services, Print/Mail, and
Utility Billing.
Two OTIS Service Level Adjustments are approved
for FY02. The first is for $100,000 to cover legal
and consulting services for renewal of the cable
franchise with COX Communications. The second
approved SLA in the amount of $50,000 will be
used for the legal and consulting fees associated with
establishing a franchise with BTU.
The approved FY02 budget also includes one
service level increase in the Management
Information Services Division for $20,305 to
purchase imaging system software and hardware for
electronic records retention and management.
The Communications Division is responsible for the
maintenance of telephone, radio, and other
communications systems used by the City of College
Station.
The Print/Mail Division is responsible for providing
printing and mail services to City Departments.
Utility Billing is responsible for the metering, billing,
and collection of electric, water, wastewater,
sanitation, and drainage utility fees.
In FY02, one SLA for $100,000 is approved to
provide credit card services that will allow utility
customers to pay bills with credit cards.
Library services are provided in College Station
through an agreement with the City of Bryan
Library System, allowing a branch of that library to
operate in College Station. The College Station
branch experienced increases in collection size,
circulation and visitors in 2001. The FY 02
approved budget includes a service level adjustment
of $28,000 to cover the cost of the purchase of a
Library self check out unit.
Fiscal Services $2,062,300
The Fiscal Services Department provides Fiscal
Administration, Accounting, Purchasing, and Risk
Management services to the City organization. It
also oversees the operations of the Municipal Court.
Fiscal Services Administration oversees other areas
of the Department and handles cash and debt issues
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for the City while ensuring all funds are invested
prudently. The Accounting and Purchasing Divisions
work closely together to ensure that purchases are
made and recorded according to guidelines. The
Risk Management function seeks to ensure that the
City’s exposure to physical and financial losses is
minimized through a number of programs
addressing worker safety.
Municipal Court collects the fines and fees for the
City.
General Government $3,295,558
The City Secretary’s Office is responsible for
elections, records management, City Council
support and other activities.
The City Manager’s Office is responsible for the day
to day operations of the City, making
recommendations on current and future issues to the
City Council, and providing long-term organizational
direction for the organization. One service level
adjustment, in the amount of $27,300 is approved
in FY02. This SLA will add one full-time secretary
to the office to assist in the increasing workload.
Another key support area for the organization is the
Legal Office. The Legal Office provides legal
services and support to the City Council and the City
staff. Among the services provided by this office are
legal advice, contract writing, and litigation.
The Office of Budget and Strategic Planning
prepares, monitors, and reviews the annual budget.
This office also coordinates the City’s strategic
planning process, which is closely tied to the City’s
budget. In addition, the Office of Budget and
Strategic Planning provides management and
organization review services to City departments.
The Human Resources Department assists in
recruiting, hiring, and retaining the most
appropriate candidates for City positions. Human
Resources provides employee training and
administers the compensation and benefits program.
The Economic Development Department is
responsible for coordinating economic development
activities in College Station. The department
director serves as the staff liaison to the Economic
Development Corporation.
The Economic Development FY02 approved
operating budget is $251,414. The approved
budget includes three service level adjustments. An
SLA for $25,000 is approved to produce and
market a Business Park Brochure. A second SLA is
approved in the amount of $1,500 to cover the
costs associated with operating a booth at the
Brazos Valley Technical Expo. The third SLA for
$10,085 is approved to fund a part-time
temporary position to assist the Economic
Development staff with administrative activities.
Public Communications and Marketing is a division
of the General Government Division that provides
timely, factual, and understandable information to
College Station residents, both directly and through
the news media.
The Community Development Department helps
provide low-cost housing and other public assistance
through community development block grant funds
from the federal government. These funds are used
to assist low to moderate income residents of
College Station. Assistance is provided through
housing services, public agency funding, public
facility improvements, and economic development
activities. Community Development grants for FY
02 include $1,227,000 in CDBG funds; $598,000
in HOME funds; and $20,000 in program income.
$198,127 has also been appropriated from the
Cedar Creek Project.
The approved Community Development
Department operating budget for FY02
is$538,530. This includes one service level
adjustment for $1,750 to provide a new facsimile
machine for their office.
Public Utilities Department $44,254,189
Public Utilities is the largest department in the City
both in personnel employed and total Operations &
Maintenance expenditures. It is comprised of three
services: Electric, Water, and Wastewater. Each is
accounted for in a separate fund and operated as
an enterprise with fees covering the cost of services
provided. Each service has its own unique
characteristics and challenges.
Electric Operations & Maintenance (O&M)
The Electric Division is responsible for providing cost
efficient and reliable electric service to the citizens,
businesses, and institutions in College Station.
Electric service is critical to the ability to encourage
new employment and prosperity in the City.
The approved FY 02 Electric Division budget is
$37,383,044. Of this, $31,500,000 is
recommended for purchased power. The approved
electric operating budget includes eight service level
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adjustments totaling $608,674. $113,223 is
approved for laptops for electric system maps and
AS400 live communications. $31,636 is approved
for a safety and training program in the Public
Utilities Department. This program is anticipated to
result in some savings as costs for sending
employees to training sessions outside the City will
be reduced. $25,380 is approved for a minivan for
use by the Energy Department. An SLA for
$53,435 to provide replacement test equipment to
be utilized by the electric division substation. A
approved SLA for $25,000 will provide the
resources for a communications recording system.
This communication recording system will maintain
accurate records of all incoming and outgoing
communications of the 24/7 Utility Dispatch
Operations Center. $60,000 is approved to
continue outsourcing GIS easement creation. This
will be the third year of a three-year process.
Another $200,000 is approved to implement the
Electric Strategic Plan. These funds will be used for
a Modified Image Building and Customer Education
Program, Marketing Program Phase I. The final
SLA proposes $100,000 for the development and
implementation phase of the Strategic Plan for the
Electric Division.
Water O&M
A reliable and safe supply of potable water is
necessary for any community. The City of College
Station has the capacity to produce approximately
18.29 million gallons per day of potable water. The
Water Division has developed high standards of
reliability, assuring customers that their needs will be
met with supplies that meet or exceed all federal
and state mandated standards. As a City enterprise,
the full cost of service for water production,
transmission, and distribution is recovered by
charging customers for consumption on a per unit
basis.
There are 4 water production service level
adjustments approved. The first SLA proposes
$25,000 to rebuild the current dilapidated
workshop. $169,500 is approved to purchase a
truck mounted vacuum/high pressure water jet unit
for potholing utility locates and use as a cleaning
unit. An SLA for $76,000 will provide the funds for
the replacement of existing chlorinators at the
Dowling Road Pump Station. The final SLA
approved for a Safety Trailer Unit ($8,500) will
increase the safety and effectiveness of
water/wastewater system repairs, while complying
with State and Federal regulations.
Wastewater O&M
Effective sanitary sewer collection and treatment is
essential to public health in an urban environment.
Over the last several decades, the standards have
increased for this infrastructure. The past upgrades
to the Carter Creek Wastewater Treatment Plant
were directly related to those changing standards.
As the system continues to grow, additional capital is
needed for line extensions. The existing system will
have to be maintained with line replacements and
plant enhancements and expansions. Wastewater
services are provided as an enterprise function with
service related fees paying for the cost of service.
The approved budget includes $54,550 in service
level adjustments, including $25,300 for two
additional full time operators (for the duration of six
months), due to the expansion of the Lick Creek
Wastewater Treatment Plant; and $29,250 to
upgrade network server hardware.
Other Funds and Capital Projects Funds
The City uses a number of other funds to account
for various types of activities and programs that do
not strictly fall under one of the operating
departments. These funds and the capital project
budgets approved for FY 02 are described below.
General Debt Service Fund
The General Debt Service Fund is used to account
for ad valorem taxes collected to pay for authorized
general government debt. The debt service portion
of the ad valorem tax rate is approved to be
$0.2931 cents per $100 valuation. That rate will
produce approximately $7,266,000 in ad valorem
tax revenue. This tax rate is 3 cents higher than the
FY01 rate. The increase is being used to fund the
debt service for $9 million of transportation related
Capital projects. By state law this tax rate is what is
necessary to pay debt service on existing debt
requirements for FY 02. The approved tax rate is
projected to be sufficient to allow the City to issue all
currently authorized debt over the next five years.
Economic Development Fund
The City created an Economic Development Fund to
account for resources and expenditures directed at
providing incentives for businesses and industries to
locate in the College Station/Bryan area. All
resources set aside for these purposes will be
transferred into this fund and will remain in the fund
until expended for the intended purpose. The City
has a number of potential and real prospects
19
indicating a desire to locate in the Business Center.
Resources in this fund will allow the City to meet its
obligations to those and future prospects within the
limits of the funds available. There is $900,000
approved in this fund for economic development
incentives.
Court Security and Court Technology Funds
In 1999 the City adopted 2 new Municipal Court
fees as authorized by the State Legislature. The
Court Security Fee is designed to pay for security
related projects at the Municipal Court facility. The
Court Technology Fee is deigned to pay for
technology related projects for the Municipal Court
operation.
It is anticipated that the Court Security Fee will
generate $81,100 in FY 02, and the Court
Technology Fee is projected to generate $109,800
in FY 02. These funds are approved to be
appropriated for security and technology projects at
the Municipal Court.
Hotel/Motel Tax Fund
The City receives a tax of 7% of room rental rates
from persons staying in hotels or motels within the
City. The City’s use of the taxes received is limited
by state statutes to support of tourism and has a
number of allowable uses specified in the law. The
tax is used by the City to support the Convention
and Visitors Bureau, to pay for operations of the
City’s conference center, support activities in the
Wolf Pen Creek Amphitheater, support the Arts
Council of Brazos Valley, support of certain parks
activities, and support for the George Bush
Presidential Library. The total anticipated revenues
are $2.108 million and anticipated expenditures
are $2.947 million.
The approved FY 02 Hotel/Motel Fund budget
includes $1,786,608 for City Operations including
the Conference Center, Wolf Pen Creek
Operations, and other Parks programs and events
that are eligible for Hotel/Motel Funds. Also
included is $600,000 for the future conference
center project.
The Arts Council recommended budget for FY 02 is
$260,400. The Arts Council request is below the
15% limit that can be spent on art programs out of
the Hotel/Motel Fund. These funds are for the
operations of the Arts Council. Funding is also
included to continue the art in public places
program, and the arts festival in Northgate. Funds
are also available for the arts center project.
The Convention & Visitors Bureau recommended
budget is $668,000. This is below the budget
request of $710,000. The recommended budget
includes $577,000 for ongoing operations. Also
included is $61,000 to purchase bureau
management software, and $30,000 for necessary
building repairs.
The approved budget for the Brazos Valley Sports
Foundation is $192,000. This includes $150,000
for sports tourism development. Also included is
$20,000 for the Holiday on the Brazos program.
This program was previously administered through
the Parks and Recreation Department. This item
will shift the funds from the Parks budget to the
Sports Foundation. Also included is $10,000 for
the Fall Classic Special Olympics, and $12,000 for
the Texas Police Games.
Parks Xtra Education Fund
The Parks Xtra Education Fund was established in
FY 96 and is a joint effort between the City of
College Station and the College Station Independent
School District to provide community based
education programs.
Registration fees provide the primary funding for
the Parks Xtra Education Fund. Revenues are
projected to be $60,300.
Approved program funding for FY 02 is $105,365.
These funds include $78,630 to cover the costs of
instructors, supplies, equipment, and various other
program related costs. The remaining $26,735 is
to be allocated for the payment of half the salary
and benefits associated with the position responsible
for administering the program.
Parking Enterprise Fund
The Parking Enterprise Fund was created to account
for revenues and expenditures resulting from
operation of the City’s parking facilities. In FY 02
these revenues will come from the Patricia Street
parking lot and the College Main Parking Garage.
The parking garage is schedule to open in the fall of
2001.
Revenues from the Patricia Street parking lot fees
are estimated to be $98,400 and parking fines are
projected to be $25,300. The College Main
Parking Garage is expect to generate $1,075,100
in revenue for FY 02 This estimate is based on
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projected customer demand for parking at the
facility multiplied by the hourly charges per parking
space. Expenditures related to the Patricia Street
parking lot and the College Main Parking Garage
are forecast to be $458,188. Also, an SLA is
approved for the operation of the parking garage in
the amount of $136,877. This SLA includes
additional staff for the facility. Also, included in the
approved budget are two maintenance relate SLAs
for the city’s parking facilities. The first SLA is for
$12,000 for cleaning and upkeep on the Second
Street Pedestrian Plaza. The second SLA is for
$35,175 to provide routine maintenance for the
parking garage and promenade.
Equipment Replacement Fund
The City has a fund that serves to accumulate
resources for the replacement of vehicles and large
motorized equipment, the telephone and radio
systems, and to provide replacement assets for the
existing major technological infrastructure, and the
replacement of copiers.
Base budget revenues for the fund reflect the above
policies. The revenues are automatically transferred
from departmental budgets on a monthly basis to
ensure that sufficient funds will be available to fund
expenses related to the specific functions. The
approved FY 02 total revenues are $3,066,552,
17% higher than the FY 01 revised budget. This
increase includes 10 approved service level
adjustments for new vehicles and equipment totaling
$557,275. The new items are accounted in this
manner so the equipment and vehicles become
assets in the Equipment Replacement Fund.
The approved FY 02 total expenditures are
$2,071,975, a 4.4% decrease from the FY 01
revised budget.
FY 02 approved SLAs, totaling $579,775, include:
$22,125 for a truck for the approved animal
control officer; $24,000 for a fire safety education
house/trailer; $150,000 to purchase a pothole
patch truck; $21,000 for the minivan for the energy
auditor; $145,000 for vacuum high pressure water
jet unit; $8,500 for an equipment trailer for the
Wastewater Department; and $186,650 for the
purchase of a front end load refuse truck.
Internal Services Fund
Over the past several years the City has established
3 internal services funds for Fleet Services,
Print/Mail and Communications. Each of these
funds receives revenues from the departments to
whom they provide services. Fleet Services is
responsible for maintaining the rolling stock of the
City of College Station. Print/Mail provides printing
and mail services to the departments. The print
services are provided based on the cost of providing
the services. Departments have the option of either
using the City print shop or taking the work to an
outside print shop. The Communications Fund
provides all of the phone and radio maintenance in
the City system.
Base budget revenues for the fund reflect the above
policies. The revenues are transferred from
departmental budgets on a monthly basis to ensure
that sufficient funds will be available to fund all
expenses related to the specific functions. The total
revenues for FY 02 are $2,221,444; an increase of
7% over the FY 01 revised budget.
The FY 02 approved expenditures are
$2,169,934, an increase of 16% over the FY 01
revised budget. The increase includes two approved
SLA’s totaling $13,000.
Approved SLA’s for FY 02 include $7,500 to
purchase a heavy duty truck and equipment fire
machine, and $5,500 to replace a freon recycling
station.
Self Insurance Fund
The City of College Station is partially self-insured
for employee health, accident, disability and life
insurance, property casualty and general liability,
worker's compensation and unemployment
compensation. Actuarially-based charges are made
to each of the operating funds using relevant bases
(i.e., health insurance is charged monthly per full-
time participating employee, while unemployment
and worker's compensation are charged as a
percentage of gross salary). This method of funding
allows the City to more accurately reflect the costs
of claims against the various funds and to minimize
potential risks.
FY 02 revenues are based on the actual amounts
assigned to the various operating activity centers.
There is a 21% increase in expected FY 02
revenues over FY 01 year end estimates due to
changes in rates, number of employees, covered
equipment, buildings and other factors. An increase
in health insurance premiums is approved in FY 02
as part of the effort to address continued cost
increase. The approved budget includes an
increase in the City contribution to the Employee
Benefits Fund of $75 per month per employee.
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Full family dependant, dependent only, and spouse
only coverage are also approved to increase by $35
per month per family. These changes will move the
Employee Benefits Fund to a position of being self-
sufficient.
FY 02 expenditures are based on estimates of
future claims, premiums, and other miscellaneous
costs. Total approved expenditures are
$4,652,628, an increase of 28% over the FY 01
revised budget. This increase is a result of rising
medical costs, changes in the health care plan and
an increase in property claims. Through education
and training programs, efforts are being made to
reduce the claims incurred. The City will continue to
monitor claims to determine what additional plan
changes need to be made.
Capital Projects Funds
The City has a number of capital project funds.
General obligation bonds form the basic resource for
general government projects such as streets, parks,
traffic, public facilities, drainage and other such
needs. However, the City has several other
resources that may be used to supplement those
resources, and help to hold down the ad valorem
tax necessary to pay for general obligation bonds.
In addition to the general government projects, the
City has bond funds for each of the utilities operated
by the City. Operating funds from both the Electric
and Water Funds will be used to fund over $16
million in capital projects.
Other resources to fund capital projects include the
Wolf Pen Creek Tax Increment Financing District,
the Drainage Utility, and Parkland Dedication
Funds. Each will provide resources that will be used
to complete a number of projects over the next 5
years. The parking garage is planned as an
enterprise fund activity with fees covering debt
service and operating costs.
General Capital Projects
The following is a brief summary of some of the key
general government projects scheduled for FY 02.
The City has the authority to issue $24,240,000
from an election held in November of 1998. It is
approved that $7.42 million of the 1998
authorization be issued FY 02.
Street Rehabilitation Projects
In FY 02, several rehabilitation projects are
approved. These include: $446,000 to complete
the Tarrow Street rehabilitation project and
$789,250 to complete the First and Maple Street
rehabilitation project in Northgate. Also, $780,000
is included for street rehabilitation projects.
Street Extension Projects
Street extension projects approved include:
$2,029,000 for the extension of Jones Butler Road,
$400,000 for widening George Bush Dr. from
Texas Avenue to Harvey Road, $739,000 for
Oversized Participation on Victoria, $1,956,000 to
extend Longmire.
Additionally, four transportation related projects
were approved for FY 02. These projects include
$4,639,000 for widening Greens Prairie Road,
$3,600,000 to continue extending Dartmouth
south, $247,000 for design associated with
widening University Drive, and $675,000 to design
the Barron Road Overpass. These transportation
projects were approved a part of the Interim CIP or
group of capital improvement projects not included
in the 5 year CIP program but identified as high
priority. An ad valorem tax increase of 3 cents per
$100 valuation was necessary to incur the debt to
cover to cost of these high priority projects.
All of these street projects should address some of
the traffic issues that have been highlighted in the
citizen survey and other feedback received from
College Station citizens.
Street TxDOT Projects
In FY 02, $350,000 is projected for medians along
George Bush Drive.
TxDOT timing on this project will determine when
these expenditures will be made. The City pays
10% of right-of-way costs, and also pays for any
enhancements, such as the application of any
streetscape standards desired in the project.
Traffic Projects
In FY 02, there is a approved budget of $538,000
for traffic signal enhancements. Improvements
considered include new signal installations,
implementation of intelligent transportation systems,
school warning devices, system upgrades,
communication enhancements, development driven
signal issues and traffic engineering. Signal
locations will be determined by traffic studies.
Additionally, $182,000 is approved for traffic
management improvement. Intersections that may
22
be addressed will be determined according traffic
study.
Sidewalks and Trails Projects
The City of College Station has worked over the
years to ensure adequate transportation
infrastructure for pedestrians and bicyclists. The
City has an adopted sidewalk and bike loop plan.
As new development occurs, sidewalks are an
important aspect that must be considered. In FY
02, two capital projects are approved: $75,000 for
neighborhood capital improvements and $29,250
to convert J&D Miller Park sidewalk to a rubberized
jogging track.
Parks Capital Projects
In FY 02 several significant capital projects are
approved. Included in the list are: $1,325,000 to
continue construction of the Veteran Park Athletic
Complex and $398,000 to continue development
of Lick Creek Park.
Parkland Dedication Capital Projects
In FY 02, projects approved using parkland
dedication funds include $512,000 for Woodway
Park development, $62,000 for a park in the
Shenandoah neighborhood and $136,560 for Wolf
Pen Creek area parks projects. Additionally, land
acquisition for a park in the Northgate area is slated
to begin in FY 02.
General Government
And Capital Equipment Capital Projects
General government and capital equipment projects
are planned assets that have value to more than one
specific area of City operations. Two main divisions
within this category are public facilities and
technology projects. In FY 02, significant approved
projects include: $250,000 to begin development
for Fire Station # 5; $100,000 for the next phase
of the fiber optic loop project; $2,950,000 for the
construction of a new Municipal Court/Fire
Administration building and $129,948 (raised from
private donations) for the purchase of Library books,
equipment, and furniture.
Each year the City prepares a technology plan that
projects significant technology projects for the next
5 years. The following are some of the key projects
on that plan.
Approved technology projects in FY 02 include
$1,291,000 for the replacement of the City’s Public
Safety Computer System. The Public Safety System
is used to collect and maintain public safety
information so that it can be quickly retrieved and
analyzed. The new system will be utilized by both
the Police and Fire Departments and will replace
the current Public Safety System.
Also approved in the FY 02 budget is $67,000 for
the third year of the record storage project with an
estimated total cost of $326,000. The record
storage project is designed to find ways to store
many of the records in the City electronically. This
should result in a reduced need to keep paper
copies of many records.
Also, $107,000 is projected expense to complete
the implementation of the Automated Utility Billing
and Citation Payment System, which has total cost
estimate of $207,000. This system will allow
citizens to pay utility bills and other city relate fees
and fines via the internet.
Convention Center Capital Projects
In FY 02, $4,600,000 is the projected expense for
the Conference Center project. This project is the
construction of a conference center facility in
conjunction with the development of a full service
hotel. Of the $4,600,000 in projected
expenditures, $3,500,000 will be used for
construction of conference center, and $1,100,000
will be used to build associated infrastructure
Parking Garage Capital Projects
In FY 02, the city is projected to spend $675,000
to construct a pedestrian plaza in the Northgate
area, directly adjacent to the new parking garage.
Business Park Projects
FY 02, there are two significant business park
related projects are approved. These include
$225,000 for the design preparation of new class A
business center and $898,000 for development of a
new class B business center.
General Capital Project Summary
Streets, Traffic Sidewalks and Trails $12,413,575
Parks Capital Projects 1,441,389
General Government
and Capital Equipment 1,175,000
Business Park 275,000
Conference Center 3,780,000
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Second Street Pedestrian Plaza 375,000
Melrose TIF 225,000
Wolf Pen Creek TIF 3,287,700
Total $22,972,664
Utility Capital Projects
The following is a brief summary of some of the
utility capital projects scheduled for FY 02. These
capital projects are funded either through existing
revenues from these funds, through the issuance of
Utility Revenue Bonds, or through drainage utility
funds.
Electric Capital Projects
Major capital projects planned in FY 02 include the
following. New services and system extensions are
anticipated to cost $1,400,000 as new customers
are added. Both Residential and Thoroughfare
Lighting projects are included in the approved
Electric Fund Capital budget and total $711,000 in
projected expense. $1.5 million is approved for
various overhead system improvement projects, and
$790,000 is approved for various underground
system improvement projects.
Current revenues from operations to fund these
projects are approved to be $711,000 to cover the
cost of Residential and Thoroughfare Lighting
projects.
Water Capital Projects
Water capital projects scheduled for FY 02 include
$628,000 for phase 5 of the Eastgate system
rehabilitation project, and $250,000 for distribution
system rehabilitation.
Several significant water transmission and
distribution expansions are also included in the
approved budget. These include beginning
construction of water well #7, $1,000,000; and the
parallel transmission line phase I $7,116,318.
These projects are all designed to expand the water
capacity in College Station. Other significant
projects include $3,200,000 for Westside Water
Services, $3,380,000 to complete the relocation of
the Park Place Water Tower, and $2,000,000 to
build the Rock Prairie elevated water storage
project.
$3,500,000 in current revenues from operations
are approved to fund water capital projects.
Wastewater Capital Projects
Wastewater capital projects totaling $13,842,000
are included in the approved budget. This includes
$7,427,000 to complete the Lick Creek
Wastewater Treatment Plant expansion. This plant
expansion is needed to keep pace with the growth
that is occurring in College Station. Other
significant projects include $1,245,000 for the final
2 phases of the Eastgate Residential Rehabilitation
project, $1,000,000 for Westside Sewer services,
and $2,268,000 for the completion of the
Northeast Trunk Line Expansion.
Drainage Capital Projects
Major drainage projects planned for next year
include 2 significant Bee Creek projects totaling
$2,854,616. Also included in the FY 02 budget,
$555,000 for channel construction in the Wolf Pen
Creek area. Additionally, $785,000 is approved
for Greenways Projects.
Also included in the budget for Drainage Capital
Projects is $50,000 for various minor drainage
projects to be identified in FY 02.
Utility Capital Project Summary
Electric Projects $5,419,000
Water Projects 12,178,000
Wastewater Projects 2,835,694
Drainage Projects 1,415,000
Total $21,847,694
Conclusion
The previous discussion provided the reader with an
overview of the approved FY 02 budget and the key
changes from the FY 01 budget. The following
sections of the budget provide a more detailed
discussion of the approved budget both by Council
Vision Statement and by Fund.
CITY OF COLLEGE STATION
FISCAL YEAR COMPARISON SUMMARY
FY 02 APPR.FY 02 APPR.NET OPERATING % CHANGE
FISCAL YEAR 2001-2002 TOTAL SOURCES TOTAL USES TRANSFERS & CAPITAL FROM PRIOR
APPROVED BUDGET OF FUNDS OF FUNDS IN BUDGET FISCAL YEAR
GENERAL FUND 37,764,201$ 38,346,347$ (5,904,635)$ 32,441,712$ 9.19%
UTILITY FUNDS 78,499,850 60,645,005 0 60,645,005 17.57%
SANITATION COLLECTION 6,238,520 4,733,237 0 4,733,237 4.92%
BVSWMA 13,525,832 5,207,949 0 5,207,949 (19.20%)
UTILITY BILLING FUND 2,194,824 2,175,670 (2,175,670) 0 NA
ECONOMIC DEVELOPMENT 1,004,707 900,000 (900,000) 0 NA
INSURANCE FUND 4,919,476 4,652,628 (4,652,628) 0 NA
DEBT SERVICE FUND 12,174,133 9,063,263 (1,023,410) 8,039,853 12.89%
HOTEL/ MOTEL TAX FUND 2,789,105 2,347,008 0 2,347,008 15.31%
PARKING ENTERPRISE FUND 1,213,800 1,003,546 0 1,003,546 501.33%
PARKS XTRA EDUCATION 126,516 105,365 0 105,365 3.91%
POLICE SEIZURE FUND 22,685 11,000 0 11,000 NA
INTERNAL SERVICES 9,738,067 4,303,920 (4,303,920) 0 NA
COURT SECURITY FUND 174,922 81,100 0 81,100 0.12%
COURT TECHNOLOGY FUND 194,030 192,000 0 192,000 92.00%
COMMUNITY DEVELOPMENT 5,103,614 4,821,636 0 4,821,636 5.55%
SUB TOTAL OF O&M 175,684,282$ 138,589,674$ (18,960,263)$ 119,629,411$ 12.41%
UTILITY FUNDS 8,461,000$ 8,461,000$ -$ 8,461,000$ (46.28%)
SANITATION COLLECTION 0 0 0 0 (100.00%)
HOTEL/ MOTEL TAX FUND 600,000 600,000 0 600,000 0.00%
FUND BALANCE/WORKING 9,061,000$ 9,061,000$ -$ 9,061,000$ (45.81%)
CAPITAL TRANSFERS TO CIP
UTIL CAP IMPROV PROJECTS 42,139,931$ 20,432,694$ (8,461,000)$ 11,971,694 (52.71%)
GEN GOVT CAP IMPROV PROJ 31,228,872 15,305,464 (871,325) 14,434,139 7.86%
DRAINAGE UTIL CAP IMPROV PROJ 6,324,232 1,415,000 0 1,415,000 (66.39%)
CONVENTION CENTER CIP 9,447,257 3,780,000 (600,000) 3,180,000 3222.88%
COLLEGE MAIN PARKING CIP 651,056 375,000 0 375,000 (92.97%)
WOLF PEN CREEK TIF 3,288,544 3,287,700 (120,000) 3,167,700 251.97%
MEL ROSE TIF 274,038 225,000 0 225,000 NA
SUB TOTAL OF CAPITAL 93,353,930$ 44,820,858$ (10,052,325)$ 34,768,533$ (29.39%)
TOTALS 278,099,212$ 192,471,532$ (29,012,588)$ 163,458,944$ (5.18%)
FY 01 APPR.FY 01 APPR.NET OPERATING % CHANGE
FISCAL YEAR 2000-2001 TOTAL SOURCES TOTAL USES TRANSFERS & CAPITAL FROM PRIOR
APPROVED BUDGET OF FUNDS OF FUNDS IN BUDGET FISCAL YEAR
GENERAL FUND 34,461,075$ 35,241,714$ (5,531,044)$ 29,710,670$ 8.44%
UTILITY FUNDS 71,702,674 51,582,878 0 51,582,878 3.74%
SANITATION COLLECTION 5,766,645 4,511,168 0 4,511,168 8.27%
BVSWMA 14,213,614 6,445,429 0 6,445,429 56.63%
UTILITY BILLING FUND 2,194,055 2,168,342 (2,168,342) 0 NA
ECONOMIC DEVELOPMENT 887,963 887,000 (887,000) 0 NA
INSURANCE FUND 4,084,224 3,622,515 (3,622,515) 0 NA
DEBT SERVICE FUND 11,547,398 7,819,002 (697,052) 7,121,950 38.63%
HOTEL/ MOTEL TAX FUND 2,436,024 2,035,406 0 2,035,406 (12.30%)
PARKING ENTERPRISE FUND 264,289 166,887 0 166,887 142.66%
PARKS XTRA EDUCATION 141,879 101,403 0 101,403 4.11%
THOROUGHFARE REHAB 0 0 0 0 NA
INTERNAL SERVICES 7,943,996 3,918,921 (3,918,921) 0 NA
COURT SECURITY FUND 82,800 81,000 0 81,000 NA
COURT TECHNOLOGY FUND 103,500 100,000 0 100,000 NA
COMMUNITY DEVELOPMENT 4,827,365 4,567,917 0 4,567,917 5.11%
SUB TOTAL OF O&M 160,657,501$ 123,249,582$ (16,824,874)$ 106,424,708$ 9.30%
UTILITY FUNDS 15,750,000$ 15,750,000$ -$ 15,750,000$ 103.54%
SANITATION COLLECTION 370,000 370,000 0 370,000 NA
HOTEL/ MOTEL TAX FUND 600,000 600,000 0 600,000 NA
FUND BALANCE/WORKING 16,720,000$ 16,720,000$ -$ 16,720,000$ 116.08%
CAPITAL TRANSFERS TO CIP
UTIL CAP IMPROV PROJECTS 32,679,353$ 32,267,012$ (6,950,000)$ 25,317,012 92.53%
GEN GOVT CAP IMPROV PROJ 20,516,073 18,902,524 (5,520,000) 13,382,524 (25.55%)
DRAINAGE UTIL CAP IMPROV PROJ 4,228,225 4,210,201 0 4,210,201 (15.82%)
CONVENTION CENTER CIP 10,136,497 4,345,700 (4,250,000) 95,700 (96.88%)
COLLEGE MAIN PARKING CIP 5,338,153 5,337,498 0 5,337,498 63.33%
WOLF PEN CREEK TIF 1,067,778 900,000 0 900,000 33.74%
SUB TOTAL OF CAPITAL 73,966,079$ 65,962,935$ (16,720,000)$ 49,242,935$ 14.16%
TOTALS 251,343,580$ 205,932,517$ (33,544,874)$ 172,387,643$ 16.29%
CITY OF COLLEGE STATION
NET OPERATING BUDGET
$163,458,944
Convention Ctr.
2%
Parking
Enterprise
1%
Hotel /Motel
Fund
2%
BVSWMA
3%
Community
Development
3%
WPC TIF
2%
General Gov't
CIP 9%
Drainage Utility CIP
1%
Utility CIP
7%Debt Service
Fund 5%
Sanitation Collection
3%
Utility Funds
42%General Fund
20%
CITY OF COLLEGE STATION
ALL FUNDS
SUMMARY
EXPENDITURE BY FUND
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
FUND FY 99-00 FY 00-01 FY 00-01 FY 01-02 FY 01-02 FY 01 TO FY 02
GENERAL FUND 30,617,558$ 35,153,197$ 34,781,678$ 33,987,580$ 37,552,849$ 6.83%
PARKING ENTERPRISE FUND 117,438 166,887 155,084 154,100 345,188 106.84%
XTRA EDUCATION FUND 47,273 77,050 50,000 78,630 78,630 2.05%
ELECTRIC FUND 4,589,706 5,361,185 4,758,285 5,087,348 5,883,044 9.73%
WATER FUND 3,526,296 3,082,739 3,229,896 3,553,124 3,899,945 26.51%
WASTEWATER FUND 2,856,230 2,938,880 2,812,895 2,842,471 2,971,200 1.10%
PURCHASED POWER 23,576,798 25,000,000 31,490,785 31,500,000 31,500,000 26.00%
SANITATION FUND 3,356,566 3,731,414 3,711,570 3,593,738 3,950,806 5.88%
UTILITY BILLING FUND 1,306,484 1,409,778 1,430,043 1,386,044 1,550,183 9.96%
FLEET FUND 1,018,267 1,062,309 1,064,111 1,062,862 1,119,881 5.42%
PRINT/MAIL FUND 301,088 306,371 292,314 298,401 305,422 -0.31%
COMMUNICATIONS FUND 497,194 490,903 492,693 522,636 533,607 8.70%
BVSWMA FUND 2,701,339 4,104,860 4,669,080 4,229,806 4,765,056 16.08%
COMBINED FUND TOTAL 74,512,237$ 82,885,573$ 88,938,434$ 88,296,740$ 94,455,811$ 13.96%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 99-00 FY 00-01 FY 00-01 FY 01-02 FY 01-02 FY 01 TO FY 02
SALARIES & BENEFITS 30,420,850$ 33,686,324$ 33,248,967$ 33,712,202$ 36,747,466$ 9.09%
SUPPLIES 3,175,152 3,764,292 3,588,146 3,766,729 4,058,748 7.82%
MAINTENANCE 4,616,433 4,911,856 5,117,922 4,895,716 5,273,884 7.37%
PURCHASED SERVICES 11,696,304 14,234,559 14,509,863 14,118,352 15,250,448 7.14%
CAPITAL OUTLAY 1,026,700 1,288,542 982,751 303,741 1,625,265 26.13%
PURCHASED POWER 23,576,798 25,000,000 31,490,785 31,500,000 31,500,000 26.00%
COMBINED FUND TOTAL 74,512,237$ 82,885,573$ 88,938,434$ 88,296,740$ 94,455,811$ 13.96%
PERSONNEL SUMMARY BY FUND
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
FUND FY 98-99 FY 99-00 FY 00-01 FY 01-02 FY01-02 FY 01 TO FY 02
GENERAL FUND 499.0 519.0 535.3 534.25 551.25 2.99%
PARKING ENTERPRISE FUND 3.0 3.0 4.0 4.0 8.0 100.00%
XTRA EDUCATION FUND 0.0 0.0 0.0 0.0 0.0 0.00%
ELECTRIC FUND 53.5 54.5 59.5 59.5 59.5 0.00%
WATER FUND 30.5 32.5 31.0 31.0 31.0 0.00%
WASTEWATER FUND 36.0 34.0 36.0 36.0 38.0 5.56%
SANITATION FUND 31.5 32.5 34.5 34.5 35.5 2.90%
UTILITY BILLING FUND 30.0 30.0 30.5 30.5 30.5 0.00%
FLEET FUND 15.0 15.0 15.0 15.0 15.0 0.00%
PRINT/MAIL FUND 5.0 5.0 5.0 5.0 5.0 0.00%
COMMUNICATIONS FUND 5.0 5.0 5.0 5.0 5.0 0.00%
BVSWMA FUND 26.5 26.5 26.5 26.5 26.5 0.00%
COMBINED FUND TOTAL 735.0 757.0 782.3 781.25 805.25 2.94%
ANALYSIS OF TAX RATE
FY 01-02
APPROVED APPROVED
FY 01 FY 02
Assessed Valuation of Real and Exempt Property $2,661,115,250 $2,870,510,984
(Based on 100% of Market Value)
Less: Exempt Property $237,314,190 $271,472,526
Less: Agricultural Loss $29,854,260 $32,002,350
Less: Over 65 and Veterans Exemptions $39,034,580 $40,593,070
Less: House Bill 366 $89,300 $113,172
Less: Abatements $33,597,108 $28,950,135
Less: Proration $3,710 $85,478
Less: Freeport $5,859,740 $7,734,170
Taxable Assessed Value $2,315,362,362 $2,489,560,083
O&M and Debt Service Portion $2,273,664,174 $2,450,180,223
TIF Captured Value $41,698,188 $39,379,860
Total $2,315,362,362 $2,489,560,083
Apply Tax Rate per/$100 Valuation 0.4293/$100 0.4777/$100
Total Tax Levy $9,939,851 $11,892,629
Estimate 100% Collection $9,939,851 $11,892,629
Tax Rate Per Percent Estimated
$100 Valuation Of Levy Collections
Debt Service 0.2931 61.4%$7,191,965
General Fund 0.1846 38.6%$4,529,638
Wolf Pen Creek TIF #1 0.4777 100%$121,026
Melrose TIF 0.4777 100%$50,000
ANALYSIS OF PROPERTY VALUATIONS
TOTAL TOTAL
APPRAISAL MARKET EXEMPT TAXABLE
YEAR VALUATION VALUE VALUE *
1992 1,353,127,372 164,570,381 1,188,556,991
1993 1,446,692,180 177,229,893 1,269,462,287
1994 1,648,484,066 194,215,922 1,454,268,144
1995 1,814,639,141 203,017,772 1,611,621,369
1996 1,935,322,710 234,121,234 1,701,201,476
1997 2,065,133,267 245,085,209 1,820,048,058
1998 2,208,019,033 276,453,209 1,931,565,824
1999 2,420,818,924 308,471,247 2,112,347,677
2000 2,661,115,250 345,752,888 2,315,362,362
2001 2,870,510,984 380,950,901 2,489,560,083
* Assessed value is 100% of the estimated value.
0
500
1,000
1,500
2,000
2,500
MILLIONS1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
CITY OF COLLEGE STATION AD VALOREM TAX
VALUATIONS
CITY OF COLLEGE STATIONCITYATTORNEYCITYSECRETARYMUNICIPALJUDGESAPPOINTEDBOARDSCOMMUNITYPROGRAMSOFFICE OFBUDGET ANDSTRATEGICPLANNINGPUBLICCOMMUNICATIONSANDMARKETINGCOMMUNITYDEVELOPMENTADMINISTRATIONSUPPRESSIONPREVENTIONEMSFIREADMINISTRATIONUNIFORMPATROLCRIMINALINVESTIGATIONSSPECIALSERVICESQUARTERMASTERCOMMUNICATIONS /JAILPROFESSIONALSTANDARDSINFORMATIONSERVICESPOLICEBUSINESS PARKEDC LIAISONREDEVELOPMENTTOURISMDEVELOPMENTRETAILDEVELOPMENTSPECIAL PROJECTS/CIPECONOMICDEVELOPMENTACCOUNTINGPURCHASINGRISKMANAGEMENTMUNICIPALCOURTFISCALSERVICESADMINISTRATIONRECREATIONSPECIALFACILITIESPARKSOPERATIONSFORESTRYCONVENTION &VISITORS BUREAUARTS COUNCILPARKS &RECREATIONBUILDINGINSPECTIONPLANNINGENGINEERINGDEVELOPMENTDEVELOPMENTSERVICESSTREETSDRAINAGEFLEETTRAFFICSOLID WASTECOLLECTIONENGINEERINGCAPITAL PROJECTSFACILITIESMAINTENANCEPUBLICWORKSELECTRICWATERWASTEWATERPUBLICUTILITIESMANAGEMENTINFORMATIONSERVICESGEOGRAPHICINFORMATIONAND MAP SERVICESCOMMUNICATIONSERVICESPRINT/MAILUTILITYCUSTOMERSERVICESLIBRARYOFFICE OFTECHNOLOGY &INFORMATIONSERVICESHUMANRESOURCESCITY MANAGER'S OFFICECity ManagerAssistant City ManagerMAYOR ANDCOUNCILCITIZENS OFCOLLEGE STATION
CITY OF COLLEGE STATION
FY2001-2002 STRATEGIC PLAN
One of the primary roles of the College
Station City Council is to determine the
direction that the City of College Station will
follow into the future. A long-term strategic
plan can help the City Council set this course
for the future. Strategic planning is especially
important in a community like College
Station, where the growth that has been
experienced in recent years is expected to
continue.
Strategic planning is a process that requires
decision makers to focus on the overall
mission of the City and the goals to be
achieved. College Station’s strategic
planning process facilitates the City Council
and City staff’s ability to:
§ Align the City’s priorities with changing
condition and new opportunities;
§ Create shared commitments among
Council members, City staff, and College
Station residents regarding present and
future endeavors; and develop new goals
and strategies;
§ Assess the City’s strengths, weaknesses,
opportunities, and threats.
It is important to remember that strategic
planning is only a set of concepts,
procedures, and tools. It takes the combined
efforts of the City Council and City of
College Station employees to make any
strategic planning effort meaningful and
successful.
The FY 2002 Strategic Plan is a document
that compiles the results of the City of
College Station’s strategic planning process.
The Strategic Plan establishes the City’s
Council’s Mission and a series of Vision
Statements that describe where the City
Council would like the community to be in
the future. The document outlines specific
strategies and implementation plans to fulfill
these visions.
The City of College Station has integrated
the annual budgeting process with the
strategic planning process. The Strategic Plan
assists the City to prioritize how the
organization will use current and future
resources to achieve identified goals. In this
way, the Strategic Plan drives budget
preparation decisions and service delivery
implementation.
The City’s strategic plan is reviewed and
updated on annual basis to ensure that it
remains current and reflects the needs and
desires of the residents of College Station.
The following pages include a summary of
the College Station City Council’s Mission
and eight Vision Statements, and an overview
of the existing and new resources that will be
necessary to implement the Strategic Plan.
This overview is organized according to the
resources needed to accomplish each specific
Vision Statement. Because the Strategic
Plan looks several years into the future, not
all “new” resources have been utilized for
funding in FY01. A more detailed list of all
of the implementation plans required to carry
out each strategy in the Strategic Plan is in
Appendix L.
5
MISSION OF THE CITY OF COLLEGE STATION CITY COUNCIL
On behalf of the citizens of College Station, a unique community
and home of Texas A&M University, the City Council will promote
the safety, health and general well-being of the community within
the bounds of fiscal responsibility while preserving and advancing
the quality of life resulting in exceptional civic pride.
CITY OF COLLEGE STATION VISION STATEMENTS
Vision Statement #1
As a result of our efforts, citizens will benefit from and have access the highest
quality of customer-focused city services available at reasonable cost.
§ Customer service
§ Value for Cost
§ Effectiveness/efficiency
§ Convenience, accessibility
§ Professional, competent staff
§ Communication
Vision Statement #2
As a result of our efforts, citizens will benefit from living in a safe, secure, and
healthy environment
§ Effective, efficient fire and police
protection
§ Adequate water and sewer
services, drainage
§ Sanitation
§ Adequate lighting
§ Community policing
§ Public health services
§ Emergency management
Vision Statement #3
As a result of our efforts, citizens will benefit from living in a clean
environment that enhances and protects the quality of life
§ Air quality
§ Water quality
§ Open space
§ Greenways
§ Litter control/sanitation
§ Noise abatement
6
Vision Statement #4
As a result of our efforts, citizens will benefit from being enriched by a range
of cultural arts and recreational opportunities provided through citywide
initiatives and collaborative efforts.
§ Libraries
§ Performing arts
§ Teen center
§ Parks
§ Athletic activities
§ Recreation
§ Public art
§ Festivals
§ Museum
Vision Statement #5
As a result of our efforts, citizens will benefit from participating and
contributing to the well-being of our community.
§ Efficient access to information and
services via technology and media
§ Volunteer programs
§ Community education programs
§ Advisory boards and committees
§ Focus group
Vision Statement #6
As a result of our efforts, citizens will benefit from easily travel to, within, and
from the community.
§ Well maintained and clean streets,
sidewalks and pedestrian paths
§ Public Transit
§ Thoroughfare plan
§ Traffic flow
§ Air/rail
Vision Statement #7
As a result of our efforts, citizens will contribute to and benefit from living in a
strong and diverse economic environment.
§ Economic development
compatible with community values
§ Protection of property values
§ Tourism, conventions
§ Adequate transportation
§ Business center
§ Strong retail
§ Job opportunities
§ Reasonable cost of living
Vision Statement #8
As a result of our efforts, citizens will live in well-planned neighborhoods
suited to community interests and lifestyles.
§ Village concept
§ Gentrification of older
neighborhoods
§ Planning/zoning
§ Neighborhood parks for multi-
generation use
§ Traffic management
§ Pedestrian mobility
Mission Statement
On behalf of the citizens of College Station, a unique community and home of Texas A&M
University, the City Council will promote the safety, health and general well-being of the
community within the bounds of fiscal responsibility while preserving and advancing the
quality of life resulting in exceptional civic pride.
Vision #1
Customer Focused
Services
Vision #2
Safe, Secure and
Healthy Environment
Vision #3
Clean Environment that
Enhances and Protects
Quality of Life
Vision #4
Cultural Arts and
Recreational
Opportunities
Strategies Strategies Strategies Strategies
1. Primary revenue stability
- 3 Implementation Plans
- Resources:
New :$0
Existing: Existing staff
Total: Existing staff
1. Protection of Life and
Property
- 3 Implementation Plans
- Resources:
New:$0
Existing: $120,000
Total: $120,000
1. Neighborhood Quality & Code
Enforcement
- 2 Implementation Plans
- Resources:
New: $0
Existing :$61,316
Total: $61,316
1. Performing Arts Center
- 1 Implementation Plan
- Resources:
New: $20,465,000
Existing: Existing staff
Total: $20,465,000
2. Intergovernmental
Cooperation
- 1 Implementation Plans
- Resources:
New: $0
Existing: Existing staff
Total: Existing staff
2. Annexation
- 1 Implementation Plans
- Resources:
New: $20,000
Existing: Existing Staff
Total: $20,000
2. Greenways
- 2 Implementation Plans
- Resources:
New: $0
Existing: Existing staff
Total: Existing staff
2. Parks Maintenance Standards
- 1 Implementation Plans
- Resources:
New: $0
Existing: Existing staff
Total: Existing staff
3. Development Policies
- 3 Implementation Plans
- Resources:
New: $0
Existing: Existing staff
Total: Existing staff
3. Public Safety
- 6 Implementation Plans
- Resources:
New: $580,759
Existing: $31,490
Total: $612,249
3. Protect Environment-
Storm Water Quality
- 1 Implementation Plan
- Resources:
New: $0
Existing: Existing staff
Total: Existing staff
3. Intergenerational Parks
- 1 Implementation Plan
- Resources:
New: $0
Existing: Existing staff
Total: Existing staff
4. Motivating Work
Environment
- 5 Implementation Plans
- Resources:
New: $2,520,848
Existing: $36,000
Total: $2,556,848
4.Poverty/ Social Services
- 1 Implementation Plans
- Resources:
New: $0
Existing: Existing staff
Total: Existing staff
4. Protect Environment-
Air Quality
- 2 Implementation Plans
- Resources:
New: $30,000
Existing: Existing staff
Total: $30,000
4. Comprehensive Parks
Planning
- 4 Implementation Plans
- Resources:
New: $0
Existing: Existing staff
Total: Existing staff
5. Competitive Electric
Environment
- 1 Implementation Plan
- Resources:
New: $100,000
Existing: $100,000
Total: $200,000
5. Protect Environment
- 1 Implementation Plans
- Resources:
New: $0
Existing: Existing staff
Total: Existing staff
5. Comprehensive Leisure
Programs
- 2 Implementation Plans
- Resources:
New: $5,000
Existing: Existing staff
Total: $5,000
6. Ensure Excellent Customer
Service
- 4 Implementation Plan
- Resources:
New: $61,417
Existing: $1,802,000
Total: $1,863,417
6. Enhance Cultural
Opportunities Through
Existing Art Program
- 2 Implementation Plans
- Resources:
New: $50,000
Existing: $20,400
Total: $70,400
7. Connect Greenways
- 2 Implementation Plans
- Resources:
New: $5,258,000
Existing: $3,677,000
Total: $8,935,000
8. Improve Communication
between Boards
- 1 Implementation Plan
- Resources:
New: $0
Existing: Existing staff
Total: Existing staff
Mission Statement
On behalf of the citizens of College Station, a unique community and home of Texas A&M
University, the City Council will promote the safety, health and general well-being of the
community within the bounds of fiscal responsibility while preserving and advancing the
quality of life resulting in exceptional civic pride.
Vision #5
Participate and
Contribute to the Well
Being of Our
Community
Vision #6
Easily Travel To, Within
and From the
Community
Vision #7
Strong and Diverse
Economic Environment
Vision #8
Well Planned
Neighborhoods
Strategies Strategies Strategies Strategies
1. Facilitate Civic and Citizen
Involvement
- 4 Implementation Plans
- Resources:
New: $0
Existing: $8,150
Total: $8,150
1. Travel to, Within, and From
the Community
- 3 Implementation Plans
- Resources:
New: $9,000,000
Existing: $9,000,000
Total: $18,000,000
1. Regional Approach to Air/
Airport Transportation
- 1 Implementation Plan
- Resources:
New: $0
Existing: Existing staff
Total: Existing staff
1. Prevent Residential Decline/
Create Dev. Policies
- 4 Implementation Plans
- Resources:
New: $1,123,325
Existing: Existing staff
Total: $1,123,325
2. Increase Communication
and Citizen Involvement
- 1 Implementation Plan
- Resources:
New: $0
Existing: $10,000
Total: $10,000
2. Future Transportation
- 1 Implementation Plan
- Resources:
New: $0
Existing: Existing staff
Total: Existing staff
2. Protective Retail Recruiting
- 2 Implementation Plans
- Resources:
New: $40,000
Existing: Existing staff
Total: $40,000
2. Improve Construction
Standards/Infrastructure
- 1 Implementation Plans
- Resources:
New: $0
Existing: Existing staff
Total: Existing staff
3. Bike/Pedestrian
Friendliness
- 4 Implementation Plans
- Resources:
New: $0
Existing: $500,000
Total: $500,000
3. Promote Economic
Development
- 4 Implementation Plans
- Resources:
New: $5,965,000
Existing: $1,210,000
Total: $7,175,000
3. Ensure Well Planned
Neighborhoods/Standards
- 2 Implementation Plans
- Resources:
New: $62,500
Existing: Existing staff
Total: $62,500
4. Improve Public Transit
System
- 1 Implementation Plan
- Resources:
New: $0
Existing: $240,000
Total: $240,000f
4. Enhance Tourism Economy
and Industry Growth
- 3 Implementation Plans
- Resources:
New: $5,800,000
Existing:$6,600,000
Total: $12,400,000
APPROPRIATIONS – CUSTOMER-FOCUSED CITY SERVICES
Fiscal Services $2,062,300
The Fiscal Services Department provides Fiscal
Administration, Accounting, Purchasing, and Risk
Management services to the City organization. It
also oversees the operations of the Municipal
Court.
Fiscal Services Administration oversees the other
areas of the Department and handles cash and
debt issues for the City while ensuring all funds are
invested prudently. The Accounting and
Purchasing Divisions work closely together to
ensure that purchases are made and recorded
according to guidelines. The Risk Management
function seeks to ensure that the City’s exposure
1.CUSTOMER-FOCUSED CITY SERVICES $ 12,852,768
As a result of our efforts, citizens will benefit from and have access to
the highest quality of customer-focused city services at reasonable cost.
Strategic Plan Summary:
The City will provide accessible, efficient, and effective service to the residents of College Station. In addition,
the organization will maximize its financial and human resources to provide the highest value service for a
reasonable cost. This will be accomplished through the creation of a motivating work environment that attracts,
develops, and retains professional, competent staff. City Services will be made more accessible to residents
through consolidating services in fewer locations and implementing appropriate electronic technologies. The
organization will also monitor the legislative environment to anticipate changes in tax policy and other policy
areas, such as utility deregulation, that affect the residents of College Station. The city will also review the Fiscal
and Budgeting Policies and Franchise agreements to help maintain the stability of revenue streams. A work
plan will also be created to establish intergovernmental priorities in order to take advantage of opportunities to
cooperate with other government agencies.
One of the keys to successfully accomplishing this vision is a responsive and innovative internal support structure.
Many of the divisions that serve internal customers are essential to both day-to-day operations and determining
long-term policy direction, fiscal health, and compliance with the law. The quality of the service provided to
internal customers determines both the quality of service that residents receive and the quality of the
environment in which all City employees work.
OTIS
18%
FACILITIES
MAINT
8%
PUBLIC WRKS
ADMIN
4%
COMM & P/M
7%
GG-CIP
9%GEN GOVT
17%
FLEET SRVC
9%
FISCAL SRVC
16%
UTILITY
BILLING
12%
to physical and financial losses is minimized
through a number of programs addressing worker
safety.
Municipal Court collects the fines and fees for the
City.
2001 Operational Improvements
The Accounting Division stopped automatically
printing reports (i.e. Month end Reports).
Instead, these reports are stored as electronic
files, recoverable by every department, saving
$2,628 annually.
Office of Technology and $2,424,749
Information Services
The Office of Technology and Information
Services (OTIS) provides a number of internal
services to the City organization. In addition, the
Department manages the franchise agreements
that the City of College Station has with
telecommunication, cable and natural gas
providers in the community. Services provided
from General Fund revenues include OTIS
Administration, Management Information Services
(MIS) for micro to mid-range computer users, and
Geographic Information Services (GIS). The OTIS
internal service funds include Communication
Services, Print/Mail, and Utility Billing.
2001 Operational Improvements
In FY01, OTIS offered a number of new
services to utility customers. Included in these
are: application for automatic withdraw for
payment of utility bill from bank draft
available via internet, utility bills available for
reviewing on Internet, Welcome letters in
Spanish, budget billing and shift in hours for
meter services from 8-5, to 8:30-5:30 to
accommodate the average customers’ schedule.
Two OTIS Administrative Service Level
Adjustments are approved for FY02. The first is
for $100,000 to cover legal and consulting
services for renewal of the cable franchise with
COX Communications. The second approved
SLA in the amount of $50,000 will be used for
the legal and consulting fees associated with
establishing an electric franchise with BTU.
The approved FY02 budget also includes one
service level increase in the Management
Information Services Division for $20,305 to
purchase imaging system software and hardware
for electronic records retention and management.
Communications & Print/Mail $839,029
The Communications Division is responsible for
the maintenance of telephone, radio, and other
communications systems used by the City of
College Station. $533,607 is the approved
funding level for the Communications Division.
The Print/Mail Division is responsible for
providing printing and mail services to City
Departments. $305,422 is the approved funding
level for the Print/Mail Division.
Utility Billing $1,550,183
Utility Billing is responsible for the metering,
billing, and collection of electric, water,
wastewater, sanitation, and drainage utility fees.
The above chart demonstrates the steady
growth in the number of utility bills mailed
annually by Utility Billing.
In FY02, one SLA for $100,000 is approved to
provide credit card services that will allow utility
customers to pay bills with credit cards.
Fleet Services $ 1,119,881
The City of College Station has a fleet of 440
vehicles and heavy equipment to provide services
to the citizens of College Station. Nearly every
City department depends on having a reliable
fleet of vehicles to provide services. Some of
these services include Police and Fire services,
Solid Waste Collection, Public Utilities, among
many others. The Fleet Services Division
manages the fleet and performs preventive
maintenance and vehicle repair.
Fleet Services has two SLAs for FY02. The first
SLA approved provides $7,500 for a heavy-duty
Utility Bills Mailed
100
200
300
400
99 00 01 Est 02 PropThousands
truck and equipment tire machine. The second
SLA, $5,500 for a replacement freon recycling
station, will replace the five-year-old refrigerant
recycler.
Facilities Maintenance $ 989,418
The Facilities Maintenance function provides
support services to City departments through the
maintenance of City facilities. This includes all
City buildings and equipment such as air
conditioning units. Additionally, Facilities
Maintenance performs some minor building
construction and remodeling activities. The
Division also manages facility repair funds to
ensure that facilities and equipment are repaired
and replaced in a timely manner to avoid higher
repair costs that would otherwise occur.
Public Works Administration $ 492,8 07
This is the administrative division of the Public
Works Department, which includes Streets,
Drainage, Fleet, Traffic, and Solid Waste
Collection. Public Works Administration is the
primary customer contact point for these
activities.
General Government $2,198,901
The City Secretary’s Office is responsible for
elections, records management, City Council
support and other activities.
The City Manager’s Office is responsible for the
day to day operations of the City, making
recommendations on current and future issues to
the City Council, and providing long-term
organizational direction for the organization. One
service level adjustment, in the amount of
$27,300 is approved in FY02. This SLA will add
one full-time secretary to the office to assist in the
increasing workload.
Strategic Plan 2001-2002
To ensure the City uses its resources to their
fullest potential, staff will develop a work plan
to establish and address intergovernmental
priorities.
Another key support area for the organization is
the Legal Office. The Legal Office provides legal
services and support to the City Council and the
City staff. Among the services provided by this
office are legal advice, contract writing, and
litigation.
The Office of Budget and Strategic Planning
prepares, monitors, and reviews the annual
budget. This office also coordinates the City’s
strategic planning process, which is closely tied to
the City’s budget. In addition, the Office of
Budget and Strategic Planning provides
management and organizational review services to
City departments.
Strategic Plan 2001-2002
To ensure the stability of the City's revenue
sources, Fiscal Services will work with the
Office of Budget and Strategic Planning in
FY02 to conduct a complete review of current
fiscal and budgetary policies and franchise
agreements. This review is outlined in the
2001-2002 Strategic Plan as a means of
protecting and optimizing our revenue stream.
The Human Resources Department assists in
recruiting, hiring, and retaining the most
appropriate candidates for City positions. Human
Resources provides employee training and
administers the compensation and benefits
program.
Strategic Plan 2001-2002
In FY02, the city will continue to attract and
retain professional and competent employees
by ensuring employees are compensated with
competitive pay rates and high quality, cost
effective health insurance benefits.
General Government and
Capital Equipment CIP $ 1,175,500
General government and capital equipment
projects are planned assets that have a value to
more than one specific area of City operations.
The two main divisions within this category are
public facilities and technology projects.
In FY 02, $780,000 in new appropriations has
been approved for the land acquisition for new
City Center.
Other General Government Projects underway
include the Municipal Court/Fire Administration
Building and its replacement if the Public Safety
Computer System.
The following pages in this section detail the
service levels and performance measures for
the operating divisions in the Customer-
Focused City Services Vision Statement.
Also included are the budget and position
summaries for each of the divisions.
FISCAL SERVICES
ADMINISTRATION
Description & Budget Explanation
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $280,200 $277,962 $291,318 $312,940
Position Summary 3 3 3 3
Program Name: Fiscal Services - Information
Service Level:Provide accurate and timely information to the council and staff for use in
planning, setting goals, and monitoring programs.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
- Annual internal/ external survey
of satisfaction rate.83%N/A N/A N/A
Efficiency
-Percent of all contracts reviewed
within 2 working days of receipt.87%81%85%90%
-Percent of reports completed
within 20 working days of the 75%75%100%100%
end of the period
Output
-No. of contracts reviewed annually.252 309 245 250
-No. of quarterly reports.4 4 4 4
Program Name: Fiscal Services - Operations
Service Level:Administer cash and debt operations of City through management of cash flows,
investments, and payments.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Portfolio rate of return as a percentage of
similarly weighted average maturity treasury
notes.*107%104%100%100%
Efficiency
-Percent of available cash invested.99%99%99%99%
Output
-Provide monthly market-to-market report.12 12 12 12
-Annual dollar amount of interest earned.$4,740,186 $5,699,231 $6,500,000 $6,750,000
*An index created by using a constantly maturing treasury note with a weighted average maturity
that approximated the weighted average maturity of the City's portfolio.
The Fiscal Services Administration Division assists departments in delivering services through effective financial
management. This activity is accomplished through the review of financial aspects of contracts, and
administration of the finance, accounting, purchasing, risk management, and municipal court functions. Cash and
debt management is also performed by this office.
FISCAL SERVICES
ACCOUNTING
Description & Budget Explanation:
The Accounting Division is responsible for processing, recording, and reporting all financial transactions
of the City.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $560,703 $601,486 $618,652 $713,455
Position Summary 11 11 10.5 11.5
Program Name: Accounting
Service Level:Provide accurate and timely information to customers.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Receive the Certificate of Achievement for
Excellence in Financial Reporting from
GFOA for the Comprehensive Annual
Financial Report.YES YES YES YES
-Receive an unqualified audit opinion from
external auditors.NO YES YES YES
-Satisfaction rate on annual customer survey.90%95%90%90%
Efficiency
-Percent of month-end transactions
recorded by the 10th business day of each
month.95%97%95%95%
-Submit CAFR to GFOA by March 31 YES YES YES YES
-Complete financial statements by January 31 N/A N/A YES YES
Output
-No. of month-end transactions recorded by
the 10th business day of each month.189 222 425 425
*Year-end takes precedence over month-end close.
(a) We were granted a 30 day extension.
Service Level:Process and record all financial transactions for the City in an accurate,
efficient, and timely manner.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of vendor invoices paid within 30 days
of invoice date.90%89%90%90%
-Receive an unqualified audit opinion from
external auditors.NO YES YES YES
-Satisfaction rate on annual customer survey.90%95%90%90%
-Percent of completed general ledger.
reconciliation's and updated within 30 days of
the period close date.80%60%90%90%
-Ratio of correcting journal entry transactions
to total journal entry transactions.0.27%0.39%<1%<1%
Efficiency
-No. of A/P transactions per person.25,120 25,861 25,000 25,000
-No. of journal entry transactions per person.415,281 239,674 240,000 240,000
-Admin. cost per A/P transaction.$2.55 $2.60 $2.90 $2.20
-Admin. cost per A/P check.$4.44 $6.41 $6.10 $8.06
-Admin. cost per vendor invoice.$3.38 $3.78 $4.03 $3.05
-No. of payroll checks per person/dollar 11,503/13,459/23000/36000/
amount per check.$3.14 $2.85 $3.30 $2.88
-Accounts receivable collection rate.88%93%90%90%
-No. of billing transactions per person/dollar 14,501/14,296/13,000/13000/
amount per transaction.$1.00 $1.08 $3.30 $1.76
-No. of cash receipts per person/dollar cost 32,348/33,234/32,000/32000/
per transaction.$2.41 $2.50 $1.01 $0.48
-No. of reconciliation's per person.493 582 560 560
Output
-No. of A/P transactions.50,239 52,433 50,000 50,000
-No. of journal entry transactions.415,281 239,674 240,000 240,000
-No. of correcting journal entry transactions.1,123 932 850 850
-No. of A/P checks.28,878 21,277 (c)18,000 18,000
-No. of vendor invoices paid.37,913 36,094 36,000 36,000
-No. of payroll checks.23,006 26,918 23,000 23,000
-Amounts collected.$5,591,806 $8,433,405 $7,770,000 $8,000,000
-No. of billing transactions.14,501 14,296 13,000 13,000
-No. of cash receipt transactions.32,348 33,234 32,000 32,000
-No. of general ledger reconciliation's.493 582 560 560
*Increase due to the decrease in the number of checks as a result of changing to one check run per week
instead of two per week.
(b)Increase due to the decrease in the number of checks as a result of changing to one check run per week
instead of two per week.
FISCAL SERVICES
PURCHASING
Description & Budget Explanation:
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $208,049 $227,362 $243,974 $273,103
Position Summary 4.5 4.5 4.5 4.5
Program Name: Purchasing
Service Level:Acquire quality goods and services in a timely and efficient manner within legal
parameters for continued City operations.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Satisfaction percentage on annual survey of
departments.81%N/A 80%80%
-Satisfaction percentage on annual vendor
survey.N/A 92%N/A 90%
-Percent of total expenditures done through
cooperative purchasing agreements.8.60%5%9%10%
-Percent of City's purchase transactions
processed through field purchase orders.94%94%95%90%
-Percent of City's dollars handled through the
purchasing department.86%90%90%90%
-Percent of total dollars utilizing blanked
contracts.13.80%15%15%15%
-Percent of active suppliers accounting for
80% of City expenditures.4%4%7%7%
Efficiency
-Average cost per purchase order.$126.64 $156 $250 $250
Output
-Total dollar value of all City purchases.$37,676,357 $51,399,638 $55,000,000 $55,000,000
-No. of cooperative agreements in which
the City participates.15 8 12 15
-No. of FPO’s processed by departments.25,755 22,235 22,000 20,000
-Dollar value of P.O.’s processed by
Purchasing staff.$32,448,740 $46,400,543 $50,000,000 $50,000,000
-No. of the following purchasing activities:
one-time bids 84 85 80 75*
annual bids 29 34 30 30**
formal contracts/agreements 218 250 200 200
-Total Number of active suppliers.1,995 3,052 2,500 3,000
*% of active suppliers accounting for 90% of City expenditures is being changed to 80%, will provide correct % of 99 & 00 actual
**I am anticipating the Legislature to increase the competitive bidding limit to $25,000.
The Purchasing Division assists City departments in acquiring quality products and services in an efficient manner
and at favorable prices. Purchasing also maintains open communication with City departments and vendors.
Service Level:Effectively and efficiently manage and dispose of surplus assets to obtain the
greatest value for the City.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percentage of all surplus disposed within 6
months of being identified as surplus.100%100%100%100%
Efficiency
-Recovery Percentage on surplus property.17.90%20%20%20%
-% of original value of heavy equipment and
vehicles recovered through disposal methods.27%22%25%25%
Output
-Net amount received after expenses of
disposition.$154,492 $169,166 $277,500 $250,000
FISCAL SERVICES
RISK MANAGEMENT
Description & Budget Explanation:
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $107,691 $131,082 $134,563 $154,287
Position Summary 2 2.5 2 2.5
Program Name: Risk Management
Service Level:Resolve claims filed against the City in a consistent and expedient manner.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of claims that are settled with no
appeal.N/A 98%98%98%
-% of claims filed with Risk Management
resulting in a lawsuit.N/A 2%2%2%
Efficiency
-Percent of P/C claims open after 30 days.N/A 10%10%20%
-Percent of P/C claims open after 60 days.N/A 5%5%5-10%
-Administrative cost per P/C claim filed.N/A $50 N/A N/A
-Administrative cost per W/C claim filed.N/A $200 N/A N/A
Output
-Total number of P/C claims reviewed.N/A 375 N/A 0
-Total number of W/C claims reviewed.N/A 125 N/A 0
* Current P/C insurance carrier is handling most of the administrative work.
**This is due to the unusually low number of claims.
The Risk Management Division is responsible for providing programs that minimize the City’s exposure to
physical and financial loss. The Division resolves claims filed against the City and has programs established to
reduce potential claims to the City. These programs include safety classes and inspections.
Service Level:Reduce total number and dollar amount of claims filed through monitoring and
mitigation programs.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-% of eligible claims that are subrogated
with some effectiveness.N/A 90%N/A N/A
-% of eligible funds that are recovered in
subrogation.N/A 90%N/A N/A
-No. of site inspections conducted by RM.N/A 24 24 24
-No. of departmental safety meetings
attended by RM.N/A 100 50 50
-No. of employee-hours of training
conducted by RM.N/A 1400 1500 1500
Efficiency
-Average payout per P/C claim filed.N/A $600 $600 $600
-Average payout per W/C claim filed.N/A $800 $2,000 $2,500
Output
-Total P/C fund claims dollars paid.N/A $225,000 $175,000 $175,000
-Total W/C fund claims dollars paid.N/A $100,000 $200,000 $50,000
premium for FY 01 was$199,965.
** Current W/C insurance policy has a zero deductible – all claims filed this year are covered by the carrier for the life of the claim at 100%.
*** This includes $46,098 in claims overruns from previous years. The P/C insurance premiums for FY 01 totaled $221,200. insurance premiums for FY 01 totaled $221,200.
**** This only represents claims overruns from previous years since this year’s claims are covered 100% by our current policy. The W/C insurance
FISCAL SERVICES
MUNICIPAL COURT
Description & Budget Explanation:
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $463,162 $514,793 $593,970 $608,515
Revenue Summary $1,208,499 $1,393,505 $1,640,700 $1,690,000
Position Summary 12.5 11 13.5 13.5
Program Name: Case Maintenance
Service Level:Provide quality service while providing the City with administration for cases
filed for enforcement of Class C misdemeanors.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Input
-Total of new cases filed.N/A*N/A*N/A*48,000
Effectiveness
-% of non-parking citations entered
within 24 hours of being filed in the court.90%86%95%N/A**
-% of parking citations entered within
24 hours of being filed in the court.88%75%98%N/A**
-Percent of citizen survey respondents rating
Court personnel as somewhat or very
courteous.86.80%85%91%85%
-Percent of citizens survey respondents rating
Court personnel as somewhat or very
knowledgeable.89.40%89%93%85%
Efficiency
-No. of non parking citations entered per
worker hour.30 30 30 N/A**
-No. of parking citations entered per
worker hour.53 41 50 N/A**
-Percent of cases disposed.N/A*N/A*N/A*90%
Output
-No. of cases disposed.N/A*N/A*N/A*43,200
-No. of non parking citations processed.24,000 26,500 28,500 29,500
-No. of parking citations processed.11,640 14,400 10,000 15,000
-No. of failure to appear cases processed.N/A 3,500 4,000 4,500
-No. of walk-in customers.N/A 18,000 31,000 25,000
*New performance measures for FY02.
**Discontinued performance measures for FY02.
Municipal Court provides a competent court system with quality service through the utilization of effective and
efficient operating procedures.
Program Name: Case Information/Processing
Service Level:Provide public with accurate information regarding their dealings with the court.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of payments processed within
48 hours received through the mail.80%77%97%100%
-Percent of bonds processed the same day
received from the jail.95%98%98%98%
-Percentage of pled cases processed at the
front window & through correspondence.N/A*N/A*N/A*90%
-Percentage of pled cases processed in walk-in
arraignment.N/A*N/A*N/A*10%
Efficiency
-No. of payments processed by mail per
worker hour.8 9 9 9
-No. of bonds, received from the jail,
processed per worker hour.4 5 5 5
-Collection Rate.N/A 40%53%55%
Output
-No. of bonds received from jail 1,524 1,500 1,700 1,800
-No. of pieces of mail received 18,000 18,000 22,000 22,000
-Amounts collected.N/A 2,180,000 3,000,000 2,350,000
Program Name: Hearing Process
Service Level:Maintain effective and efficient court procedures in order to earn a high level of
public confidence.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of contested hearings cases set for
hearing within 60 days of request.90%90%90%N/A**
-Percent of case paperwork prepared with
notification to all parties ready at least 3
weeks prior to trial.90%95%95%95%
Efficiency
-No. of contested cases set for hearing per
worker hour 3.5 4 5 N/A**
Output
-No. of contested cases set.2,736 3,630 4,300 3,800
-No. of summons issued.540 336 850 650
-No. of subpoenas issued.300 184 750 650
*New performance measures for FY02.
**Discontinued performance measures for FY02.
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
ADMINISTRATION
Description & Budget Explanation
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $322,637 $360,398 $419,224 $537,836
Position Summary 6 6 6 6
Program Name: Office of Tech. and Info. Services Action Center
Service Level:Coordinate Administration, MIS/GIS, Communication service request and provide
administrative support to OTIS.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on internal service survey.81%85%85%85%
Efficiency
-Communication requests per staff
member. (3)76 92 70 70
-MIS/GIS requests per staff member. (3)930 709 667 667
-No. of requests resolved by Action Center
per staff member*N/A N/A N/A 400
Output
-Communication requests processed.228 273 400 400
-MIS/GIS request processed.2,789 2,126 2,000 2,000
-No. of requests resolved by Action Center*N/A N/A N/A 1,200
*New for FY02
The Administration Division is responsible for administrative support of the Office of Technology and Information
Services. The Division also serves as the primary point of contact for all divisions through the Action Center.
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
MANAGEMENT INFORMATION SERVICES
Description & Budget Explanation:
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $1,381,104 $1,404,627 $1,681,745 $1,674,522
Position Summary 14 15 15 15
Program Name: Management Information Systems - MIS
Service Level:Provide professional and helpful customer service to city computer and users.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-% satisfied on bi-annual customer survey. 76%N/A 70%70%
-Problem resolution/repair of computer
systems percent within one business day.90%92%90%90%
-Percent service calls for priority one
applications closed within 4 hours.100%100%99%99%
-Non-Problem request for service.N/A N/A 600 700
Efficiency
-Public Safety Dispatch System up-time
7 days/week, 24 hrs./day 100%100%99%99%
-Midrange systems and wide area networks
up-time, 5 days/week, 9 hrs./day 99%100%98%98%
Output
-No. of hrs. of up-time for Midrange
systems/applications.17,782 15,534 53,100 53,496
-No. of hrs. of up-time for Midrange
systems/applications.N/A 15,534 53,100 53,496
-No. of hrs. of up-time for WAN
Servers/applications.43,271 64,284 61,400 85,596
*Internal survey not done for this year
The Management Information Services Division is responsible for the maintenance of the City’s microcomputers,
mid range computers, networks, operating systems, application software, and networking software.
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
GEOGRAPHIC INFORMATION SYSTEMS
Description & Budget Explanation:
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $133,388 $189,746 $199,794 $212,391
Position Summary 2 2 2.5 2.5
Program Name: Geographic Information Service - GIS
Service Level:Design, implement, provide, and maintain up-to-date, geographically accurate and
complete coverage’s with associated attribute information for all City departments.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on internal survey.87%87%80%80%
Efficiency
-Percent of coverage’s completed.39%40%43%43%
Output
-No. of maps produced.1,390 1,540 1,800 1,700
Input
-No. of mapping elements added or updated.N/A 45 40 40
This Division is responsible for the development and maintenance of the Geographic Information System (GIS).
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
COMMUNICATION SERVICES
Description & Budget Explanation:
The Communication Services Division is responsible for maintaining the city’s telecommunications
infrastructure. This includes the telephone and radio systems of the City. These systems are crucial
to areas including Public Safety, Public Utilities, and Public Works.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $387,230 $497,193 $492,693 $533,607
Position Summary 5 5 5 5
Program Name: Communications
Service Level:Provide professional and helpful customer service to City staff requiring phone,
radio, and cable needs.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of emergency work orders
responded to within 2 hours.100%100%98%98%
-Percent of routine work orders responded
to within one business day.98%97%95%95%
-Percent satisfied on survey.94%94%90%90%
Efficiency
-No. of work orders per staff annually.246 287 280 280
Output
-Total number of work orders.N/A 1,433 1,400 1,400
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
PRINT /MAIL
Description & Budget Explanation:
The Print/Mail Division is responsible for the delivery of interoffice and external mail received at
City Hall and the 14 offsite locations. Print/Mail is also responsible for in-house printing needs,
sign making, and microfilming.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $244,437 $301,088 $292,314 $305,422
Position Summary 5 5 5 5
Program Name: Print/Mail
Service Level:Provide professional and helpful customer service to City staff requiring printing
and design needs, mail guidance, and signage.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-% satisfied on annual customer survey.98%85%80%80%
Efficiency
-% of incoming mail delivered within 24 hrs.99%100%99%99%
-% of print work orders completed within
5 days.96%97%90%90%
-No. of annual print work orders per staff.694 734 N/A N/A
Output
-No. of printing services work orders.2,014 2,202 1,700 1,800
-No. pieces of outgoing mail (w/o utility bills).240,153 243,822 210,000 220,000
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
UTILITY BILLING
Description & Budget Explanation:
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $1,315,660 $1,306,484 $1,029,375 $1,550,183
Position Summary 30 29.5 30.5 30.5
Program Name: Utility Customer Service
Service Level:Provide exceptional customer service to support the delivery of electric, water,
sewer, sanitation, and drainage services to the citizens of College Station.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on citizen survey.94%93%90%88%
Efficiency
-No. of customers per day per walk-up
employee.57 84 71 70
-Annual number of processed bills per
employee.15,543 16,018 16,250 16,300
-Cost per bill.$4.12 $3.85 $4.20 $4.25
-Percent of bad debt expense annually.0.45%0.1%0.5%0.5%
Output
-No. of incoming calls.85,583 79,741 80,000 82,000
-No. of bills annually.318,624 328,365 335,000 341,000
-No. of payments.326,166 369,001 385,000 392,000
-No. of walk-up customers.56,311 63,261 60,000 62,000
-No. of service orders.62,343 73,002 65,000 70,000
The Utility Billing Division is responsible for connecting and disconnecting water and electric meters, reading
those meters and provide billing and collection services for the city to all customers of electric, water, sewer,
sanitation and drainage services.
Program Name: Meter Service
Service Level:Provide timely connection and disconnection of electric and water services.
Maintain service installations to ensure accurate recording of utility consumption.
Obtain accurate and timely readings for all electric and water meters.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Read accuracy percentage.N/A 100%100%100%
Efficiency
-No. of completed service orders per person.N/A 24,193 22,500 23,000
-No. of completed routine checks of electric
meters per person annually.N/A 1,118 1,300 1,400
-No. of meters read daily, per person.N/A 351 370 370
-Cost per meter read N/A $0.31 $0.35 $0.35
Output
-No. of service orders completed.N/A 48,385 44,500 45,000
-No. of meters/readings checked out.N/A 2,236 2,400 2,600
-No. of theft/tampering incidents discovered.N/A 15 12 10
-No. of utility payments taken in the field.N/A 1,098 1,400 1,400
-No. of meters read annually.N/A 482,920 495,000 510,000
Input
-No. of full-time technicians.N/A 2 2 2
-No. of full-time meter readers.N/A 6 6 6
-No. of full-time commercial meter readers.N/A 1 1 1
PUBLIC WORKS
ADMINISTRATION
Description & Budget Explanation:
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $258,484 $329,161 $389,577 $492,807
Position Summary 5 6 7 7
Program Name: Administration
Service Level:Provide prompt and reliable service to our customers both internal and external.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of internal customers satisfied on
customer survey.97%95%95%95%
Efficiency
-No. of output items per support staff.4,500 3,640 3,750 3,750
Output
-No. of purchase requests submitted
annually.1,650 1,478 1,500 1,500
-No. of work orders assigned annually.12,374 12,488 12,500 12,500
-No. of quarterly reports annually.4 4 4 4
The Administration Division serves as the primary customer contact point, and provides administrative support
for the nine divisions of the Public Works Department.
PUBLIC WORKS
FACILITIES MAINTENANCE
Description & Budget Explanation:
The Facilities Maintenance Division is responsible for the maintenance of the City's office spaces and
buildings.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $797,618 $856,858 $959,605 $989,418
Position Summary 6 6 6 6
Program Name: Facilities Maintenance
Service Level:Maintain clean, safe, and comfortable working environment for City employees,
customers, and citizens.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey.76%85%85%85%
Efficiency
-Average response time to emergency
repairs.1 DAY 1 DAY 1 DAY 1 DAY
-Ratio of emergency repair hours to
total of all maintenance hours.4%3%8%10%
-Work orders per employee.381 337 425 425
-Total direct dollar cost/square foot of all
maintained facilities.$3.00 $2.65 $2.75 $2.75
-Custodial cost per square foot.$1.35 $1.19 $1.20 $1.20
Output
-No. of Work orders annually.1,908 1,497 1,600 1,900
-Total No. of labor hours to Work orders.7,632 6,582 7,600 8,000
-Labor hrs to preventative maintenance.480 488 600 1,500
-No of labor hrs to maintenance projects.2,250 2922 2,800 3,000
-No of labor hours to emergency repairs.362 157 200 157
PUBLIC WORKS
FLEET
Description & Budget Explanation:
The Fleet Services Division is responsible for the care and maintenance of all vehicles and
equipment in the City fleet.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $946,633 $1,026,095 $1,064,111 $1,119,881
Position Summary 15 14 15 15
Program Name: Fleet Services
Service Level:Provide prompt, reliable maintenance service at cost effective rates.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Vehicle downtime.5%5%5%5%
-% satisfied on customer service survey.90%85%85%85%
Efficiency
-Percent of repairs requiring rework.1%1%1%1%
-Mechanic efficiency percentage.72%78%78%78%
Output
-No. of vehicles per mechanic.52 50 45 45
-No. of hours logged to work orders.12,060 11,345 11,500 11,500
-Shop rate per hour.$44.00 $45.00 $45.00 $49.00
GENERAL GOVERNMENT
CITY SECRETARY
Description & Budget Explanation:
The City Secretary's office maintains archival records for the City of College Station, including ordinances
resolutions, council meeting packets, and council and committee agendas and minutes. The City
Secretary's office is also responsible for records of cemetery ownership, birth and death certifications,
and a vast array of other council related information. This office also presides over local elections.
In addition, the City Secretary coordinates the membership of several boards and committees made up
of College Station residents who volunteer their time to improve and maintain the College Station
community.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $186,074 $270,928 $283,787 $301,272
Position Summary 3.5 4 4 4
Program Name: Council Support
Service Level:Provide coordination and timely administrative support to the Council and Mayor.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Council satisfaction:
CSO immediate response to questions.N/A 90.0%90.0%90.0%
-Satisfaction rate on coordination and
administration functions on Council survey.90%90.0%90.0%90.0%
Efficiency
-No. of staff hours per Council packet.64 48 20 20
-No. of Council meeting agendas prepared.50 50 35 40
-No. of Council events with meals provided.35 40 45 50
-No. of Mayor’s special events.15 20 10 20
-No. of proclamations created.50 55 54 54
-No. of Mayor & Council appointments scheduled.500 550 300 325
Program Name: Public Records and Information
Service Level:To maintain and provide public information in an efficient manner.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of customers satisfied on annual
customer survey.98%98%98%98%
-Percent of Vital Statistics reported to
State accurately.99%99%99%99%
Efficiency
-Avg. time per death record request processed.20 min 20 min 20 min 20 min
-Avg. time per birth record request processed.10 min 10 min 10 min 10 min
-No. of birth and death records reported to
State Health Dept.766 800 825 900
-No. of birth certificates from hospital.502 966 600 700
-No. of birth certificate request processed 585 875 450 500
-No. of death certificate request processed.1562 2000 1855 2000
-Median no. of days for open records request
to be completed.3 3 3 3
-No. of open records request received.350 250 175 250
-No. of ordinances filed.42 38 45 50
-Total No. of records processed.2539 2988 2480 2750
-Avg. No. of public notices posted/month.16 18 20 25
-No. of Cu. Ft. records boxes authorized for
destruction.192 boxes 200 boxes 300 boxes 325 boxes
GENERAL GOVERNMENT
CITY MANAGER’S OFFICE
Description & Budget Explanation:
The City Manager’s Office is responsible for the day to day administration of the City and for providing the City
Council with recommendations on current and future issues. This is achieved by providing timely, complete
and accurate information to the City Council. The City Manager’s Office also involves providing the overall
management philosophy and direction to the organization. The Community Relations Program is also part of
the City Manager’s Office. This program provides citizens with the opportunity to learn about and take part in
their local government. Teen Courts, Citizens University, FRIENDS Mentors, and the Municipal Volunteer
Program are some of the projects run by Community Relations.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $532,676 $450,752 $474,567 $623,421
Position Summary 5.5 5.5 5 6
Program Name: Administration
Service Level:Facilitate communication between the Council, citizens, and staff on City related
matters.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Overall satisfaction with City services on
Citizen Survey.93.80%90%92%92%
-Number of items removed from consent
agenda for clarification.N/A >5%>5%>3%
-Maintenance of City of College Station bond
rating.A+/A1 A1/A+Aa1/AA-Aa1/AA-
Efficiency
-Percent of Strategic Plan implementation plans
completed on or before final milestone.100%<5%100%100%
-Percent of Council packets that go out on time
with all supporting documentation.N/A N/A 90%100%
Output
-No. of meetings w/CSISD.N/A 4 4 4
-No. of meetings with City of Bryan/Brazos Co.N/A 12 15 12
-No. Of meetings with Chamber of
Commerce/Econ Development Corp.N/A 4 4 4
-No. of Monthly City Manager’s Reports
published.N/A 12 15 12
-No. of Council Updates written.N/A 24 24 24
-At least one retreat with Management Team
annually.N/A YES YES YES
-Review Strategic Plan w/City Council on
semi-annual basis.N/A YES YES YES
* The first bond rating is from Moody’s and the second bond rating is from Standard’s & Poor’s
**Standard Response Time - depending upon type of complaint, average three to five business days.
GENERAL GOVERNMENT
LEGAL
Description & Budget Explanation:
The Legal Department is responsible for providing legal services to the City Council and to the city
staff. Legal advice as to the best position for the City, contract writing, and litigation are some of
the activities performed by the legal staff. The City Attorney’s Office actively enforces ordinances as
directed by the City Council, acquires real estate for easements, and handles real estate transactions.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $470,988 $516,676 $557,422 $595,204
Position Summary 8 8 8 7.75
Program Name: Legal Department
Service Level:Provide in-house legal services to the City Council, staff, and boards and
commissions; to maintain cost efficiencies in protecting the City from threatened
or actual litigation; and effective preventative/proactive legal services.
GENERAL GOVERNMENT
HUMAN RESOURCES
Description & Budget Explanation:
The Human Resources Department is responsible for helping hire and retain the most suitable
candidate, within available resources, for each position, providing the City with a highly motivated,
well trained and efficient staff. The areas of selection and recruitment, employment, benefits,
compensation, training and development, and employee relations are all administered by Human Resources.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $316,589 $377,225 $356,439 $388,100
Position Summary 6 6 6 6
Program Name: Compensation and Benefits
Service Level:Provide a competitive, quality benefit and compensation plan.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-(Benefits) Percent within standard dollar
amount for claims per employee.2.60%+.01%+/-5%+/-5%
-Percent of employees satisfied with claims
handling.60%82%70%70%
-Percent of Health providers satisfied with
claims processing.88%90%90%90%
-Pay-related turnover rate.N/A 4%2%2%
-Number of skill increases.N/A 226 300 250
-Number of competency increases.58%99 95 110
-Number of performance increases.N/A N/A 94 225
-Number of employees receiving more than
one skill increase.N/A N/A 120 100
-Exempt employee % from midpoint.N/A N/A 7%7%
-Non-exempt employees % from midpoint.N/A N/A 11%10%
-Average % increase-performance (non-exempt).N/A N/A 3%3%
-Average % increase-competence (exempt).N/A N/A 4%4%
-Percent of employees participating in
Tuition Reimbursement.N/A N/A 17%17%
Efficiency
-Insurance claims cost per employee.$280.00 $327.00 $400.00 $393.00
-Administration costs per claim (based on
number of claims filed.).$11.00 $8.33 $15.00 $15.00
-Insurance claims cost per employee on
optional plan.$18.45 $15.53 $25.00 $25.00
Output
-Number. of Insurance claims processed.10,279 11,647 17,000 17,000
-Number of positions salary surveyed.14 60 85 80
-Number of salary surveys responded to.123 78 40 25
-Number of positions reviewed.88 14 10 10
* Changed salary procedures.
Program Name: Training/ Development
Service Level:Provide training and communication to city staff to develop quality service
delivery.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Satisfaction rate from training participants.95%95%95%95%
-Satisfaction rate from managers of training
participants.N/A 86%90%90%
Efficiency
-Total cost of in-house training per employee.$23.44 $19.26 $21.00 $22.00
-Cost per employees participating.$33.31 $18.52 $19.00 $20.00
-No. of development hours per program.2 3 3 4
Output
-Total contact training hours.4,248 4,436 6,000 5,500
-No. of employees participating in training.451 728 1,000 1,000
-Total training programs completed.*48 35 50 50
* Changed salary survey procedures.
**Changed the criteria for testing - can test every week.
Program Name: Recruitment and Selection
Service Level:Provide an adequate number of applicants for a department filling an open
position in a timely manner.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of open positions reposted. (due to
inadequate pool).10%10%8%10%
-Percent of open jobs requested posted within
24 hrs.99%98%98%98%
-Percent of time completed applications are
available on the closing day of the posted job.99%99%99%99%
-Number of ads placed in local paper.N/A N/A 60 50
-Number of ads placed in other papers or
publication.N/A N/A 25 15
-Annual turnover rate.N/A 16%14%14%
Efficiency
-Percent of posted jobs that were tested.29%32%12%20%
-Percent of promotional jobs that were tested
compared to all internal promotions.29%31%8%15%
-No. of applications received per posted
position.21 25 25 25
Output
-No. of applications processed.4,150 3,970 3,600 4,000
-No. of posted jobs that were tested.44 40 26 25
-No. of promotional jobs that were tested.8 5 6 8
GENERAL GOVERNMENT
OFFICE OF BUDGET AND STRATEGIC PLANNING
Description & Budget Explanation:
The Office of Budget and Strategic Planning is responsible for the preparation, monitoring and
review of the annual budget. The budget activity involves working to ensure the overall policy goals
of the City are reflected in the way funds are allocated and spent. OB&SP also reviews expenditures
to determine whether the overall policy goals were met. The office is also responsible for the City’s
Strategic Planning efforts. This involves working with the City Council and departments on a
strategic planning effort to proactively plan for the future. The office is responsible for ongoing
organizational review. The ongoing organizational review involves the development and monitoring
of service levels and performance measures as well as the ongoing review and improvement of City
processes.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $193,052 $208,624 $273,124 $290,904
Position Summary 5.5 4.5 4.5 4.5
Program Name: Budget Preparation, Monitoring and Review
Service Level:Prepare, monitor and review all aspects of the annual budget.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of annual actual expenditures of
budget.92%92%95%96%
-Percent of respondents satisfied or very
satisfied with services provided by Budget 86%Survey not 92%95%
Office.Complete
Efficiency
-Time per budget adjustment.5 days 3 days 7 days 3 days
-Time per budget analysis project.5 days 5 days 7 days 5 days
Output
-No. of budget and contingency transfers
processed.N/A N/A 25 30
-No. of budget amendments processed.1 2 2 2
-No. of budget analysis reviews completed.10 10 8 15
Program Name: Strategic Planning
Service Level:Coordinate organizational review functions to improve the performance of the
organization.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of departments surveyed satisfied or
very satisfied with Strategic Planning Services.N/A N/A 88%90%
-Percent of implementation plans completed
on schedule.N/A N/A 70%90%
Efficiency
-Development Time per Department 5 year
Plan.N/A N/A 6 months 4 months
Output
-Number of Department 5 year Plans
Complete.0 0 2 5
-Number of Strategic Plan implementation 20 23 75 81
plans.
-Strategic Plan Updates completed.N/A N/A 6 4
Program Name: Organization Review and Improvement
Service Level:Conduct organizational review functions to improve the performance of the
organization.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of departments surveyed satisfied or
very satisfied with organizational review.82%N/A 88%90%
-Percent of organizational reviews conducted
resulting in marked improvement in process.N/A N/A N/A 100%
Efficiency
-Cost per review conducted.$12,580 $10,000 N/A $10,000
-Percent of review cost covered by cost savings
or new revenues.10%60%N/A 60%
Output
-No. of organization reviews conducted.2 2 0 3
-No. of process improvement teams.5 5 7 10
APPROPRIATIONS – SAFE, SECURE AND HEALTHY ENVIRONMENT
Police Department $8,847,111
The Police Department provides a number of
services that help make the community safe.
Among the services provided are 1) police patrol
with certified police officers who are equipped
with police vehicles and all necessary equipment,
and assigned to specific areas of the city; 2)
criminal investigation division which investigates
reported crimes; 3) animal control; 4) jail and
communications support for officers on the street
and short term detention facilities that reduce the
processing time of arrests; and 5) a professional
standards division that serves a support and
training function for the Department.
The Police Department’s approved budget of
$8,847,111 includes 6 service level adjustments
totaling $228,975. The first SLA provides
$20,875 for audio recording devices for officers
on foot, motorcycles, and bicycles as proposed by
the racial profiling bill. In addition, $51,000 has
been designated to provide funding to replace the
current audio/video recorders in the patrol cars at
an accelerated rate. The current recorders are
scheduled to be replaced every three years. This
purchase will replace the recorders in a six-year
cycle, offsetting the cost with longer life. An
approved SLA of $21,450 for the replacement of
a building security camera and public address
system is included in the approved budget. The
Department is also the recipient of two grants.
2.SAFE, SECURE AND HEALTHY ENVIRONMENT $48,195,706
As a result of our efforts citizens will benefit from living in a safe,
secure, and healthy environment.
Public health and safety are safeguarded through several municipal functions. Effective and efficient fire and
police protection is provided through well-trained, adequately equipped Fire and Police Departments that
strive to work in partnership with residents. The community’s well being is also protected through adequate,
well-planned water, sewer, drainage, and sanitation services.
Security reaches beyond fulfilling basic needs for protection and a healthy physical environment. This vision
also encompasses strategies to attack the cycle of poverty and meet the needs of families in crisis. Working
to accomplish this broad vision will require shared resources and collaborative efforts among many
community partners, including the City of College Station.
FIRE
14%
WATER CIP
25%
WATER
8%
WASTEWATER
CIP
7%
OTHER
0%POLICE
18%
WASTEWATER
6%
DRAINAGE
CIP
3%
SANITATION
8%
BVSWMA
10%
DRAINAGE
1%
FIRE CIP
1%
The first, an ITC/STEP grant ($26,069) provides
overtime pay for officers targeting drunk driving,
speeding, and seat belt use. The second grant,
Safe and Sober STEP ($41,248) also provides
overtime pay for officers targeting speeding and
DWI violations. The final approved SLA of
$68,333 is for an additional full-time animal
control officer and required equipment. The
addition of this officer will allow for extended
hours of service and for more uncommitted time
for proactive patrol and enforcement.
Strategic Plan 2001-2002
The CSPD strives to provide a level of service
that safeguards public safety and also enhances
residents’ overall quality of life. This is
reflected in Vision Statement 2: Safe, Secure,
and Healthy Environment. In 2000, the Police
Department retrofitted red light indicators at
major accident intersections. For fiscal year
2001-02, the Police Department has
implemented a plan to have officers to work
intersections that have high accident rates.
The above graph illustrates an anticipated
decrease in major offenses in 2001.
The above graph illustrates a steady increase in
calls for service over the past five years. A
“Call for Service” is defined as any event or
situation, reported by a citizen, which requires
a response from the Police Department.
Fire Department $6,618,055
The Fire Department provides services to College
Station, to our neighbors in Bryan through an
automatic aid program, and to rural areas around
College Station. The Fire Department operates
out of four stations located throughout the City.
The basic services of the Fire Department are 1)
fire response 2) emergency medical response, 3)
fire prevention services, including commercial fire
safety inspections and fire prevention training at
local schools and various functions; 4) code
enforcement activities performed by the
community enhancement action center and 5)
hazardous material response.
There are 7 Service Level Adjustments, totaling
$373,718 approved for the Fire Department in
FY02. The first SLA provides $4,635 for a
laptop computer, software and necessary
connection cards for use in the Emergency
Operating Center during activations. $78,000 is
approved to replace all S.C.B.A. (Self-Contained
Breathing Appartatus) equipment on currently
used air packs in the fire department. To
complete the second half of a two-year request,
$12,500 has been approved for the purchase of
two additional S.C.B.A. units as mandated by
OSHA and the Texas Commission on Fire
Protection. An additional SLA for $5,000 is
approved for the replacement and maintenance
of the fire station living equipment and office
equipment for fire and EMS personnel. Another
$20,000 has been approved for the purchase of
a Life Pack 12 Heart Monitor/Defibrillator. This
will provide the third ambulance with the same
type of equipment used on the other two front line
ambulances, and provide for consistent level of
care by all first run ambulances. Another SLA
approved provides $24,000 for a Fire Safety
Trailer. The Safety Trailer simulates and
demonstrates the dangers of smoke inhalation,
usage of detectors and demonstration of how a
sprinkler system works in the home. Finally,
$229,583 will be used to provide the operations
and maintenance of Fire Station #5. Four
additional personnel will be equipped to operate
the new Fire Station. This is Phase 1 of 3 phases
to provide the operations and maintenance for
this facility. A total of 12 personnel will be
needed to run this facility.
Major Crimes
0
1,000
2,000
3,000
97 98 99 00 01Est
Calls for Service
0
20000
40000
60000
97 98 99 00 01EstThousands
The preceding graph illustrates the
increase/decrease in incidents responded to by
the Fire Department over the last three years.
Fire - CIP $250,000
In FY02, capital improvement funds of $250,000
are approved for design of Fire Station #5.
Additionally, $229,583 is approved to begin
personnel phase in for the new fire station.
Water Division - Operations $3,899,945
A reliable and safe supply of portable water is
necessary for any community. The City of College
Station has the capacity to produce
approximately 18.29 million gallons per day of
potable water. The Water Division has developed
high standards of reliability, assuring customers
that their needs will be met with supplies that
meet or exceed all federal and state mandated
standards. As a City enterprise, the full cost of
service for water production, transmission, and
distribution is recovered by charging customers for
consumption on a per unit basis.
There are 4 water operation service level
adjustments approved. The first SLA is for
$25,000 to rebuild the current dilapidated
workshop. $169,500 is approved to purchase a
truck mounted vacuum/high pressure water jet
unit for potholing utility locates and use as a
cleaning unit. A SLA for $76,000 will provide
the funds for the replacement of existing
chlorinators at the Dowling Road Pump Station.
The final SLA approved for a Safety Trailer Unit
($8,500) will increase the safety and effectiveness
of water/wastewater system repairs, while
complying with State and Federal regulations.
Water - CIP $12,178,000
This year’s approved CIP budget includes
$12,178,000 in new appropriations for projects
that will increase the City’s water resources and
further enable water distribution. These are
significant projects that will increase the City’s
ability to supply water to a growing College
Station. $1,000,000 is approved for FY 02, out
of a total of $2,500,000 for Well #7. Another
$560,000 is approved for Parallel Well Field
Collection Line, and $1,800,000 for the Rock
Prairie Road water extension. Also included is
$3,200,000 of $4.28 million project to provide
water service to the west side of the City, as well
as enhance water service in the Northgate area.
In addition to projects that will expand the water
services delivery ability, the CIP also includes
several rehabilitation projects. In FY02,
$628,000 is approved to complete Phases Four
and Five of the Eastgate water rehabilitation
project.
Other projects currently underway and scheduled
to continue are the water utility relocation
necessary for the expansion of Texas Ave from
Dominick to Harvey Mitchell Parkway, the
completion of Phase I of Parallel Water
Transmission project, and the Reclaim
Water/Irrigation Program.
The preceding graph illustrates an increase in
the daily average water demand since 1997.
Wastewater - Operations $2,971,200
Effective sanitary sewer collection and treatment is
essential to public health in an urban environment.
Over the last several decades, the standards have
increased for this infrastructure. The past
upgrades to the Carter Creek Wastewater
Treatment Plant were directly related to those
changing standards. As the system continues to
grow, additional capital is needed for line
extensions. The existing system will have to be
maintained with line replacements and plant
enhancements and expansions. Wastewater
services are provided as an enterprise function
with service related fees paying for the cost of
service.
The approved budget includes $54,550 in
recommended service level adjustments, including
$25,300 for two additional full time operators (for
the duration of six months), due to the expansion
Daily Average Water Demand
0.0
2.0
4.0
6.0
8.0
10.0
12.0
97 98 99 00 01 est.Mil. Gallons/DayIncidents Dispatched
0
1000
2000
3000
FY 1998 FY 1999 FY 2000
EMS
FIRE
of the Lick Creek Wastewater Treatment Plant;
and $29,250 to upgrade network server
hardware.
The chart above shows the daily annual
wastewater flow in millions of gallons.
Wastewater - CIP $2,835,694
The Wastewater CIP approved budget for FY 02
includes funds for both collection and treatment
projects. $2,853,000 is approved for completion
of Northeast Trunk Expansion project, and
$650,000 for the West Side Sewer Service
project. Funding is also approved for the
following rehabilitation projects: Collection System
($285,000) and Hensel Park improvements
($350,000). The approved CIP budget includes
$483,694 to complete the rebuild and expansion
of the Lick Creek Wastewater Treatment Plant in
order to maintain adequate sewer capacity as
development occurs in College Station. $232,000
is approved for sludge handling projects. These
Wastewater projects will result in rate increases of
7% in FY 02 and of 7%.
Other Wastewater Collection projects underway
include $1,245,000 for phase five for Eastgate
residential system rehabilitation.
Sanitation $3,950,806
Sanitation is provided as an enterprise service
with service fees that are intended to cover the
cost of service. The Sanitation Division in College
Station provides a number of services to meet
local needs and desires in providing collection of
municipal solid waste. These include providing
residential containers, curbside recycling, brush
and grass clipping collection, street sweeping and
the removal of virtually any waste that may be
disposed of in the local landfill or through
composting. Commercial service is also a self
supporting service provided to local businesses.
The Commercial service provides collection in
small and large plastic containers serviced with
side load automated collection equipment.
Customers with greater volumes can use roll off
containers that hold a larger capacity and are
serviced by front load collection equipment.
The approved Sanitation budget includes two
Service Level Adjustments totaling $254,660.
The first SLA will provide $247,560 for an
additional commercial route manager and front-
end loading cab and chassis. This additional route
is needed due to the continued growth of College
Station’s business areas. The second SLA will
provide funds ($7,100) for the implementation of
a recycling rewards program, also known as
“Cash for Trash”. The program will consist of a
monthly cash award of $250, based on
participation, to a resident on a randomly selected
street and is designed to encourage recycling in
College Station. A commercial rate increase is
being approved as a result of the additional
commercial route being approved.
The above graph illustrates the increasing volumes,
in tons, of refuse collected and disposed of by the
Sanitation Division.
Drainage - Operations $351,341
Drainage issues have been critical in the last
several years in College Station. Drainage issues
can impact both health and public safety, as well
as Transportation and Mobility issues. The
Drainage service level provides a drainage
maintenance program that keeps the storm
carrying capacity of the system adequate in
College Station. Mowing of rights of way and
creek cleaning are the primary ways this service
level is provided.
Drainage Operations proposes only one SLA.
This SLA will shift the expenditures from the
General Fund to the Drainage Utility Fund. The
division will add an “enhanced maintenance and
construction section” and take more responsibility
for completion of drainage related CIP projects.
REFUSE COLLECTED
5,000
10,00015,000
20,000
25,00030,000
35,000
99 00 01 Est 02 PropTons (thousands) RESIDENTIAL COMMERCIAL
Average Daily Wastewater Flow
0.0
2.0
4.0
6.0
8.0
94 95 96 97 98 99 est.Millons of Gallons
Drainage Utility CIP $1,415,000
Drainage capital projects are funded through a
drainage utility fee. Significant drainage utility
projects.
Drainage projects already underway are
approved for next year include Greensways
projects ($785,000). These projects are designed
to improve the drainage system in College
Station. construction of two Bee Creek projects
and Phases IV and V of Bee Creek, totaling
$2,854,616.
Other Health & Public Safety
Expenditures $113,498
The Health Department provides health services
to the citizens of Brazos County. These services
include restaurant inspection and health approved
FY 02 Health Department budget is $113,498.
2001 Operational Improvements
BVSWMA found a way to cut costs and improve
the satisfaction level with streets in College
Station. Working with Street Maintenance,
they use a new process which diverts debris
(rocks, brick and mortar) from the working face,
and utilizes this material in road construction.
Brazos Valley Solid Waste $4,765,056
Management Agency
The Brazos Valley Solid Waste Management
Agency (BVSWMA) is a cooperative arrangement
between the Cities of College Station and Bryan
to provide solid waste disposal service. BVSWMA
is responsible for running the landfill, developing
and implementing alternative disposal programs
for waste that cannot be placed into the current
landfill site, and providing for long-term disposal
for the two cities and other customers of the
agency.
One SLA totaling $463,255 is approved for
BVSWMA’s FY02 budget. These funds will be
used for the design, construction and quality
assurance testing of approximately 900 linear
feet of embankment that will constitute the
southern sidewall of the proposed landfill
expansion area. This SLA will provide the
resources to comply with current TNRCC Solid
Waste regulations regarding solid waste disposal.
The following pages of this section detail the
service levels and performance measures for
the operating divisions in the Safe, Secure,
and Healthy Environment Vision Statement.
Also included are the budget and position
summaries for each of the divisions.
POLICE DEPARTMENT
ADMINISTRATION
Description & Budget Explanation
The Administration Division is responsible for the administrative support of all divisions in the Police
Department.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $373,899 $392,518 $575,966 $651,098
Position Summary 6 6 8 9
*One sworn position has been moved to Uniform Patrol and the technical coordinator position
has been moved from Communication.
Program Name: Administration
Service Level: To ensure that Departmental programs and activities are in line with the
department mission statement and accomplished within budgetary limitations.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Ensure other divisions within
the Police Department meet their
performance measures.80%92%85%85%
Efficiency
-The Department stays within
budget overall.100%100%100%100%
Output
-Percent of chapters of policy
revised annually.100%100%100%100%
POLICE DEPARTMENT
UNIFORM PATROL
Description & Budget Explanation:
The Uniform Patrol Division is responsible for providing police patrol and traffic enforcement duties.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $3,475,727 $3,435,417 $3,805,020 $3,978,420
Position Summary 63 66.5 67.5 67.5
Program Name: Uniform Patrol
Service Level: Provide timely initial police services on a 24 hour basis incorporating a community
policing philosophy with an emphasis on problem solving.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of time Patrol Officers' time that is:
Proactive 40%28%45%50%
Reactive 60%72%55%50%
Efficiency
-Average response time on high
priority calls.5.87 mins 6.16 mins 6.00 mins 6.00 mins
-Average response time on low
priority calls.14.18 mins 16.68 mins 15.90 mins 16.00 mins
-Percentage of total accidents
that are alcohol related.2.89%3.21%3.00%2.90%
Output
-No. of high priority calls handled.5,117 5,025 5,250 5,420
-No. of low priority calls handled.42,545 45,434 45,550 46,150
-Total number of calls handled.47,662 50,459 50,800 51,570
-No. of DWI arrests.422 430 375 360
-No. of DUI arrests.144 90 50 60
-No. of problems addressed.164 139 130 125
-No. of problems resolved.78 70 65 60
*Reactive and proactive time was adjusted to reflect fiscal year 2000 time which was 28% for proactive and
72% for reactive.
**Response times were adjusted to reflect fiscal year 2000 response times of 6.16 minutes for high priority
calls and 16.68 minutes for low priority calls.
Program Name: Special Enforcement Section
Service Level: Provide traffic safety services.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-No. of injuries at high accidents locations.244 323 375 350
Output
-No. of enforcement actions for
high accident locations.1,041 1,648 3,250 3,375
-No. of directed traffic patrols
performed.185 112 110 100
POLICE DEPARTMENT
CRIMINAL INVESTIGATION
Description & Budget Explanation:
The Criminal Investigation Division is responsible for investigation of serious criminal offenses,
provide victim, witness, and suspect interviews, monitor criminal gang activity, and provide narcotic
substance investigations.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $940,648 $925,621 $974,957 $903,029
Position Summary 18 17 15 14
*One sworn position has been moved to Professional Services.
Program Name: Criminal Investigations
Service Level:To provide efficient assignment and investigation of serious criminal offenses
within a reasonable amount of time. Ensure that victims of assigned criminal
offenses be contacted within 10 days of assignment. To provide effective
investigations to clear maximum number of offenses with the resources
available.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-% satisfied on customer survey.91%92%90%90%
-% cleared on follow-up cases.74%78%75%75%
-Percent cleared by arrest.39%50%45%45%
Efficiency
-75% of assigned cases will be
disposed of within 30 days.N/A 79%75%N/A
-70% of assigned cases cleared.N/A 78%79%80%
-45% of cleared cases will be by arrest.N/A 50%45%45%
Output
-No. of assigned cases.2,010 2,041 1,900 2,000
-No. of cases cleared.1,491 1,601 1,500 1,600
-No. of cases cleared by arrest.778 799 650 700
*Survey will be conducted later in the year
POLICE DEPARTMENT
PROFESSIONAL STANDARDS
Description & Budget Explanation:
The Professional Standards Division recruits, selects and trains sworn and civilian employees.
Additionally, the Division provides continuing training to employees and is responsible for the
Management of the Accreditation Process.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $236,691 $242,442 $277,156 $311,130
Position Summary 3 3 4 4
*One position was moved from CID.
Program Name: Recruiting & Training
Service Level: To provide continuing education and training for the enhancement of the
professional skills of current employees.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percentage of sworn employees
that receive an average of 80
hours of in-service training each.100%100%100%100%
Efficiency
-Average number of training hours provided
per employee, including part-time
employees and FTO Program.130 130 130 80*
Output
-No. of in-house training hours.8,629 6,627 9,000 9,000
-No. of outside training hours.7,685 3,391 8,000 8,000
POLICE DEPARTMENT
QUARTERMASTER
Description & Budget Explanation:
The Quartermaster Division is responsible for equipment, supplies, and maintenance purchased for
the Police Department. The duties include the ordering and dispersal of supply and equipment
items for use by all Department employees, and coordinating repairs for all the Department's
facility and fleet needs.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $280,330 $822,618 $835,353 $749,295
Position Summary 0 1 1 1
Program Name: Quartermaster
Service Level: Provide equipment, supplies and maintenance for the Department.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-% satisfied on employee survey.95%95%N/A 95%
Efficiency
-% of Supply requests filled within
5 working days.81%95%95%95%
Output
-No. of supply requests filled
within 5 working days.502 759 750 750
*Survey will be conducted later in the year.
POLICE DEPARTMENT
COMMUNICATIONS/JAIL
Description & Budget Explanation:
The Communications/Jail Division is responsible for police communications and dispatch, provides
safe and secure detention operations, and provides report taking capabilities for low priority calls.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $901,699 $905,978 $1,088,353 $1,142,503
Position Summary 26 27 27 27
Program Name: Public Safety Communications
Service Level: Processing of Police, Fire, and EMS calls for service.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-% satisfied on Citizen Survey.75%92%90%90%
Efficiency
-Percent of priority 1 police calls
dispatched within 3 minutes.96%98%98%98%
-Percent of priority 1 fire calls
dispatched within 1 minute.96%97%98%98%
Output
-Phone calls processed monthly.20,369 25,326 24,750 25,250
-Phone calls processed monthly
(8am-5pm).9,999 12,462 12,500 12,750
-911 phone calls monthly 975 1,210 1,234 1,260
-Total phone incidents monthly.8,032 8,397 8,565 8,736
-Total fire incidents monthly.354 344 350 360
*Survey will be conducted later in the year
Program Name: Jail
Service Level: Processing of prisoners allowing patrol officers to reduce transport and processing.
time of prisoners; keeping an officer in service by taking low priority calls for
service over the phone or in person.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Length of time to process arestees.30 mins 30 mins 30 mins 30 mins
Efficiency
-Percent of priority 4 calls handled
by PSO's.7%6%6%6%
Output
-No. of reports taken by PSO's monthly.177 166 170 170
-No. of prisoners processed monthly.580 569 570 570
POLICE DEPARTMENT
SPECIAL SERVICES
Description & Budget Explanation:
The Special Services Division is responsible for coordination of the Tech-Prep Criminal Justice
Program at A&M Consolidated High School. The Division is also responsible for a number of
programs that involve the community, and the public school system, in crime prevention education
for our children.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $467,019 $480,036 $624,510 $721,906
Position Summary 8 9 10 11
Program Name: Tech-Prep Criminal Justice Program
Service Level: Coordinate the Tech-Prep Criminal Justice Program at A&M Consolidated High
School while establishing positive relationships with students, faculty, staff and
interviewing At-Risk Students.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Annual faculty and staff survey approval
rate.93%95%95%95%
Efficiency
-Percentage of students enrolled receiving
a passing (70%) grade.N/A 95%95%95%
Output
-No. of students in Tech-Prep Criminal
Justice Courses.182 288 350 350
-No. of at-risk students helped with
mentoring sessions.644 686 800 800
*Annual survey conducted in May.
Program Name: Drug Resistance Education (DARE)
Service Level: To provide a quality D.A.R.E. program to students in selected grades in the
CSISD system, for the purpose of educating students of the consequences of
substance use and abuse.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Annual faculty and staff survey approval
rate.96%95%95%95%
Efficiency
-Percentage of students in 5th grade
D.A.R.E. program that scored at least 70%
on final written exam.99%99%91%95%
Output
-No. of students taught in the 5th Grade
curriculum.515 575 N/A N/A
*Annual survey will be conducted in May.
Program Name : Animal Control
Service Level: To provide adequate and professional animal control services to the citizens and
visitors to the City of College Station.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of citizens satisfied with service.76%74%80%80%
Efficiency
-Percent of on-duty, animal calls responded
to within 15 minutes.81%74%75%75%
Output
-Calls for service per year.3,852 3,026 3,400 3,600
-No. of animals handled per year.2,239 1,545 1,400 1,600
*Annual satisfaction survey will be conducted later in the year.
POLICE DEPARTMENT
INFORMATION SERVICES
Description & Budget Services
The Information Services Division is responsible for processing and maintaining police records and
evidence.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $282,577 $309,424 $353,928 $389,730
Position Summary 8 8 9 9
Program Name: Information Services
Service Level: Process and maintain accurate police records and evidence and provide for the
effective and efficient retrieval, distribution, and storage of departmental records
and evidence so that information requested by other divisions of the department,
prosecutors, and the citizens is readily available.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on annual customer
survey.97%97%95%95%
-Percent of time that all incoming records/
evidence are processed correctly.99%98%98%98%
Efficiency
-Percent of time reports and supplements
received by 9 a.m. are processed by 3 p.m.85%82%95%95%
-Percent of time all citations are processed
by 5 p.m. the day following the citation.85%80%95%95%
-No. of evidence/property items disposed
during measured month.136 229 210 210
Output
-No. of reports processed annually.13,920 13,860 13,127 13,500
-No. of Record Technicians used to process
reports.3.5 3.63 4 4
-No of citations processed annually.35,704 40,540 45,807 46,000
-No. of Record Technicians used to process
citations.1 1 1 1
-No. of evidence/property items processed
annually.4,552 5,751 5,059 5,200
-No. of evidence/property items disposed
annually.1,628 2,682 5,531 2,160
*Survey will be conducted later in the year.
FIRE DEPARTMENT
ADMINISTRATION
Description & Budget Explanation:
This is the administration and training function of the Fire Department. General administrative
support is provided to the department. Requests for service by citizens and Fire Department
employees are also handled in this area.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $286,652 $303,148 $304,349 $414,427
Position Summary 4 3.5 5 5
Program Name: Administration
Service Level: Provide comprehensive planning, operational oversight, and budget preparation
and monitoring services to the Fire Department.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Compliance of adopted state and federal
regulations by CSFD within 180 days of
implementation.N/A 90%90%90%
-Insurance Service Office rating.N/A 3 3 3
Efficiency
-Percent of staff time devoted to research,
compliance, and implementation of federal
and state regulations.N/A 40%25%25%
Output
-No. of federal and state regulations adopted
within 180 days of implementation.N/A 2 2 2
-No. of federal and state regulations which
CSFD is in compliance within 180 days
of implementation.N/A 2 2 2
-Percent of policies and procedures reviewed
annually.N/A 95%90%90%
-Monthly evaluation of budgetary reports with
identifiable problems being corrected within
45 days.N/A 90%90%90%
Service Level: Provide necessary support services and information to internal and external customers.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of EMS reports entered into the
billing system within 48 hours of reception
of reports.N/A 95%85%85%
-Approval percent on citizen satisfaction
survey.N/A 94%90%90%
-% of purchase orders and invoices entered
in the system in the weeks received.N/A 92%90%90%
-% of time payroll data are entered into
the system accurately.N/A 98%95%95%
-Percent of time citizen inquiries/complaints
are resolved within 72 hours.N/A 93%90%90%
Efficiency
-Percent of staff time devoted to entry of N/A 80%80%80%
EMS reports in the billing system.
-Percent of staff time devoted to the entry of
accounting and purchasing invoices N/A 75%75%75%
-Percent of staff time devoted to the entry of
Prevention Inspections**N/A 30%45%45%
Output
-No. of EMS reports entered into the billing
system.N/A 1,568 1,700 1,750
-No. of purchase orders and invoices,
correspondence entered.N/A 9,411 10,200 10,200
-No. of citizen inquiries/complaints
responded to by the d+B564epartment.N/A 3,800 5,200 6,000
*Impact of responsibility for Emergency Management on available support staff time unknown
**Impact of implementation of procurement card program on number of accounting entries unknown
FIRE DEPARTMENT
FIRE SUPPRESSION
Description & Budget Explanation:
The Operations Division provides emergency response to fire and hazardous materials incidents.
Safety surveys of structures in the community are also performed by this function to help ensure
that fire protection systems will work properly during an emergency. Automatic and mutual aid
agreements with neighboring entities allows more integrated fire and hazardous materials response
to the community. EMS operations were previously accounted for by this cost center but are
assigned a separate division in FY 00 for increased tracking capabilities.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $4,184,357 $2,838,797 $3,119,576 $3,679,918
Position Summary 47 47 50 54
Program Name: Fire Department Suppression
Service Level: Provide prompt, effective, and efficient response and mitigation for fire, rescue,
and Haz-Mat emergencies.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of response time, which consists of
dispatch to first arriving unit on scene
(Response time consist of dispatch time*,
turnout time, and drive time)
>6 N/A 31%42%43%
<6 N/A 69%58%57%
<5 N/A 47%38%37%
<4 N/A 24%20%19%
<3 N/A 7%6%6%
-Percent of time fire damage is confined to
the room/structure of origin.N/A 98%98%98%
-Percent of time fire fighting agent is applied within
6 mins of first fire unit arrival on scene.N/A 35%35%35%
-Percent of time a stop loss*** on Haz-Mat
incidents are achieved within 1 hour of on
scene time.N/A 98%98%98%
Efficiency
-Percent of funds for billable time and
expendables recouped on Haz-Mat
responses.****N/A 5%75%75%
Output
-Total number of unit responses.N/A 2,249 2,146 2,250
-Total number of incidents.N/A 1,607 1,550 1,600
*Dispatch time is tracked in Police Department's Communication Service Level
**Extrication is the removal of all victims from vehicles involved in an accident
***Stop loss is the point in time in which the spread of a material has been contained
****Response times have been negatively influenced by two major factors (1)The Spreading
population base is further from our stations (2)Problems with the MDT automated status system
Service Level: Provide services which enhance the survivability of citizens, visitors and
emergency response personnel in our community during fires and other
emergencies.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Output
-Total no. of station tours.N/A 131 55 125
-Percent of pre-scheduled station tours.N/A 49%65%65%
-Percent of "walk-in" station tours.N/A 51%35%35%
-Total no. of station tour visitors.N/A 1036 600 600
-Staff hours committed to station tours.N/A 199 200 200
-Total no. of public education appearances.N/A 73 75 75
-Staff hours committed to public education
appearances.N/A 346 500 500
-Total no. of EMS riders.N/A 100 100 300
-% of EMS riders who are city employees.N/A 73%50%30%
-% of EMS riders who are EMS trainees.N/A 100%98%98%
-Total hours committed by EMS riders.N/A 3906 2500 4000
***These performance measures are new for FY 02
Program Name: Training
Service Level: Coordinate training, testing, and support necessary to provide prompt, effective
and efficient response and mitigation for fire, rescue and Haz-Mat emergencies.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Required/actual continuing education hours:
Fire N/A 1280/4696 1200/2000 1200/2000
ARFF (Aircraft Rescue Fire Fighting)N/A 558 140/500 140/500
Haz-Mat (Hazardous Materials)N/A 909 500/600 500/600
-No. of required/actual certifications
maintained.N/A 165/200 161/200 160/215
Efficiency
-Cost per internal/external training hour.N/A $1.66/$3.92 8.16/11.22 8.25/11.40
Output
-No. of TXFIRS reports generated by CSFD.N/A 4130 4000 4000
-No. of total fire training hours.N/A 6163 4000 4000
*Texas Fire Incident Reporting System
**Standard Operating Procedures
***Computer program problems have slowed this program
FIRE DEPARTMENT
FIRE PREVENTION/COMMUNITY ENHANCEMENT
Description & Budget Explanation:
The Fire Prevention/Community Enhancement Division does a number of things related to safety to
prevent fires as well as investigative services to determine the cause and origin of fires. Also
included in this function is the maintenance and enforcement of city ordinances relating to zoning,
sanitation, drainage, nuisance abatement and parking related violations. Fire Prevention is involved
in the development process through the inspection of new buildings to ensure compliance with the
fire code. Public safety and education programs are provided to the citizens of College Station.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $408,159 $463,292 $587,155 $629,521
Position Summary 9 10 10 10
Program Name: Fire Prevention
Service Level: Provide prompt and thorough system acceptance tests and conduct building
fire safety inspections to ensure code compliance.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of surveyed customers rating the fire
new inspection service good to very good.98%98%98%98%
-Percent of time acceptance tests are
conducted within 1 working day of requests.100%90%95%95%
-Percent of time new business final inspections
are held within one working day of requests.100%95%95%95%
Efficiency
-Time per inspection.1 hour 1 hour I hour 1 hour
-No. of inspections per month per officer.41 32 30 35
-Staff time cost per inspection.$19 $22 $22 $24
-Per capita operating expenditures (for all Fire
Prevention/Code Enforcement activities).*$6.17 $6.97 $8.59 $8.44
Output
-No. of visits per construction-renovation sites.3 per week 2 per week 2 per week 2 per week
-Total # of construction-renovation sites.N/A 747 750 1,000
-No. of systems tests conducted per year.128 100 160 165
-No. of fire safety inspections of businesses.973 777 1,000 1,200
-Major violation follow-up time.1 day 1 day 1 day 1 day
-Minor violation follow-up time.3 days 1 day 3 days 3 days
Service Level: Determine fire cause and origin of all fires responses and location by occupancy
of fire injuries/deaths.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of time fire cause and origin are
determined when an investigator is called.99%98%98%98%
-Haz-Mat and fire code compliance cases
initiated within 24 hours.N/A 100%100%100%
Efficiency
-Avg. time spent per fire investigation 5 hours 4 hours 3 hours 3 hours
Service Level: Provide public safety education programs.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of class participants satisfied or
very satisfied with public safety education
programs.99%98%98%98%
Efficiency
-Avg. time per class.1 hour 1 hour 1 hour 1 hour
-Avg. cost per student for fire safety training.$1.90 $1.00 $1.10 $1.10
Output
-No. of participants in fire safety classes.*3,614 13,747 13,000 14,000
-No. of fire safety/code compliance classes.50 151 204 200
*Public Education Position was vacant for five months
Program Name: Community Enhancement (Code Enforcement)
Service Level: Ensure a healthy and safe community through the timely, proactive, and reactive
enforcement of property standards, codes and ordinances.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of staff time spent on proactive code
enforcement.58%30%30%30%
-Percent of calls investigated within 48 hours
of call.95%90%95%95%
-Percent of cases resolved within 90 days.99%98%98%99%
-Percent of cases resolved by voluntary
compliance.98%97%98%98%
-% of cases requiring administrative action.2%3%2%2%
Efficiency
-No. of cases resolved per code employee.3676 3210 2000 2400
-Cost per parking contract.**$2.20 $1.70 N/A N/A
-Cost per enforcement of parking violations.$2.10 $2.00 $1.30 $1.30
Output
-Total no. of community enhancement cases.7,352 9,224 8,000 9,200
-No. of premise* cases resolved.3,848 6,375 6,000 6,800
-No. of proactive cases (including PITY).4,300 5,892 3,500 4,700
-No. of cases taking 90 days or more.42 102 100 100
-3,700 6,142 7,500 7,500
-No. of cases requiring administrative action.148 233 200 200
-No. of Weeds & Grass cases.2,314 2,330 2,100 2,100
-No. of Open storage cases.N/A N/A N/A 1,200
-No. of sanitation related cases.433 1,397 1,000 1,200
-No. of Junk/abandoned vehicle cases.445 557 300 300
-No. of landscape and land-use zoning cases.973 47 200 200
-No. of signs-handbills zoning cases.N/A 2,651 3,000 3,000
-No. of PITY (parking in the yard) cases.51 128 200 200
-No. of other code enforcement cases.1,347 641 1,000 1,000
-No. of public information contacts.1,840 3,255 3,000 4,000
-Patrol fire lanes (days per week).6 6 6 6
-No. of parking citations per year.26,790 N/A N/A 12,000
*Premise cases are nuisance issues like weeds and grass, junk vehicles, and litter. They also include zoning,
sanitation and drainage ordinances.
**Information no longer collected
No. of cases resolved by voluntary compliance.
FIRE DEPARTMENT
EMERGENCY MEDICAL SERVICE
Description & Budget Explanation:
The Emergency Medical Service division provides emergency response to medically related
emergency calls for assistance. Automatic and mutual aid agreements with neighboring entities
allows more integrated EMS response to the community. EMS operations were previously
accounted for by the Fire Suppression Division but is assigned a separate division in FY 00 to
promote increased management capabilities of this critical service.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary N/A $1,524,073 $1,741,546 $1,894,189
Position Summary N/A 29 31 31
Program Name: Emergency Medical Services
Service Level: Provide timely response, prompt patient assessment, quality treatment, and
transport.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of ALS response time, which consists
of dispatch to first arriving unit on scene
(Response time consist of dispatch time*,
turnout time, and drive time)
>6 N/A 38%33%34%
<6 N/A 62%67%66%
<5 N/A 42%46%45%
<4 N/A 23%25%24%
<3 N/A 7%7%6%
-Percent of time patient's condition remained
the same or improved during transport.N/A 98%98%98%
Output
-No. of ALS/BLS responses.**N/A 969/2003 970/525 980/530
-Total no. of unit responses.N/A 4,556 4,326 4,568
-Total no. of incidents.N/A 2,495 2,550 2,554
*Dispatch time is tracked in Police Department's Communication Service Level.
**Advanced life support (ALS) treatment including the administration of medications,
defibrillation/cardioversion (electric shocks to the heart), intravenous (IV) fluid therapy, advanced airway
management, such as incubation, and blood pressure control with MAST (military anti-shock trousers).
Basic life support (BLS) treatment including CPR, splitting, bandaging, spinal immobilization, and oxygen
therapy.
***These numbers cannot be separated by MIS at this time.
Service Level: Coordinate training, medical direction, and support necessary to provide timely
response, prompt patient assessment, quality treatment and transport.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Required/actual continuing education hours:
EMT-Basic N/A 20/22 20/20 20/20
EMT-Intermediate N/A 30/22 30/30 30/30
EMT-Paramedic N/A 40/22 40/40 40/40
-Percent of EMS patient reports reviewed for
completeness, protocol compliance and
safety adherence.N/A 70%75%85%
-No. of required/actual certifications
maintained.N/A 193/227 193/227 193/227
Efficiency
-Cost per internal/external training hour.N/A $7.43/$2.86 10.00/29.50 11.00/30.00
Output
-No. of EMS patient reports generated by
CSFD.N/A 2,975 3,000 3,000
-No. of EMS training hours.N/A 8,240 6,070 5,000
*These numbers represent the total cost including salary/benefits
WATER FUND
WATER OPERATIONS
Description & Budget Explanation:
The Water Operations Division is responsible for the supply and delivery of water.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $2,792,185 $3,526,296 $3,229,896 $3,899,945
Revenue Summary $7,966,360 $9,809,773 $9,044,500 $9,176,300
Position Summary 30.5 32.5 31 31
Program Name: Water Production
Service Level: Provide and economical water supply in adequate quantities to meet or exceed
demand.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Maintain avg. costs (within +/- 10%
of .50/1000 gal).$0.35 $0.44 $0.44 $0.45
Efficiency
-Operations and Maintenance Cost/1000 gal.$0.13 $0.38 $0.35 $0.32
Output
-Maximum production capacity (MGD).18 18 20 24
-Daily avg. demand (MGD),9.15 10.75 10.5 11.03
-Maximum peak demand (MGD).17.6 20.82 21.9 22.9
-Annual system demand (Billion gallons).3.34 3.924 4 4.2
Program Name: Water Distribution
Service Level: Provide a superior water system reliability through a program of distribution
accountability that will ensure unaccounted water will be 10% or less annually as
recommend by the American Water Works Association.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of unaccounted water (industry avg.
of unaccounted water 10.1%)8.6%10.8%10.0%10.0%
Efficiency
-Cost per meter repair.$44 $103 $50 $55
-Cost per meter replacement.$70 $81 $100 $125
-Cost per water main leak repair.$468 $926 $525 $550
-Cost per service line repair.N/A $285 $252 $260
-Cost per water tap.$201 $225 $260 $260
-Cost per hydrant maintenance.N/A $28 $28 $28
-Cost per hydrant replacement.N/A $2,140 $2,000 $2,140
-Cost per valve maintenance.N/A $20 $20 $20
-Cost per valve repair/replacement.N/A $284 $740 $750
Output
-No. of meter repairs.136 164 100 100
-No. of meter replacement.622 341 650 700
-No. of water main repairs.105 165 180 180
-No. of service line repairs.N/A 114 135 135
-No. of water taps.N/A 185 350 350
-No. of hydrants maintained.N/A 330 330 330
-No. of hydrants replaced.N/A 75 75 75
-No. of valves maintained.N/A 1000 1000 1000
-No. of valves repaired/replaced.N/A 70 50 70
WASTEWATER FUND
WASTEWATER OPERATIONS
Description & Budget Explanation:
The Wastewater Operations Division is responsible for the collection and treatment of wastewater in
the City.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $2,424,122 $2,856,228 $2,812,895 $2,971,200
Revenue Summary $6,878,576 $7,402,301 $7,135,040 $7,349,000
Position Summary 36 34 36 38
Program Name: Wastewater Treatment
Service Level: Provide safe and effective wastewater treatment while maintaining compliance
with all State and Federal regulations regarding wastewater treatment and OSHA
safety requirements.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Maintain avg. costs (within +/- 10% of
.70/1000 gal).$0.79 $0.92 $0.81 $0.85
Efficiency
-Operations and maintenance costs/1000 gal.$0.46 $0.54 $0.47 $0.49
Output
-Maximum treatment capacity (MGD).10 10 10 10
-Daily avg. flow (MGD).5.5 5.8 5.9 6.5
-Maximum peak flow (MGD).13.6 7.5 17.5 11.1
-Annual system flow (Billions).2 2.11 2.13 2.14
Program Name: Wastewater Collection
Service Level: Provide a safe and cost effective method of collecting and transporting wastewater
to insure a healthy and safe environment.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Maintain avg. costs (within +/- 10%
.40/1000gal).$0.31 $0.31 $0.35 $0.35
Efficiency
-Cost per collection line repair.$669 $1,130 $680 $800
-Cost per collection line TV inspection.$110 $149 $450 $450
-Cost per collection line HV cleaning.$53 $216 $200 $225
-Cost per service line repair.$224 $286 $381 $400
-Cost per man hole repair.$122 $254 $250 $260
-Cost per collection line tap.$201 $200 $275 $275
Output
-No. of collection line repairs.32 20 35 35
-No. of collection line TV inspections.254 319 350 350
-No. of collection line HV cleanings.328 152 150 200
-No. of service line repairs.59 58 60 60
-No. of man hole repairs.105 14 50 50
-No. of collection line taps.412 506 500 525
PUBLIC WORKS
SANITATION
Description & Budget Explanation:
The Sanitation Division is responsible for the collection of all municipal refuse, recycling and
commercial refuse.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $3,060,941 $3,356,566 $3,711,570 $3,950,806
Revenue Summary $3,748,637 $3,953,915 $4,198,950 $4,324,500
Position Summary 31.5 32.5 34.5 35.5
Program Name: Residential Collection
Service Level: Provide residential solid waste collection to College Station citizens.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of missed collection reports per week.0.12%0.23%0.15%1.00%
Efficiency
-No. of labor hours per ton of household
garbage.0.57 1.42 1.58 1.58
-No. of labor hours per ton of bulky waste.2.74 3.2 4.86 4.86
-No. of labor hours per ton of Clean Green.2.77 5.91 6.46 6.46
-Cost per ton of household garbage.$73.20 $73.28 $77.52 $77.52
-Cost per ton of bulky waste.$124.45 $164.89 $238.32 $238.32
-Cost per ton of Clean Green.$192.96 $305.46 $316.81 $316.82
-Residential monthly rate.$10.50 $10.20 $10.70 $10.70
Output
-No. of household tons collected.8,654 9,371 9,596 9,980
-No. of bulky tons collected.3,787 3,667 3,438 3,576
-No. of Clean Green tons collected.2,252 1,961 1,620 1,685
Program Name: Residential Recycling
Service Level: Provide residential recycling collection to College Station citizens.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of Residential Municipal Solid Waste
(MSW) diverted annually.30.00%23.60%22.00%22.00%
-Participation rate.64.00%50.08%N/A N/A
-Lbs. Collected per household.N/A N/A 14.5 14.5
Efficiency
-Cost per ton, recycling.$265.50 $126.31 $197.55 $197.55
-Revenue per ton, recycling.$16.58 $24.67 $36.67 $36.67
-Net cost per ton, recycling (cost-revenues-
avoided disposal costs).$203 $102 $137 $137
Output
-No. of tons collected, recycling.925 1,129 1,064 1,107
-Avoided landfill costs.$20,350 $43,502 $25,004 $26,004
Program Name: Commercial Collection
Service Level: Provide sanitation to College Station businesses and apartments.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of missed collection reports.0.040%0.076%0.025%1.000%
-Percent of customers satisfied with service.97%N/A N/A N/A
Efficiency
-Labor-hours per ton.0.51 0.80 0.79 1.00
-Cost per ton.$52.66 $41.70 $38.60 $38.60
Output
-No. of tons collected.26,730 30,951 30,634 31,860
PUBLIC WORKS
DRAINAGE MAINTENANCE
Description & Budget Explanation:
The Drainage Maintenance Division is responsible for the care and maintenance of the drainage
ways throughout the City.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $280,392 $281,716 $262,826 $351,341
Position Summary 4 5 5 5
Program Name: Drainage Maintenance
Service Level: Provide a drainage maintenance program that keeps the storm carrying capacity of
the system adequate in College Station.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Cost per capita per year for flood damage to
structures (target not to exceed $2.00).$0 $0 $0 $0
Efficiency
-Cost per mile of right way mowing.$110.00 $111.20 $115.00 $117.30
-Cost per mile of herbicide.$0.56 $0.29 $0.50 $0.51
-Cost per mile of creek cleaning.$70.25 $78.45 $80.00 $82.62
Output
-No. of miles of right way mowing.431.5 428 428.7 436.5
-No. of miles of herbicide.441.5 275.5 429 437.5
-No. of miles of creek cleaned.16.6 18.29 18 18
APPROPRIATIONS – CLEAN ENVIRONMENT
Greenways CIP Projects $785,000
The Greenways CIP projects are included within the
approved Drainage CIP budget. Greenway projects
are intended to purchase land that can be used for
drainage purposes. The additional benefits are
recreational space and the creation of urban natural
habitats. These projects are funded through the
1998 bond authorization.
Strategic Plan 2001-2002
In FY02, the City will continue its commitment to
a clean living environment by proposing the
addition of $30,000 to Develop an Urban Forestry
Program to assist in maintaining air quality
through tree maintenance and forest renewal.
The Public Works Department will also contribute
to the effort by developing a greenways education
program to educate and guide the community on
the acquisition and development of greenways.
Public Works also plans to complete Phase 1 of the
Wolf Pen Creek Lower trails System and begin
design of Phase 2 of the project in FY02.
3.CLEAN ENVIRONMENT THAT ENHANCES AND PROTECTS THE
QUALITY OF LIFE $825,000
As a result of our efforts citizens will live in a clean environment that
enhances and protects the quality of life.
Strategic Plan Summary:
The Clean Environment Vision Statement outlines a desire to enhance the community’s aesthetic value,
pursue a high level of environmental health and safety, and protect our community’s natural resources. The
major strategies in the 2001 Strategic Plan Clean Environment Vision Statement are increased code
enforcement in residential areas, expanded recycling programs, and the implementation of a greenways
system. The strategies emphasize enhancing the quality of life within neighborhoods, preserving open space
and facilitating waste reduction in our community through the inclusion of multi-family units in College
Station’s recycling program.
GREENWAYS
CIP
95%
BRAZOS
BEAUTIFUL
5%
Brazos Beautiful $40,000
Brazos Beautiful is an organization that focuses on a
number of community enhancement efforts, including
beautification and litter reduction, waste minimization
and recycling and public relations and education
related to these issues. The Brazos Beautiful
approved budget in FY02 is $40,000. Of the Brazos
Beautiful allocation, $25,000 is for a specific
beautification project in College Station and $15,000
is approved for the operating budget, this is an
increase of $3,000 from FY 01.
Recycling
The Public Works Department’s Sanitation Division
provides curbside recycling and other waste diversion
services, such as grass and brush clipping collection,
to College Station’s residential customers.
This graph illustrates the tons of residential refuse
diverted from the landfill through curbside
recycling and the Clean and Green program.
Materials diverted from the landfill include
aluminum, glass, plastic, newspaper, and yard
waste.
Code Enforcement
College Station’s code enforcement function is
performed by the Community Action Center, which is
located within the Fire Prevention Division of the Fire
Department. Code compliance is essential to the
health and safety of the residents of College Station.
Compliance with City codes also has the benefit of
creating an inviting, comfortable and aesthetically
pleasing environment for residents of College Station
and the many visitors to our community.
Strategic Plan 2001-2002
In FY01, College Station Police Department
partnered with other local law enforcement
agencies to implement a noise abatement program
aimed at decreasing party related noise. This
year, local police will continue to enforce this
program by notifying the owner or manager of any
property at which enforcement actions were taken.
In an effort to increase proactive code
enforcement City staff will examine the current
ordinances and procedures to identify any areas
that may need updated or revised.
Waste Diverted From Landfill
0
500
1000
1500
99 00 01 Est 02 PropTons
APPROPRIATIONS – CULTURAL ARTS AND RECREATION
Parks and Recreation
Department $6,096,461
The Parks and Recreation Department is
responsible for the park facilities and recreation
programs in College Station. Among the services
provided are athletics, recreation and instruction
programs for youth and adults in activities including
softball, swimming and tennis.
Also provided are programs and special events at
the Wolf Pen Creek Amphitheater and other park
locations throughout the City. The Parks
Department operates a number of special facilities
including 3 City-owned swimming pools and the
CSISD Natatorium.
4. CULTURAL ARTS AND RECREATIONAL OPPORTUNITIES $15,879,474
As a result of our efforts citizens will benefit from being enriched by a
range of cultural arts and recreational opportunities provided through
citywide initiatives and collaborative efforts.
Strategic Plan Summary:
The Cultural Arts and Recreational Opportunities Vision recognizes the need for a diversity of cultural and
recreational opportunities for residents and visitors to College Station; this includes an emphasis on the
creation of a more intergenerational parks and recreational system. The strategies within the Vision
Statement also focus on preserving and enhancing our recreational infrastructure through long-range
comprehensive planning and a review of park maintenance levels, as well as an evaluation of the fee
structure that provides significant revenues used for parks and recreational purposes. The Cultural Arts and
Recreational Opportunities Vision outlines the importance of resident involvement and collaboration among
those involved in efforts to improve parks and recreational opportunities. The Vision calls for more
interaction between the Planning and Zoning Board, the Parks Advisory Board, and the College Station City
Council.
PUBLIC ART
1%
PARKS CIP
9%ARTS
COUNCIL
2%LIBRARY
5%
CONF.
CENTER
24%
WPC TIF
21%
PARKS &
REC
38%
The preceding graph illustrates the revenue
generated by the pools and the leveling off of
attendance due to facility capacity limitations.
The Conference Center is operated to provide
meeting space for organizations. The Lincoln
Center is a community center that provides positive
drug-free programming, and also serves as a
satellite center for social services. The Xtra
Education program provides citizens of all ages the
opportunity to enhance their quality of life through
continuing education.
The preceding graph illustrates the number
Conference Center customers from 1999 to 2002
(approved).
Parks Operations maintain park facilities, including
ballfields and pool sites, through regular mowing
and maintenance. The Forestry Division, through
horticultural and landscaping efforts, ensures that
City property is maintained in an aesthetically
pleasing manner. The City Cemetery is included in
the property maintained by the Forestry Division.
The approved budget includes 8 service level
adjustments totaling $614,409.
The first SLA for $25,000 is for additional
replacement funding of park items in order to help
meet the recently approved parks maintenance
standards.
One of the approved SLAs will contribute to the
Administrative division’s service provision. This SLA
will provide the resources to upgrade a part-time
secretarial position to a fulltime position. This SLA
has no effect on the budget because other line items
were reduced to compensate for the upgrade of this
secretarial position.
The Recreation division has one Service Level
Adjustment, totaling $5,000. These funds will be
used to support a study conducted by the
Eisenhower Leadership Foundation Program for a
Senior Center Feasibility Study to address future
space and facility needs.
Strategic Plan 2001-2002
To ensure that College Station residents have
adequate recreational opportunities in the
future the Parks and Recreation Department has
several projects underway in FY02. The projects
include the development of Veteran's Park and
Athletic Complex, implementation of parks
design standards for intergenerational parks, and
increased park maintenance standards. There is
a approved SLA for $25,000 to continue moving
toward meeting the park maintenance standards.
There is also a approved SLA in the Approved
FY02 budget for $200,000 to be used as
incentives for developers to provide adequate
neighborhood parks.
There are two SLAs pertaining to the Special
Facilities division, totaling $281,255. The first
Service Level Adjustment provides $277,255 for
the renovation of Thomas Pool. These repairs
include plaster, new gutters, new decks, a main
drain, removal of the baby pool, filter cleaning and
some mechanical system repairs, and the cost
associated with stopping current leaks. The second
SLA approved provides $4,000 for the
replacement of the gym floor scrubber in the
Lincoln Center gym.
Forestry has approved one service level adjustment,
for $30,000 that will provide the funding to
develop an Urban Forest Management Plan through
the use of an Urban Forestry Consultant. Parks has
applied for a $10,000 grant from Texas Forestry
Services to help with these costs.
The final SLA, $209,404 will provide funding for
the operations and maintenance of Veteran’s Park.
Six new employees will be used to help oversee and
maintain Veteran’s Park, these employees will be in
Conference Center Attendance
0
20,000
40,000
60,000
80,000
100,000
99 00 01 Est 02 Prop
Pool Attendance vs. Revenue
$200,000
$220,000
$240,000
$260,000
$280,000
99 00 01 02
80,000
90,000
100,000
110,000
120,000
Revenue Attendance
both the Operations and Forestry divisions of the
Parks department.
Parks Xtra Education $78,630
The Parks Xtra Education is a joint effort of the City
of College Station and the College Station
Independent School District to provide community-
based education programs. In FY 01 over 300
classes were offered to residents aged 13 and older.
Parks Capital Projects $1,441,389
Ongoing capital improvement projects include the
Lick Creek development with approved funding of
$398,000, and the Regional Athletic Park
development with approved funding for FY 02 at
$512,000.
The approved CIP budget for parkland dedication is
$493,892 in FY02 and includes $4691 for Zone 1,
$136,560 for Zone 3 (Wolf Pen Creek), $50,000
for Northgate Linear Park, $77,688 for Zone 5,
$54,785 for Zone 6, $117,647 for Zone 7, and
$27,503 for Zone 11. These projects give further
indication of the strong commitment the City has
towards providing a healthy and secure environment
for its citizens.
The Arts Council of Brazos Valley $260,400
The City of College Station provides funding to the
Arts Council of Brazos Valley each year through
proceeds from the Hotel/Motel Occupancy Tax
Fund. The Arts Council uses these funds to offer
the following programs and activities: 1) Texas
Gallery and Store; 2) Art Classes at Art Space; 3)
an Annual Grant Program to provide local non-
profit organizations with financial support for arts-
related projects; 4) Scholarships; 5) Arts Education;
6) Arts & Culture newsletter and 7) Art in Public
Places. The City of College Station works with the
Arts Council through the Parks and Recreation
Director, who serves as the liaison to the
organization.
The Arts Council approved budget for FY 02 is
$260,400. This includes $215,400 for operating
expenses. Funding is also included to continue the
art in public places program, and the arts festival in
Northgate. Funds are also available for the arts
center project.
Public Art $150,500
$150,500 from the General Fund is included in the
approved budget for representative public art in
College Station. $100,000 is approved for a Wolf
Sculpture and fountain for Wolf Pen Creek Park.
An additional $50,000 is included for another
representative piece of art. These items address
the issue of increasing the amount of representative
art in College Station.
Library Operations $784,394
Library services are provided in College Station
through an agreement with the City of Bryan
Library System, allowing a branch of that library to
operate in College Station. The College Station
branch experienced increases in collection size,
circulation and visitors in 2001. The FY 02
approved budget includes a service level adjustment
of $28,000 to cover the cost of the purchase of a
Library self check out unit.
The graph above illustrates a steady rise in
circulation since 1999.
Library Capital Projects $0
The Library Services Task Force conducted a fund
raising campaign in conjunction with opening the
new library. A total of $291,348 was raised.
Approximately $160,000 has been expensed. The
remainder of the funds, $129,948, is included in
the approved FY02 CIP budget for the purchase of
books and miscellaneous library equipment and
furniture.
Convention Center $3,780,000
In the FY 02 approved CIP budget, $3,780,000
will be used for the Convention Center
development. The conference center will be
located on Highway 60 in East College Station.
Wolf Pen Creek TIF District $3,287,700
The Wolf Pen Creek Tax Increment Finance District
generates revenues that can be utilized in the Wolf
Pen Creek District. The FY 02 approved budget
funding is targeted for future Wolf Pen Creek
projects, including Upper trails and Lower trails.
The following pages in this section detail the
service levels and performance measures for
Library Circulation
0
100000
200000
300000
99 00 01 Est 02 Prop
the operating divisions in the Cultural Arts
and Recreation Vision Statement. Also
included are the budget and position
summaries for each of the division.
PARKS AND RECREATION
ADMINISTRATION
Description & Budget Explanation:
The Administration Division serves as a primary customer contact point, provides administrative
support to other Parks and Recreation Divisions and coordinates the City's Emergency
Management program.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $494,425 $544,790 $720,242 $563,139
Position Summary 8 9.5 10 9.5
*This is due to Emergency Management transferring to Fire.
Program Name: Administration
Service Level: Provide departmental administration, customer service, pavilion rentals, program
support, and design and administration for all approved capital projects, and
graphic support.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percentage of CIP projects completed
within budget, specifications, and 90%90%90%90%
allotted time.
-Percentage of all drafting and
graphic assistance requests completed
and prompt.95%95%95%95%
-Percentage satisfied on pavilion
customer survey.N/A *N/A 95%95%
-Percentage of satisfactory
City Council cover sheets.N/A 97%95%95%
-Percentage satisfied on customer survey.100%86%90%90%
Efficiency
-No. of work orders per person (Planning).99 122 70 70
Output
-No. of work orders for assistance completed.297 212 210 210
-No. of CIP projects completed.6 11 11 11
-No. of CIP assistance projects 4 3 2 2
(Landscape design).
-No. of brochures/fliers produced.130 113 115 115
-No. of pavilion rentals administered.398 355 375 400
-No. of cost centers monitored.
-No. of Parks Advisory Board Meetings held.19 15 17 15
-No. of cost centers monitored.22 22 22 **21
-Dollar amount administered in rental
user and deposit fees.$37,175 $32,982 **$48,750 ***$52,000
*Added to Performance Measures for FY 02 **Due to a pavilion rental fee increase for FY 01
***Due to estimates for the fee study that is currently being conducted for FY 02
PARKS AND RECREATION
RECREATION
Description & Budget Explanation:
The Recreation Division has several programs that are all directly related to providing recreational,
leisure and educational programs and opportunities.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $1,220,613 $1,344,576 $1,307,974 $992,083
Revenue Summary $23 $355,304 $242,000 $236,000
Position Summary N/A 23 23 19.5
Program Name: Athletics
Service Level: Provide athletic programs to meet the needs and desires of citizens of all ages,
interest and skill levels; host high quality athletic events that will attract out-of-town
visitors to our community & increase the economic prosperity of the local
community through athletic events that will generate tourist dollars, assist
organizations with planning and conducting athletic events that also attract tourist
and generate economic growth in our community.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey.99%91%95%95%
Efficiency
-No. of adult participants City Leagues.9,787 12,574 9,206 9,000
-No. of youth participants City Leagues.2,347 2,060 2,000 2,000
-No. of participants for hosted tournaments &
serviced events.8,194 21,011 8,500 8,500
Output
-Total revenue.$209,657 $192,201 $210,000 $200,000
-No. non-City league athletic events (regional,
state, and national tournaments, track meets,
swim meets, road races, etc.).18 22 18 22
-No. of assisted non-City league events.13 7 6 6
-No. of hotel room nights generated from non-
City league athletic events hosted.5,550 8,821 10,500 10,500
-No. of hotel room nights generated from non-
City league athletic events serviced/assisted.1,950 480 1,500 1,500
Program Name: Concessions
Service Level: Meet the needs and desires of our customers and enhance our athletic and special
events through the provision of concessions in a cost-effective manner while
meeting all pertinent health regulations.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Score on Texas Dept. of Health Food
Service Establishment Inspection Report.100%94%94%94%
Efficiency
-Percentage of expenditures covered by 100%100%100%100%
revenues.
Output
-Total Concession Revenue.$14,276 $27,299 $20,000 $20,000
Program Name: Senior
Service Level: To meet the needs and desires of the adult and senior populations in our
community through continuing education programs, instructional and leisure
activities that encourage positive mental, physical and social development of
citizens.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percentage of satisfied customers on survey.99%N/A 98%98%
Efficiency
-Total No. of Senior Citizen Activities Offered.N/A 26 30 35
Output
-Total Number of Senior Citizens Served.N/A 950 600 600
Program Name: Programs and Special Events
Service Levels: Provide a variety of special events for the enjoyment of local citizens, and sponsor,
co-sponsor and facilitate special events that will enhance local tourism, promote
community pride, increase business revenues and increase hotel/motel sales tax
revenues. Finally, provide and assist with programs that enhance the arts through
encouragement, promotion, improvement, and application of the arts, including,
but not limited to instrumental & vocal music, dance, drama, and other arts related,
to the presentation, performance, execution and exhibition of these major art
forms.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percentage satisfied on customer survey.N/A N/A N/A N/A
Efficiency
-No. of participants at WPC events.24,900 26,420 23,000 30,000
-No. of participants, non WPC events.160,730 133,037 135,000 135,000
Output
-Total programs and special events revenue.N/A $11,688 $12,000 $16,000
-No. of events at WPC amphitheater.17 11 18 22
-No. of City programs offered (non WPC).N/A 5 8 8
-No. of assisted non city programs/events.N/A 0 5 5
*Since there was no traffic counter utilized during the Christmas in the Park program, any participation
number used for 'drive through' traffic would be an estimate
PARKS AND RECREATION
SPECIAL FACILITIES
Description & Budget Explanation:
The Special Facilities Division operates the pools, the Conference Center, and Lincoln Center.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $1,068,604 $1,165,818 $1,336,511 $1,871,955
Revenue Summary N/A $381,836 $495,500 $528,000
Position Summary (FTEs)34 34 34.5 38.5
Program Name: Instruction
Service Level: To meet the needs and desires of the youth, adult and senior populations in our
community through continuing education programs, instructional and leisure
activities that encourage positive mental physical and social development of
citizens
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percentage of satisfied customers on survey.99%98%98%98%
Efficiency
-Total No. of Instructional Classes Offered.N/A 302 350 325
-Total No. of X-tra Ed. Classes Offered.N/A 362 300 300
Output
-Revenues from Instructional activities (excl.
Xtra Ed.).95154 $107,701 $85,000 $108,000
-Total number of Instructional participants.3,987 2,912 3,000 3,000
-Total number of Xtra Ed Participants.2,447 2,781 2,000 2,000
Program Name: Aquatics
Service Level: Provide public operation of three city-owned pools and one school-owned pool
that are clean, safe and attractive.
Performance Measure:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey.99%99%98%98%
Efficiency
-Percentage of expenditures covered by
revenues.41%43%39%40%
-Average cost per day of operation.$1,701 $1,874 N/A N/A
-Average cost per participant.$5.54 $5.25 $5.66 $5.70
Output
-Revenue.$223,772 $257,054 $255,000 $258,000
-No. of customers.98,958 114,319 99,500 117,000
-Days 1 or more pools are open.322 320 322 320
*Discontinued due to seasonal sensitivity of measure
Program Name: Conference Center
Service Level: Provide satisfactory meeting accommodations for local citizens and out-of-town
clients.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percentage satisfied on customer survey.100%98%98%98%
Efficiency
-Percentage of expenditures covered 46%55%47%
by revenues.52%46%55%47%
-Average No. of customers based on
360 days of operation.237 243 236 236
Output
-Revenue.$123,967 $124,072 $104,000 $104,000
-No. of customers.85,240 87,372 85,000 85,000
-No. of days with customers.N/A 354 354 354
Program Name: Lincoln Center
Service Level: Provide positive, drug-free programming at recreation centers. Provide clean,
safe, attractive facilities for outside agencies to use as satellite service centers for
social services.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percentage satisfied on customer survey.N/A 98%98%98%
Efficiency
-Cost per participant.$3.66 $6.92 $4.27 $7.00
Output
-Revenue.$8,854 $13,649 $7,500 $14,000
-No. of customers.353 357 353 357
-No. of participants.51,947 49,071 52,000 52,000
FTE=Seasonal temp $ 1850 avg. hourly rate (13.76)+full-time staff
Program Name: Youth Services
Service Level: Utilizing city-owned and operated teen centers, park facilities and resources, as well
as school and privately owned facilities and resources, provide and make easily
accessible programs and activities for College Station's youth population that will
create positive mental, physical and social youth development.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percentage satisfied on customer survey.N/A 94%100%94%
Efficiency
-No. of Teen Center members.N/A 98 150 150
-No. of youths served through leisure/rec.
activities.2,732 14,967 15,000 15,000
-No. of youths served through educational
activities.2,080 2,252 2,000 2,000
Output
-No. of leisure/rec. activities provided.126 369 350 350
-No. of educational programs provided.36 141 100 100
-Revenue generated through fees to
participants.$4,070 $10,499 $8,000 $8,000
-No. of days Teen Center open.145 299 272 272
FTE=Seasonal temp $ 1850 avg. hourly rate (13.76)+ full time staff
PARKS AND RECREATION
OPERATIONS
Description & Budget Explanation:
The Operations Division is responsible for grounds maintenance and upkeep of Parks and
Recreation facilities.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $1,194,997 $1,377,328 $1,481,361 $1,774,368
Position Summary 31 31 31 35
Program Name: Parks Operations
Service Level:Provide a clean, safe and well-maintained leisure facilities and provide support for
recreation programs and special events.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey.95%90%90%90%
-Percent of park maintenance
standards met.N/A N/A 86.0%87.0%
Efficiency
-No. of acres per full-time employee.15.2 15.6 15.6 18.2
-Cost per regularly maintained acre.$2,764 $3,328 $3,364 $2,971
Output
-No. of acres regularly maintained.432.4 432.4 436.8 509.3
-No. of pavilions regularly maintained.5 5 5 7
-No. of play courts regularly maintained.29.5 29.5 30.5 32.5
-No. of athletic fields regularly maintained.31 31 31 37
-No. of park lights regularly maintained.725 705 727 901
-No. of parks mowed and trimmed.29 30 31 33
-No. play units inspected and maintained.35 36 42 44
PARKS AND RECREATION
FORESTRY
Description & Budget Explanation:
The Forestry Division is responsible for the maintenance of the Wolf Pen Creek Amphitheater, the
College Station Cemetery, and the maintenance of municipal trees and landscaped areas.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $619,790 $672,250 $748,996 $894,916
Position Summary 12.5 12.5 12.5 14.5
Program Name: Wolf Pen Creek
Service Level: Provide safe, well maintained special use facilities.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey.95%95%95%95%
Efficiency
-Cost per acre (annually).$3,765 $3,321 $3,855 $4,502
Output
-No. of sq. ft. of turf area maintained.487,781 487,781 496,781 496,000
-No. of sq. ft. of landscaped bed areas
maintained.26,000 26,000 20,000 20,000
-No. of acres on special-use facility park.21 21 21 21
Program Name: Cemetery
Service Level: Provide grounds maintenance and customer service for municipal cemetery.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey.39%42%50%50%
Efficiency
-Dollar cost per acre.$6,989 $7,243 $7,414 $7,478
Output
-Avg. number of spaces sold annually.112 158 120 112
-Revenue generated from sold spaces.*$43,900 $62,300 $48,000 $44,800
-Avg. number of burials per year.94 84 90 94
-Acres of cemetery care.18.5 18.5 18.5 18.5
*All funds go to the Cemetery Endowment Fund.
Program Name: Forestry
Service Level: Provide landscape and grounds maintenance operations, and provide support for
special events, programs and activities.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey.95%95%95%95%
-No. of checks per year on irrigation systems
(65 systems FY 99, 60 systems FY 00).**60/780**102 out of 720 200 out of 720 447 out of 744
Efficiency
-No. of sq. ft. of beds maintained per labor
hour.N/A 50.75 N/A N/A
-No. of labor hours per irrigation system.N/A 43 N/A N/A
Output
-No. of labor-hours on municipal tree care.1,632 1,911 2,300 2,800
-No. of labor-hours on horticultural
maintenance.2,223 3,015 2,500 2,300
-No. of labor-hours on irrigation system.
checks, repairs, and improvements.3,621 2,593 2,500 2,700
-No. of labor-hours on special events.2,791 3,275 3,500 3,000
-*No. of landscape sites maintained
through private contracts.N/A 9 10 20
**The Forestry Activity Center goal is to perform monthly system checks on 60 systems. There are an
additional 9 systems under landscape maintenance contracts that the Activity Center may have to respond
from time to time.
*New for FY 02
CULTURAL ARTS
ARTS COUNCIL OF BRAZOS VALLEY
Description & Budget Explanation:
The Arts Council of Brazos Valley conducts a continuing program of development, introduction
presentation, encouragement, and promotion of the arts in College Station by increasing the
availability, performance, execution and exhibition of all major art forms.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
College Station Budget Summary $209,029 $235,400 $255,400 $260,400
Program Name: Annual Grant, Mini Grant and Scholarship Programs
Service Level:To provide funding for arts related activities or non-profit organizations and
individuals.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-No. of organizations completing Grant
evaluations.30 25 25 25
-No. of people served by Arts Council of
Brazos Valley.115,000 150,000 147,000 147,000
-Increase in the number of scholarship
requests.100%100%100%100%
-Percent increase in funding.20%25%20%20%
-Increase in C. Monroe scholarship.$1,000 $2,000 $1,000 $1,000
-College Fine Arts scholarships.$2,500 $2,500 $2,500 $2,500
Efficiency
-Percent of requests funded by Annual
Grant Program.100%95%100%100%
-Amount of funds provided by Mini Grant
Program.$3,000 $3,000 $1,000 $1,000
-Amount of funds remaining.$0 $3,000 N/A N/A
-Percent of requests funded by College
Fine Arts Scholarship.100%100%100%100%
Output
-No. of Carolyn Munroe Scholarships.0 1 1 1
-No. of College Fine Arts scholarships.3 4 4 4
-20 25 23 23
-Amount in Annual Grants.$100,000 $145,000 $105,000 $105,000
-No. of Mini Grants approved.10 5 5 5
No. of organizations receiving Annual Grants.
Program Name: Programs (Local Color Gallery and Art classes)
Service Level:To provide educational, entertainment and exhibition programs and services
in the visual and performing arts to the community.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Annual percentage increase in values.20%20%20%20%
-No. of areas of service, procedures and
quality rated HIGH.N/A N/A N/A N/A
Efficiency
-Avg. sales per artist.$500 $150 $600 $600
-No. of visitors per day.50 25 50 50
Output
-No. of Gallery visitors.7,300 2,000 7,000 7,000
-Amount in Local Color sales.$45,000 $12,000 $95,400 $95,400
Program Name: Administrative and Information Services
Service Level: To provide information, administrative support, coordination and assistance
to groups, organizations and individuals.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Annual percent increase of information
requests.10%N/A 20%20%
-Monthly circulation of artiFACTS.$22,000 $35,000 $16,500 $16,500
Efficiency
-No. of daily phone calls requesting
information about programs and services.75 75 100 100
-No. of artiFACTS newsletters.249,000 200,000 198,000 198,000
-Cost per newsletter.$0.04 $0.04 $0.04 $0.04
-Amount of staff time needed to complete
calendar.8 hrs/week 8 hrs/week 8 hrs/week 8 hrs/week
-No. of activities on monthly calendar.40 45 50 50
-No. of local and area media carriers
receiving calendars.60 60 60 60
-No. of Art Spots aired daily on KAMU-FM
reaching approximately 25,000 per airing.5 5 5 5
Output
-No. of telephone requests for information.21,000 20,000 20,000 20,000
-No. of newsletters.11 12 12 12
-No. of newsletters in circulation.20,000 20,000 16,500 16,500
-No. of artFAX sent to hotels and motels.50 100 50 50
-No. of hotels and motels.21 35 23 23
-No. of calendars.12 12 12 12
-No. of activities promoted on calendars.420 600 480 480
-No. of Art Spots recorded.240 300 260 260
-No. of group promotional spots.22 50 28 28
-No. of tickets sold.7500 10,000 8,000 8,000
-No. of organizations represented.8 29 29 8
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
LIBRARY SERVICES
Description & Budget Explanation:
The Library is responsible for library services in Brazos County.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $611,709 $600,778 $720,552 $784,394
Position Summary 0 0 0 0
*The Library is operated through a contract with the City of Bryan, all Library staff are employed by the
City of Bryan.
Program Name: Library Services
Service Level: Provide a helpful, friendly, customer oriented library service to Brazos County
residents.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfaction level of high or very high
on citizen survey.88%88%80%85%
-Collection Turnover Rate.4.2 4.2 4.6 4.4
Efficiency
-Collection per staff.3,919 3,919 4,769 5,000
-Library cost per capita.$9.51 $9.51 $10.75 $11.35
-Circulation per capita.3.6 3.6 4.03 4.18
Output
-Circulation.228,536 228,536 270,000 280,000
-Collection size.54,861 54,861 62,000 65,000
-Reference transactions.10,807 10,807 10,700 10,800
-Number of Library visitors.100,165 100,165 96,000 100,000
APPROPRIATIONS – COMMUNITY WELL-BEING
The City’s Role in Community Well-being
An effective and responsive City government plays a
key role in ensuring the well-being of the community.
The City of College Station impacts the well-being of
the community as a service provider and as a forum
for the residents of College Station to shape their
community according to the highest and best public
interest.
The City’s provision of information to the residents of
College Station creates awareness about City services
and encourages citizen input on the policies pursued
by their elected officials and the staff that advise
them. Among the forums for residents to shape
College Station are boards and committees. In
addition, the strategic plan highlights the importance
of resident involvement at the neighborhood level.
The City can encourage this involvement through
assisting in the formation of neighborhood groups and
facilitating two-way communication between
neighborhood groups and the City. Residents that
participate in their community and their City
government have a better understanding of what the
needs of the community are and can more effectively
contribute to the well-being of the community. To
this end, the City utilizes a Community Programs
Division. This includes the Volunteer Program, which
is designed to facilitate and promote the use of
volunteers in the City organization. The Community
Programs Division also holds the Citizen’s University
Program, which informs and educates citizens about
local government.
Public Communications and Marketing
$208,670
Public Communications and Marketing is a division of
the General Government Division that provides
timely, factual, and understandable information to
College Station residents, both directly and through
the news media.
The following pages in this section detail the
service levels and performance measures for
the division in the Participate and Contribute to
the Well-being of Our Community Vision
Statement. Also included is a budget and
position summary.
5.PARTICIPATE AND CONTRIBUTE TO THE WELL-BEING OF OUR
COMMUNITY $208,670
As a result of our efforts citizens will benefit from participating and
contributing to the well-being of our community.
Strategic Plan Summary:
The well-being of our community depends on informed and involved residents. The strategies within this vision
statement focus on providing residents with both information and opportunities to provide feedback and
participate in their City government. They include assisting in the formation of neighborhood associations
and improving citizen’s access to information about their government. These strategies will be carried out
through neighborhood planning efforts, the Public Communications and Marketing Department, and the
Community Programs Office.
PUBLIC
COMMUNICATIONS/
MARKETING
100%
GENERAL GOVERNMENT
PUBLIC COMMUNICATIONS & MARKETING
Description & Budget Explanation:
The Public Communications & Marketing Division is responsible for providing information to the
public and the media in a timely and accurate way and for providing assistance to departments
on developing marketing strategies and campaigns. Additionally, this division is responsible for
supporting and assisting with community relations events and activities.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $174,089 $158,525 $184,493 $208,670
Position Summary 2 2 2 2
Program Name: Public Information Function
Service Level: Provide factual, timely, and understandable information to College
Station households and the local news media
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on household survey.75%74%80%80%
-Percent of media satisfied on survey.N/A 94%90%95%
Efficiency
-Avg. cost of providing public information per
message.$0.31 $0.270 $0.380 $0.400
Output
-Total number of messages sent.5,869,906 7,380,612 7,400,000 7,000,000
Program Name: Marketing/Advertising/Special Events Function
Service Level: Provide marketing, advertising, and special event support to all
departments as requested
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on departmental support
survey.65%N/A 75%75%
Efficiency
-Avg. number of persons attending special
events.204 135 150 200
Outputs
-No. of marketing/advertising projects annually.43 50 50 52
-No. of special events annually.24 34 45 45
-No. of persons attending annually.4,900 4,310 4,000 5,500
APPROPRIATIONS – EASILY TRAVEL TO, WITHIN AND FROM THE COMMUNITY
Streets Division $2,328,429
The Street Division is in the Department of Public
Works and strives to ensure that the street system
within the City of College Station is properly
maintained. This is done through a number of
programs including a street rehabilitation program
to address the needs of streets before more
expensive reconstruction measures are needed. The
Streets Division coordinates with the Engineering
Division to plan and develop major street capital
projects that involve rebuilding roadways that need
upgrades.
The Street Division also provides routine pothole
patching and other maintenance services. The
effectiveness of this service is measured by
determining whether 95% of the streets in the City
have a grade of “C” or better, using the Pavement
Management System. In addition, the recently
completed citizen survey indicated that the overall
level of satisfaction with the streets in College
Station is 70.8%.
The FY02 approved budget includes four service
level adjustments for $371,497. The first
approved SLA, $20,000 for street markings will
carry out the plans for year two to increase funding
for pavement markings over a five-year period.
This item is included in the strategic plan.
The following three Street SLAs will provide
additional General Fund resources for Street
Maintenance activities as a result of moving
Drainage Operations to the Drainage Utility Fund.
6. EASILY TRAVEL TO, WITHIN & FROM THE COMMUNITY $14,827,872
As a result of our efforts citizens will benefit from easily traveling to,
within, and from the community.
The City of College Station maintains all non-state roadways within the City. This includes maintenance of
City streets and traffic signals to ensure that they move traffic in a safe and efficient manner. In addition,
College Station has a sidewalk and bike loop system. The 2001 Citizen Survey results indicate that 47% of
College Station residents believe that transportation and mobility issues, such as traffic, roads, public
transportation, pedestrian and bicycle infrastructure, and public parking, are the most important issues facing
the community. In recognition of this concern, and in an effort to plan for a continued growth, the strategies
in this vision statement are directed at conducting an intensive review of the City’s Thoroughfare Plan,
examining roadway standards, and improving the “Pedestrian Friendliness” level of travel routes. An
additional strategy focuses on enhancing the public transit system to better serve the needs of College
Station’s senior population.
STREET EXT.
CIP
8%
TRAFFIC/
SIGNALS
11%
SIDEWALKS/
TRAILS CIP
2%
TRAFFIC CIP
11%
STREETS
39%
STREET
REHAB CIP
28%
A SLA for three additional personnel and a crew
truck ($115,755) is approved to increase the
number of street repair orders. Another $150,000
is approved for both pot-hole truck and operator.
$75,742 is approved to expand Seal Coat
operations.
The graph above illustrates growth in the
number of lane miles within the City and the
street maintenance expenditures.
Strategic Plan 2001-2002
As a major concern of the citizens of College
Station, transportation related issues are an
integral part of the 2001 Strategic Plan. An
Interim Capital Improvement Program to address
street and transportation needs in College
Station is being considered.
Street Rehab. Capital Projects $1,651,325
In FY02, $446,000 is approved in the CIP budget
to complete improvements to Tarrow Street South.
The total budget for this project is $464,000. The
FY02 approved CIP budget provides $789,250 for
First and Maple rehabilitation and $82,075 for
Northgate Street rehabilitation. In addition,
$780,000 is approved for street rehabilitation.
In FY02, already underway and to be completed
are improvements to Tarrow Street South. The
total budget for this project is $464,000.
Street Extension CIP $9.388,000
In FY 02, $497,000 is approved for the third year
of Victoria oversized participation. Oversize street
participation is used when the City requires the
construction of a street larger than needed to serve
the area a developer plans to develop. The
developer pays for the cost of the streets used to
serve the subdivision while the City pays the
additional cost of the street used by a larger area or
the City as a whole.
Already underway, phase II of the Jones-Butler
extension from Holleman to Harvey Mitchell
Parkway, Longmire Phase I and II, the widening of
George Bush East, and construction of Barron right
of way.
Additionally, four transportation related projects
were approved for FY 02. These projects include
$4,369,000 for widening Greens Prairie Road,
$3,600,000 to continue extending Dartmouth,
$247,000 for design associated with widening
University Drive, and $675,000 to design the
Barron Road Overpass. These transportation
projects were approved a part of the Interim CIP or
group of capital improvement projects not included
in the 5 year CIP program but identified as high
priority. An ad valorem tax increase of 3 cents per
$100 valuation was necessary to incur the debt to
cover to cost of these high priority projects.
Street TxDOT Capital Projects $0
The FY02 CIP budget includes $350,000, already
funded, to construct medians on George Bush
Drive. The project will be managed by the Texas
Department of Transportation.
2001 Operational Improvements
In FY01, the Traffic Signals division
implemented a recycling program of signal
cabinet replacements, which has saved
approximately $20,000. They have also
installed video detection units at several
intersections, saving time and money, while
utilizing technology.
Traffic Signs & Signals $635,868
The traffic signal system in College Station is one of
the key mechanisms that controls traffic flow
through the City. The system is critical during peak
traffic times, such as during the A&M football
season. The Traffic Signal Division is responsible
for maintaining and repairing traffic signals and
school warning devices in order to provide safe and
efficient movement of vehicles and pedestrians .
One service level adjustment is approved for the
FY02 budget $6,000 is approved for routine
maintenance on the department’s aerial device
(Bucket Truck), as recommended by the
manufacturer.
Traffic Capital Projects $720,000
In FY 02, the approved capital budget provides
$538,000 for traffic signal enhancements.
Improvements considered include new signal
Streets Maintenance Budget vs.
Lane Miles Maintained
650
700
750
98 99 00 01Miles Maintained0
1000
2000
3000
Budget (thousands)Miles Maintained Budget (thousands)
installations, implementation of intelligent
transportation systems, school warning devices,
system upgrades, communication enhancements,
development driven signal issues and traffic
engineering.
$182,000 is approved for traffic management
improvement at intersections.
Strategic Plan 2001-2002
The Bikeway loop expansion project, which
develops a multi-modal facility that connects
East By-Pass neighborhoods with the bike loop
project, received a TEA Grant of $1,000,000.
This project is designed to allow more access to
the bike loop constructed in 2001.
Sidewalks & Trails
Capital Projects $104,250
The City of College Station is committed to ensuring
that there is adequate infrastructure for pedestrians
and bicyclists. The City has an adopted sidewalk
and bike loop plan. In FY 02, $75,000 for
neighborhoods CIP and $29,250 for J&D Miller
Park sidewalks are approved for neighborhood
improvement projects.
The following pages in this section detail the
service levels and performance measures for
the operating divisions in the Easily Travel
To, Within, and From the Community Vision
Statement. Also included are the budget and
position summaries for each of the divisions.
PUBLIC WORKS
STREET MAINTENANCE
Description & Budget Explanation:
This Division is responsible for the repair and maintenance of City streets and the annual residential
street rehabilitation program. The Streets Maintenance Division also provides barricades for special
events such as bonfire, football games, parades, etc. and emergencies such as flooding, fires, ice
storms and hazardous materials spills.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $1,713,916 $1,650,842 $2,169,701 $2,328,429
Position Summary 19 19 19 23
Program Name: Street Maintenance
Service Level: Provide regular maintenance and care of city streets.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of pavement greater than or
equal to level "C"95%95%95%95%
(random sample of pavement inventory)
-Percent of citizens satisfied with street
condition.95%95%95%95%
Efficiency
-Cost per capita.$23.26 $28.00 $28.00 $28.50
-Cost per lane mile of sealcoat.$5,826 $7,455 $7,500 $7,650
-Cost per mile of overlay.$21,775 $26,980 $26,980 $26,980
Output
-No. of street repair work orders.480 543 550 575
-No. of lane miles of street sealcoated.23.26 21 21 21
-No. of lane miles of street overlay.23.22 21 21 21
*Sealcoating occurs during warmer and dryer parts of the year.
**Overlay occurs during warmer and dryer parts of the year.
PUBLIC WORKS
TRAFFIC SIGNS AND MARKINGS
Description & Budget Explanation:
This division is responsible for the installation and maintenance of traffic signs and pavement
markings.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $162,326 $198,014 $138,129 $161,885
Position Summary 2 2 3 2
Program Name: Traffic Signs and Markings
Service Level: Maintain, repair, and install street signs and pavement markings to provide safe
and efficient movement of motorists, bicyclist, and pedestrian.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Missing stop sign replacement time.2 hrs 2 hrs 2 hrs 2 hrs
-Replacement time for all other regulatory
signs.48 hrs 48 hrs 48 hrs 48 hrs
Efficiency
-Cost per work order.116 $155 $165 $175
-No. of work orders per employee.682 646.5 650 450
Output
-No. of work orders per year.982 1293 1300 1350
-No. of stop signs replaced.382 273 200 200
PUBLIC WORKS
TRAFFIC SIGNALS
Description & Budget Explanation:
The Traffic Division is responsible for the repair and maintenance of traffic signals.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $349,424 $412,427 $438,203 $473,983
Position Summary 4 4 5 5
Program Name: Traffic Signals
Service Level: Maintain and repair traffic signals and school warning devices to provide safe and
efficient movement of vehicles and pedestrians.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percentage of system available.100%100%100%100%
Efficiency
-Cost per work order.$140 $218 $240 $250
-Cost per intersection.$1,935 $2,026 $2,300 $2,500
-Total system downtime per year.4 hrs 2 hrs 1 hr 0 hr
-Response time to after-hours calls.1 hr 1 hr 1 hr 1 hr
Output
-No. of maintenance and repair work orders.912 1,715 1,750 1,750
-No. of signal bulbs replaced.1,500 1,441 1,500 1,500
-No. of signal heads replaced & repaired.23 9 10 10
-No. of operation hours per year.423,360 584,000 584,000 584,000
APPROPRIATIONS – STRONG AND DIVERSE ECONOMIC ENVIRONMENT
Economic Development $303,646
The Economic Development Department is
responsible for coordinating economic development
activities in College Station. The department
director serves as the staff liaison to the Economic
Development Corporation.
The Economic Development FY02 approved
operating budget is $303,646. The approved
budget includes three service level adjustments. An
SLA for $25,000 is approved to produce and
market a Business Park Brochure. A second SLA is
approved in the amount of $1,500 to cover the
costs associated with operating a booth at the
Brazos Valley Technical Expo. The third SLA for
$10,085 is approved to fund a part-time
temporary position to assist the Economic
Development staff with administrative activities.
Strategic Plan 2001-2002
In FY02, the Economic Development
Department will work to enhance College
Station's tourism economy by developing a Hotel
Conference Center and working with the
Convention and Visitor's Bureau on a marketing
plan for the new facility.
It is estimated that $900,000 will be available to
provide economic development incentives to
encourage targeted economic activities in College
Station through the Economic Development Fund in
FY02.
Economic Development $246,951
Corporation
The Economic Development Corporation is a joint
agency funded by the Cities of Bryan, College
7.STRONG AND DIVERSE ECONOMIC ENVIRONMENT $46,450,528
As a result of our efforts citizens will contribute to and benefit from
living in a strong and diverse economic environment.
Strategic Plan Summary:
The Strong and Diverse Economic Environment Vision outlined in the 2001 Strategic Plan envisions the
fulfillment of several strategies. Successful implementation of the strategies in this vision statement will
create economic development that is compatible with College Station’s culture, protect property values,
encourage tourism, foster a strong retail sector, and diversify the City’s economy through development of
business parks. These strategies are focused on fostering an economic environment that provides
employment opportunities for the residents of College Station, expands the sales tax base, and maintains a
reasonable cost of living.
CVB
1%
PARKING CIP
1%PARKING
2%
ECON. DEV.
1%
ELECTRIC CIP
12%
COMM. DEV.
1%
EDC
1%
BUSINESS PARK
CIP
1%
ELECTRIC
80%
Station, and Brazos County. The EDC promotes
the Brazos County region to economic development
prospects. The City of College Station will fund the
EDC at a level of $246,167 in FY02. One of the
key activities that will be funded through this
contribution is Information Technology marketing
and recruitment.
Strategic Plan 2001-2002
One of the strategies identified in the Strong
and Diverse Economic Environment Vision
Statement is to maintain grow the city's sales tax
base. The Economic Development Department
will address this in FY02 by conducting
marketing activities designed to proactively
recruit retail and commercial businesses.
Business Park CIP $275,000
In FY02, the approved CIP budget includes
$225,000 for the new Class A Business Park.
Strategic Plan 2001-2002
The Strong and Diverse Economic Environment
Vision Statement in the 2002 Strategic Plan
identifies the continuing development of two
new business parks as implementation plans to
promote economic development that promotes
opportunities for College Station residents
through the diversification of the City’s
economy.
Parking Enterprise Fund $1,003,546
The approved parking operating budget in FY02 is
$1,003,546. This includes $172,052 for the
operation of the Northgate parking garage and lot.
This also includes one approved SLA for $12,000
for the 2nd Street Plaza clean-up program.
Parking Enterprise Fund CIP $375,000
The FY02 approved parking CIP budget is
$375,000. These funds are approved for the
development of the 2nd Street Promenade.
Community Development $584,341
The Community Development Department helps
provide low-cost housing and other public assistance
through community development block grant funds
from the federal government. These funds are used
to assist low to moderate income residents of
College Station. Assistance is provided through
housing services, public agency funding, public
facility improvements, and economic development
activities. Community Development grants for FY
02 include $1,227,000 in CDBG funds; $598,000
in HOME funds; and $20,000 in program income.
$198,127 has also been appropriated from the
Cedar Creek Project.
The approved Community Development
Department operating budget for FY02 is
$584,381. This includes one service level
adjustment for $1,750 to provide a new facsimile
machine for their office.
Electric Division $37,383,044
The Electric Division is responsible for providing
cost efficient and reliable electric service to the
citizens, businesses, and institutions in College
Station. Electric service is critical to the ability to
encourage new employment and prosperity in the
City.
The approved FY 02 Electric Division budget is
$37,383,044. Of this, $31,500,000 is for
purchased power. The approved electric operating
budget includes eight service level adjustments
totaling $608,674. $113,223 will be used for
laptops for electric system maps and AS400 live
communications. $31,636 is approved for a safety
and training program in the Public Utilities
Department. This program is anticipated to result
in some savings as costs for sending employees to
training sessions outside the City will be reduced.
$25,380 is approved for a minivan for use by the
Energy Department. A SLA for $53,435 will be
used to provide replacement test equipment to be
utilized by the electric division substation. A SLA
for $25,000 will provide the resources for a
communications recording system. This
communication recording system will maintain
accurate records of all incoming and outgoing
communications of the 24/7 Utility Dispatch
Operations Center. $60,000 is approved to
continue outsourcing GIS easement creation. This
will be the third year of a three-year process.
Another $200,000 will be used to implement the
Electric Strategic Plan. These funds will be used for
a Modified Image Building and Customer Education
Program, Marketing Program Phase I. The final
SLA provides $100,000 for the development and
implementation phase of the Strategic Plan for the
Electric Division.
Electric Capital Projects $5,419,000
The first electric capital improvement project
provides $1,400,000 to provide new service and
system extensions needed to adequately serve
customers as growth continues to occur in College
Station. Another $1,493,000 will be used for
overhead system improvements. $847,000 is
approved for substation distribution. The FY02
approved CIP budget recommends $526,000 for
thoroughfare lighting and $185,000 for residential
lighting.
Convention and Visitors Bureau $668,000
The Bryan-College Station Convention and Visitors
Bureau works to foster the Bryan-College Station
regional tourism economy. The approved budget
for FY 02 is $668,000. $577,000 is approved for
the base budget, $61,000 for management
software, and $30,000 for building improvements
and repairs. The CVB is funded from the
Hotel/Motel Fund.
Brazos Valley Sports Foundation $192,000
The approved budget for the Brazos Valley Sports
Foundation is $192,000. For FY 02, $10,000 will
be used for the Fall Classic Special Olympics and
$12,000 is approved for the Texas Police Games.
$20,000 is approved for the Holiday on the Brazos
Program. The Brazos Valley Sports Foundation was
created to put a focus on marketing sporting events
in the Bryan/College Station area. The Sports
Foundation is funded from the Hotel/Motel Fund.
The following pages in this section detail the
service levels and performance measures for
the operating divisions in the Strong and
Diverse Economic Environment Vision
Statement. Also included are the budget and
position summaries for each of the divisions.
GENERAL GOVERNMENT
ECONOMIC DEVELOPMENT
Description & Budget Explanation:
The Economic Development Division is responsible for coordinating the efforts to promote
economic development and redevelopment activities in College Station. Economic development has
been one of the key City Council issues in recent years.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $161,616 $226,719 $281,723 $303,646
Position Summary 2 2 2.5 2.5
Service Level: Provide for economic development efforts to retain and attract businesses
in and to College Station
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of City Council Strategic Issue
objectives and milestones met within
action plan time frames.N/A 91%88%90%
-Percent of Council and Boards agenda
items completed within specified
deadlines.N/A 95%95%90%
Efficiency
-Percent of information packets sent
within 48 hours of request.N/A 100%100%95%
-Percent of annual Economic
Development Agreements processed
and forwarded to City Council.100%100%100%75%
Output
-No. of strategic issues milestones.N/A 18 24 N/A
-No. of Council and Board items.N/A 67 45 35
-No. of jobs created or retained through
City economic development efforts
(tourism/retail/com/special dev only).N/A 232 150 100
-Net increase in capital investment (from
new tourism/retail/ com/special dev only)N/A $30,750,000 $8,000,000 $60,000,000
-Net increase in future sales, hotel/motel tax,N/A $296,200 total $532,500 $400,000
property tax revenues (tourism/com/N/A ($154,00 sales sales/HM tax H/M tax;
special dev only).N/A tax; $142,200 $34,300 $257,580
prop tax)property tax property tax
-No. of capital projects managed N/A 4 4 3
Program Name: Economic Development- Retention, Attraction & Redevelopment
-No. of economic development prospects
(all categories).N/A 29 17 15
-No. of economic development projects
secured (retail/com/tourism/special).N/A 3 2 2
-No. of commercial and retail packets sent
to prospects.N/A 39 35 40
Service Level:Provide for economic revitalization and redevelopment in targeted areas within
College Station
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of citizens satisfied with redevelopment
efforts in older areas of College Station.75%N/A N/A N/A
-Percent of City Council Strategic Issue
objectives and milestones met within action
plan time frames.N/A 100%100%90%
-Percent of Council and Boards agenda items
completed within specified deadlines.N/A 100%100%90%
Output
-No. of eco. redevelopment prospects.N/A 8 5 3
Service Level: Manage and coordinate development/recruitment within the Business Center.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Phase III Development Cost/Acre.N/A $26,667 N/A N/A
GENERAL GOVERNMENT
COMMUNITY DEVELOPMENT
Description & Budget Explanation:
Community Development is responsible for providing low cost housing and public assistance through
community development block grant funds from the federal government. Programs include housing
rehabilitation; improvement to blighted areas, public agency assistance and general oversight.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $431,350 $505,871 $517,981 $584,341
Position Summary 8.5 6 8.5 8.5
Program Name: Revitalization of Eligible Areas and Properties
Service Level:Provide various technical and financial assistance to promote the revitalization of
eligible areas and properties throughout the City.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of participating project properties tax
valuation maintained or increased.100%100%100%100%
Efficiency
Cost per facade improvement project.$107,660 $38,070 $200,000 $200,000
Output
-Projects identified and funded
for parks, streets, water, sewage, and
infrastructure needs.5 4 4 4
-Commercial facade renovations completed.1 2 0 1
Program Name: Public Services
Service Level:Provide a variety of health and public services to low income residents through the
funding of non-profit organizations.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of public agencies funded that deliver
services within the terms and conditions
their contract with the City.97%100%100%100%
Efficiency
-Agencies/contracts monitored per staff.19 8 8 8
-On-site monitoring visits.18 16 32 32
-Reimbursement requests reviewed.25 28 32 32
Output
-Agencies/contracts completed in
compliance with policies.8 8 8 8
Program Name: Housing Assistance Programs
Service Level:Assist low and moderate income residents with the purchase, rehabilitation,
replacement, or construction of residential property and to improve and
increase the existing housing inventory within the city.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Applications received.*N/A N/A 12 20
-Applications eligible for rehab program N/A N/A 3 2
-Applications eligible for ORP programs N/A N/A 6 8
-Downpayment assistance applications
received.**N/A N/A 65 45
Efficiency
-Rehab program, Cost per unit.$12,501 $1,473 $24,030 $25,000
-ORP program, Cost per unit.N/A $0*$54,504 $50,000
-Demolition Program, cost per unit (resulting
from ORP projects or stand-alone demo’s).$2,875 $1,921 $3,530 $7,500
-Down payment assistance program, Cost per
unit. $8,271 $7,202 $7,500 $7,500
-New construction $70,642 $0 $70,000 $70,000
Lot acquisition, cost per unit N/A N/A $12,500 $12,500
Output
-Units rehabilitated.2 *2 5 2
-Units replaced (ORP).N/A *0 9 10
-Dilapidated structures demolished.2 97 9 12
-Applicants receiving homebuyer
(DAP) assistance.N/A 18 12 24
-Applicants receiving homebuyer
and/or credit counseling.N/A **110 300 150
-New construction units developed.6 ***2 0 4
*Applicant will first be considered for a rehab. If the project is not feasible as a Rehab., it will be considered for the ORP.
**Applicants not eligible or able to purchase received counseling and/or referral assistance.
ELECTRIC FUNDS
OPERATIONS
Description & Budget Explanation:
The Operations Division is responsible for the warehousing of supplies used in City operations, and
the purchase and distribution of electric power to the customers of the electric utility.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $22,087,079 $27,343,156 $36,249,070 $37,383,044
Revenue Summary $34,796,393 $38,818,278 $44,853,635 $44,924,100
Position Summary 42.5 54.5 59.5 59.5
Program Name: Warehouse
Service Level: Provide an efficient warehousing operation for the City of College Station, crew
support for utility operations, and maintains the Utility Service Center grounds
and building.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Provide immediate delivery of all water,
wastewater & electrical materials 100%100%100%100%
-Provide daily delivery of small office supply
orders to all departments.100%100%100%100%
-Provide weekly delivery of large orders (I.e.
cases of paper) same day delivery upon
request.100%100%100%100%
-Complete crew requests within 48 hours.100%100%100%100%
Efficiency
-Annual inventory count:
value over $3,136 $5,362 $22,000 $22,000
value short $4,335 $5,780 $22,000 $22,000
-Annual inventory count:
percent over 0.22%0.29%1.00%1.00%
percent short 0.30%0.32%1.00%1.00%
-No. of inventory items.1605 1439 1480 1500
Output
-Dollar value of materials received.$1,599,193 $2,208,489 $2,200,000 $2,200,000
-Dollar value of materials issued.$1,374,055 $19,133,514 $2,200,000 $2,200,000
-No. of customers per day.80-100 25-35 80-100 80-100
Program Name: Electrical Division
Service Level: Provide reliable electric service to the citizens of College Station.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Avg. customer outage duration for the
previous 12 months (SAIDI).85 mins 50 mins 55 mins 52 mins
-Avg. number of outages per customer
per year (SAIFI).1.4 1.07 1.35 1.21
Efficiency
-System losses.4.2%4.6%3.1%3.8%
Output
-Total outage minutes in a 12 month period
(This is a rolling 12 month average).2,158,833 1,191,972 1,410,435 1,301,233
-Number of new service completed.N/A N/A 640 660
-Number of electric revenue meters tested
(Residential, Commercial and Apts.).3508 4911 4900 4900
Service Level: To provide reasonably priced electric power to the citizens of College Station.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Monthly wholesale power billing avg.$1,998,598 $2,709,663 $2,916,667
Output
-Avg. monthly amount of power purchased.60,353,499 N/A N/A
Service Level:To provide education and incentives to increase existing and new home efficiencies in
College Station.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Number of certified Good Cents homes
and high efficiency air conditioner
replacements for fiscal year.$182 $348 $267 $365
ECONOMIC ENVIRONMENT
ECONOMIC DEVELOPMENT CORPORATION
Description & Budget Explanation:
The Economic Development Corporation is an organization created to promote economic
development in Bryan, College Station, and Brazos County. The corporation provides marketing,
promotion, and development services to prospective new business and industry (excluding retail).
The corporation also markets land and buildings in area business parks. The corporation tries to
expand the property and sales tax bases through successful industry attraction; as well as enhanced
job opportunities.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
College Station Budget Summary $170,000 N/A N/A $246,167
EDC Position Summary 6.5 N/A N/A
Program Name: Bryan/College Station Economic Development Corporation
Service Level:Promotion and facilitation of activities that enhance the economic base of Brazos
County through attraction, creation, expansion, and retention of business and
industry. Also, enhance job opportunities through successful business.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Successful locations to prospect/inquiry
ratio.8/95 N/A N/A
-Serious prospect to total inquiry ratio 15/95 N/A N/A
-Percent of Phase I at the Business Center
occupied 58%N/A N/A
-Percent of Phase II at the Business Center
occupied 21%N/A N/A
-Percent of Phase III at the Business Center
occupied 0%N/A N/A
Efficiency
-Cost per active prospect/inquiry.$1,789 N/A N/A
-Cost per successful project.$21,250 N/A N/A
-Percent of annual Economic Development
Agreements with a payout of less than 7
years.100%N/A N/A
Output
-New jobs created.645 N/A N/A
-New jobs retained.129 N/A N/A
-Annual wages created.$16,877,322 N/A N/A
-Capital Investment.$16,952,390 N/A N/A
-New jobs created College Station.N/A N/A N/A
-New jobs retained College Station.101 N/A N/A
-Annual wages created College Station.N/A N/A N/A
-Capital Investment-College Station.N/A N/A N/A
-No. of Economic Development agreements
executed.2 N/A N/A
-No. of businesses located in Business Park.2 N/A N/A
-No. of new CS Business Park jobs.844 N/A N/A
EMPLOYMENT/PROSPERITY
CONVENTION AND VISITORS BUREAU
Description & Budget Explanation:
The Bryan-College Station Convention and Visitor Bureau offers informational services, tour
coordination, and assistance with transportation and meeting planning to visitors and convention
attendees. The Convention and Visitor Bureau is funded through the Hotel/Motel Fund.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $621,260 $665,000 $645,000 $668,000
Program Name: Convention and Visitors Bureau
Service Level: Provide an on-going tourism, marketing, sales and service effort to attract a
maximum number of conventions, conferences and meetings that will use hotel
rooms in our community; and provide quality services for conventions to generate
repeat business and good referrals for new business.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Amount of hotel occupancy tax collections.$1,750,194 N/A N/A N/A
-Amount of direct expenditures from
convention delegates.$10,151,757 $16,588,591 $14,160,011 $14,568,750
Efficiency
-Avg. daily hotel room rates.$57 N/A $60 $62
-Avg. hotel occupancy rate.68.0%N/A 65.0%68.0%
Output
-No. of bureau initiated convention room
nights booked for the future.51,868 58,848 62,362 64,000
-No. of delegates-conventions hosted.48,573 63,497 54,102 60,000
-No. of sales appointments by bureau staff.14,651 12,942 12,100 17,000
-No. of site inspections conducted by staff.19 18 26 30
-No. of group services provided.138 181 203 225
-No. of room nights stayed by above groups.55,180 43,016 54,870 60,000
-No. of delegates.36,610 42,251 39,200 51,500
-No. of convention bids.102 76 78 85
-No. of conventions booked.145 184 210 225
-No. of convention articles.23 32 50 52
Service Level: Provide an on-going tourism, marketing, sales and service program to bring the
maximum number of overnight visitors to our community.
Performance Measures FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Amount of direct tour and travel expenditures.$1,327,798 $1,413,558 $1,600,000 $1,700,000
-Monetary value of articles published.$74,000 $65,000 $80,000 $90,000
Output
-No. of group tours hosted.177 105 300 320
-No. of tour and travel group room nights.840 291 450 550
-No. of articles published from hosted media.2 8 12 15
-No. of familiarization tours hosted.6 7 6 8
-No. of tourism inquiries as a result of
trackable advertising.4573 4,170 6,000 7,000
-No. of tourism inquiries as a result of non-
trackable advertising.25097 16,954 20,000 25,000
EMPLOYMENT/PROSPERITY
BRAZOS VALLEY SPORTS FOUNDATION
Description & Budget Explanation:
The Brazos Valley Sports Foundation exists to develop and promote the interest, participation and
acquisition of sporting events in Bryan/College Station. The Brazos Valley Sports Foundation is
funded through the Hotel/Motel Fund.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $122,000 $125,560 $150,000 $192,000
Program Name: Sporting Events Coordination
Service Level: Promote the interest, participation and acquisition of sporting events in College
Station/Bryan
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Annual percentage increase of sports events
hosted/serviced.24%30%20%20%
-Annual percentage increase in number of
participants.31%28%25%25%
-Annual percentage increase in number of
room nights generated.1%30%25%25%
-Annual percentage increase in memberships.N/A 23%25%25%
-Annual percentage of return events.36%40%15%15%
Efficiency
-Average number of days per sport event.2.1 2.44 2.5 2.5
-Number of requests for assistance.41 70 47 45
-Average no. of rooms per night per event.1005.5 484.8 523 500
-Average no. of participants per event.449.5 458 423 450
Output
-Number of sport events hosted/serviced.41 52 41 45
-Number of room nights generated from Sport
events hosted serviced.41,226 25,208 21,439 17,000
-Community education workshops/seminars.3 3 5 4
-Number or events posted to sports
calendar/Community Calendar.76 75 400 75
-Number of different sports serviced.15 19 17 15
-Number of memberships.N/A 53 67 60
APPROPRIATIONS – WELL-PLANNED NEIGHBORHOODS
Development Services $1,919,378
The Development Services Department provides
oversight for new development in the City.
Development Services works to ensure that there is
compliance with zoning, subdivision, drainage and
other ordinances. This ensures the community
develops in a manner consistent with the policies
established by the City Council. The development
process includes planning and construction functions
as well as development coordination activities. Also
involved in the development process are other
areas such the Fire Department and the Public
Utilities Department.
There is one service level adjustment in the FY02
approved Development Services budget. The
approved SLA is $20,000 to fund the Annexation
Service Plan.
Strategic Plan 2001-2002
As part of the Strategic Plan for 2001-2002,
Development Services is reviewing and
developing a number of policies to address code
requirements, decline in single family areas,
historical lighting and small area planning.
Engineering Division (PW)$706,980
The Engineering division is responsible for the
administration of the City’s capital improvement
plan. This includes the building of projects
approved as part of bond elections such as streets,
fire stations, libraries, and others; as well as capital
projects for the public utilities such as electric,
water, wastewater, and drainage projects.
8.WELL-PLANNED NEIGHBORHOODS $2,626,358
As a result of our efforts citizens will live in well-planned
neighborhoods suited to community interests and lifestyles.
Strategic Plan Summary:
The Well-Planned Neighborhoods Vision is focused on creating neighborhoods that fulfill the needs of the
residents of College Station. Among these needs are recreational opportunities, commercial activity, and a
high quality of life that is brought about by the opportunity to move easily about the community. Another
element particular to College Station’s neighborhood development needs is creating a balance between the
needs of a large population of renters and College Station’s homeowners. The 2001 Strategic Plan places a
high value on long-range planning and makes a commitment to revise and update the City’s key planning
documents on an on-going basis. These planning and development policies are critical because these have a
great long-term impact on community growth patterns. The impact of these policies covers both existing
neighborhoods and infrastructure and future development.
DEVELOP.
SERVICES
73%
ENGINEER.
DIV. (PW)
27%
The following pages in this section detail the
service levels and performance measures for
the operating divisions in the Well Planned
Neighborhoods Vision Statement. Also
included are the budget and position
summaries for each of the divisions.
DEVELOPMENT SERVICES
CUSTOMER SERVICE
Description & Budget Explanation:
The Development Services Administration function is responsible for providing administrative
support to the planning, engineering, building, code enforcement, development coordination, and
energy management areas. Also, many of the implementation plans within the City Council's strategic plan
are managed by Development Services.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $230,462 $242,273 $508,469 682,701$
Position Summary 5 5 12 12
Program Name: Administration
Service Level: Project development/implementation/management associated with the Council
strategic issues; and management of department function.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of City Council implementation plans 85%95%90%95%
completed within scheduled milestones.
-Percent of Council, Boards & Commission
agenda items completed within specified
deadlines.90%95%90%95%
Output
-Implementation plans led by department 4 5 12 11
-Council, Board & Commission items 401 287 350 350
Program Name: Development Coordination*
Service Level: Provide thorough and efficient review of zoning, development proposals, and
project review. This includes support services to the department as well as the
Planning and Zoning Commission, Zoning Board of Adjustment, and other related
committees.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of development plans reviewed
within 5 working days N/A N/A 75%80%
-Percent of staff participating in professional
training N/A N/A 83%90%
-Percent of staff reports/cover sheets
completed on time N/A N/A 75%80%
-Percent of pre-development meetings held
within 10 working days of request N/A N/A 96%95%
Efficiency
-Development cases processed per
Staff Planner N/A N/A 41 42
- Pre-development meetings conducted
per Staff Planner N/A N/A 38 40
-Staff reports/cover sheets prepared
per Staff Planner.N/A N/A 25.3 26.7
Output
-Development cases processed per year N/A N/A 124 125
-Staff reports/cover sheets prepared
annually N/A N/A 76 80
-Pre-development meetings held N/A N/A 114 120
-Board, Commission, and other
committee meetings held N/A N/A 56 56
Service Level: Process all permits and inspection requests in a timely manner.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of permits/development applications
input within 1 hour N/A N/A 90%90%
-Percent of inspections input within 1 hour N/A N/A 90%90%
Efficiency
- Permits processed per Customer Serv. Rep N/A N/A 1450 1475
-Inspections processed per Customer Serv. Rep.N/A N/A 3100 3150
Output
-Development related fee revenues N/A N/A $1.2 mil $1.2 mil
- Permits processed N/A N/A 4,500 4,550
-Inspections processed N/A N/A 9,500 9,550
* Development Coordination Program measures are new performance indicators.
DEVELOPMENT SERVICES
ENGINEERING DEVELOPMENT
Description & Budget Explanation:
Engineering development is responsible for the development review process, which ensures that
development meets the required engineering standards.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $144,500 $165,827 $218,198 $212,517
Position Summary 2 2 3 3
Program Name: Engineering
Service Level: Provide thorough and efficient plan review for development projects.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of plans and reports reviewed in 5
days or less 21.50%60%80%80%
-Percent of site plan/plats reviewed in 5
days or less 30.25%53%83%85%
-Percent of staff reports/coversheets
completed on time 88.75%91%95%100%
Efficiency
-Administrative cost per review $400 $650 $350 $400
-Administrative cost per site plan/plan review $250 $450 $150 $150
DEVELOPMENT SERVICES
PLANNING
Description & Budget Explanation:
The Planning activity is responsible for providing development services to those wishing to develop
in College Station. This includes monitoring zoning, platting, and other development issues to
ensure that development occurs in accordance with the existing policies and ordinances. Planning
also assists the development community through this process and through any variances that may
be requested. The planning function is also responsible for maintaining, monitoring and
implementing the City's comprehensive plan.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $558,127 $709,404 $783,342 $488,400
Position Summary 9.5 13.5 9.5 9.5
Program Name: Pro-Active Long Range Planning
Service Level: Develop and administer a pro-active comprehensive planning program that includes
participation in regional, city-wide, and neighborhood and small area planning.
Performance Measures:FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of plans/studies completed
within budget N/A N/A 90%90%
-Percent of staff participating in professional
training N/A N/A 100%100%
-Percent of Long Range Planning staff involved
in active roles to various agencies/committees N/A N/A 100%100%
Efficiency
-Plans/studies/updates completed per
staff member N/A N/A 1 0.7
-Community presentations per staff
member N/A N/A 2.3 1.9
-Agencies/committees per staff member N/A N/A 3.6 2.4
Output
-Total plans/studies/updates N/A N/A 6 6
-Registered neighborhoods N/A N/A 20 22
-Community presentations N/A N/A 13 16
-Agencies/committees involving N/A N/A 20 20
long range planning staff
Input
-No. of Staff N/A N/A 5.5 8.5
-Professional training seminars attended N/A N/A 1 14
*Pro-Active Long Range Planning is new for FY 01
DEVELOPMENT SERVICES
BUILDING INSPECTION
Description & Budget Explanation:
The Building Inspection function is responsible for the building review and permitting process.
Building permits are issued and buildings are inspected as construction occurs to ensure buildings
are constructed to city code.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $374,884 $408,990 $402,526 $379,865
Position Summary 8 7 7 7
Program Name: Building Division
Service Level: Perform thorough and efficient building plan review, inspection services and
permit administration.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of plans reviewed within 5 days 90%90%80%90%
-Percent of building inspected within 24
hours of request 99%98%98%98%
-Percent of single family permits issued
within 1 hour of application*100%100%100%100%
Efficiency
-% of single family permits issued within 5 days 100%98%98%98%
-% of single family permits issued within 24 hrs 92%95%80%90%
-No. of inspections per day per inspector.10 11 10 10
Output
-Multi-family and commercial plans reviewed 145 159 140 140
-Annual inspections.9,266 10,045 10,000 10,000
-No. of building inspections per inspector 2316 2511 2500 2500
*Note: When the applicant waits for the review
PUBLIC WORKS
ENGINEERING
Description & Budget Explanation:
Engineering is responsible for managing the capital improvement program and construction
inspection of the infrastructure of private development. This includes projects such as street
construction and rehabilitation, drainage projects, water and wastewater utilities, sidewalks and
bikeways, and public facilities. Expenditures through the first quarter amount to $170,487 or 25%
of the annual budget.
FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Budget Summary $453,696 $165,827 $218,198 $706,980
Position Summary 9 11 11 11
Program Name: Engineering
Service Level: Provide for effective and efficient use of Capital Improvement Funds.
strategic issues; and management of department function.
Performance Measures: FY 99 FY 00 FY 01 FY 02
Actual Actual Estimate Approved
Effectiveness
-Percent of identified projects controlled by
Engineering under contract 86%88%89%95%
-Percent of CIP budget controlled by
Engineering under contract 93%90%89%95%
-Percent of budgeted capital projects designed
and constructed within budget 91%91%90%95%
Efficiency
-Administrative cost per project $10,722 $11,560 $15,084 $16,806
Output
-No. of CIP projects planned.43 51 45 41
FINANCIAL SUMMARIES
GENERAL FUND
The General Fund is used to account for all activities
typically considered governmental functions of the
City. These include Public Safety, Public Works,
Parks and Recreation, and Development Services.
Also included are the primary support services for
these areas which include Fiscal Services, the Office
of Technology and Information Services andGeneral
Government Department.
The General Fund is prepared on the modified
accrual basis of accounting. Under this basis
revenues are recognized when they become
measurable and available to finance expenditures of
the current period. Expenditures are recognized
when the related fund liability is incurred with the
exception of several items. The full listing of these
exceptions can be found in the Financial Policies on
page F-1.
The General Fund is influenced by current policies
and approved policy changes. The policies include
inter-fund equity; maintaining a balance between
revenues and expenditures; and maintaining the
level of service currently provided as the city
experiences residential and commercial growth.
The approved FY 02 General Fund revenues are
$31,137,989, a 5.9% increase over the FY 01 year
end estimate. The increase is due to normal growth
and inflationary factors and is distributed among
most of the major revenue categories. This increase
is also due to an increase in the General Fund of
1.84 cents per $100 dollars acessed valuation. Also
included in the above estimate are approved service
level adjustments for fee increases, grants and
donations from external sources.
Revenue projections are conservative estimates
relative to historical trends and consider economic
variables that affect the City’s revenue stream. A
table in Appendix D provides historical data on
major revenue categories. Major revenue estimates
and assumptions are explained below.
1.Property Taxes are $4,563,172, 19.1% over
the FY 01 year end estimate. This increase in ad
valorem tax revenue is largely due to a 1.84
cents per $100 valuation increase in the tax
rate.
The operation and maintenance portion of the ad
valorem tax rate is approved to be 18.46 cents
per $100 of valuation. This is 1.84 cents higher
than the FY 01 rate.
Approximately $109,000 of the property tax
that would ordinarily have gone into the General
Fund will go to the Wolf Pen Creek Tax
Increment Financing (TIF) Fund while the Melrose
TIF will receive $50,000.
2.Sales Tax is projected to be $13,168,000 in FY
02, up 4% over the FY 01 year end estimate.
Estimated revenue is based on analysis of
historical revenues, expected future retail sales
and employment and personal income. While
the economy has slowed, the 4% increase
approved is still a conservative estimate.
3.Mixed Drink and Franchise Taxes are projected
to increase 3% from the FY 01 year end
estimate. Growth in the cable and phone
franchise taxes, which is due to increases in the
population and services purchased, continues to
drive the increase in this revenue source.
4. Permit Revenue for FY 02 is projected to
increase over the FY 01 year end estimate.
Growth is still expected to continue, but not
necessarily at the rate seen in FY 01. The rate
of growth may slow in FY 02 as the economy
slows, compared to the growth in building activity
in recent years.
5.Intergovernmental Revenues are slightly lower in
FY 02 than FY 01. However, the City of College
Station has applied for grants totaling $77,317.
These grants include $10,000 to the Texas
Forestry Service to help fund a comprehensive
urban forest master plan and two grant $26,069
and $41,248 to the Texas Department of
Transportation to fund additional man hours for
traffic patrol.
6. Parks and Recreation revenues increase 3% in
FY 02 over the FY 01 year end estimate of
actual revenues. Parks revenues come
primarily from service charges for various park
and recreation activities. Parks fees were
studied in FY 01. Any potential increase in
revenue are not projected in the budget.
7.Other Service Charges include miscellaneous
charges and fees from various departments
within the general fund, primarily Police, Fire and
Municipal Court. Other Service Charges
increase by 10% in FY 02 over the FY01 year
end estimate.
8.Fines, Forfeits, and Penalties are principally
ticket and court fines from the Municipal Court.
They increase by 3% from the FY 01 year end
estimate to $1,690,000 in FY 02.
9. Miscellaneous Revenues include such items as
miscellaneous rents and royalties, miscellaneous
donations, collection service fees, sale of
abandoned property, sale of fixed assets, etc.
The FY 02 total is $247,000, a decrease of
$18,525 from the FY 01 year end estimate (or
7% decrease).
10. Return on Investment (ROI) transfers from the
enterprise funds are approved to be $6,235,000
for FY 02, a 4.83% increase over the FY 01
year end estimate.
11. Investment earnings are $477,000, which is
slightly above the year end estimate for FY 01 of
$467,000 (2% increase)
Net Expenditures for FY 02 are approximately
$32.5 million, approximately 7% higher than the
FY 01 year end estimate. This increase is due to
the inclusion of funding for approved service level
adjustments that will allow the City to implement the
Strategic Plan outlined by the City Council. A net
total of $1.4 million in approved service level
adjustments is included in the General Fund portion
of the approved budget. These service level
adjustments are discussed in detail in the executive
summary and departmental summaries.
The approved budget also includes resources to
continue funding the pay plan changes to meet the
Council approved pay policy at a cost of 1,378,702
in FY 02. These costs have been appropriated to
each department accordingly. Also included in the
approved budget is $517,000 to cover increasing
cost of healthcare benefits for employees.
The FY 02 base budget includes 551.25 positions.
Approved service level adjustments add 17 full- time
equivalent positions. These include a fulltime
secretary (for the City Manager’s Office), a part-time
intern for the Economic Development Department,
an animal control officer, 3 equipment operators for
additional street crew, one operator for a new
pothole patch truck, 4 new firefighters for Fire
Station #5, and six new employees for the
operations and maintenance of Veteran’s Park.
Also, a full- time secretary is requested by the Parks
Department to replace the part-time secretary who
currently works 30 hours each week.
Approved Outside Agency Funding from the
General Fund FY 02 budget is $207,998. The
Brazos County Health Department has requested
funding of $113,498 was approved for FY 02.
This year a new policy was for outside agencies
requesting funds from the General Fund. The
agencies went through a review process and
recommendations were made from the College
Station members of the Joint Relief Funding Review
Committee. Agencies recommended by the
committee for funding from the General Fund are:
the Memorial for All Veteran's of the Brazos Valley,
Inc. $25,000; the Dispute Resolution Center,
$10,000; The Children's Museum of the Brazos
Valley, $30,000 per year for 3 to 5 years; the
College Station Noon Lion's Club (4th of July
Fireworks), $10,000; the Retired and Senior
Volunteer Program, $5,000; and the Brazos Valley
Council on Alcohol and Substance Abuse, $10,000
(funding contingent on equitable funding from the
City of Bryan and Brazos County). Funding was also
approved by the City Council for the Sister Cities
Association in the amount of $4,500.
CITY OF COLLEGE STATION
GENERAL FUND
FY 02 APPROVED BUDGET
FY 00
ACTUAL
ADJ. FY 01
BUDGET
FY 01 YEAR
END
ESTIMATE
FY 02 BASE
BUDGET
FY 02
APPROVED
BUDGET
% CHANGE IN
BUDGET
FROM FY 01
TO FY 02
BEGINNING BALANCE 5,896,144$ 7,535,587$ 7,535,587$ 6,626,212$ 6,626,212$
REVENUES:
AD VALOREM TAX 3,420,720$ 3,830,317$ 3,831,317$ 4,114,185$ 4,563,172$ 19.13%
SALES TAX 12,573,564 12,700,000 12,661,900 13,168,000 13,168,000 3.69%
MIXED DRINK AND FRANCHISE 1,763,842 1,837,000 1,882,792 1,939,000 1,939,000 5.55%
LICENSES AND PERMITS 680,776 632,000 719,052 725,500 725,500 14.79%
INTERGOVERNMENTAL 361,173 324,269 332,100 228,000 305,317 (5.84%)
PARKS AND RECREATION 613,139 603,000 598,936 615,000 615,000 1.99%
OTHER CHARGES FOR SERVICES 911,865 998,897 1,068,014 1,173,000 1,173,000 17.43%
FINES, FORFEITS, AND PENALTIES 1,393,505 1,488,800 1,640,700 1,690,000 1,690,000 13.51%
INVESTMENT EARNINGS 385,051 355,000 467,000 477,000 477,000 34.37%
MISCELLANEOUS 295,133 215,500 265,525 247,000 247,000 14.62%
RETURN ON INVESTMENT 5,673,885 5,947,500 5,947,500 6,235,000 6,235,000 4.83%
TOTAL REVENUES 28,072,653$ 28,932,283$ 29,414,836$ 30,611,685$ 31,137,989$ 7.62%
TOTAL FUNDS AVAILABLE 33,968,797$ 36,467,870$ 36,950,423$ 37,237,897$ 37,764,201$ 3.55%
EXPENDITURES:
POLICE 7,514,054$ 8,590,879$ 8,535,243$ 8,152,045$ 8,847,111$ 2.98%
FIRE 5,129,310 5,805,861 5,752,626 5,914,250 6,618,055 13.99%
PUBLIC WORKS 4,319,385 4,914,225 5,029,193 4,987,385 5,504,843 12.02%
PARKS AND RECREATION 5,104,762 5,782,538 5,608,084 5,259,470 6,096,461 5.43%
LIBRARY 600,778 735,359 720,552 756,394 784,394 6.67%
DEVELOPMENT SERVICES 1,526,494 1,918,709 1,912,535 1,769,302 1,919,378 0.03%
OFFICE OF TECH. & INFO. SYS.1,954,771 2,337,916 2,300,763 2,175,129 2,424,749 3.71%
FISCAL SERVICES 1,961,308 1,918,505 1,882,477 1,927,912 2,062,300 7.50%
GEN GOVT/ECON DEV/COMM DEV 2,506,696 3,149,205 3,040,205 3,045,693 3,295,558 4.65%
PUBLIC AGENCY FUNDING 273,110 200,893 200,893 113,498 207,998 3.54%
OTHER 14,779 180,000 180,000 0 360,500 100.28%
SPECIAL PROJECTS 76,773 0 0 0 0 N/A
DEBT AVOIDANCE 0 200,000 200,000 0 0 (100.00%)
GENERAL/ADMIN. TRANSFER (4,717,533) (5,531,344) (5,449,360) (5,491,713) (5,904,635) 6.75%
PAY AND BENEFIT PLAN ADJUSTMENTS 0- 336,000 1,602,702 0 N/A
CONTINGENCY 0 190,123 75,000 225,000 225,000 18.34%
TOTAL EXPENDITURES 26,264,687$ 30,392,869$ 30,324,211$ 30,437,067$ 32,441,712$ 6.74%
INCREASE (DECREASE) IN
FUND BALANCE 1,807,966$ (1,460,586)$ (909,375)$ 174,618$ (1,303,723)$
GAAP ADJUSTMENTS (168,523)
ENDING FUND BALANCE 7,535,587$ 6,075,001$ 6,626,212$ 6,800,830$ 5,322,489$
CITY OF COLLEGE STATION
GENERAL FUND DEPARTMENT
SUMMARY
10/31/2001 13:58
EXPENDITURE BY DEPARTMENT
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DEPARTMENT FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
POLICE DEPARTMENT 7,514,054$ 8,590,879$ 8,535,243$ 8,847,111$ 8,847,111 2.98%
FIRE DEPARTMENT 5,129,310 5,805,861 5,752,626 6,618,055 6,618,055 13.99%
PUBLIC WORKS 4,319,385 4,914,225 5,029,193 5,504,843 5,504,843 12.02%
PARKS AND RECREATION 5,104,762 5,782,538 5,608,084 6,096,461 6,096,461 5.43%
LIBRARY 600,778 735,359 720,552 784,394 784,394 6.67%
DEVELOPMENT SERVICES 1,526,494 1,918,709 1,912,535 1,919,378 1,919,378 0.03%
OFFICE OF TECH & INFO SERVICES 1,954,771 2,337,916 2,300,763 2,424,749 2,424,749 3.71%
FISCAL SERVICES 1,961,308 1,918,505 1,882,477 2,062,300 2,062,300 7.50%
GENERAL GOVERNMENT 2,506,696 3,149,205 3,040,205 3,295,558 3,295,558 4.65%
GENERAL FUND TOTAL 30,617,558$ 35,153,197$ 34,781,678$ 37,552,849$ 37,552,849$ 6.83%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CATEGORY FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 21,285,609$ 23,970,056$ 23,680,265$ 26,079,405$ 26,079,405$ 8.80%
SUPPLIES 1,531,918 1,547,308 1,804,665 1,628,146 1,628,146 5.22%
MAINTENANCE 2,335,371 3,119,246 3,303,266 3,370,320 3,370,320 8.05%
PURCHASED SERVICES 5,066,574 5,723,931 5,532,443 5,716,481 5,716,481 (0.13%)
CAPITAL OUTLAY 398,086 792,656 461,039 758,497 758,497 (4.31%)
GENERAL FUND TOTAL 30,617,558$ 35,153,197$ 34,781,678$ 37,552,849$ 37,552,849$ 6.83%
PERSONNEL SUMMARY BY DEPARTMENT
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DEPARTMENT FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
POLICE DEPARTMENT 139.0 139.0 141.5 141.5 142.5 0.71%
FIRE DEPARTMENT 89.0 96.0 96.0 96.0 100.0 4.17%
PUBLIC WORKS 54.0 54.0 54.0 55.0 59.0 9.26%
PARKS AND RECREATION 110.0 111.0 111.0 110.5 117.0 5.41%
LIBRARY 0.0 0.0 0.0 0.0 0.0 N/A
DEVELOPMENT SERVICES 25.5 30.5 32.5 31.5 31.5 -3.08%
OFFICE OF TECH & INFO SERVICES 23.5 23.5 23.5 23.5 23.5 0.00%
FISCAL SERVICES 12.5 13.5 34.0 35.0 35.0 2.94%
GENERAL GOVERNMENT 37.0 42.8 42.8 41.25 42.75 0.00%
GENERAL FUND TOTAL 490.5 510.3 535.3 534.25 551.25 2.99%
GENERAL FUND - SOURCES
Sales Tax
43%
Return On
Investment
20%
Grants
1%
Licenses and
Permits
2%Other Taxes
6%
Property Tax
15%Fines
6%
Other
7%
GENERAL FUND - USES
Library
2%
Developmen
t Services
4%
OTIS
6%
Finance
5%
General
Government
8%
Other
12%
PUB. WORKS
13%
Police
20%
Fire
16%
PARKS
14%
POLICE DEPARTMENT
MANAGER
COMMUNICATIONS
SPECIAL
SERVICES
INFORMATIONAL
SERVICES
SERVICES
BUREAU
UNIFORMED
PATROL
OPERATIONS
BUREAU
AFFAIRS
INTERNAL
RECRUTING/
TRAINING
PROFESSIONAL
STANDARDS
CHIEF OF
POLICE
CITY MANAGER
STAFF SERVICES RESEARCH
& PLANNING
CRIMINAL
INVESTIGATION
CITY OF COLLEGE STATION
POLICE DEPARTMENT
SUMMARY
10/31/2001 14:07
EXPENDITURE BY DEPARTMENT
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
POLICE ADMINISTRATION 392,518$ 570,110$ 575,966$ 607,216$ 651,098$ 14.21%
UNIFORM PATROL 3,435,417 3,889,694 3,805,020 3,618,341 3,978,420 2.28%
CRIMINAL INVESTIGATION 925,621 947,948 974,957 866,914 903,029 (4.74%)
PROFESSIONAL STANDARDS 242,442 259,742 277,156 299,788 311,130 19.78%
QUARTERMASTER DIVISION 822,618 806,045 835,353 746,654 749,295 (7.04%)
COMMUNICATION/JAIL 905,978 1,117,773 1,088,353 1,028,668 1,142,503 2.21%
SPECIAL SERVICES 480,036 597,872 624,510 623,782 721,906 20.75%
INFORMATION SERVICES 309,424 401,695 353,928 360,682 389,730 (2.98%)
DEPARTMENT TOTAL 7,514,054$ 8,590,879$ 8,535,243$ 8,152,045$ 8,847,111$ 2.98%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 6,030,462$ 7,005,839$ 6,997,031$ 6,795,405$ 7,356,291$ 5.00%
SUPPLIES 257,427 261,606 285,155 247,153 320,168 22.39%
MAINTENANCE 294,315 351,567 356,760 352,833 358,676 2.02%
PURCHASED SERVICES 871,481 887,248 886,048 756,654 764,551 (13.83%)
CAPITAL OUTLAY 60,369 84,619 10,249 0 47,425 (43.95%)
DEPARTMENT TOTAL 7,514,054$ 8,590,879$ 8,535,243$ 8,152,045$ 8,847,111$ 2.98%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
POLICE ADMINISTRATION 6.0 6.0 8.0 9.0 9.0 12.50%
UNIFORM PATROL 63.0 66.5 67.5 67.5 67.5 0.00%
CRIMINAL INVESTIGATION 18.0 17.0 15.0 14.0 14.0 (6.67%)
PROFESSIONAL STANDARDS 3.0 3.0 3.0 4.0 4.0 33.33%
QUARTERMASTER DIVISION 0.0 1.0 1.0 1.0 1.0 0.00%
COMMUNICATION/JAIL 26.0 27.0 28.0 27.0 27.0 (3.57%)
SPECIAL SERVICES 8.0 9.0 9.0 10.0 11.0 22.22%
INFORMATION SERVICES 8.0 8.0 10.0 9.0 9.0 (10.00%)
DEPARTMENT TOTAL 132.0 137.5 141.5 141.5 142.5 0.71%
SERVICE LEVEL ADJUSTMENTS
UNIFORM PATROL
$20,875
51,000
26,069
41,248
COMMUNICATIONS/JAIL 21,450
SPECIAL SERVICES 68,333
$228,975
Audio recording devices for officers on foot,
motorcycles and bicycles
Accelerate audio/visual recorders replacement rate for
patrol cars
3 Year grant- Intersection Traffic Control (ITC)/
Selective Traffic Enforcement Program (STEP)
3 Year grant- (Safe & Sober) to address speed,
occupant protection and DWI violations.pgy p
system
Full-time animal control officer
FIRE DEPARTMENT
RESEARCH & PLANNING ADMINISTRATIVE
ASSISTANT
SECRETARY
EMS
COORDINATOR
"A"
SHIFT
"B"
SHIFT
"C"
SHIFT
FIRE TRAINING
COORDINATOR
ASSISTANT
FIRE CHIEF
SECRETARY
NEW
CONSTRUCTION
EXISTING
CONSTRUCTION
PUBLIC
EDUCATION
CODE
ENFORCEMENT
PARKING
ENFORCEMENT
FIRE
MARSHAL
FIRE CHIEF
CITY MANAGER
CITY OF COLLEGE STATION
FIRE DEPARTMENT
SUMMARY
10/31/2001 13:56
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
FIRE ADMINISTRATION 303,148$ 298,325$ 304,349$ 386,891$ 414,427$ 38.92%
FIRE SUPPRESSION 2,838,797 3,200,633 3,119,576 3,196,084 3,679,918 14.97%
FIRE PREVENTION 463,292 584,468 587,155 575,605 629,521 7.71%
EMER. MEDICAL SERV. 1,524,073 1,722,435 1,741,546 1,755,670 1,894,189 9.97%
DEPARTMENT TOTAL 5,129,310$ 5,805,861$ 5,752,626$ 5,914,250$ 6,618,055$ 13.99%
DEPARTMENT SUMMARY BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 4,273,514$ 4,761,774$ 4,746,581$ 5,001,635$ 5,496,555$ 15.43%
SUPPLIES 225,142 271,108 283,793 286,985 314,110 15.86%
MAINTENANCE 163,321 164,829 167,187 204,929 212,782 29.09%
PURCHASED SERVICES 444,583 465,791 424,171 420,701 456,601 (1.97%)
CAPITAL OUTLAY 22,750 142,359 130,894 0 138,007 (3.06%)
DEPARTMENT TOTAL 5,129,310$ 5,805,861$ 5,752,626$ 5,914,250$ 6,618,055$ 13.99%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
FIRE ADMINISTRATION 4.0 4.0 4.0 5.0 5.0 25.00%
FIRE SUPPRESSION 47.0 47.0 50.0 50.0 54.0 8.00%
FIRE PREVENTION 9.0 9.0 10.0 10.0 10.0 0.00%
EMER. MEDICAL SERV. 29.0 29.0 32.0 31.0 31.0 (3.13%)
DEPARTMENT TOTAL 89.0 89.0 96.0 96.0 100.0 4.17%
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION
Operations Center 4,635
SUPPRESSION 78,000
12,500
5,000
Fire Station #5 (Phases 2 of 3)229,583
EMS 20,000
PREVENTION 24,000
373,718
Replace Fire Safety Trailer
Laptop computer, software/hardware for Emergency
Partial replacement of 44 15yr old breathing
Year 2 of 2 yr request-2 breathing apparatus & 6
Replace/maintain fire station living & office
1 Life Pack 12 heart monitor/defibrillator
PUBLIC WORKS
GREENWAYS
FACILITIES
TRAFFIC SYSTEMS
STREET & DRAINAGE
ADMINISTRATION
TRAFFIC ENGINEER
ASST. DIRECTOR
SANITATION
FLEET
ASST. DIR. PUB. WKS.
BVSWMA DIRECTOR
CITY ENGINEER
DIRECTOR
CITY MANAGER
SUPERINTENDENT
SUPERINTENDENT
MAINTENANCE
PUBLIC WORKS
MANAGER
CITY OF COLLEGE STATION
PUBLIC WORKS
DEPARTMENT SUMMARY
10/31/2001 14:08
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 02 FY 02 FY 00 TO FY 02
PUBLIC WORKS ADMINISTRATION 329,161$ 368,305$ 389,577$ 463,462$ 492,807$ 33.80%
FACILITIES MAINTENANCE 856,858 947,400 959,605 975,764 989,418 4.44%
STREETS MAINTENANCE 1,650,842 1,962,922 2,169,701 1,915,918 2,328,429 18.62%
DRAINAGE MAINTENANCE 281,716 316,409 262,826 339,534 351,341 11.04%
TRAFFIC 198,014 209,773 138,129 158,209 161,885 (22.83%)
ENGINEERING 590,367 678,778 671,152 676,271 706,980 4.15%
TRAFFIC SIGNALS 412,427 430,638 438,203 458,227 473,983 10.07%
DEPARTMENT TOTAL 4,319,385$ 4,914,225$ 5,029,193$ 4,987,385$ 5,504,843$ 12.02%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 02 FY 02 FY 02 FY 00 TO FY 02
SALARIES & BENEFITS 2,116,309$ 2,294,487$ 2,222,078$ 2,373,803$ 2,638,325$ 14.99%
SUPPLIES 194,930 208,563 180,266 170,591 179,591 -13.89%
MAINTENANCE 1,206,271 1,585,344 1,800,397 1,610,427 1,680,363 5.99%
PURCHASED SERVICES 769,533 777,444 798,065 832,564 834,064 7.28%
CAPITAL OUTLAY 32,342 48,387 28,387 0 172,500 256.50%
DEPARTMENT TOTAL 4,319,385$ 4,914,225$ 5,029,193$ 4,987,385$ 5,504,843$ 12.02%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 00 TO FY 02
PUBLIC WORKS ADMINISTRATION 5.0 6.0 6.0 7.0 7.0 16.67%
FACILITIES MAINTENANCE 6.0 6.0 6.0 6.0 6.0 0.00%
STREETS MAINTENANCE 19.0 19.0 19.0 19.0 23.0 21.05%
DRAINAGE MAINTENANCE 4.0 5.0 5.0 5.0 5.0 0.00%
TRAFFIC 2.0 2.0 2.0 2.0 2.0 0.00%
ENGINEERING 9.0 11.0 11.0 11.0 11.0 0.00%
TRAFFIC SIGNALS 4.0 5.0 5.0 5.0 5.0 0.00%
DEPARTMENT TOTAL 49.0 54.0 54.0 55.0 59.0 9.26%
SERVICE LEVEL ADJUSTMENTS
STREETS MAINTENANCE 20,000$
115,755
150,000
75,742
TRAFFIC SIGNALS & MARKINGS 6,000
DRAINAGE MAINTENANCE 341,497-
26,000$
Fund drainage operations from drainage fund (912)
Street Markings Year 2
Routine maintenance on aerial device
Street Maint Crew - 3 personnel and one crew truck
Pot-hole truck and operator
Expand sealcoat operations
PARKS AND RECREATION
ADMINISTRATION
ASSISTANT
DIRECTOR
DIRECTOR
CITY MANAGER
SENIOR SERVICES
SCHOOL AGE CARE
SPECIAL EVENTS
ATHLETIC EVENTS
ATHLETIC LEAGUES
RECREATION
CONFERENCE
CENTER
AQUATICS
LINCOLN
CENTER
SPECIAL
FACILITIES
WEST
DISTRICT
EAST
DISTRICT
SOUTH
DISTRICT
PARKS
OPERATIONS
FORESTRY
FORESTRY
CEMETARY
INSTRUCTION
YOUTH SERVICES
CITY OF COLLEGE STATION
PARKS & RECREATION DEPARTMENT
SUMMARY
10/31/2001 14:05
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
ADMINISTRATION 544,790$ 741,327$ 720,242$ 517,201$ 563,139$ -24.04%
RECREATION 1,344,576 1,357,948 1,320,974 954,332 992,083 -26.94%
SPECIAL FACILITIES 1,165,818 1,330,838 1,336,511 1,536,779 1,871,955 40.66%
PARKS OPERATIONS 1,377,328 1,567,660 1,481,361 1,490,824 1,774,368 13.19%
FORESTRY 672,250 784,765 748,996 760,334 894,916 14.04%
DEPARTMENT TOTAL 5,104,762$ 5,782,538$ 5,608,084$ 5,259,470$ 6,096,461$ 5.43%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 3,275,192$ 3,447,038$ 3,311,399$ 3,304,502$ 3,569,770$ 3.56%
SUPPLIES 425,214 459,773 469,385 439,572 468,869 1.98%
MAINTENANCE 275,413 522,110 498,652 325,790 584,076 11.87%
PURCHASED SERVICES 1,109,189 1,243,381 1,217,630 1,189,606 1,327,456 6.76%
CAPITAL OUTLAY 19,754 110,236 111,018 0 146,290 32.71%
DEPARTMENT TOTAL 5,104,762$ 5,782,538$ 5,608,084$ 5,259,470$ 6,096,461$ 5.43%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
ADMINISTRATION 8.0 9.5 10.0 9.0 9.5 -5.00%
RECREATION 23.0 23.0 23.0 19.5 19.5 -15.22%
SPECIAL FACILITIES 34.0 34.0 34.5 38.5 38.5 11.59%
PARKS OPERATIONS 31.0 31.0 31.0 31.0 35.0 12.90%
FORESTRY 12.5 12.5 12.5 12.5 14.5 16.00%
DEPARTMENT TOTAL 108.5 110.0 111.0 110.5 117.0 5.41%
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION 63,750$
0
Senior Center Feasibility Study 5,000
SPECIAL FACILITIES Thomas Pool renovation 277,255
Replace gym floor scrubber 4,000
OPERATIONS Parks Replacement (Park Maintenance Standards)25,000
Veteran's Park Operations and Maintenance 190,678
FORESTRY Urban Forest Mgmt Plan 30,000
Veteran's Park Operations and Maintenance 18,726
614,409$
Contract for annual landscape maintenance
Convert part-time secretary position to full-time
COLLEGE STATION
LIBRARY
LIBRARY STAFF
COMMUNICATIONS &
INFO. SERVICES
MANAGERS
OTIS
DIRECTOR
CITY MANAGER
CITY OF COLLEGE STATION
LIBRARY
DIVISION SUMMARY
10/31/2001 14:02
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
LIBRARY 600,778$ 735,359$ 720,552$ 756,394$ 784,394$ 6.67%
DIVISION TOTAL 600,778$ 735,359$ 720,552$ 756,394$ 784,394$ 6.67%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 0$ 0$ 0$ 0$ 0$ N/A
SUPPLIES 40,576$ 302$ 605 350 350 15.89%
MAINTENANCE 4,894 5,193 5,080 5,670 5,670 9.19%
PURCHASED SERVICES 555,308 689,864 674,867 710,374 710,374 2.97%
CAPITAL OUTLAY 0 40,000 40,000 40,000 68,000 70.00%
DIVISION TOTAL 600,778$ 735,359$ 720,552$ 756,394$ 784,394$ 6.67%
PERSONNEL SUMMARY BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION F 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
LIBRARY 0.0 0.0 0.0 0.0 0.0 N/A
DIVISION TOTAL 0.0 0.0 0.0 0.0 0.0 N/A
SERVICE LEVEL ADJUSTMENTS
LIBRARY
Self Checkout Machine $28,000
DEVELOPMENT SERVICES
ADMINISTRATION
ENGINEERING
DEVELOPMENT
PLANNING
INSPECTION
BUILDING
INSPECTION
DEVELOPMENT
COORDINATION
DIRECTOR
CITY MANAGER
CITY OF COLLEGE STATION
DEVELOPMENT SERVICES
DEPARTMENT SUMMARY
10/31/2001 13:54
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
ADMINISTRATION 242,273$ 583,920$ 508,469$ 607,104$ 682,701$ 16.92%
ENGINEERING 165,827 219,138 218,198 195,967 212,517 (3.02%)
PLANNING 709,404 735,882 783,342 430,471 488,400 (33.63%)
BUILDING 408,990 379,769 402,526 379,865 379,865 0.03%
NEIGHBORHOOD SERVICES 0 0 0 138,525 138,525 N/A
HISTORIC PRESERVATIONS 0 0 0 17,370 17,370 N/A
DEPARTMENT TOTAL 1,526,494$ 1,918,709$ 1,912,535$ 1,769,302$ 1,919,378$ 0.03%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 1,273,040$ 1,539,898$ 1,540,895$ 1,495,170$ 1,625,246$ 5.54%
SUPPLIES 61,478 45,700 49,453 39,959 39,959 (12.56%)
MAINTENANCE 25,243 32,300 31,075 37,101 37,101 14.86%
PURCHASED SERVICES 154,359 283,931 283,366 197,072 217,072 (23.55%)
CAPITAL OUTLAY 12,374 16,880 7,746 0 0 (100.00%)
DEPARTMENT TOTAL 1,526,494$ 1,918,709$ 1,912,535$ 1,769,302$ 1,919,378$ 0.03%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
ENERGY MANAGEMENT SERVICES 1.0 0.0 0.0 0.0 0.0 N/A
ADMINISTRATION 5.0 5.0 12.0 12.0 12.0 140.00%
ENGINEERING 2.0 3.0 3.0 3.0 3.0 0.00%
PLANNING 9.5 13.5 10.5 9.5 9.5 (29.63%)
BUILDING 8.0 9.0 7.0 7.0 7.0 (22.22%)
NEIGHBORHOOD SERVICES 0.0 0.0 0.0 0.0 0.0 N/A
HISTORIC PRESERVATION 0.0 0.0 0.0 0.0 0.0 N/A
DEPARTMENT TOTAL 25.5 30.5 32.5 31.5 31.5 (3.08%)
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION
Annexation Service Plan 20,000$
20,000$
OFFICE OF TECHNOLOGY
AND INFORMATION SERVICES
ACTION
CENTER
MANAGEMENT
INFORMATION
SERVICES
INTEGRATED
DATA
SERVICES
COMMUNICATIONS
PRINT/MAIL
LIBRARY
COMMUNICATIONS &
INFORMATION
SERVICES
CUSTOMER
SERVICE
METER
SERVICE
UTILITY
CUSTOMER
SERVICES
DIRECTOR
CITY MANAGER
FRANCHISING
INFORMATION
SERVICES
GEOGRAPHIC
CITY OF COLLEGE STATION
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
DEPARTMENT SUMMARY
10/31/2001 14:03
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
OTIS ADMINISTRATION 360,398$ 435,291$ 419,224$ 374,778$ 537,836$ 23.56%
GEOGRAPHIC INFO SERVICES 189,746 206,407 199,794 204,596 212,391 2.90%
MGMT INFO. SERVICES 1,404,627 1,696,218 1,681,745 1,595,755 1,674,522 (1.28%)
DEPARTMENT TOTAL 1,954,771$ 2,337,916$ 2,300,763$ 2,175,129$ 2,424,749$ 3.71%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 1,125,340$ 1,220,626$ 1,240,209$ 1,260,596$ 1,339,911$ 9.77%
SUPPLIES 137,027 129,994 336,556 120,445 124,950 (3.88%)
MAINTENANCE 321,925 396,580 384,227 408,342 424,142 6.95%
PURCHASED SERVICES 159,940 266,701 218,464 199,471 349,471 31.03%
CAPITAL OUTLAY 210,539 324,015 121,307 186,275 186,275 (42.51%)
DEPARTMENT TOTAL 1,954,771$ 2,337,916$ 2,300,763$ 2,175,129$ 2,424,749$ 3.71%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
OTIS ADMINISTRATION 6.0 6.0 6.0 6.0 6.0 0.00%
GEOGRAPHIC INFO SERVICES 2.0 2.5 2.5 2.5 2.5 0.00%
MGMT INFO SERVICES 14.0 15.0 15.0 15.0 15.0 0.00%
DEPARTMENT TOTAL 22.0 23.5 23.5 23.5 23.5 0.00%
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION
Cable Franchise $100,000
BTU Franchise 50,000
MANAGEMENT INFORMATION SERVICES
Records Management/Imaging System software/hardware 20,305
$170,305
FISCAL SERVICES
CITY MANAGER
ADMINISTRATION
PURCHASING
RISK
MANAGEMENT
DIRECTOR
MUNICIPAL
COURT
ACCOUNTING
DIRECTOR
ASSISTANT
CITY OF COLLEGE STATION
FISCAL SERVICES DEPARTMENT
SUMMARY
10/31/2001 13:57
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 99-00 FY 00-01 FY00-01 FY 01-02 FY 01-02 FY 01 TO FY 02
FISCAL ADMINISTRATION 277,962$ 292,730$ 291,318$ 297,389$ 312,940$ 6.90%
RISK MANAGEMENT 131,082 152,054 134,563 141,128 154,287 1.47%
ACCOUNTING 601,486 620,726 618,652 666,206 713,455 14.94%
PURCHASING 227,362 247,220 243,974 253,934 273,103 10.47%
BUDGET AND STRAT PLNG 208,623 0 0 0 0 N/A
MUNICIPAL COURT 514,793 605,775 593,970 569,255 608,515 0.45%
DEPARTMENT TOTAL 1,961,308$ 1,918,505$ 1,882,477$ 1,927,912$ 2,062,300$ 7.50%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 99-00 FY 00-01 FY00-01 FY 01-02 FY 01-02 FY 01 TO FY 02
SALARIES & BENEFITS 1,414,779$ 1,391,727$ 1,389,486$ 1,402,591$ 1,536,979$ 10.44%
SUPPLIES 52,670 42,635 49,996 46,514 46,514 9.10%
MAINTENANCE 15,430 18,600 18,318 22,030 22,030 18.44%
PURCHASED SERVICES 458,143 455,016 414,647 456,777 456,777 0.39%
CAPITAL OUTLAY 20,286 10,527 10,030 0 0 (100.00%)
DEPARTMENT TOTAL 1,961,308$ 1,918,505$ 1,882,477$ 1,927,912$ 2,062,300$ 7.50%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 98-99 FY 99-00 FY 00-01 FY 01-02 FY 01-02 FY 01 TO FY 02
FISCAL ADMINISTRATION 3.0 3.0 3.0 3.0 3.0 0.00%
RISK MANAGEMENT 2.0 2.5 2.5 2.5 2.5 0.00%
ACCOUNTING 11.0 10.5 10.5 11.5 11.5 9.52%
PURCHASING 4.5 4.5 4.5 4.5 4.5 0.00%
BUDGET AND STRAT PLNG 4.5 4.5 0.0 0.0 0.0 N/A
MUNICIPAL COURT 12.5 12.5 13.5 13.5 13.5 0.00%
DEPARTMENT TOTAL 37.5 37.5 34.0 35.0 35.0 2.94%
GENERAL GOVERNMENT
CITY
SECRETARY
LEGAL
PUBLIC
COMMUNICATIONS
& MARKETING
COMMUNITY
DEVELOPMENT
ASSISTANT
CITY MANAGER
HUMAN
RESOURCES
ECONOMIC
DEVELOPMENT
OFFICE of
BUDGET &
STRATEGIC PLANNING
CITY MANAGER
CITY COUNCIL
CITY OF COLLEGE STATION
GENERAL GOVERNMENT
DEPARTMENT SUMMARY
10/31/2001 14:01
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
CITY SEC./MAYOR COUNCIL 270,928 285,608 283,787 293,012 301,272 5.48%
CITY MANAGER 450,752 474,573 474,567 475,434 519,717 9.51%
COMMUNITY PROGRAMS 0 117,515 110,669 102,313 103,704 -11.75%
LEGAL 516,676 561,852 557,422 564,661 595,204 5.94%
PUBLIC COMM./ MARKETING 158,525 206,788 184,493 195,426 208,670 0.91%
HUMAN RESOURCES 377,225 356,654 356,439 356,885 388,100 8.82%
BUDGET & STRATEGIC PLANNING 0 279,038 273,124 268,018 290,904 4.25%
COMMUNITY DEVELOPMENT 505,871 582,809 517,981 538,530 584,341 0.26%
ECONOMIC DEVELOPMENT 226,719 284,368 281,723 251,414 303,646 6.78%
DEPARTMENT TOTAL 2,506,696$ 3,149,205$ 3,040,205$ 3,045,693$ 3,295,558$ 4.65%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 1,776,973$ 2,308,667$ 2,232,586$ 2,296,943$ 2,516,328$ 8.99%
SUPPLIES 137,454 127,627 149,456 129,655 133,635 4.71%
MAINTENANCE 28,559 42,723 41,570 45,480 45,480 6.45%
PURCHASED SERVICES 544,038 654,555 615,185 573,615 600,115 (8.32%)
CAPITAL OUTLAY 19,672 15,633 1,408 0 0 (100.00%)
DEPARTMENT TOTAL 2,506,696$ 3,149,205$ 3,040,205$ 3,045,693$ 3,295,558$ 4.65%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
CITY SEC./MAYOR COUNCIL 3.5 4.0 4.0 4.0 4.0 0.00%
CITY MANAGER 5.5 5.5 5.0 5.0 6.0 20.00%
COMMUNITY PROGRAMS 0.0 0.0 1.5 1.5 1.5 N/A
LEGAL 8.0 8.0 7.75 7.75 7.75 0.00%
PUBLIC COMMUNICATIONS 2.0 2.0 2.0 2.0 2.0 0.00%
HUMAN RESOURCES 6.0 6.0 6.0 6.0 6.0 0.00%
BUDGET & STRATEGIC PLANNING 0.0 0.0 4.5 4.5 4.5 0.00%
COMMUNITY DEVELOPMENT 8.5 9.5 9.5 8.5 8.5 (10.53%)
ECONOMIC DEVELOPMENT 2.0 2.0 2.5 2.0 2.5 0.00%
DEPARTMENT TOTAL 35.5 37.0 42.75 41.25 42.75 0.00%
SERVICE LEVEL ADJUSTMENTS
CITY MANAGER
1 Full-time regular secretary $27,330
COMMUNITY DEVELOPMENT
Fax Machine 1,750
ECONOMIC DEVELOPMENT
Part-time intern 10,085Tech Expo/Economic Outlook Conference sponsorship/booths 1,500
Business Park Brochure and Follow-up Marketing 25,000
$65,665
DEBT SERVICE FUND
The City's basic debt management policies are
explained in the Financial Policy Statements,
included in the appendix to this document. The
City continues to review its debt management
policies and to address the particular concerns and
needs of the citizens. The City strives to issue debt
only to meet capital needs.
This fund is prepared on the modified accrual basis
of accounting. Under this basis revenues are
recognized when they become measurable and
available to finance expenditures of the current
period. Expenditures are recognized when the
related fund liability is incurred with the exception
of several items. The full listing of these exceptions
can be found in the Financial Policies on page F-1.
State law in Texas sets the maximum ad valorem
tax rate for a home rule city, such as College
Station, at $2.50 per $100 dollars valuation,
including all obligations of the city. The City of
College Station’s approved ad valorem tax rate is
47.77 cents/$100 valuation.
Current policy is to maintain at least 15% of annual
appropriated expenditures and any associated fees
as the Debt Service Fund balance at fiscal year
end. The fund is in compliance with that policy.
The most recent debt issues of the City of College
Station have earned ratings* from Moody's and
Standard & Poor's as follows:
Bond Type
Standard &
Poor's Moody's
General Obligation AA-Aa3
Utility Revenue AA-A1
Certif. of Oblig.AA-Aa1
Revenues in the Debt Service Fund are anticipated
to increase in FY 02 by 7.5% from the FY 01
revised budget, reflecting the increased taxable
base in College Station. The debt service portion
of the ad valorem tax rate is approved at 29.31
cents per $100 valuation for FY 02. This is an
increase of 3 cents over the FY 01 tax rate. This
increase is to fund the debt service associated with
approximately $9 million in street capital projects.
In the fall of 1998, the citizens of College Station
approved $24.24 million in future bond
authorization for streets, traffic, fire stations, land
acquisition, parks and drainage improvements.
Current analysis of the debt requirements in the
future shows that the City will have enough debt
capacity to issue all of the authorized bonds without
a tax increase. In FY 02, it is estimated that
$7.42 million of the 1998 authorization will be
issued. The 2002 GOBs will be used as follows:
· $4,694,000 for street and traffic projects
· $1,810,000 for public facilities and technology
projects
· $129,000 for park improvements
· $785,000 for Greeways acquisition
It is also anticipated that the City will issue
$11,667,000 of COs. These Certificates are
expected to be issued as follows:
· $75,000 for Neighborhood Capital Projects
· $67,000 for the record storage software
project
· $225,000 for a pedestrian plaza in the
Northgate area
· $2,300,000 for capital improvements in the
Wolf Pen Creek area
· $9,000,000 for the Interim CIP
Although not supported by tax debt, $19.9 million
in Utility Revenue Bonds (URBs) will also be issued
for electric, water, and waste water projects.
Revenue bonds are backed by utility charges rather
than property taxes.
Each year an analysis is done to determine what
resources are needed and if refunding and call
options are available and in the best interest of the
City. It is not anticipated that any bonds will be
called in FY 02.
The following section contains a schedule of
requirements and a summary of requirements for
all General Obligation Bonds and Certificates of
Obligation. The detailed information for each
individual GOB and CO is found in Appendix J.
The schedule of requirements and the individual
detailed information for all Utility Revenue Bonds
are also found in Appendix J.
* The ratings are standard ratings of Moody’s and S&P. The highest rating available on S&P is AAA and the lowest
“investment grade” debt issue is BBB. In contrast, Moody’s highest rating is Aaa and the lowest “investment grading" is Bbb.
CITY OF COLLEGE STATION
DEBT SERVICE FUND
FUND SUMMARY
% CHANGE
FY 01 FY 01 FY 02 FY 02 IN BUDGET
FY 00 REVISED YEAR-END BASE APPROVED FROM FY 01
ACTUAL BUDGET ESTIMATE BUDGET BUDGET TO FY 02
BEGINNING BALANCE 3,478,862$ 4,219,960$ 4,219,960$ 3,535,122$ 3,535,122$
REVENUES
ADVALOREM TAXES, ETC.5,546,863$ 6,064,612$ 6,064,612$ 6,518,733$ 7,265,601$ 20%
INVESTMENT EARNINGS 397,162 350,000 375,000 350,000 350,000 0%
OTHER 0 0 0 0 N/A
TRANSFERS 380,000 697,052 697,052 1,023,410 1,023,410 47%
REFUNDING 0 0 0 0 0 N/A
TOTAL REVENUES 6,324,025$ 7,111,664$ 7,136,664$ 7,892,143$ 8,639,011$ 21%
TOTAL FUNDS AVAILABLE 9,802,887$ 11,331,624$ 11,356,624$ 11,427,265$ 12,174,133$ 0%
EXPENDITURES AND TRANSFERS
GENERAL OBLIGATION BONDS 4,284,750$ 5,660,021$ 5,660,021$ 6,262,117$ 6,262,117$ 11%
CERTIFICATES OF OBLIGATION 1,290,161 2,133,981 2,133,981 2,786,146 2,786,146 31%
AGENTS FEES, OTHER COSTS 8,016 25,000 25,000 15,000 15,000 -40%
OTHER 0 0 2,500 0 0 N/A
TOTAL OPERATING EXPENSES
AND TRANSFERS 5,582,927$ 7,819,002$ 7,821,502$ 9,063,263$ 9,063,263$ 16%
INCREASE (DECREASE)
FUND BALANCE 741,098$ (707,338)$ (684,838)$ (1,171,120)$ (424,252)$ -40%
ENDING FUND BALANCE 4,219,960$ 3,512,622$ 3,535,122$ 2,364,002$ 3,110,870$ -11%
DEBT SERVICE FUND - SOURCES
Property Tax
85%
Transfers
12%Investment
Earnings
5%
DEBT SERVICE FUND - USES
G.O. Bonds
69.1%
Certificates
of Obligation
30.7%
Fees
0.2%
DEBT SERVICE
SUMMARY OF REQUIREMENTS
GENERAL OBLIGATION BONDS
ALL SERIES
FY 2001-2002
Issue Principal Interest Total
G.O.B. Series 1991 225,000 75,463 300,463
G.O.B. Series 1994 300,000 200,900 500,900
G.O.B. Series 1995 250,000 198,675 448,675
G.O.B. Series 1996 875,000 405,490 1,280,490
G.O.B. Series 1998 240,000 290,756 530,756
G.O.B. Series 1999 250,000 254,818 504,818
G.O.B. Series 2000 675,000 422,955 1,097,955
G.O.B. Series 2001 1,340,000 151,545 1,491,545
TOTAL 4,155,000$ 2,000,602$ 6,155,602$
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
GENERAL OBLIGATION BONDS
ALL SERIES
FISCAL
YEAR PRINCIPAL INTEREST
TOTAL DUE
EACH YEAR
OUTSTANDING AS
OF OCTOBER 1
FY 02 4,155,000 2,000,602 6,155,602 40,150,000
FY 03 2,590,000 1,788,749 4,378,749 35,995,000
FY 04 2,680,000 1,644,196 4,324,196 33,405,000
FY 05 2,250,000 1,507,599 3,757,599 30,725,000
FY 06 2,075,000 1,397,761 3,472,761 28,475,000
FY 07 2,170,000 1,295,059 3,465,059 26,400,000
FY 08 2,240,000 1,186,763 3,426,763 24,230,000
FY 09 2,600,000 1,071,130 3,671,130 21,990,000
FY 10 2,470,000 948,683 3,418,683 19,390,000
FY 11 2,560,000 820,548 3,380,548 16,920,000
FY 12 2,395,000 687,571 3,082,571 14,360,000
FY 13 2,490,000 556,681 3,046,681 11,965,000
FY 14 2,240,000 435,958 2,675,958 9,475,000
FY 15 2,075,000 325,309 2,400,309 7,235,000
FY 16 2,185,000 214,882 2,399,882 5,160,000
FY 17 2,310,000 90,744 2,400,744 2,975,000
FY 18 665,000 18,288 683,288 665,000
G.O.B. PRINCIPAL & INTEREST
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
FY 02FY 03FY 04FY 05FY 06FY 07FY 08FY 09FY 10FY 11FY 12FY 13FY 14FY 15FY 16FY 17FY 18PRINCIPAL INTEREST
DEBT SERVICE
SUMMARY OF REQUIREMENTS
CERTIFICATES OF OBLIGATION
ALL SERIES
FY 2001-2002
ISSUE - PRINCIPAL
GENERAL FUND
ASSOCIATED
CONF.
CENTER
ASSOCIATED TOTAL
C.O. Series 1998 0 215,000 215,000
C.O. Series 1999 250,000 0 250,000
C.O. Series 2000 335,000 0 335,000
C.O. Series 2000 A 510,000 0 510,000
C.O. Series 2001*485,000 0 485,000
TOTAL PRINCIPAL 1,580,000$ 215,000$ 1,795,000$
ISSUE - INTEREST
C.O. Series 1998 0 262,905 262,905
C.O. Series 1999 4,688 0 4,688
C.O. Series 2000 201,601 0 201,601
C.O. Series 2000 A 404,540 0 404,540
C.O. Series 2001*143,886 0 143,886
TOTAL INTEREST 754,715$ 262,905$ 1,017,620$
TOTAL PAYMENT 2,334,715$ 477,905$ 2,812,620$
* This amount is subject to change based on the actual issuance and interest rate.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
CERTIFICATES OF OBLIGATION
ALL SERIES
FISCAL
YEAR PRINCIPAL INTEREST
TOTAL DUE
EACH YEAR
OUTSTANDING AS OF
OCTOBER 1
FY 02 1,795,000 1,017,620 2,812,620 20,595,000
FY 03 1,535,000 930,029 2,465,029 15,355,000
FY 04 1,590,000 845,810 2,435,810 14,160,000
FY 05 1,670,000 759,185 2,429,185 12,910,000
FY 06 1,105,000 687,421 1,792,421 11,585,000
FY 07 740,000 642,125 1,382,125 10,610,000
FY 08 780,000 606,134 1,386,134 10,010,000
FY 09 815,000 567,901 1,382,901 9,375,000
FY 10 870,000 526,883 1,396,883 8,715,000
FY 11 910,000 483,001 1,393,001 8,010,000
FY 12 955,000 436,375 1,391,375 7,270,000
FY 13 1,010,000 386,588 1,396,588 6,495,000
FY 14 1,070,000 333,211 1,403,211 5,675,000
FY 15 1,130,000 276,080 1,406,080 4,810,000
FY 16 1,190,000 215,343 1,405,343 3,895,000
FY 17 1,260,000 150,693 1,410,693 2,935,000
FY 18 855,000 94,153 949,153 1,915,000
FY 19 640,000 53,725 693,725 1,315,000
FY 20 675,000 18,225 693,225 675,000
FY 21 0 0 0 0
C.O. PRINCIPAL & INTEREST
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
FY 02FY 03FY 04FY 05FY 06FY 07FY 08FY 09FY 10FY 11FY 12FY 13FY 14FY 15FY 16FY 17FY 18FY 19FY 20FY 21PRINCIPAL INTEREST
PARKS XTRA EDUCATION FUND
Established in FY 96, Parks Xtra Education is a
joint effort of the City of College Station and the
College Station Independent School District
(CSISD) to provide community-based education
programs.
This fund is prepared on the modified accrual
basis of accounting. Under this basis revenues are
recognized when they become measurable and
available to finance expenditures of the current
period. Expenditures are recognized when the
related fund liability is incurred with the exception
of several items. The full listing of these
exceptions can be found in the Financial Policies
on page F-1.
Registration fees provide the primary funding for
the Parks Xtra Education Fund. Revenues are
projected to be $60,300 in FY02.
Approved program funding for FY 02 is
$105,365. These funds include $78,630 to
cover the cost of instructors, supplies, equipment,
and various other program-related expenses. The
remaining $26,735 is allocated for the payment
of half the salary and benefits associated with the
position responsible for administering the
program.
CITY OF COLLEGE STATION
PARKS XTRA EDUCATION
FUND SUMMARY
FY 01 F 01 FY 02 FY 02 % CHANGE IN
FY 00 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 01 TO FY 02
BEGINNING FUND BALANCE 91,811$ 82,064$ 82,064$ 66,216$ 66,216$
REVENUES
XTRA EDUCATION REVENUES 53,886$ 61,800$ 53,450$ 55,100$ 55,100$ (10.84%)
INVESTMENT EARNINGS 4,158 4,000 5,055 5,200 5,200 30.00%
OTHER 1,883 0 0 0 0 N/A
TOTAL REVENUES 59,927$ 65,800$ 58,505$ 60,300$ 60,300$ (8.36%)
TOTAL FUNDS AVAILABLE 151,738 147,864$ 140,569$ 126,516$ 126,516$ (14.44%)
EXPENDITURES
XTRA EDUCATION PROGRAMS 47,274$ 77,050$ 50,000$ 78,630$ 78,630$ 2.05%
CONTINGENCY 0 0 0 0 0 N/A
TRANSFERS 22,400 24,353 24,353 26,735 26,735 9.78%
TOTAL EXPENDITURES 69,674$ 101,403$ 74,353$ 105,365$ 105,365$ 3.91%
INCREASE (DECREASE)
IN FUND BALANCE (9,747)$ (35,603)$ (15,848)$ (45,065)$ (45,065)$
ENDING FUND BALANCE 82,064$ 46,461$ 66,216$ 21,151$ 21,151$
PARKS XTRA EDUCATION - SOURCES
Xtra
Education
Programs
91%
Investment
Earnings
9%
PARKS XTRA EDUCATION - USES
Xtra
Education
Programs
75%
Transfers
25%
CITY OF COLLEGE STATION
PARKS XTRA EDUCATION
DIVISION SUMMARY
10/31/2001 14:20
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY99-00 FY 00-01 FY 00-01 FY 01-02 FY 01-02 FY 01 TO FY 02
PARKS XTRA EDUCATION 47,273$ 77,050$ 50,000$ 78,630$ 78,630$ 2.05%
DIVISION TOTAL 47,273$ 77,050$ 50,000$ 78,630$ 78,630$ 2.05%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY99-00 FY 00-01 FY 00-01 FY 01-02 FY 01-02 FY 01 TO FY 02
SALARIES & BENEFITS 0$ 0$ 0$ 0$ 0$ N/A
SUPPLIES 9,750 12,000 7,000 12,980 12,980 8.17%
MAINTENANCE 0 0 0 0 0 N/A
PURCHASED SERVICES 37,523 65,050 43,000 65,650 65,650 0.92%
CAPITAL OUTLAY 0 0 0 0 0 N/A
DIVISION TOTAL 47,273$ 77,050$ 50,000$ 78,630$ 78,630$ 2.05%
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 98-99 FY 99-00 FY 00-01 FY 01-02 FY 01-02 FY 01 TO FY 02
PARKS XTRA EDUCATION 0.0 0.0 0.0 0.0 0.0 N/A
DIVISION TOTAL 0.0 0.0 0.0 0.0 0.0 N/A
This is the fourth year to include the Economic
Development Fund in the budget document. The
purpose of this fund is to account for all funds
that are to be used for business attraction and
retention.
This fund is prepared on the modified accrual
basis of accounting. Under this basis, revenues
are recognized when they become measurable
and available to finance expenditures of the
current period. Expenditures are recognized
when the related fund liability is incurred with the
exception of several items. The full listing of
these exceptions can be found in the Financial
Policies on page F-1.
Revenues for the Economic Development Fund
will be collected from the Electric, Water,
Wastewater, and Sanitation Funds. The
contributions from these funds will total
$250,000. Investment earnings of
approximately $43,600 are also anticipated in
FY 02. The Economic Development Funds’
expenditures are comprised of “Cash Assistance”
payments to various business prospects. This
assistance is aimed at providing prospective
businesses with start-up resources and provide
existing businesses the opportunity to expand
their operations.
$900,000 will be available for cash assistance in
FY 02. Cash assistance for FY 02 is approved to
be allocated as follows:
Economic Development Cash Assistance
Organization FY 01 FY 02
The Tradition at Northgate $0 $64,518
Development Matching Fund 50,000 50,000
EDC/SCIC Membership 12,500 12,500
Lynntech 0 50,000
Other Projects 11,000 11,000
Future Potential 813,500 711,982
Total $887,000 $900,000
As can be seen from the table above, there is
$711,982 available for other economic
development prospects and activities. If
uncommitted at year end, these funds will
contribute to the fund balance carried over from
year to year. This flexibility will give the City an
opportunity to work with various new and current
businesses to ensure that College Station has a
diverse and vibrant economy.
ECONOMIC DEVELOPMENT FUND
CITY OF COLLEGE STATION
ECONOMIC DEVELOPMENT FUND
SUMMARY
% CHANGE
FY 01 FY 01 FY 02 FY 02 IN BUDGET
FY 00 REVISED YEAR-END BASE APPROVED FROM FY01
ACTUAL BUDGET ESTIMATE BUDGET BUDGET TO FY 02
BEGINNING BALANCE 675,669$ 668,407$ 668,407$ 711,107$ 711,107$
REVENUES
OPERATING TRANSFERS
GENERAL FUND 0$ 0$ 0$ 0$ 0$ N/A
ELECTRIC FUND 214,900 215,000 215,000 215,000 215,000 0%
WATER FUND 12,500 12,500 12,500 12,500 12,500 0%
SEWER FUND 10,000 10,000 10,000 10,000 10,000 0%
SW COLLECTION FUND 12,500 12,500 12,500 12,500 12,500 0%
INVESTMENT EARNINGS 31,577 30,400 42,717 43,600 43,600
OTHER (426)0 0 0 0 N/A
TOTAL REVENUES 281,051$ 280,400$ 292,717$ 293,600$ 293,600$ 5%
TOTAL FUNDS AVAILABLE 956,720$ 948,807$ 961,124$ 1,004,707$ 1,004,707$ 6%
EXPENDITURES AND TRANSFERS
CASH ASSISTANCE 280,438$ 887,000$ 250,017$ 900,000$ 900,000$ 1%
OTHER 0 0 0 0 0 N/A
TOTAL OPERATING EXPENSES
AND TRANSFERS 280,438$ 887,000$ 250,017$ 900,000$ 900,000$ 1%
INCREASE (DECREASE)
FUND BALANCE 613$ #######42,700$ (606,400)$ (606,400)$
GAAP ADJUSTMENT (7,875)
ENDING FUND BALANCE 668,407$ 61,807$ 711,107$ 104,707$ 104,707$
ECONOMIC DEVELOPMENT FUND -
SOURCES
Investment
Earnings
15%
Operatin
g
Transfers
ECONOMIC DEVELOPMENT FUND -
USES
Cash
Assistance
100%
COURT SECURITY FEE FUND
In 1999, the State Legislature authorized a Court
Security Fee for Municipal Court fines. This fee is
paid by those who pay tickets at the College
Station Municipal Court. This fee can be used to
fund security projects at the Municipal Court
facility.
This fund is prepared on the modified accrual
basis of accounting. Under this basis, revenues
are recognized when they become measurable
and available to finance expenditures of the
current period. Expenditures are recognized
when the related fund liability is incurred with the
exception of several items. The full listing of
these exceptions can be found in the Financial
Policies on page F-1.
Court Security Fee revenues are $81,100 in FY
02. Total funds available are $174,922.
Expenditures of $81,100 are approved in FY02.
These expenditures include the salary and benefits
associated with the bailiff position at the Municipal
Court, as well as other security improvements to
the court facility.
CITY OF COLLEGE STATION
COURT SECURITY FEE
FUND SUMMARY
FY 01 FY 01 FY 02 FY 02 % CHANGE IN
FY 00 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 01 TO FY 02
BEGINNING FUND BALANCE 0$ 40,600$ 38,922$ 93,822$ 93,822$
REVENUES
COURT SECURITY FEES 44,476$ 41,200$ 72,300$ 74,500$ 74,500$ 81%
INVESTMENT INTEREST 1,230 1,000 3,700 6,600 6,600 560%
OTHER 0 0 0 0 0 N/A
TOTAL REVENUES 45,706$ 42,200$ 76,000$ 81,100$ 81,100$ 92%
EXPENDITURES
COURT SECURITY PROJECTS 0$ 61,000$ 0$ 15,000$ 15,000$ -75%
GEN/ADMIN TRANSFER 6,784 20,000 21,100 66,100 66,100
TOTAL EXPENDITURES 6,784$ 81,000$ 21,100$ 81,100$ 81,100$ 0%
INCREASE (DECREASE)
IN FUND BALANCE 38,922$ (38,800)$ 54,900$ 0$ 0$
ENDING FUND BALANCE 38,922$ 1,800$ 93,822$ 93,822$ 93,822$
COURT SECURITY FEE FUND - SOURCES
Investment
Interest
8%
Court Security
Fees
92%
COURT SECURITY FEE FUND - USES Court
Security
Projects
18%
General/
Admin.
Transfer
82%
COURT TECHNOLOGY FEE FUND
In 1999, the State Legislature authorized a Court
Technology Fee for Municipal Court fines. This
fee is paid by those who pay tickets at the College
Station Municipal Court. This fee can be used to
fund technology projects at the Municipal Court
facility. Projects could include enhancements and
improvements to the computer systems at the
Municipal Court and other improvements that
involve technology.
This fund is prepared on the modified accrual
basis of accounting. Under this basis revenues are
recognized when they become measurable and
available to finance expenditures of the current
period. Expenditures are recognized when the
related fund liability is incurred with the exception
of several items. The full listing of these
exceptions can be found in the Financial Policies
on page F-1.
Court Technology Fee revenues are $109,800 in
FY 02. Total funds available are $194,030.
An approved appropriation of $192,000 is
included in the budget. This will be used for
technology projects in the Municipal Court.
CITY OF COLLEGE STATION
COURT TECHNOLOGY
FUND SUMMARY
% CHANGE
FY 01 FY 01 FY 02 FY 02 IN BUDGET
FY 00 REVISED YEAR-END BASE APPROVED FROM FY01
ACTUAL BUDGET ESTIMATE BUDGET BUDGET TO FY 02
BEGINNING FUND BALANCE 0$ 50,800$ 61,430$ 84,230$ 84,230$
REVENUES
COURT TECHNOLOGY FEES 59,547$ 51,500$ 100,000$ 103,000$ 103,000$ 100%
INVESTMENT INTEREST 1,883 1,200 6,100 6,800 6,800 467%
OTHER 0 0 0 0 0 N/A
TOTAL REVENUES 61,430$ 52,700$ 106,100$ 109,800$ 109,800$ 108%
EXPENDITURES
COURT TECHNOLOGY PROJECTS 0$ 100,000$ 83,300$ 192,000$ 192,000$ 92%
TOTAL EXPENDITURES 0$ 100,000$ 83,300$ 192,000$ 192,000$ 92%
INCREASE (DECREASE)
IN FUND BALANCE 61,430$ (47,300)$ 22,800$ (82,200)$ (82,200)$
ENDING FUND BALANCE 61,430$ 3,500$ 84,230$ 2,030$ 2,030$
COURT TECHNOLOGY FEE - SOURCES
Interest
6%
Court
Technology
Fees
94%
COURT TECHNOLOGY FEE - USES
Court
Technology
Projects
100%
POLICE SEIZURE FUND
This fund accounts for items received by the City
through the Police Department as a result of
criminal investigations. These funds are used for
one time equipment and other purchases to assist
in police activities.
This fund is prepared on the modified accrual
basis of accounting. Under this basis, revenues
are recognized when they become measurable
and available to finance expenditures of the
current period. Expenditures are recognized
when the related fund liability is incurred with the
exception of several items. The full listing of
these exceptions can be found in the Financial
Policies on page F-1.
Police Seizure Fund revenues are $1,200 in FY
02. Total funds available are $22,685.
Expenditures of $11,000 are approved in FY02.
These expenditures are anticipated to be for
items to assist in police activities.
CITY OF COLLEGE STATION
POLICE SEIZURE
FUND SUMMARY
FY 01 F 01 FY 02 FY 02 % CHANGE IN
FY 00 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 01 TO FY 02
BEGINNING FUND BALANCE 11,774$ 14,883$ 14,395$ 21,485$ 21,485$
REVENUES
POLICE SEIZURE REVENUES 2,411$ (488)$ 0$ 0$ 0$ (100.00%)
INVESTMENT EARNINGS 805 0 1,175 1,200$ 1,200 N/A
OTHER 3,788 0 5,965 0 0 N/A
TOTAL REVENUES 7,004$ (488)$ 7,140$ 1,200$ 1,200$ (345.90%)
TOTAL FUNDS AVAILABLE 18,778 14,395$ 21,535$ 22,685$ 22,685$ 57.59%
EXPENDITURES
POLICE SEIZURE PROGRAMS 3,895$ 0$ 50$ 11,000$ 11,000$ N/A
CONTINGENCY 0 0 0 0 0 N/A
TRANSFERS 0 0 0 0 0 N/A
TOTAL EXPENDITURES 3,895$ 0$ 50$ 11,000$ 11,000$ N/A
INCREASE (DECREASE)
IN FUND BALANCE 3,109$ (488)$ 7,090$ (9,800)$ (9,800)$
ENDING FUND BALANCE 14,883$ 14,395$ 21,485$ 11,685$ 11,685$
POLICE SEIZURE - SOURCES
Investment
Earnings
100%
POLICE SEIZURE - USES
Police
Seizure
Programs
100%
GENERAL GOVERNMENT
CAPITAL PROJECTS BUDGET
The City of College Station develops and adopts a
five-year Capital Improvements Program. The
program is updated annually and presented for City
Council review as a part of the annual budget
process. The list consolidates all anticipated capital
needs for which funding authorization exists. The list
is divided into several sections depending on the
services provided and the funding source.
The City operates under the laws of the State of
Texas and the City of College Station's Home Rule
Charter. The City has legal authority to issue general
obligation debt only after a positive vote of the
citizens. General Obligation (GO) debt is debt that
obligates the City to repay the issue with ad valorem
tax revenues. The City uses GO debt for the
acquisition and development of parks and recreation
facilities, rights-of-way and construction of arterial
streets, reconstruction of major arterial streets, and
for public buildings such as City offices, libraries,
swimming pools and other general use facilities.
An election held in November of 1998 granted the
City the authority to issue $24,240,000. $4.1 million
is planned to be issued in FY 01 with an additional
$7.4 million planned for issuance in FY 02.
The City has authority, and City Council policies
allow for the use of non-voter authorized debt
issuance such as certificates of obligation, contract
obligations and other instruments (generally referred
to as CO's). The policy authorized by the City
Council allows the City to use such instruments for
capital items such as the following:
·The purchase and replacement of major
computer systems and other technology-based
items that have useful lives of not more than 10
years.
·The purchase and replacement of major
equipment items such as fire fighting equipment.
The City has developed policies and procedures
to provide almost all of this equipment without
issuing debt.
·The purchase of land and development of land
for economic development uses.
In FY 01, the City issued $3.65 million in CO debt
for street, technology, parks, business park, and other
projects. In FY 02, the City anticipates issuing a
total of $11,667,000 for various projects.
$9,000,000 of this amount will be issued to cover
expenses associate with the transportation relate
projects that comprise the Interim CIP. $2,300,000
will be issued to cover various capital improvement
projects in the Wolf Pen Creek area. These funds will
be used for capital projects without GO or other
designated funding sources.
The other type of debt that the City will generally use
is revenue bonds. Revenue bonds are issued any time
there is a need for financing capital construction or
acquisition. It is also used when the asset will reside
in one or more of the City's enterprise funds, such as
the Northgate Parking Fund. Generally, revenue
bonds do not require voter approval.
Capital projects often result in assets that require
continuing maintenance and repair. Some also reduce
existing maintenance and repair costs. Among the
decisions and proposals that accompany capital
project recommendations is an analysis of potential
ongoing costs.
The 1998 bond elections provided funding
authorization for a range of capital projects. These
projects included street extensions and
reconstruction, traffic projects, as well as parks
development and parkland acquisition. Improvements
to Fire Station #2, along with a new fire station (Fire
Station #5), were authorized. Funds were also
authorized for the acquisition of land for a new
cemetery site, City Center and to increase greenway
/floodplain areas. The City will continue those
authorized projects in accordance with a five-year CIP
plan.
With the bond election, citizens were told that the
capital projects could be accomplished without
increasing the ad valorem tax rate for debt service.
However, it was anticipated that the ad valorem tax
rate could be increased to pay for expanded
operations for projects including Veteran's Park and
Fire Station #5. In FY 02, an ad valorem tax
increase of 4.84 cents per $100 valuation has been
approved. Of this increase, 1.84 cents was needed
to pay projected operating and maintenance expenses
associated with Veteran’s Park and Fire Station #5.
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS
CAPITAL PROJECTS
Street Rehabilitation Projects
In FY 02, several rehabilitation projects are approved.
These include: $446,000 to complete the Tarrow
Street rehabilitation project and $789,250 to begin
the First and Maple Street rehabilitation project in
Northgate. Also, $780,000 is included for street
rehabilitation projects.
Street Extension Projects
Street extension projects approved include include:
$2,029,000 for the extension of Jones Butler Road,
$400,000 for widening George Bush Dr. from Texas
Avenue to Harvey Road, $739,000 for Oversized
Participation on Victoria, $1,956,000 for the
extension of Longmire.
Additionally, four transportation related projects were
approved for FY 02. These projects include
$4,369,000 for widening Greens Prairie Road,
$3,600,000 to continue extending Dartmouth,
$247,000 for design associated with widening
University Drive, and $675,000 to design the Barron
Road Overpass. These transportation projects were
approved a part of the Interim CIP or group of capital
improvement projects not included in the 5 year CIP
program but identified as high priority. An ad
valorem tax increase of 3 cents per $100 valuation
was necessary to incur the debt to cover to cost of
these high priority projects.
All of these street projects should address some of
the traffic issues that have been highlighted in the
citizen survey and other feedback received from
College Station citizens.
Street TxDOT Projects
In FY 02, $350,000 is projected for medians along
George Bush Drive.
TxDOT timing on this project will determine when
these expenditures will be made. The City pays 10%
of right-of-way costs, and also pays for any
enhancements, such as the application of any
streetscape standards desired in the project.
Traffic Projects
In FY 02, there is a approved budget of $538,000 for
traffic signal enhancements. Improvements
considered include new signal installations,
implementation of intelligent transportation systems,
school warning devices, system upgrades,
communication enhancements, development driven
signal issues and traffic engineering. Signal locations
will be determined by traffic studies. Additionally,
$182,000 is approved for traffic management
improvement. Intersections that may be addressed
will be determine according traffic study.
Sidewalks and Trails Projects
The City of College Station has worked over the
years to ensure adequate transportation infrastructure
for pedestrians and bicyclists. The City has an
adopted sidewalk and bike loop plan. As new
development occurs, sidewalks are an important
aspect that must be considered. In FY 02, two
capital projects are approved: $75,000 for
neighborhood capital improvements and $29,250 to
convert J&D Miller Park sidewalk to a rubberized
jogging track.
PARKS CAPITAL PROJECTS
In FY 02 several significant capital projects are
approved. Included in the list are: $1,325,000 to
begin construction of the Veteran Park Athletic
Complex and $398,000 to continue development of
Lick Creek Park.
PARKLAND DEDICATION CAPITAL PROJECTS
In FY 02, projects approved using parkland dedication
funds include $512,000 for Woodway Park
development, $62,000 for a park in the Shenandoah
neighborhood and $136,560 for Wolf Pen Creek area
parks projects. Additionally, land acquisition for a
park in the Northgate area is slated to begin in FY
02.
GENERAL GOVERNMENT AND CAPITAL
EQUIPMENT CAPITAL PROJECTS
General government and capital equipment projects
are planned assets that have value to more than one
specific area of City operations. Two main divisions
within this category are public facilities and
technology projects. In FY 02, significant projects
include: $250,000 to begin development for Fire
Station # 5; $100,000 for the next phase of the fiber
optic loop project; $2,950,000 for the construction
of a new Municipal Court/Fire Administration building
and $129,948 (raised from private donations) for the
purchase of Library books, equipment, and furniture.
Each year the City prepares a technology plan that
projects significant technology projects for the next 5
years. The following are some of the key projects on
that plan.
Approved technology projects in FY 02 include
$1,291,000 for the replacement of the City’s Public
Safety Computer System. The Public Safety System
is used to collect and maintain public safety
information so that it can be quickly retrieved and
analyzed. The new system will be utilized by both the
Police and Fire Departments and will replace the
current Public Safety System.
Also in the FY 02 budget is $67,000 for the third
year of the record storage project with an estimated
total cost of $326,000. The record storage project is
designed to find ways to store many of the records in
the City electronically. This should result in a
reduced need to keep paper copies of many records.
Also, $107,000 is an approved expense to complete
the implementation of the Automated Utility Billing
and Citation Payment System, which has total cost
estimate of $207,000. This system will allow citizens
to pay utility bills and other city relate fees and fines
via the internet.
CONVENTION CENTER CAPITAL PROJECTS
In FY 02, $4,600,000 is the projected expense for
the Convention Center project. This project is the
construction of a conference center facility in
conjunction with the development of a full service
hotel. Of the $4,600,000 in projected expenditures,
$3,500,000 will be used for construction of
conference center, and $1,100,000 will be used to
build associated infrastructure.
PARKING GARAGE CAPITAL PROJECTS
In FY 02, the city is projected to spend $675,000 to
construct a pedestrian plaza in the Northgate area,
directly adjacent to the new parking garage.
BUSINESS PARK PROJECTS
In FY 02, there are two significant business park
related projects are approved. These include
$225,000 for the design preparation of new class A
business center and $898,000 for development of a
new class B business center.
ADDITIONAL O&M COSTS
With the addition of new facilities and infrastructure,
additional operations and maintenance costs may be
incurred. In the case of infrastructure rehabilitation it
is expected that O&M cost will decrease for those
areas the project targeted. However, it is difficult to
quantify the cost savings of rehabilitation since
resources are used elsewhere and not removed from
departmental budgets.
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE
NUMBER AMOUNT FY 99-00 FY 00-01 FY 00-01 A
BEGINNING FUND BALANCE:7,580,216 13,469,692 13,469,692
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 6,080,000 4,694,000 1,500,000
CERTIFICATES OF OBLIGATIONS 2,486,360 75,000 75,000
INTERGOVERNMENTAL 18,180 0 1,126,914
INTRAGOVERNMENTAL 1,008,025 413,000 525,000
INVESTMENT EARNINGS 758,709 75,000 700,000
OTHER 24,116 0 168,773
SUBTOTAL ADDITIONAL RESOURCES 10,375,390$ 5,257,000$ 4,095,687$
TOTAL RESOURCES AVAILABLE 17,955,606$ 18,726,692$ 17,565,379$
STREET REHABILITATION PROJECTS
GRAHAM RD UPGRADE PH I ST9515 2,400,000 1,351,307 0 230,023
GRAHAM RD UPGRADE PH II ST0001 1,300,000 9,893 0 1,290,000
N. FOREST PKWY ST9912 500,000 132,057 0 207,940
5 TARROW ST. SOUTH ST0002 464,000 8,350 0 10,000
1 CHERRY STREET IMP ST9913 675,000 29,814 150,000 599,000
* STREET REHAB. ST0003 2,620,500 0 780,000 665,515
EASTGATE STREET REHAB Ph I, II SS9903 113,000 0 0 114,485
2 CHURCH STREET REHAB. ST0004 756,000 52,943 165,000 703,057
7 NORTHGATE STREET REHAB ST0209 82,075 0 0 0
7 FIRST & MAPLE STREET REHAB ST0201 789,250 0 0 0
CLOSED PROJECTS 428,122 0 0
SUBTOTAL 2,012,486$ 1,095,000$ 3,820,020$
STREET EXTENSION PROJECTS
* JONES-BUTLER RD PH II ST0005 2,036,000 6,820 1,843,000 0
3 GEORGE BUSH E. WIDENING ST9804 1,490,000 394,494 0 705,000
4 GEORGE BUSH EAST EXT. ST9916 1,735,000 30,556 0 1,502,000
* ROCK PRAIRIE RD REALIGN ST9923 832,000 25,356 0 803,000
OVERSIZED STREETS ST9801 599,000 0 0 0
* VICTORIA OP ST9928 894,000 66 397,000 155,000
* BARRON ROAD ROW ST0006 316,000 5,131 0 0
LONGMIRE EXTENSION ST0007 455,000 8,086 0 447,000
* LONGMIRE PH I & II ROW ST0100 2,594,000 505 387,000 644,000
DARTMOUTH EXTENSION ST0008 635,000 19,675 0 615,000
GREENS PRAIRIE RD. WIDENING TBD 4,639,000 0 0 0
DARTMOUTH EXTENSION SOUTH TBD 3,600,000 0 0 0
UNIVERSITY DR. WIDENING DSN TBD 247,000 0 0 0
BARRON ROAD OVERPASS DSN TBD 675,000 0 0 0
CLOSED PROJECTS 505 0 0
SUBTOTAL 491,194$ 2,627,000$ 4,871,000$
STREET TXDOT PROJECTS
TEXAS AVE. R.O.W. PH II ST9820 371,000 94,500 0 164,500
TX AVE STREETSCAPE PH II ST9915 500,000 0 0 0
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
APPROVED TOTAL
FY 01-02 PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
4,894,408 4,894,408 1,651,158 1,206,658 1,256,658 1,306,658 1,356,658
4,694,000 4,694,000 1,500,000 0 0 0 0
9,075,000 9,075,000 75,000 0 0 0 0
0 272,000 0 0 0 0 0
871,325 871,325 0 0 0 0 0
250,000 250,000 100,000 50,000 50,000 50,000 50,000
0 0 75,000 75,000 75,000 75,000 75,000
14,890,325$ 15,162,325$ 1,750,000$ 125,000$ 125,000$ 125,000$ 125,000$
19,784,733$ 20,056,733$ 3,401,158$ 1,331,658$ 1,381,658$ 1,431,658$ 1,481,658$
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 446,000 0 0 0 0 0
0 0 0 0 0 0 0
780,000 780,000 780,000 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
82,075 82,075 0 0 0 0 0
789,250 789,250 0 0 0 0 0
0 0 0 0 0 0 0
1,651,325$ 2,097,325$ 780,000$ 0$ 0$ 0$ 0$
0 2,029,000 0 0 0 0 0
0 400,000 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
497,000 739,000 0 0 0 0 0
0 311,000 0 0 0 0 0
0 0 0 0 0 0 0
0 1,950,000 0 0 0 0 0
0 0 0 0 0 0 0
4,639,000 4,639,000 0 0 0 0 0
3,600,000 3,600,000 0 0 0 0 0
247,000 247,000 0 0 0 0 0
675,000 675,000 0 0 0 0 0
0 0 0 0 0 0 0
9,658,000$ 14,590,000$ 0$ 0$ 0$ 0$ 0$
00000 0 0
0 0 500,000 0 0 0 0
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE
NUMBER AMOUNT FY 99-00 FY 00-01 FY 00-01 A
STATE HIGHWAY 40 ROW ST0009 260,000 0 0 260,000
STREETSCAPE FOR UNIV. DR. ST0010 150,000 146,660 0 3,000
GEORGE BUSH DRIVE MEDIANS ST0102 350,000 0 350,000 0
SUBTOTAL 241,160$ 350,000$ 427,500$
TRAFFIC PROJECTS
* TRAFFIC MGMT. IMPROVE. ST0011 728,000 20,000 182,000 0
TRAFFIC SIGNAL ENHAN. ST9511 3,463,229 5,194 538,000 0
TRAFFIC SIGNAL MISC ENG.. ST9903 0 5,245 0 0
LONE STAR PAVILION SIG. ST9704 100,000 30,297 0 52,000
DARTMOUTH/HOLLE. SIGNAL ST9807 105,000 54,067 0 6,697
DARTMOUTH/SWP SIGNAL ST9808 105,000 63,652 0 0
MONARCH SYSTEM ST9809 100,000 76,325 0 0
GEORGE BUSH/OLSEN SIGNAL ST9814 100,000 1,205 0 0
TX AVE SIGNAL OPTIMIZATION ST9921 12,000 1,320 0 0
UNIVERSITY DR. OPTIMIZATION ST0022 20,000 6,200 0 11,500
TIMBER SIGNAL POLES REPL ST9922 10,000 19,986 0 0
ENFORCEMENT LIGHTS ST0014 12,000 4,458 0 0
LONGMIRE @ ROCK PRAIRIE ST0015 130,000 10,527 0 126,492
ROCK PRA @ WELSH/VICTORIA ST0016 115,000 10,065 0 149,614
TEXAS @ MANUAL DR. ST0017 100,000 2,280 0 97,720
DISCOVERY @ RAYMOND STOT. ST0018 100,000 11,540 0 71,856
LONGMIRE @ DEACON ST0019 100,000 9,563 0 84,789
GLADE @ HOLLEMAN ST0020 100,000 12,031 0 79,472
ROCK PRAIRIE @ HWY 6 MODIF. ST0021 50,000 5,287 0 66,468
UNIVERSITY @ POLO RD ST0024 120,000 6,121 0 91,196
UPGRADE TRAFFIC CONTROL ST0026 71,000 70,647 0 70,647
HOLLEMAN WIDENING TBD 112,000 0 0 112,000
FIRE EMERGENCY PREMPTION ST9810 120,000 0 0 120,000
+
CLOSED PROJECTS 655 0 0
SUBTOTAL 426,665$ 720,000$ 1,140,451$
SIDEWALKS & TRAILS
MISC SIDEWALKS & TRAILS ST9510 830,000 26,615 0 501,000
J&D MILLER PARK SIDEWALK/TRAIL ST0200 29,250 0 0 0
NEIGHBORHOOD/STREETSCAPE ST9802 54,800 0 0 20,000
BIKE LOOP ST9409 1,348,000 145,513 0 1,048,000
MISC. BIKE TRAILS ST9803 180,000 0 0 180,000
TAMU SIDEWALKS ST9924 90,000 46 0 200,000
6 LINCOLN / UNI. SIDEWALKS CD1275 98,000 7,279 98,000 98,000
NEIGHBORHOOD CIP ST0012 50,000 57,093 75,000 75,000
GATEWAY SIGN IMPROVEMENTS ST0013 55,000 38,352 0 0
DEVONSHIRE GATEWAY ST0023 3,500 3,609 0 0
SPRINGBROOK GATEWAY ST0025 7,500 3,750 0 0
CLOSED PROJECTS 0 0 0
SUBTOTAL 282,257$ 173,000$ 2,122,000$
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
APPROVED TOTAL
FY 01-02 PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 350,000 0 0 0 0 0
0$ 350,000$ 500,000$ 0$ 0$ 0$ 0$
182,000 182,000 182,000 0 0 0 0
538,000 532,000 538,000 0 0 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
00000 0 0
0 0 0 0 0 0 0
720,000$ 714,000$ 720,000$ 0$ 0$ 0$ 0$
0 0 0 0 0 0 0
29,250 29,250 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
75,000 75,000 75,000 75,000 75,000 75,000 75,000
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
104,250$ 104,250$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE
NUMBER AMOUNT FY 99-00 FY 00-01 FY 00-01 A
MISCELLANEOUS 2,350$ 0$ 0$
TRANSFER OUT 383,000 0 0
RAIL STUDY 35,200 0 0
DEAN INTERNATIONAL 240,000 0 0
CLAIMS PAID 0 0 0
DEBT ISSUANCE COSTS 64,644 45,000 45,000
GENERAL & ADMIN. CHARGES 200,000 245,000 245,000
TOTAL EXPENDITURES 4,378,956$ 5,255,000$ 12,670,971$
GAAP 109,788
ENDING FUND BALANCE:13,469,692$ 13,471,692$ 4,894,408$
Notes:
1 - Cherry Street project will be funded through CDBG.
2 - Church Street project - 376,000 from Street Rehab, $465,000 from Community Development.
3 - George Bush East includes $600,000 thoroughfare funds and $890,000 GOB.
* - Indicates projects funded through November 1998 G.O. Bond Authorization
4 - Partial funding from WPC TIF Fund
5 - Tarrow Street funding includes $272,000 from a grant.
6- Lincoln Sidewalk funded entirely through CD, $98,000
7-Northgate Street Rehab funded from CD Funds.
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
APPROVED TOTAL
FY 01-02 PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
0$ 0$ 0$ 0$ 0$ 0$ 0$
0 0 0 0 0 0 0
0 0 0 0 0 0 0
240,000 240,000 0 0 0 0 0
0 0 0 0 0 0 0
50,000 50,000 19,500 0 0 0 0
260,000 260,000 100,000 0 0 0 0
12,683,575$ 18,405,575$ 2,194,500$ 75,000$ 75,000$ 75,000$ 75,000$
7,101,158$ 1,651,158$ 1,206,658$ 1,256,658$ 1,306,658$ 1,356,658$ 1,406,658$
GENERAL GOVERNMENT
PARKS PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE
NUMBER AMOUNT FY 99-00 FY 00-01 FY 00-01
BEGINNING FUND BALANCE:597,656$ 1,723,697$ 1,723,697$
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 1,570,000$ 1,411,000$ 2,140,000$
CERTIFICATES OF OBLIGATIONS 739,680 0 865,000
INTERGOVERNMENTAL 0 0 0
INTRAGOVERNEMENTAL 0 0 90,000
INVESTMENT EARNINGS 103,696 60,000 100,000
OTHER 45,880 0 50,000
SUBTOTAL ADDITIONAL RESOURCES 2,459,256$ 1,471,000$ 3,245,000$
TOTAL RESOURCES AVAILABLE 3,056,912$ 3,194,697$ 4,968,697$
PARK PROJECTS
L. WAYNE SMITH PARK PH. II PK0064 49,000 39,482 0 0
EASTGATE PARK IMPR. PK9308 60,000 25,483 0 0
TEEN CENTER PK9807 400,000 3,336 0 0
* CENTRAL PARK IRRIGATION PK0065 49,000 21,220 0 0
BILLIE MADELEY PARK DEV. PK9706 55,000 0 0 0
* WEST DIST. MAINT. SHOP PK9927 501,000 109,341 143,000 330,760
* LEMONTREE PARK IMPR. PK0066 22,000 14,421 0 7,541
* OAKS PARK IMPR. PK0067 28,000 0 0 28,000
* RAINTREE PARK IMPR. PK0068 44,000 1,085 0 28,000
* THOMAS PARK IMPR. PK9931 126,000 57,139 0 30,938
* LICK CREEK DEVELOPMENT PK0069 423,000 804 25,000 25,000
LICK CREEK PARK PK9952 35,000 6,895 0 20,577
ADAMSON POOL RENOVATION PK0070, PK9936 809,100 766,968 0 0
* HALLARAN POOL IMPR. PK0072 28,000 27,233 0 0
* COMMUNITY PARK LAND ACQ. PK9948 520,000 1,147 520,000 519,000
* REGIONAL ATHL PARK DEV PK9941 2,985,000 40,321 1,620,000 1,620,000
* SOUTHWOOD PARK IMPR. PK0076 169,000 62,183 0 0
1 EDELWEISS PARK DEVELOP PK9804 190,000 99,533 0 0
ROLLER HOCKEY RINK/SKATE PARK PK0073 162,000 0 0 0
* SPRING LOOP PARK DEVELOP TBD 109,000 0 0 0
* BRISON PARK IMPR. PK0100 54,000 0 54,000 54,000
* BROTHERS POND PARK IMPR PK0084 32,000 1,120 0 30,880
* CENTRAL PARK IMPR. PK0101 17,000 0 17,000 17,000
* GABBARD PARK IMPR. PK0102 66,000 0 66,000 66,000
* MERRY OAKS IMPR. PK0103 37,000 0 37,000 37,000
* THOMAS POOL IMPR. PK0104 19,000 0 19,000 0
* BEE CREEK LIGHTS TBD 68,000 0 0 0
LINCOLN CENTER ENTRY EXPAN CD1292 90,000 0 0 90,000
GENERAL GOVERNMENT
PARKS PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
APPROVED TOTAL
FY 01-02 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
2,004,001$ 2,004,001$ 358,001$ 120,001$ 170,001$ 220,001$ 270,001$
129,000$ 129,000$ 0$ 0$ 0$ 0$ 0$
0 0 162,000 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
30,000 30,000 20,000 0 0 0 0
50,000 50,000 50,000 50,000 50,000 50,000 50,000
209,000$ 209,000$ 232,000$ 50,000$ 50,000$ 50,000$ 50,000$
2,213,001$ 2,213,001$ 590,001$ 170,001$ 220,001$ 270,001$ 320,001$
0000000
0000000
0000000
0000000
0 48,000 00000
0000000
0000000
0000000
0 0 14,000 0000
0000000
398,000 398,000 00000
0000000
0000000
0000000
0000000
512,000 1,325,000 00000
0 0 107,000 0000
0000000
0 0 162,000 0000
0 0 109,000 0000
0000000
0000000
0000000
0000000
0000000
0 19,000 00000
0 0 68,000 0000
0000000
GENERAL GOVERNMENT
PARKS PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE
NUMBER AMOUNT FY 99-00 FY 00-01 FY 00-01
CLOSED PROJECTS 58 0 0
DEBT ISSUANCE COST 18,041 17,000 17,000
GENERAL & ADMIN. CHARGES 62,420 43,000 43,000
TOTAL EXPENDITURES 1,358,230$ 2,561,000$ 2,964,696$
GAAP 25,015
ENDING FUND BALANCE:1,723,697$ 633,697$ 2,004,001$
* - FUNDED THROUGH NOVEMBER 1998 G.O. BOND AUTHORIZATION
1 - TOTAL PROJECT BUDGET IS 219,000 WITH 190,000 FUNDED BY GOB 99, WHILE 29,000 FUNDED BY
PARKLAND DEDICATION.
GENERAL GOVERNMENT
PARKS PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
APPROVED TOTAL
FY 01-02 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
0000000
10,000 10,000 00000
55,000 55,000 10,000 0 0 0 0
975,000$ 1,855,000$ 470,000$ 0$ 0$ 0$ 0$
1,238,001$ 358,001$ 120,001$ 170,001$ 220,001$ 270,001$ 320,001$
GENERAL GOVERNMENT
PARKLAND DEDICATION
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE
NUMBER AMOUNT FY99-00 FY 00-01 FY 00-01
BEGINNING FUND BALANCE:940,204$ 918,454 918,454
ADDITIONAL RESOURCES:
CONTRIBUTIONS 75,122$ 0$ 214,321$
INVESTMENT EARNINGS 45,370 35,000 64,305
SUBTOTAL ADDITIONAL RESOURCES 120,492$ 35,000$ 278,626$
TOTAL RESOURCES AVAILABLE 1,060,696$ 953,454$ 1,197,080$
PARKLAND DEDICATION FUND
ZONE 1 PARK PK0051 53,000 0 7,000 0
NORTHGATE LINEAR PARK TBD 150,000 0 0 0
ZONE 2 PARK PK0052 9,219 0 9,220 16,000
ZONE 3 (WOLF PEN CREEK) PK0053 134,000 1,000 121,046 0
ZONE 4 PARK PK0054 5,000 0 0 0
ZONE 5 PARK TBD 76,842 0 0 0
EDELWEISS PARK LANDSCAPE PK9707 13,382 0 0 0
1 EDELWEISS PARK DEVELOP PK9804 29,000 29,000 0 0
ZONE 6 PARK PK0056 51,000 0 22,000 0
GABBARD PARK PK0102 12,000 0 12,000 12,000
* WILLOW B. TENNIS COURTS PK0074 125,000 70 0 125,000
ZONE 7 PARK PK0057 400,202 0 0 0
WOODWAY PARK PK9803 512,000 0 468,600 0
ZONE 8 PARK PK0058 612 0 610 610
ZONE 9 PARK PK0059 0 0 0 0
ZONE 10 PARK PK0060 0 0 0 0
SHENANDOAH PARK 62,000 0 60,000 0
ZONE 11 PARK PK0061 0 0 0 0
UNDESIGNATED PARKS PK0063 77,475 0 0 0
CLOSED PROJECTS 93,431 0 0
GENERAL & ADMIN. CHARGES 13,100 14,600 14,600
TOTAL EXPENDITURES 136,601$ 715,076$ 168,210$
GAAP 5,641-$
ENDING FUND BALANCE:918,454$ 238,378$ 1,028,870$
Note:
219,000 WITH 190,000
FUNDED BY GOB 99, WHILE
29,000 FUNDED BY PARKLAND
DEDICATION.
GENERAL GOVERNMENT
PARKLAND DEDICATION
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
APPROVED TOTAL
FY 01-02 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
1,028,870 1,028,870 75,551 78,551 81,551 84,551 87,551
50,000$ 50,000$ 50,000$ 50,000$ 0$ 0$ 0$
35,000 35,000 3,000 3,000 3,000 3,000 3,000
85,000$ 85,000$ 53,000$ 53,000$ 3,000$ 3,000$ 3,000$
1,113,870$ 1,113,870$ 128,551$ 131,551$ 84,551$ 87,551$ 90,551$
4,691 4,691 0 0 0 0 0
50,000 50,000 50,000 50,000 0 0 0
508 508 0 0 0 0 0
136,560 136,560 0 0 0 0 0
5,441 5,441 0 0 0 0 0
77,668 77,688 0 0 0 0 0
0 0 0 0 0 0 0
0000000
54,875 54,785 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
117,647 117,647 0 0 0 0 0
0 512,000 0 0 0 0 0
44 44 0 0 0 0 0
0 0 0 0 0 0 0
1,955 1,955 0 0 0 0 0
2,000 62,000 0 0 0 0 0
0 0 0 0 0 0 0
0000000
0
0
0 0 0 0 0 0 0
15,000 15,000 0 0 0 0 0
466,389$ 1,038,319$ 50,000$ 50,000$ 0$ 0$ 0$
647,481$ 75,551$ 78,551$ 81,551$ 84,551$ 87,551$ 90,551$
GENERAL GOVERNMENT
FACILITIES AND TECHNOLOGY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE F
NUMBER AMOUNT FY99-00 FY 00-01 FY 00-01 A
BEGINNING FUND BALANCE:954,052$ 2,066,675$ 2,066,675$
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 810,000$ 780,000$ 0$
CERTIFICATES OF OBLIGATIONS 2,166,320 1,843,000 1,843,000
INTRAGOVERNMENTAL 412,500 3,327,000 3,327,000
CONTRIBUTIONS 250 0 0
INVESTMENT EARNINGS 107,610 30,000 100,000
OTHER 858 0 0
SUBTOTAL ADDITIONAL RESOURCES 3,497,538$ 5,980,000$ 5,270,000$
TOTAL RESOURCES AVAILABLE 4,451,590$ 8,046,675$ 7,336,675$
PUBLIC FACILITIES
RELOC. FIRE STATION #1 GG9504 935,000 17,369 0 0
LIBRARY BOOK DONATIONS GG9901 291,348 2,157 131,348 1,400
* FIRE STATION # 2 GG9902 1,120,000 86,278 210,000 1,069,000
CITY HALL DECOMPRESSION GG9903 670,000 480,332 0 315,593
* CEMETERY LAND ACQUISITION GG9905 275,000 0 275,000 275,000
* FIRE STATION # 5 TBD 1,567,000 0 0 0
* CITY CENTER LAND ACQUISITION GG0002 1,560,000 29,692 780,000 0
2 MUNICIPAL COURT/FIRE ADMIN BUILDING GG0100 3,120,000 0 3,120,000 170,000
3 LAND PURCHASE GG0004 1,600,000 1,589,357 0 0
SUBTOTAL 2,205,185$ 4,516,348$ 1,830,993$
TECHNOLOGY PROJECTS
HUMAN RESOURCES MODULE CO0021 23,033$ 0$ 0$ 23,033$
PUBLIC SAFETY SYSTEM CO0022 1,391,000 0 1,341,000 50,000
AFIX FINGERPRINT SOFTWARE CO0023 25,060 25,159 0 0
RECORDS STORAGE CO0024 326,000 18,822 152,000 152,000
AS400 ENHANCEMENT CO0100 175,000 0 175,000 175,000
FIBER OPTIC LOOP ME9701 400,000 0 300,000 300,000
PBX (PHONE SYSTEM) REPLACEMENT TBD 917,000 0 0 0
AUTOMATED CUSTOMER SERVICE CO0102 207,000 0 207,000 100,000
SUBTOTAL 43,981$ 2,175,000$ 800,033$
DEBT ISSUANCE COSTS 24,371$ 10,100$ 0$
LEGAL FEES 126,318 0 0
TRANSFERS 10,000 0 0
GENERAL & ADMIN. CHARGES 19,300 50,000 50,000
GENERAL GOVERNMENT
FACILITIES AND TECHNOLOGY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
APPROVED TOTAL
FY 01-02 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
4,655,649$ 4,655,649$ 74,201$ 67,101$ 64,601$ 65,101$ 65,601$
1,810,000$ 1,810,000$ 1,317,000$ 0$ 0$ 0$ 0$
67,000 67,000 57,000 200,000 0 0 0
0 0 0 917,000 0 0 0
0 0 0 0 0 0 0
75,000 75,000 20,000 7,500 500 500 500
0 0 0 0 0 0 0
1,952,000$ 1,952,000$ 1,394,000$ 1,124,500$ 500$ 500$ 500$
6,607,649$ 6,607,649$ 1,468,201$ 1,191,601$ 65,101$ 65,601$ 66,101$
0000000
0 129,948 0000
0000000
0000000
0000000
250,000 250,000 1,317,000 0000
780,000 1,560,000 00000
0 2,950,000 00000
0000000
1,030,000$ -$ 4,889,948$ 1,317,000$ 0$ 0$ 0$ 0$
0$ 0$ 0$ 0$ 0$ 0$ 0$
0 1,291,000 00000
0000000
67,000 67,000 57,000 0000
0 0 0 200,000 0 0 0
0 100,000 00000
0 0 0 917,000 0 0 0
0 107,000 00000
67,000$ 1,565,000$ 57,000$ 1,117,000$ 0$ 0$ 0$
23,500$ 23,500$ 17,100$ 0$ 0$ 0$ 0$
0000000
0000000
55,000 55,000 10,000 10,000 0 0 0
GENERAL GOVERNMENT
FACILITIES AND TECHNOLOGY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE F
NUMBER AMOUNT FY99-00 FY 00-01 FY 00-01 A
TOTAL EXPENDITURES 2,429,155$ 6,751,448$ 2,681,026$
GAAP ADJUSTMENT GAAP 44,240$
ENDING FUND BALANCE:2,066,675$ 1,295,227$ 4,655,649$
Notes:
* - Funded through November 1998 G.O. Bond Authorization
1 - Total project is 1,600,000 with 1,100,000 funded by Electric fund and 500,000 funded by General government revenues.
2 - Total project of $3,120,000 to be funded as follows: $1,800,000 Electric Fund, $700,000 Water Fund, $250,000 W W Fund and $370,000 Sanitation Fund.
GENERAL GOVERNMENT
FACILITIES AND TECHNOLOGY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
APPROVED TOTAL
FY 01-02 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
1,175,500$ 6,533,448$ 1,401,100$ 1,127,000$ 0$ 0$ 0$
5,432,149$ 74,201$ 67,101$ 64,601$ 65,101$ 65,601$ 66,101$
GENERAL GOVERNMENT
CONVENTION CENTER
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE
NUMBER AMOUNT FY 99-00 FY00-01 FY 00-01
BEGINNING FUND BALANCE:5,493,908$ 5,728,957$ 5,728,957$
ADDITIONAL RESOURCES:
CERTIFICATES OF OBLIGATION 0$ 0$ 0$
INTRAGOVERNMENTAL 0 4,250,000 3,650,000
INVESTMENT EARNINGS 289,433 250,000 250,000
SUBTOTAL ADDITIONAL RESOURCES 289,433$ 4,500,000$ 3,900,000$
TOTAL RESOURCES AVAILABLE 5,783,341$ 10,228,957$ 9,628,957$
PUBLIC FACILITIES
CONFERENCE CNTR WPC GG9701 0 36,721 0 0
1 CONFERENCE CNTR HWY 30/60 GG0005 12,000,000 0 314,000 200,000
2 HWY 30/60 INFRASTRUCTURE GG0105 3,650,000 0 3,650,000 0
DEBT SERVICE 0 330,000 330,000
GENERAL & ADMIN CHARGES 54,700 51,700 51,700
TOTAL EXPENDITURES 54,700$ 4,345,700$ 581,700$
GAAP 316
ENDING FUND BALANCE:5,728,957$ 5,883,257$ 9,047,257$
1 - Convention Center funded through $5,500,000 in Certificates of Obligations, $500,000 from the Electric Fund, and $600,000 from the Hotel Motel Fund.
GENERAL GOVERNMENT
CONVENTION CENTER
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
APPROVED TOTAL
FY 01-02 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
9,047,257$ 9,047,257$ 4,567,257$ 1,517,257$ 351,257$ 386,257$ 421,257$
0$ 0$ 5,400,000$ 0$ 0$ 0$ 0$
0 0 1,100,000 0000
400,000 400,000 100,000 34,000 35,000 35,000 35,000
400,000$ 400,000$ 6,600,000$ 34,000$ 35,000$ 35,000$ 35,000$
9,447,257$ 9,447,257$ 11,167,257$ 1,551,257$ 386,257$ 421,257$ 456,257$
0 000000
3,500,000 3,500,000 7,100,000 1,200,000 0 0 0
0 1,100,000 2,550,000 0 0 0 0
0
230,000 230,000 0 0 0 0 0
50,000 50,000 0 0 0 0 0
3,780,000$ 4,880,000$ 9,650,000$ 1,200,000$ 0$ 0$ 0$
5,667,257$ 4,567,257$ 1,517,257$ 351,257$ 386,257$ 421,257$ 456,257$
GENERAL GOVERNMENT
PARKING GARAGE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE F
NUMBER AMOUNT FY 99-00 FY 00-01 FY 00-01 A
BEGINNING FUND BALANCE:(807,602)$ 4,817,534$ 4,817,534$
INTRAGOVERNMENTAL 76,773$ 0$ 0$
CERTIFICATES OF OBLIGATION 6,497,000 390,000 490,000
OTHER 0 0 76,542
INVESTMENT EARNINGS 59,442 286,125 350,000
SUBTOTAL ADDITIONAL RESOURCES 6,633,215$ 676,125$ 916,542$
TOTAL RESOURCES AVAILABLE 5,825,613$ 5,493,659$ 5,734,076$
PUBLIC FACILITIES
1 COLL. MAIN PAIKING GARAGE GGG9706 6,264,000 684,700 4,630,498 4,929,420
2ND STREET PROMENADE ST0030 675,000 371 300,000 0
NORTHGATE PARKING METERS GG0006 100,000 0 100,000 87,900
DEBT SERVICE 0 219,000 219,000
DEBT ISSUANCE COSTS 120,000 84,500 10,000 10,000
GENERAL & ADMIN. CHARGES 0 78,000 78,000
TOTAL EXPENDITURES 769,571$ 5,337,498$ 5,324,320$
GAAP ADJUSTMENT 238,508-$
ENDING FUND BALANCE:4,817,534$ 156,161$ 409,756$
Note:
1 - Certificates of Obligation will be issued to fund the parking garage project.
GENERAL GOVERNMENT
PARKING GARAGE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
APPROVED TOTAL
FY 01-02 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
409,756$ 409,756$ (33,944)$ (27,644)$ (22,644)$ (17,644)$ (12,644)$
225,000$ 225,000$ 0$ 0$ 0$ 0$ 0$
0 0 0 0000
0 0 0 0000
6,300 6,300 6,300 5,000 5,000 5,000 5,000
231,300$ 231,300$ 6,300$ 5,000$ 5,000$ 5,000$ 5,000$
641,056$ 641,056$ (27,644)$ (22,644)$ (17,644)$ (12,644)$ (7,644)$
0000000
375,000 675,000 00000
0000000
0000000
0 0 0 0 0 0 0
0 0 0 0 0 0 0
375,000$ 675,000$ 0$ 0$ 0$ 0$ 0$
266,056$ (33,944)$ (27,644)$ (22,644)$ (17,644)$ (12,644)$ (7,644)$
GENERAL GOVERNMENT
BUSINESS PARK
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED
PROJECT BUDGET ACUTAL BUDGET ESTIMATE
NUMBER AMOUNT FY99-00 FY 00-01 FY 00-01
BEGINNING FUND BALANCE:697,514$ 407,042$ 407,042$
ADDITIONAL RESOURCES:
CERTIFICATES OF OBLIGATIONS 260,640$ 200,000$ 200,000$
INTRAGOVERNMENTAL 4,000,000 2,400,000 2,400,000
INVESTMENT EARNINGS 15,737 35,000 35,000
OTHER 213 0 0
SUBTOTAL ADDITIONAL RESOURCES 4,276,590$ 2,635,000$ 2,635,000$
TOTAL RESOURCES AVAILABLE 4,974,104$ 3,042,042$ 3,042,042$
BUSINESS PARK FUND
BUSINESS PARK PHASE II & III GG9705 2,050,000 163,621 0 261,866
1 BUSINESS PARK PHASE III GG0001 625,000 575,586 265,000 42,557
2 NEW BUS CENTER A DE0001 7,525,000 3,824,241 125,000 1,125,000
3 NEW BUS CENTER B DE0002 3,500,000 0 1,400,000 83,000
DEBT ISSUANCE COST 3,614 0 0
GENERAL & ADMIN. CHARGES 0 55,000 55,000
TOTAL EXPENDITURES 4,567,062$ 1,845,000$ 1,567,423$
ENDING FUND BALANCE:407,042$ 1,197,042$ 1,474,619$
1 - Gateway and landscaping for existing business center $200,000 Certificates of Obligation.
2 - New Business Center A - $2,600,000 Electric Fund, $1,400,000 Water Fund, and $1,950,000 Certificates of Obligation.
3 - New Business Center B - $1,560,000 Electric Fund, $840,000 Water Fund, and $1,950,000 Certificates of Obligation.
GENERAL GOVERNMENT
BUSINESS PARK
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
APPROVED TOTAL
FY 01-02 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
1,474,619$ 1,474,619$ 316,619$ 414,619$ 24,619$ 35,619$ 46,619$
0$ 0$ 3,900,000$ 700,000$ 0$ 0$ 0$
0 0 0 0 0 0 0
35,000 35,000 10,000 10,000 11,000 11,000 11,000
0 0 0 0 0 0 0
35,000$ 35,000$ 3,910,000$ 710,000$ 11,000$ 11,000$ 11,000$
1,509,619$ 1,509,619$ 4,226,619$ 1,124,619$ 35,619$ 46,619$ 57,619$
0 0 0 0 0 0 0
0 0 0 0 0 0 0
225,000 225,000 2,275,000 0000
0 898,000 1,467,000 1,100,000 0 0 0
0 000000
50,000 70,000 70,000 0 0 0 0
275,000$ 1,193,000$ 3,812,000$ 1,100,000$ 0$ 0$ 0$
1,234,619$ 316,619$ 414,619$ 24,619$ 35,619$ 46,619$ 57,619$
COMBINED UTILITY FUNDS
The combined utility funds account for revenues
and expenditures in all of the utility related funds
in the City. These include Electric, Water, and
Wastewater activities.
The Electric, Water and Wastewater Funds are
prepared on the modified accrual basis where
cash transactions are included in the budget
presentation in lieu of non cash transactions such
as depreciation. The focus is on the net change
in working capital.
Electric Fund revenue is approved to be
$44,924,100 in FY 02. This is an increase of
3% over the FY 01 year end estimate.
Residential and commercial electricity sales are
expected to increase 17% based on customer
growth trends, an increase cost to consumer.
There are no rate changes in FY 02.
FY 02 operating expenditures for the Electric
Fund are approved to be $39 million, an increase
of 3.25% over the FY 01 year end estimate.
Approved operating SLAs totaling $608,674 are
included in the approved budget.
The FY 02 nonoperating approved base budget
expenditures are $7 million.
The approved budget also includes a contribution
to the Economic Development Corporation of
$246,951.
Water Fund revenue for FY 02 is estimated to be
$9,176,300. This is an increase 1.5% over the
FY 01 year end estimate. Customer growth is
projected to be between 2-3% based on historical
trends, overall economic indicators and population
projections; however, weather conditions may
impact water consumption.
There are no rate changes in FY 02.
FY 02 operating expenditures in the Water Fund
are projected to be approximately $4.81 million,
or an increase of 15% from the FY 01 year end
estimate. This increase is due to the number of
water capital projects coming online which have
led to additional production and distribution
capacity.
Approved SLAs totaling $278,414 are included
in the Water Fund operating budget.
The FY 02 approved non-operating budget
increases 80% over the FY 01 year-end estimate.
This is due to an increase in the level of capital
project funding from operating revenue in FY 02.
The partial funding of capital projects from
existing resources will continue to allow the City to
lower future debt service costs.
Total Wastewater Fund revenue is projected to be
$7,823,000, an increase of 9.6% over the FY 01
year end estimate. Residential and commercial
usage is projected to increase by about 3% per
year based on historical trends and overall
economic indicators.
A Wastewater rate increase is approved for FY
02. This increase should generate an additional
7% in Wastewater revenue, with commercial users
seeing the most significant increase. The actual
rate increase will vary by consumption.
Wastewater Fund operating expenditures are
projected to be $3,777,225, or an increase of
9% over the FY 01 year end estimate.
Approved SLAs totaling $55,000 are included in
the approved budget.
FY 02 Wastewater Fund nonoperating
expenditures are approved to increase .6% from
the FY 01 year end estimate to a approved total
of $3,895,765.
Combined Utility Revenue Bonds are issued to
provide for capital expansion and replacements
for the various utility services. $4.4million in
utility revenue bonds will be issued to cover some
of the cost of Electrical capital projects. An
estimated $6.3 million of bonds will be issued in
FY 02 to fund Water capital projects. The debt
service of the several projects will be shared by
the regional water agency once it is established.
An additional $9 million will be issued to fund
Wastewater capital projects.
PUBLIC UTILITIES
WAREHOUSE
ADMINISTRATION
TECHNICAL
DISPATCH
ELECTRICAL
ELECTRIC
MANAGER
ENVIRONMENTAL
SERVICES
FIELD
OPERATIONS
PLANT
OPERATIONS
WATER AND
WASTEWATER
MANAGER
DIRECTOR
CITY MANAGER
ADMINISTRATION
MANAGER
CITY OF COLLEGE STATION
ELECTRIC FUND
FUND SUMMARY
% CHANGE
FY 01 FY 01 FY 02 FY 02 IN BUDGET
FY 00 REVISED YEAR-END BASE APPROVED FROM FY 01
ACTUAL BUDGET ESTIMATE BUDGET BUDGET TO FY 02
REVENUES
RESIDENTIAL 20,776,622$ 20,336,000$ 24,002,000$ 24,002,000$ 24,002,000$ 18.03%
COMMERCIAL/INDUSTRIAL 15,249,488 16,005,000 18,500,000 18,500,000 18,500,000 15.59%
OTHER SALES 75,830 78,000 78,000 80,300 80,300 2.95%
OTHER OPERATING 1,388,014 1,697,000 997,000 1,027,000 1,027,000 (39.48%)
INVESTMENT EARNINGS 1,218,202 1,000,000 1,165,000 1,200,000 1,200,000 20.00%
OTHER NONOPERATING 110,121 105,500 111,635 114,800 114,800 8.82%
TOTAL REVENUES 38,818,277$ 39,221,500$ 44,853,635$ 44,924,100$ 44,924,100$ 14.54%
EXPENDITURES AND TRANSFERS
ADMINISTRATION 611,623$ 1,085,063$ 682,270$ 737,072$ 1,073,256$ (1.09%)
TRANS/DISTRIBUTION 3,766,702 4,620,105 4,076,015 4,350,276 4,809,788 4.11%
ENERGY CONSERVATION 211,384 0 0 0 0 N/A
PURCHASED POWER 23,576,798 25,000,000 31,490,785 31,500,000 31,500,000 26.00%
PAY PLAN/BENEFIT ADJ.0 0 39,800 177,022 0 N/A
NET GEN./ADMIN. TFR.1,259,087 1,482,064 1,482,064 1,396,430 1,446,430 (2.40%)
CONTINGENCY 0 170,000 0 170,000 170,000 0.00%
TOTAL OPERATING
EXPEND. & TRANSFERS 29,425,594$ 32,357,232$ 37,770,934$ 38,330,800$ 38,999,474$ 20.53%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT 214,900$ 214,900$ 214,900$ 214,900$ 214,900$ 0.00%
OUTSIDE AGENCY FUNDING 284,494 528,667 246,167 246,951 246,951 (53.29%)
DEBT SERVICE TRANSFER 1,771,712 1,643,742 1,643,742 1,417,139 1,417,139 (13.79%)
OTHER (81,687)0 0 0 0 N/A
OTHER NON-OPERATING 0 0 0 0 0 (100.00%)
CAPITAL PROJ. FUNDING 4,664,317 3,520,000 3,748,000 711,000 711,000 (85.55%)
OTHER CAPITAL PROJECTS 2,600,000 4,920,000 4,920,000 0 0 (100.00%)
RETURN ON INVESTMENT 3,952,785 3,998,000 3,998,000 4,360,000 4,360,000 9.05%
TOTAL
NONOPERATING EXPEND.13,406,521$ 14,825,309$ 14,770,809$ 6,949,990$ 6,949,990$ (53.12%)
TOTAL
EXPENDITURES/TRANSFERS 42,832,115$ 47,182,541$ 52,541,743$ 45,280,790$ 45,949,464$ (2.61%)
INCREASE (DECREASE) IN
WORKING CAPITAL (4,013,838)$ (7,961,041)$ (7,688,108)$ (356,690)$ (1,025,364)$
STARTING WORKING CAPITAL 25,456,158$ 21,442,320$ 21,442,320$ 13,754,212$ 13,754,212$
ENDING WORKING CAPITAL 21,442,320$ 13,481,279$ 13,754,212$ 13,397,522$ 12,728,848$
ELECTRIC FUND - SOURCES
Investment
Earnings
3%Commercial
41%
Other
3%
Residential
53%
ELECTRIC FUND - USES
Net Transfers
3%
Purchased
Power
70%
Distribution
10%
Capital Projects
2%
Debt Service
3%
Energy
Conservation
2%
Return On
Investment
9%Admin.
2%
Other
1%
CITY OF COLLEGE STATION
ELECTRIC O&M
SUMMARY
10/31/2001 13:55
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 OF FY 02
OPERATIONS ADMIN 611,622$ 845,511$ 682,270$ 737,072$ 1,155,730$ 36.69%
TRANS/ DISTRIBUTION 3,978,084 4,515,674 4,076,015 4,350,276 4,727,314 4.69%
PURCHASED POWER 23,576,798 25,000,000 31,490,785 31,500,000 31,500,000 26.00%
ELECTRIC FUND TOTAL 28,166,504$ 30,361,185$ 36,249,070$ 36,587,348$ 37,383,044$ 23.13%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 OF FY 02
SALARIES & BENEFITS 2,462,066$ 2,724,664$ 2,689,600$ 2,701,981$ 2,889,003$ 6.03%
SUPPLIES 163,251 590,682 282,887 626,684 646,981 9.53%
MAINTENANCE 477,142 230,677 234,715 235,435 236,635 2.58%
PURCHASED SERVICES 1,298,856 1,815,162 1,551,083 1,523,248 1,809,538 (0.31%)
CAPITAL OUTLAY 188,391 0 0 0 300,887 N/A
PURCHASED POWER 23,576,798 25,000,000 31,490,785 31,500,000 31,500,000 26.00%
ELECTRIC FUND TOTAL 28,166,504$ 30,361,185$ 36,249,070$ 36,587,348$ 37,383,044$ 23.13%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
OPERATIONS ADMIN 11.5 11.5 11.5 11.5 11.5 0.00%
TRANSMISSION/
DISTRIBUTION ADMIN 31.0 43.0 48.0 48.0 48.0 0.00%
ELECTRIC FUND TOTAL 42.5 54.5 59.5 59.5 59.5 0.00%
SERVICE LEVEL ADJUSTMENTS
TRANSMISSION/DISTRIBUTION $113,223
25,380
53,435
25,000
60,000
100,000
OPERATIONS 200,000
31,636
$608,674
Safety and Training Program
Continue outsourcing GIS easement creation
Development of Electric/Strategic Plan
Laptops for electric system maps & AS-400-live comm.
Minivan for energy auditor
Replace electric substation test equip.
Phone recording system
Electric Image Building & Customer Education Program
Debt Service Requirements
Electric Fund
ALL SERIES
FISCAL
YEAR PRINCIPAL INTEREST
FISCAL YEAR
PAYMENT
PRINCIPAL
OUTSTANDING
OCT. 1
FY02 832,500 584,639 1,417,139 40,448,796
FY03 947,427 756,243 1,703,670 39,616,296
FY04 1,030,897 861,225 1,892,122 38,668,869
FY05 1,272,286 1,197,528 2,469,814 37,637,972
FY06 1,599,444 1,781,423 3,380,867 36,365,686
FY07 1,629,548 2,122,624 3,752,172 34,766,242
FY08 1,692,078 2,026,870 3,718,948 33,136,694
FY09 1,752,358 1,927,042 3,679,400 31,444,616
FY10 1,827,533 1,822,703 3,650,236 29,692,258
FY11 1,908,532 1,713,351 3,621,884 27,864,724
FY12 1,981,794 1,599,104 3,580,898 25,956,192
FY13 2,070,821 1,480,036 3,550,857 23,974,398
FY14 2,121,791 1,357,043 3,478,835 21,903,577
FY15 1,871,563 1,240,136 3,111,698 19,781,786
FY16 1,988,259 1,127,230 3,115,488 17,910,223
FY17 1,946,822 1,011,753 2,958,576 15,921,965
FY18 1,784,460 901,589 2,686,048 13,975,142
FY19 1,881,113 792,936 2,674,049 12,190,683
FY20 1,992,013 678,129 2,670,142 10,309,570
FY21 2,107,542 556,606 2,664,148 8,317,557
FY22 2,234,035 427,902 2,661,937 6,210,014
FY23 2,043,292 300,374 2,343,666 3,975,980
FY24 1,932,688 181,095 2,113,783 1,932,688
Electric Fund Debt Service
0
250,000
500,000
750,0001,000,000
1,250,000
1,500,0001,750,000
2,000,000
2,250,0002,500,000
2,750,000
3,000,000
3,250,000
3,500,000
3,750,000
4,000,000
FY02FY03FY04FY05FY06FY07FY08FY09FY10FY11FY12FY13FY14FY15FY16FY17FY18FY19FY20FY21FY22FY23FY24 PRINCIPAL INTEREST
CITY OF COLLEGE STATION
WATER FUND
FUND SUMMARY
FY 01 FY 01 FY 02 FY 02 FY 02 % CHANGE IN
FY 00 REVISED YEAR-END BASE APPROVED APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET SLAS BUDGET FY 01 TO FY 02
REVENUES
RESIDENTIAL 6,736,761$ 6,544,000$ 5,787,000$ 6,250,000$ 0$ 6,250,000$ (4.49%)
COMMERCIAL/INDUSTRIAL 2,239,045 2,320,000 1,800,000 1,944,000 0 1,944,000 (16.21%)
OTHER OPERATING 358,148 435,100 406,500 418,700 0 418,700 (3.77%)
INVESTMENT EARNINGS 440,877 464,000 530,000 545,900 0 545,900 17.65%
OTHER NONOPERATING 34,942 0 521,000 17,700 0 17,700 N/A
TOTAL REVENUES 9,809,773$ 9,763,100$ 9,044,500$ 9,176,300$ 0$ 9,176,300$ (6.01%)
EXPENDITURES AND TRANSFERS
PRODUCTION 1,741,447$ 1,466,006$ 1,535,928$ 1,944,761$ 99,581$ 2,060,621$ 40.56%
DISTRIBUTION 1,231,555 1,079,332 1,182,122 1,065,792 176,020 1,273,733 18.01%
ENVIRONMENTAL SERVICES 553,295 537,401 511,846 542,571 (2,387)565,591 5.25%
PAY PLAN/BENEFIT ADJUSTMENTS 0 0 21,000 68,407 5,200 0 N/A
NET GEN./ADMIN. TRANSFERS 812,875 931,914 931,914 839,243 0 839,243 (9.94%)
OTHER 1,757 0 0 0 0 0 N/A
CONTINGENCY 0 70,000 0 70,000 0 70,000 0.00%
TOTAL OPERATING
EXPEND. AND TRANSFERS 4,340,929$ 4,084,653$ 4,182,810$ 4,530,774$ 278,414$ 4,809,188$ 17.74%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT 12,500$ 12,500$ 12,500$ 12,500$ 0$ 12,500$ 0.00%
DEBT SERVICE TRANSFER 979,321 1,382,221 1,382,221 2,054,563 0 2,054,563 48.64%
OTHER 1,400,742 3,230,000 3,230,000 0 0 0 (100.00%)
CAPITAL PROJECTS FUNDING 378,000 3,500,000 357,368 7,750,000 0 7,750,000 121.43%
RETURN ON INVESTMENT 766,200 925,000 925,000 861,300 0 861,300 (6.89%)
TOTAL NONOPERATING EXPEND.3,536,763$ 9,049,721$ 5,907,089$ 10,678,363$ 0$ 10,678,363$ 18.00%
TOTAL EXPENDITURES/TRANSFERS7,877,692$ 13,134,374$ 10,089,899$ 15,209,137$ 278,414$ 15,487,551$ 17.92%
INCREASE (DECREASE) IN
WORKING CAPITAL 1,932,081$ (3,371,274)$ (1,045,399)$ (6,032,837)$ (278,414)$ (6,311,251)$
BEGINNING WORKING CAPITAL 7,678,332$ 9,610,413$ 9,610,413$ 8,565,014$ 2,532,177$ 8,565,014$
ENDING WORKING CAPITAL 9,610,413$ 6,239,139$ 8,565,014$ 2,532,177$ 2,253,763$ 2,253,763$
WATER FUND - SOURCES
Residential
68%
Investmen
t Earnings
6%
Commercial
21%
Other
5%
WATER FUND - USES
Net
Transfers
7%Production
13%
Other
1%Distribution
8%
Debt Service
13%
Environmental
Services
3%
Capital
Projects
51%
Return On
Investments
6%
CITY OF COLLEGE STATION
WATER O&M
SUMMARY
10/31/2001 14:18
EXPENDITURE BY ACTIVITY CENTER
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
ACTIVITY CENTER FY 99-00 FY 00-01 FY 00-01 FY 01-02 FY 01-02 FY 01 TO FY 02
PRODUCTION 1,741,447$ 1,466,006$ 1,535,928$ 1,944,761$ 2,060,621$ 40.56%
DISTRIBUTION 1,231,554 1,079,332 1,182,122 1,065,792 1,273,733 18.01%
ENGINEERING SUPPORT 553,295 537,401 511,846 542,571 565,591 5.25%
WATER FUND TOTAL 3,526,296$ 3,082,739$ 3,229,896$ 3,553,124$ 3,899,945$ 26.51%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 99-00 FY 00-01 FY 00-01 FY 01-02 FY 01-02 FY 01 TO FY 02
SALARIES & BENEFITS 1,261,542$ 1,294,829$ 1,263,759$ 1,320,491$ 1,394,098$ 7.67%
SUPPLIES 111,386 133,217 148,062 116,803 116,803 (12.32%)
MAINTENANCE 722,126 335,613 403,099 344,600 355,600 5.96%
PURCHASED SERVICES 1,252,834 1,197,382 1,328,298 1,693,764 1,727,478 44.27%
CAPITAL OUTLAY 178,408 121,698 86,678 77,466 305,966 151.41%
WATER FUND TOTAL 3,526,296$ 3,082,739$ 3,229,896$ 3,553,124$ 3,899,945$ 26.51%
PERSONNEL SUMMARY BY ACTIVITY CENTER
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
ACTIVITY CENTER FY 98-99 FY 99-00 FY 00-01 FY 01- 02 FY 01-02 FY 01 TO FY 02
PRODUCTION 6.0 6.0 6.0 6.0 6.0 0.00%
DISTRIBUTION 15.0 15.0 15.0 15.0 15.0 0.00%
ENGINEERING SUPPORT 9.5 11.5 10.0 10.0 10.0 0.00%
WATER FUND TOTAL 30.5 32.5 31.0 31.0 31.0 0.00%
SERVICE LEVEL ADJUSTMENTS
WATER PRODUCTION $25,000
76,000
WATER DISTRIBUTION 169,500
8,500
Water Fund Safety and Training Program $-5,786
273,214
Rebuild workshop
Vacuum/High Pressure Water Jet Unit-truck mounted
Replace chlorinators at Dowling Rd. Pump Station
Purchase Safety Trailer Unit
Debt Service Requirements
Water Fund
ALL SERIES
FISCAL
YEAR PRINICIPAL INTEREST
FISCAL YEAR
PAYMENT
PRINCIPAL
OUTSTANDING
OCT. 1
FY02 855,873 1,070,614 1,926,487 25,081,656
FY03 1,110,934 1,402,035 2,512,968 24,225,783
FY04 1,156,662 1,346,246 2,502,908 23,114,850
FY05 1,237,830 1,285,052 2,522,882 21,958,188
FY06 1,287,473 1,218,677 2,506,150 20,720,358
FY07 1,161,366 1,156,258 2,317,624 19,432,885
FY08 1,221,347 1,097,309 2,318,656 18,271,520
FY09 1,277,328 1,033,947 2,311,275 17,050,173
FY10 1,345,121 964,516 2,309,637 15,772,846
FY11 1,412,529 889,865 2,302,394 14,427,724
FY12 1,485,111 814,396 2,299,507 13,015,195
FY13 1,563,656 737,758 2,301,414 11,530,084
FY14 1,618,665 656,939 2,275,603 9,966,428
FY15 1,706,786 571,518 2,278,304 8,347,764
FY16 1,796,758 480,731 2,277,488 6,640,978
FY17 1,806,692 387,063 2,193,755 4,844,220
FY18 1,677,715 296,570 1,974,285 3,037,528
FY 19 1,359,814 217,912 1,577,726 1,359,814
Water Debt Service
0
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
1,750,000
2,000,000
FY02FY03FY04FY05FY06FY07FY08FY09FY10FY11FY12FY13FY14FY15FY16FY17FY18FY 19PRINICIPAL INTEREST
CITY OF COLLEGE STATION
WASTEWATER FUND
FUND SUMMARY
% CHANGE
FY 01 FY 01 F 02 FY 02 IN BUDGET
FY 00 REVISED YEAR-END BASE APPROVED FROM FY 01
ACTUAL BUDGET ESTIMATE BUDGET BUDGET TO FY 02
REVENUES
RESIDENTIAL 5,894,887$ 5,970,000$ 5,700,000$ 5,871,000$ 6,270,000$ 5.03%
COMMERCIAL/INDUSTRIAL 1,247,183 1,345,000 1,070,000 1,102,000 1,177,000 (12.49%)
OTHER OPERATING 179,700 190,000 215,000 221,500 221,500 16.58%
INVESTMENT EARNINGS 117,759 120,000 150,000 154,500 154,500 28.75%
OTHER NONOPERATING 37,021 0 40 0 0 N/A
TOTAL REVENUES 7,476,550$ 7,625,000$ 7,135,040$ 7,349,000$ 7,823,000$ 2.60%
EXPENDITURES AND TRANSFERS
SEWER TREATMENT 1,887,841$ 1,800,310$ 1,705,195$ 1,775,546$ 1,868,207$ 3.77%
SEWER COLLECTION 968,386 1,138,570 1,107,700 1,066,925 1,102,993 (3.12%)
PAY PLAN ADJUSTMENTS 0 0 25,200 73,729 0 N/A
NET GEN./ADMIN. TRANSFERS 641,725 717,554 717,554 742,025 742,025 3.41%
CONTINGENCY 0 60,000 0 60,000 60,000 0.00%
TOTAL OPERATING
EXPEND. AND TRANSFERS 3,497,952$ 3,716,434$ 3,555,649$ 3,718,225$ 3,773,225$ 1.53%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ 0.00%
DEBT SERVICE TRANSFER 2,751,350 2,462,877 2,462,877 3,166,265 3,166,265 28.56%
OTHER 626 650,000 650,000 0 0 (100.00%)
RETURN ON INVESTMENT 692,600 751,500 751,500 719,500 719,500 (4.26%)
TOTAL NONOPERATING EXPEND.3,454,576$ 3,874,377$ 3,874,377$ 3,895,765$ 3,895,765$ 0.55%
TOTAL EXPENDITURES/TRANSFERS 6,952,528$ 7,590,811$ 7,430,026$ 7,613,990$ 7,668,990$ 1.03%
INCREASE (DECREASE) IN
WORKING CAPITAL 524,022$ 34,189$ (294,986)$ (264,990)$ 154,010$
BEGINNING WORKING CAPITAL 2,489,188$ 3,013,210$ 3,013,210$ 2,718,224$ 2,718,224$
ENDING WORKDING CAPITAL 3,013,210$ 3,047,399$ 2,718,224$ 2,453,234$ 2,872,234$
WASTEWATER FUND - SOURCES
Other
3%
Investment
Earnings
2%
Commercial
15%
Residential
80%
WASTEWATER FUND - USES
Administrative
Transfers
10%
Treatment
24%
Debt Service
41%
Collection
14%
Other
2%
Return On
Investment
9%
.
CITY OF COLLEGE STATION
WASTEWATER O&M
SUMMARY
10/31/2001 14:12
EXPENDITURE BY ACTIVITY CENTER
REVISED ESTIMATED BASE APPROVED APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM
ACTIVITY FY 00 FY 01 FY 01 FY 02 FY 02 FY 02 FY 01 TO FY 02
TREATMENT 1,887,841$ 1,800,310$ 1,705,195$ 1,775,546$ 50,611$ 1,868,207$ 3.77%
COLLECTION 968,389 1,138,570 1,107,700 1,066,925 -1,911 1,102,993 (3.12%)
WASTEWATER FUND TOTAL 2,856,230$ 2,938,880$ 2,812,895$ 2,842,471$ 48,700$ 2,971,200$ 1.10%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 1,348,156$ 1,379,759$ 1,310,739$ 1,384,190$ 25,300$ 1,489,519$ 7.96%
SUPPLIES 246,264 249,703 185,259 264,933 0 264,933 6.10%
MAINTENANCE 441,447 340,595 350,843 363,951 0 363,951 6.86%
PURCHASED SERVICES 789,252 775,753 865,865 829,397 -5,850 823,547 6.16%
CAPITAL OUTLAY 31,111 193,070 100,189 0 29,250 29,250 (84.85%)
WASTEWATER FUND TOTAL 2,856,230$ 2,938,880$ 2,812,895$ 2,842,471$ 48,700$ 2,971,200$ 1.10%
PERSONNEL SUMMARY BY ACTIVITY CENTER
REVISED ESTIMATED BASE APPROVED APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM
ACTIVITY FY 00 FY 01 FY 01 FY 02 FY 02 FY 02 FY 01 TO FY 02
TREATMENT 20.0 20.0 19.0 19.0 2.0 21.0 10.53%
COLLECTION 16.0 16.0 17.0 17.0 0.0 17.0 0.00%
WASTEWATER FUND TOTAL 36.0 36.0 36.0 36.0 2.0 38.0 5.56%
SERVICE LEVEL ADJUSTMENTS
TREATMENT Upgrade network server hardware $ 29,250
2 additional full-time operators 25,300
Safety and Training Program $ -5,850
48,700
Debt Service Requirements
Wastewater
ALL SERIES
FISCAL
YEAR PRINCIPAL INTEREST
FISCAL YEAR
PAYMENT
PRINCIPAL
OUTSTANDING
OCT. 1
FY02 1,476,627 1,574,989 3,051,617 41,266,661
FY03 1,811,640 2,027,807 3,839,447 39,790,033
FY04 2,041,097 2,313,907 4,355,004 37,978,394
FY05 2,142,469 2,228,763 4,371,232 35,937,297
FY06 2,217,609 2,106,990 4,324,599 33,794,828
FY07 2,202,989 1,986,985 4,189,974 31,577,219
FY08 2,286,530 1,867,878 4,154,408 29,374,230
FY09 2,366,321 1,742,569 4,108,889 27,087,701
FY10 2,462,873 1,609,421 4,072,294 24,721,380
FY11 2,553,987 1,469,195 4,023,182 22,258,507
FY12 2,656,240 1,325,838 3,982,078 19,704,520
FY13 2,769,865 1,179,228 3,949,093 17,048,279
FY14 2,704,816 1,031,259 3,736,075 14,278,415
FY15 2,327,989 896,184 3,224,172 11,573,599
FY16 2,458,175 768,551 3,226,726 9,245,610
FY17 2,534,962 635,030 3,169,992 6,787,436
FY18 2,333,921 504,286 2,838,206 4,252,474
FY 19 1,918,553 389,504 2,308,057 1,918,553
WasteWater Debt Service
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
5,000,000
FY02FY03FY04FY05FY06FY07FY08FY09FY10FY11FY12FY13FY14FY15FY16FY17FY18FY 19PRINCIPAL INTEREST
SANITATION FUND
The Sanitation Fund is an enterprise fund that
accounts for the activities of collecting and
disposing of residential and commercial refuse in
the City. This area is also responsible for a
recycling program and Clean and Green
activities to help reduce the amount of solid
waste deposited into the landfill. The Sanitation
Fund also funds the street sweeping operations
of the City.
This fund is prepared on the modified accrual
basis where cash transactions are included in the
budget presentation in lieu of non cash
transactions such as depreciation. The focus is
on the net change in working capital.
Revenues for the Sanitation Fund are expected
to be $4,448,400 in FY 02. This is an increase
of approximately 5.4% over the FY 01 revised
budget. The residential and commercial
customer bases are expected to grow by 2-3%
based on analysis of building permits and
population growth. A rate increase of 8% for all
commercial services is included in the approved
budget. The rate increase is approved to cover
the costs associated with the approved additional
route.
There are two Service Level Adjustments (SLAs)
approved for FY 02 totaling $256,860. These
SLAs consist of: $247,560 for an additional
commercial route and $7,100 for new recycling
reward program.
Operating expenditures for the Sanitation Fund
in FY 02 are expected to increase 4.4% from
the FY 01 revised budget. This is primarily due
to the three approved SLAs.
Nonoperating expenditures in the Sanitation
Fund are expected to decrease 53% compared
to the FY 01 revised budget. This is due to the
transfer of $370,000 to General Government
Capital Projects as a contribution to the new
Municipal Court building made in FY 01 that will
not take place in FY 02.
The Sanitation Fund will continue to provide
funding for Brazos Beautiful, an outside agency
dedicated to beautification and litter abatement.
College Station’s portion of Brazos Beautiful’s
approved budget for FY 02 totals $40,000.
$15,000 of that amount is for their base budget.
The remaining $25,000 of the approved budget
is for a beautification grant to enhance the
gateways into the City.
CITY OF COLLEGE STATION
SANITATION FUND
SUMMARY
FY 01 FY 01 FY 02 FY 02 % CHANGE IN
FY 00 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 01 TO FY 02
REVENUES
RESIDENTIAL 2,394,637$ 2,585,400$ 2,580,000$ 2,657,400$ 2,657,400$ 2.78%
COMMERCIAL/INDUSTRIAL 1,416,551 1,525,100 1,490,500 1,535,300 1,654,500 8.48%
OTHER OPERATING 50,243 45,700 52,900 54,500 54,500 19.26%
INVESTMENT EARNINGS 108,880 100,800 115,000 118,400 118,400 17.46%
OTHER NONOPERATING 17,589 1,500 18,350 3,600 3,600 140.00%
TOTAL REVENUES 3,987,900$ 4,258,500$ 4,256,750$ 4,369,200$ 4,488,400$ 5.40%
EXPENDITURES AND TRANSFERS
RESIDENTIAL 1,741,971$ 2,211,995$ 2,191,440$ 1,965,345$ 2,046,991$ (7.46%)
COMMERCIAL 1,614,595 1,519,419 1,520,130 1,628,393 1,903,815 25.30%
PAY PLAN ADJUSTMENTS 0 0 22,400 96,808 0 N/A
GENERAL & ADMIN. TRANSFERS 374,168 417,062 417,062 385,731 385,731 (7.51%)
OUTSIDE AGENCY FUNDING 37,000 37,800 37,800 37,800 40,000 5.82%
CONTINGENCY 0 50,000 0 50,000 50,000 0.00%
TOTAL OPERATING
EXPEND. AND TRANSFERS 3,767,734$ 4,236,276$ 4,188,832$ 4,164,077$ 4,426,537$ 4.49%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT 12,500$ 12,500$ 12,500$ 12,500$ 12,500$ 0.00%
DEBT SERVICE TRANSFER 119,741 0 0 0 0 N/A
OTHER NON OPERATING 0 370,000 370,000 0 0 (100.00%)
RETURN ON INVESTMENT 262,300 273,000 273,000 294,200 294,200 7.77%
TOTAL NONOPERATING
EXPENDITURES 394,541$ 655,500$ 655,500$ 306,700$ 306,700$ (53.21%)
TOTAL OPERATING AND
NONOPERATING EXP & TRANSFERS 4,162,275$ 4,891,776$ 4,844,332$ 4,470,777$ 4,733,237$ (3.24%)
INCREASE (DECREASE) IN
WORKING CAPITAL (174,375)$ (633,276)$ (587,582)$ (101,577)$ (244,837)$
BEGINNING WORKING CAPITAL 2,512,077$ 2,337,702$ 2,337,702$ 1,750,120$ 1,750,120$
ENDING WORKING CAPITAL 2,337,702$ 1,704,426$ 1,750,120$ 1,648,543$ 1,505,283$
SANITATION FUND - SOURCES
Commercial
37%
Investment
Earnings
3%
Other
Operations
1%
Residential
59%
SANITATION FUND - USES
Return On
Investment
6%Residential
42%
Other
4%
Commercial
40%Transfers
8%
CITY OF COLLEGE STATION
SANITATION
SUMMARY
10/31/2001 14:09
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
ACTIVITY FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
RESIDENTIAL COLLECTION 1,741,971$ 2,211,995$ 2,191,440$ 1,965,345$ 2,046,991$ (7.46%)
COMMERCIAL COLLECTION 1,614,595 1,519,419 1,520,130 1,628,393 1,903,815 25.30%
DIVISION TOTAL 3,356,566$ 3,731,414$ 3,711,570$ 3,593,738$ 3,950,806$ 5.88%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 1,004,081$ 1,130,654$ 1,133,150$ 1,153,669$ 1,283,887$ 13.55%
SUPPLIES 158,168 167,430 144,350 181,570 194,080 15.92%
MAINTENANCE 332,714 364,892 364,892 405,960 409,610 12.26%
PURCHASED SERVICES 1,845,894 2,053,890 2,054,630 1,852,539 1,876,579 (8.63%)
CAPITAL OUTLAY 15,709 14,548 14,548 0 186,650 1182.99%
DIVISION TOTAL 3,356,566$ 3,731,414$ 3,711,570$ 3,593,738$ 3,950,806$ 5.88%
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
ACTIVITY FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
RESIDENTIAL COLLECTION 22.5 22.5 24.5 24.5 24.5 0.00%
COMMERCIAL COLLECTION 9.0 10.0 10.0 10.0 11.0 10.00%
DIVISION TOTAL 31.5 32.5 34.5 34.5 35.5 2.90%
SERVICE LEVEL ADJUSTMENTS
COMMERCIAL $247,560
RESIDENTIAL $7,100
$254,660
1 Route Manager and 1 Front End Loading Cab and Chassis
Recycling rewards program
PARKING ENTERPRISE FUND
The Parking Enterprise Fund was created to
account for revenues and expenditures resulting
from operation of the City’s parking facilities. In
FY 02 these revenues will come from the Patricia
Street parking lot and the College Main Parking
Garage. The parking garage opened in August of
2001.
This fund is prepared on the modified accrual
basis where cash transactions are included in the
budget presentation in lieu of non cash
transactions such as depreciation. The focus is on
the net change in working capital.
Revenues from the Patricia Street parking lot fees
are $98,400 and parking fines are $25,300.
The College Main Parking Garage is expect to
generate $1,075,100 in revenue for FY 02 This
estimate is based on projected customer demand
for parking at the facility multiplied by the hourly
charges per parking space.
Expenditures related to the Patricia Street
parking lot and the College Main Parking Garage
are forecast to be $345,188. Also, a SLA is
approved for the operation of the parking garage
in the amount of $136,877. This SLA includes
additional staff for the facility. Also, included in
the approved budget are two maintenance related
SLA’s for the city’s parking facilities. The first
SLA is for $12,000 for cleaning and upkeep on
the Second Street Pedestrian Plaza. The second
SLA is for $35,175 to provide routine
maintenance for the parking garage and
promenade.
The ending fund balance for FY 02 is expected to
be $198,842.
CITY OF COLLEGE STATION
PARKING ENTERPRISE
FUND SUMMARY
FY 01 FY 01 FY 02 FY 02 % CHANGE IN
FY 00 REVISED YEAR-END BASE PROPOSED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 01 TO FY 02
BEGINNING FUND BALANCE 108,054$ 135,582$ 135,582$ 109,914$ 109,914$
REVENUES
PARKING FEES 103,719$ 99,600$ 103,676$ 98,400 1,173,500$ 1078.21%
PARKING FINES 38,275 41,200 24,520 25,300 25,300 (38.59%)
BOND REVENUE 2,972 0 0 0 0 N/A
INVESTMENT EARNINGS 0 0 0 0 15,000 N/A
OTHER 0 0 2,620 0 0 N/A
TOTAL REVENUES 144,966$ 140,800$ 130,816$ 123,700$ 1,213,800$ 762.07%
EXPENDITURES
PARKING OPERATIONS 117,438$ 166,887$ 155,084$ 154,100$ 345,188$ 106.84%
PAY PLAN/BENEFIT ADJUSTMENTS 0 0 1,400 6,736 0 N/A
GENERAL AND ADMIN TRANSFER 0 0 0 0 13,000
DEBT SERVICE 0 0 0 645,358 645,358
CONTINGENCY 0 0 0 0 0 N/A
TOTAL EXPENDITURES 117,438$ 166,887$ 156,484$ 806,194$ 1,003,546$ 501.33%
INCREASE (DECREASE)
IN FUND BALANCE 27,528$ (26,087)$ (25,668)$ (682,494)$ 210,254$
ENDING FUND BALANCE 135,582$ 109,495$ 109,914$ (572,580)$ 320,168$
PARKING ENTERPRISE FUND - SOURCES
Other
1%
Intragov-
ernmental
16%
Parking
Fines
2%
Parking
Fees
81%
PARKING ENTERPRISE FUND - USES
Debt
Service
62%
General &
Admin.
Transfers
5%
Parking Lot
33%
CITY OF COLLEGE STATION
PARKING ENTERPRISE FUND
DIVISION SUMMARY
10/31/2001 14:04
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
PARKING 117,438$ 166,887$ 155,084$ 154,100$ 345,188$ 106.84%
DIVISION TOTAL 117,438$ 166,887$ 155,084$ 154,100$ 345,188$ 106.84%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 54,032$ 105,387$ 66,207$ 117,893$ 216,821$ 105.74%
SUPPLIES 3,919 7,892 6,176 8,048 20,338 157.70%
MAINTENANCE 1,532 3,603 3,063 4,345 8,945 148.27%
PURCHASED SERVICES 27,644 23,935 23,815 23,814 68,069 184.39%
CAPITAL OUTLAY 30,311 26,070 55,823 0 31,015 18.97%
DIVISION TOTAL 117,438$ 166,887$ 155,084$ 154,100$ 345,188$ 106.84%
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
PARKING 3.0 3.0 4.0 4.0 8.0 100.00%
DIVISION TOTAL 3.0 4.0 4.0 4.0 8.0 100.00%
SERVICE LEVEL ADJUSTMENTS
PARKING Northgate Parking Garage Operations $136,877
Northgate Parking Garage/Promenade Maintenance 35,175
2nd Streeet Plaza Cleanup 12,000
$184,052
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY FUND
The Brazos Valley Solid Waste Management
Agency (BVSWMA) is a joint action agency owned
by the Cities of College Station and Bryan. The
agency is responsible for providing solid waste
disposal services within all appropriate guidelines
and regulations. This joint agency has resulted in
cost savings and increased efficiencies due to the
deletion of duplicated services, planning and
staffing and the economies of scale offered by a
larger operation.
This fund is prepared on the modified accrual
basis where cash transactions are included in the
budget presentation in lieu of non cash
transactions such as depreciation. The focus is on
the net change in working capital.
Base budget revenues for BVSWMA are
projected to increase by 3% from the FY 01 year
end estimate. This increase is due to steady
growth in tonnage taken to the landfill and closely
mirrors growth in the population.
· Approved expenditures for Landfill
Operations are $3,474,619 which reflects a
1.5% increase from the FY 01 year end
estimate. $463,255 of this amount is a
Service Level Adjustment to design and
construct a 900 linear foot sidewall as part of
the approved landfill expansion. This sidewall
is necessary to comply with TNRCC Solid
Waste Regulations.
The Administration budget is approved to be
$1,290,437, which represents a 3% increase in
expenditures from the FY 01 year end estimate.
Non-departmental expenses for the FY 02 budget
are estimated at $434,893, which represents a
83% decrease from the FY 01 year end estimate.
This decrease is a direct result of replacement of
several significant pieces of equipment, which
made the FY 01 budget larger than normal.
CITY OF COLLEGE STATION
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY (BVSWMA)
FUND SUMMARY
% CHANGE
FY 01 FY 01 FY 02 FY 02 IN BUDGET
FY 00 REVISED YEAR-END BASE APPROVED FROM FY01
ACTUAL BUDGET ESTIMATE BUDGET BUDGET TO FY02
REVENUES
LANDFILL CHARGES 5,284,324$ 5,062,500$ 5,098,000$ 5,250,000$ 5,250,000$ 3.70%
INTEREST 423,336 400,000 543,388 500,000 500,000 25.00%
OTHER 56,813 710,500 (80,150) 0 0 (100.00%)
TOTAL REVENUES # 5,764,473$ 6,173,000$ 5,561,238$ 5,750,000$ 5,750,000$ (6.85%)
EXPENDITURES AND TRANSFERS
LANDFILL OPERATIONS 2,140,771$ 2,820,931$ 3,424,068$ 2,950,941$ 3,474,619$ 23.17%
ADMINISTRATIVE 560,584 1,274,545 1,245,012 1,278,865 1,290,437 1.25%
EXPEND & TRANSFERS SUBTOTAL 2,701,355$ 4,095,476$ 4,669,080$ 4,229,806$ 4,765,056$ 16.35%
DEPARTMENTAL - NON-OPERATING
CONTRIBUTIONS 3,000$ 8,000$ 8,000$ 8,000$ 8,000$ 0.00%
OTHER 0 0 0 0 0 N/A
DEPT. NON-OPERATING SUBTOTAL 3,000$ 8,000$ 8,000$ 8,000$ 8,000$ 0.00%
NON-DEPARTMENTAL
PRINCIPAL PAYMENTS 297,837$ 31,437$ 31,437$ 0$ 0$ (100.00%)
INTEREST PAYMENTS 15,756 275 274 0 0 (100.00%)
GENERAL & ADMIN. TRANSFERS 124,434 177,126 177,126 334,893 334,893 (85.30%)
FLEET REPLACEMENT 0 2,278,000 2,278,000 0 0 (100.00%)
COMPENSATION ADJUSTMENTS 0 0 16,800 71,995 0 N/A
CONTINGENCY 0 100,000 0 100,000 100,000 0.00%
NON-DEPARTMENTAL SUBTOTAL 438,027$ 2,586,838$ 2,503,637$ 506,888$ 434,893$ (83.19%)
TOTAL OPERATING EXPENDITURES
AND TRANSFERS 3,142,382$ 6,690,314$ 7,180,717$ 4,744,694$ 5,207,949$ (22.16%)
INCREASE (DECREASE) IN WORKING
CAPITAL FROM OPERATIONS 2,622,091$ (517,314)$ (1,619,479)$ 1,005,306$ 542,051$ (204.78%)
GAAP ADJUSTMENT 103,997$
BEGINNING WORKING CAPITAL 6,669,223$ 9,395,311$ 9,395,311$ 7,775,832$ 7,775,832$
ENDING WORKING CAPITAL 9,395,311$ 8,877,997$ 7,775,832$ 8,781,138$ 8,317,883$
BVSWMA FUND - SOURCES
Investment
Earnings
9%
Landfill
Charges
91%
BVSWMA FUND - USES
Other
1.6%
Contingency
2.0%
Admin.
26.0%
Landfill
Operations
70.5%
CITY OF COLLEGE STATION
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY
FUND SUMMARY
10/31/2001 13:51
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
LANDFILL OPERATIONS 2,140,772$ 2,829,499$ 3,424,068$ 2,950,941$ 3,474,619$ 22.80%
BVSWMA ADMINISTRATION 560,567 1,275,361 1,245,012 1,278,865 1,290,437 1.18%
BVSWMA FUND TOTAL 2,701,339$ 4,104,860$ 4,669,080$ 4,229,806$ 4,765,056$ 16.08%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 1,041,356$ 1,035,725$ 1,017,635$ 1,033,335$ 1,198,585$ 15.72%
SUPPLIES 257,430 436,630 388,615 444,846 544,846 24.78%
MAINTENANCE 226,328 353,000 328,143 336,013 336,013 -4.81%
PURCHASED SERVICES 1,017,594 2,200,005 2,702,507 2,415,612 2,685,612 22.07%
CAPITAL OUTLAY 158,631 79,500 232,180 0 0 (100.00%)
BVSWMA FUND TOTAL 2,701,339$ 4,104,860$ 4,669,080$ 4,229,806$ 4,765,056$ 16.08%
PERSONNEL SUMMARY BY DIVISION
ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 01 FY 02 FY 01 TO FY 02
LANDFILL OPERATIONS 22.5 22.5 22.5 22.5 22.5 0.00%
BVSWMA ADMINISTRATION 4.0 4.0 4.0 4.0 4.0 0.00%
BVSWMA FUND TOTAL 26.5 26.5 26.5 26.5 26.5 0.00%
SERVICE LEVEL ADJUSTMENTS
LANDFILL OPERATIONS 463,255$
463,255$
Southern side wall of landfill expansion to comply
UTILITIES
CAPITAL PROJECTS BUDGET
The City of College Station develops and adopts a
five year Capital Improvements Project List. The list
is updated annually and is presented for City Council
review as a part of the annual budget process. The
list consolidates all anticipated capital needs for
which funding authorization exists. The list is divided
into several sections depending on the services
provided and the funding source. The City operates
under the laws of the State of Texas and the City of
College Station's Home Rule Charter.
The city can authorize the issuance of revenue bonds.
Revenue bonds will be issued any time that there is a
need for financing of capital construction or
acquisition and where the asset will reside in one or
more of the City's enterprise funds. The enterprise
funds of the City include Electric, Water, Wastewater,
and Solid Waste Collection. Generally, revenue bonds
do not require voter approval. These bonds are
repaid from the revenues generated by the utilities.
The city anticipates issuing an estimated $19.7
million in revenue bonds in FY 02. These bonds will
be used for a number of significant electric, water and
wastewater capital projects.
Capital projects often result in assets that require
continuing maintenance and repair. Some also reduce
existing maintenance and repair costs. Among the
decisions and proposals that accompany capital
project recommendations is an analysis of potential
ongoing costs.
UTILITY CAPITAL PROJECTS
Electric Capital Projects
Major capital projects planned in FY 02 include the
following. New services and system extensions are
anticipated to cost $1,400,000 as new customers are
added. Both Residential and Thoroughfare Lighting
projects are included in the approved Electric Fund
Capital budget and total $711,000 in projected
expense. Current revenues from operations to fund
these projects are approved to be $711,000 to cover
the cost of Residential and Thoroughfare Lighting
projects.
Water Capital Projects
Water capital projects scheduled for FY 02 include
$628,000 for phase 5 of the Eastgate system
rehabilitation project, and $250,000 for distribution
system rehabilitation.
Several significant transmission and distribution
expansions are also included in the approved budget.
These include beginning construction of water well
#7, $1,000,000; and the parallel transmission line
phase I $7,116,318. These projects are all designed
to expand the water capacity in College Station.
Other significant projects include $3,200,000 for
Westside Water Services, $3,230,000 to complete
construction of the Park Place Water Tower, and
$2,000,000 to build the Rock Prairie elevated water
storage project.
$7,750,000 in current revenues from operations are
approved to fund water capital projects.
Wastewater Capital Projects
Wastewater capital projects totaling $13,842,000 are
included in the approved budget. This includes
$7,427,000 for the Lick Creek Wastewater
Treatment Plant expansion. This plant expansion is
needed to keep pace with the growth that is
occurring in College Station. Other significant
projects include $1,245,000 for the next 2 phases of
the Eastgate Residential Rehabilitation project,
$1,000,000 for Westside Sewer services, and
$2,268,000 for the completion of the Northeast
Trunk Line Expansion.
Drainage Capital Projects
Major drainage projects planned for next year include
2 significant Bee Creek projects totaling $2,854,616.
Also included in the FY 02 budget, $555,000 for
channel construction in the Wolf Pen Creek area.
Additionally, $785,000 is approved for Greenways
Projects.
Also included in the budget for Drainage Capital
Projects is $50,000 for various minor drainage
projects to be identified in FY 02.
ADDITIONAL O&M COSTS
With the addition of new facilities and infrastructure
additional operations and maintenance costs might be
incurred. In the case of infrastructure rehabilitation it
is expected that O&M costs will decrease for those
areas the project targeted. However, it is difficult to
quantify the cost savings of the rehabilitation since
resources are used elsewhere and not removed from
departmental budgets.
ELECTRIC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED APPROVED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE APPROPRIATIONS
NUMBER AMOUNT FY99-00 FY 00-01 FY 00-01 FY 01-02
20,826$ 285,696$ 285,696$ 305,696$
UTILITY REVENUE BONDS 0$ 0$ 0$ 4,440,000$
INTEREST ON INVESTMENTS (1,436)20,000 0 0
OTHER 47,119 0 0 0
EXPENDITURES FROM OPERATIONS 4,320,279 3,520,000 3,520,000 711,000
SUBTOTAL ADDITIONAL RESOURCES 4,365,962$ 3,540,000$ 3,520,000$ 5,151,000$
TOTAL RESOURCES AVAILABLE 4,386,788$ 3,825,696$ 3,805,696$ 5,456,696$
CAPITAL PROJECTS:
NEW SERVICES & SYSTEM EXT.ED0010 ANNUAL 1,957,558$ 1,300,000$ 1,350,000$ 1,400,000$
RES. STREET LIGHTING ED0011 ANNUAL 57,326 185,000 117,000 185,000
THOR. STREET LIGHTING ED0012 ANNUAL 100,027 85,000 135,000 526,000
UNDERGROUND SYSTEM IMPROV.ED0015 ANNUAL 212,150 625,000 481,000 790,000
OVERHEAD SYSTEM IMPROV.ED0014 ANNUAL 363,824 282,000 565,000 1,493,000
GENERAL PLANT ED0013 ANNUAL 302,017 50,000 307,000 50,000
USC IMPROVEMENTS EP0000 ANNUAL 0 0 0 0
SCADA EP0001 ANNUAL 10,695 0 0 0
SUBSTATION TRANSMISSION ET0000 ANNUAL 0 285,000 155,000 128,000
SUBSTATION DISTRIBUTION ANNUAL 0 0 390,000 847,000
UCS BUILDING ME9601 2,325,000$ 61,314 0 0 0
1 FIBER OPTIC LOOP ME9701 1,100,000 386,776 400,000 400,000 0
BUSINESS PARK ELEC. SERVICE ED1003 840,000 65,413 0 0 0
SWITCH STATION SUB CONVERSION ET9801 1,800,000 999,739 0 0 0
TEXAS AVE URD EL9408 1,400,000 1,992 0 0 0
TRANSMISSION METERING ET9902 160,000 0 0 0 0
NORTHGATE SUBSTATION TBD 1,800,000 0 0 0 0
BEE CREEK DUAL CIRCUIT 300,000 0 0 0 0
GREENS PRAIRIE DUAL CIRCUIT 170,000 0 0 0 0
TEXAS AVENUE FEEDER TIE 990,000 0 0 0 0
WELSH NORTH FEEDER TIE 60,000 0 0 0 0
SHENANDOAH FEEDER 300,000 0 0 0 0
SUBSTATION EQUIPMENT REPLACEMENT 500,000 0 0 0 0
LINCOLN-EISENHOWER RECONDUCTOR 160,000 0 0 0 0
STATE HWY 40 FEEDER 700,000 0 0 0 0
CLOSED PROJECTS 0 0 0 0
GENERAL AND ADMINISTRATIVE N/A 102,500 80,000 80,000 90,000
DEBT ISSUANCE COST N/A 0 0 0 28,000
TOTAL EXPENDITURES 12,605,000$ 4,621,331$ 3,292,000$ 3,500,000$ 5,419,000$
GAAP ADJUSTMENT 520,239$
ENDING FUND BALANCE:285,696$ 533,696$ 305,696$ 37,696$
Notes:
1 - Total project budget is 1,600,000 with 1,100,000 funded by Electric Fund revenue and 500,000 funded by General Government Revenues
ELECTRIC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
TOTAL
APPROPRIATIONS PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
305,696$ 37,696$ 49,696$ 18,696$ (5,304)$ 21,696$
4,440,000$ 3,820,000$ 6,655,000$ 11,060,000$ 7,210,000$ 4,600,000$
0 0 0 0 0 0
0 0 0 0 0 0
711,000 780,000 0 0 0 1,260,000
5,151,000$ 4,600,000$ 6,655,000$ 11,060,000$ 7,210,000$ 5,860,000$
5,456,696$ 4,637,696$ 6,704,696$ 11,078,696$ 7,204,696$ 5,881,696$
1,400,000$ 1,500,000$ 1,600,000$ 1,700,000$ 1,800,000$ 1,900,000$
185,000 225,000 185,000 185,000 185,000 185,000
526,000 555,000 1,023,000 1,740,000 600,000 200,000
790,000 906,000 1,123,000 973,000 1,253,000 873,000
1,493,000 1,197,000 1,500,000 1,400,000 1,350,000 1,250,000
50,000 50,000 50,000 50,000 50,000 50,000
0 0 0 0 0 0
0 0 0 0 0
128,000 0 250,000 1,463,000 343,000 494,000
847,000 75,000 875,000 3,513,000 1,602,000 917,000
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
90,000 80,000 80,000 60,000 0 0
28,000 48,000 47,000 52,000 38,000 20,000
5,419,000$ 4,588,000$ 6,686,000$ 11,084,000$ 7,183,000$ 5,869,000$
37,696$ 49,696$ 18,696$ (5,304)$ 21,696$ 12,696$
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED APPROVED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE FY 01-02 BUDGET
NUMBER AMOUNT FY 99-00 FY 00-01 FY 00-01 APPROPRIATIONS
BEGINNING FUND BALANCE:2,934,251$ 5,747,759$ 5,747,759$ 6,610,572$
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS 4,500,000$ 8,200,000$ 12,400,000$ 6,300,000$
INTEREST ON INVESTMENTS 233,396 160,000 270,000 160,000
TRANSFERS FROM OPERATIONS 378,000 3,500,000 357,368 7,750,000
SUBTOTAL ADDITIONAL RESOURCES 5,111,396$ 11,860,000$ 13,027,368$ 14,210,000$
TOTAL RESOURCES AVAILABLE 8,045,647$ 17,607,759$ 18,775,127$ 20,820,572$
REHABILITATION PROJECTS:
EAST GATE RES. REHAB PHASEII&III WT9902 1,217,000$ 26,220$ 0$ 925,756$ 0$
EASTGATE WATER REHAB PHASE IV WT0104 632,000 0 632,000 0 0
EASTGATE WATER REHAB PHASE V WT0204 628,000 0 0 0 628,000
GREENS PRAIRIE STORAGE TANK REHAB.WT0003 378,000 378,000 0 0 0
NORTHGATE REHAB. PHASE I WT9805 1,080,454 98,323 580,454 1,067,000 0
SOUTHGATE WATER REHAB. STUDY WT0105 50,000 0 50,000 0 50,000
WATER WELL 1-5 REHAB WT0109 200,000 0 200,000 250,000 0
SUBTOTAL 502,543 1,462,454 2,242,756 678,000
PRODUCTION PROJECTS
WELL #6 AND LINE WT0004 2,652,300 226,501 2,286,286 2,425,799 0
WELL #7 AND LINE WT0106 2,500,000 0 0 0 1,000,000
WELL #8 AND LINE TBD 2,800,000 0 0 0 0
PARALLEL WELLFIELD COLL LINE WT0205 2,200,000 0 0 0 560,000
COOLING TOWERS WT9806 3,098,000 287,782 2,065,070 2,810,000 0
COOLING TOWERS EXPANSION TBD 500,000 0 0 0 0
PARALLEL WATER TRANSMISSION WT0005 8,269,370 553,052 8,657,150 600,000 0
PARALLEL WATER TRANSMISSION PH II TBD 3,300,000 0 0 0 0
#1 HIGH SERVICE PUMP WT1018 1,000,000 149,545 837,100 850,000 0
#3 & # 4 HIGH SERVICE PUMP TBD 900,000 0 0 0 0
SUBTOTAL 1,216,880 13,845,606 6,685,799 1,560,000
DISTRUBTION PROJECTS
OVERSIZED LINES WT0200 ANNUAL 0$ 50,000$ 50,000$ 200,000$
CASTLEGATE OP PHASE I WT0107 375,000 0 375,000 375,000 0
GREENSWORLD OP PHASE III WT0108 33,000 0 33,000 33,000 0
DISTRIBUTION SYSTEM REHAB.WT0201 ANNUAL 250,000 250,000 250,000 285,000
LAND ACQ. FOR WATER DISTRIBUTION WT0206 1,000,000 0 0 0 300,000
WESTSIDE WATER SERVICES WT9703 4,280,000 35,472 800,000 1,000,000 3,200,000
TEXAS AVE. RELOCATION SOUTH WT9804 950,000 0 750,000 0 0
WATER IMPACT FEE MAIN WT9905 359,000 18,639 0 0 0
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED APPROVED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE FY 01-02 BUDGET
NUMBER AMOUNT FY 99-00 FY 00-01 FY 00-01 APPROPRIATIONS
GREENS PRAIRIE WATER LINE REPLACEMENTWT0207 750,000 0 0 0 50,000
DOWLING ROAD 10MG GST TBD 3,700,000 0 0 0 0
PARK PLACE ELEVATED WATER STORAGE WT0012 4,000,000 2,998 620,000 620,000 3,230,000
ROCK PRAIRIE WATER EXTENSION WT0102 2,000,000 0 200,000 0 1,800,000
AMS WATER LINE EXTENSION WT0103 100,000 0 100,000 0 0
WATER RECLAIM / IRRIGATION TBD 1,750,000 0 0 0 500,000
CARTER CREEK ADMN BLDG SS0105 500,000 0 500,000 500,000 0
SUBTOTAL 307,109 3,678,000 2,828,000 9,565,000
CLOSED PROJECTS N/A 145,314 0 0 0
GENERAL AND ADMINISTRATIVE N/A 147,375 258,000 258,000 275,000
DEBT ISSUANCE COST N/A 0 100,000 150,000 100,000
TOTAL EXPENDITURES 51,202,124$ 2,319,221$ 19,344,060$ 12,164,555$ 12,178,000$
GAAP ADJUSTMENT (21,333)$
ENDING FUND BALANCE:5,747,759$ (1,736,301)$ 6,610,572$ 8,642,572$
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
TOTAL
FY 01-02 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
6,610,572$ 444,254$ 307,254$ 342,254$ 707,254$ 82,254$
6,300,000$ 7,000,000$ 3,000,000$ 3,000,000$ 0$ 0$
160,000 50,000 50,000 50,000 50,000 50,000
7,750,000 1,500,000 1,650,000 1,500,000 2,000,000 500,000
14,210,000$ 8,550,000$ 4,700,000$ 4,550,000$ 2,050,000$ 550,000$
20,820,572$ 8,994,254$ 5,007,254$ 4,892,254$ 2,757,254$ 632,254$
0$ 0$ 0$ 0$ 0$ 0$
632,000 0 0 0 0 0
628,000 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
50,000 0 0 0 0 0
0 0 0 0 0 0
1,310,000 0 0 0 0 0
0 0 0 0 0 0
1,000,000 1,500,000 0 0 0 0
0 0 0 1,120,000 1,680,000 0
560,000 840,000 0 320,000 480,000 0
0 0 0 0 0 0
0 500,000 0 0 0 0
7,116,318 0 0 0 0 0
0 1,600,000 1,700,000 0 0 0
0 0 0 0 0 0
0 0 900,000 0 0 0
8,676,318 4,440,000 2,600,000 1,440,000 2,160,000 0
200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$
0 0 0 0 0 0
0 0 0 0 0 0
285,000 285,000 285,000 285,000 285,000 285,000
300,000 700,000 0 0 0 0
3,200,000 0 0 0 0 0
100,000 850,000 0 0 0 0
0 212,000 0 0 0 0
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
TOTAL
FY 01-02 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
50,000 700,000 0 0 0 0
0 0 1,480,000 2,220,000 0 0
3,380,000 0 0 0 0 0
2,000,000 0 0 0 0 0
0 0 0 0 0 0
500,000 1,250,000 0 0 0 0
0 0 0 0 0 0
10,015,000 4,197,000 1,965,000 2,705,000 485,000 485,000
0 0 0 0 0 0
275,000 50,000 100,000 40,000 30,000 30,000
100,000 0 0 0 0 0
20,376,318$ 8,687,000$ 4,665,000$ 4,185,000$ 2,675,000$ 515,000$
444,254$ 307,254$ 342,254$ 707,254$ 82,254$ 117,254$
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED APPROVED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE FY 01-02
NUMBER AMOUNT FY 99-00 FY 00-01 FY 00-01 APPROPRIATIONS
BEGINNING FUND BALANCE:1,449,366$ 4,638,758$ 4,638,758$ 5,662,663$
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS 6,000,000$ 11,300,000$ 11,100,000$ 10,000,000$
INTEREST ON INVESTMENTS 197,760 100,000 150,000 200,000
TRANSFERS FROM OPERATIONS 0 0 0
OTHER 785 0 0 0
SUBTOTAL ADDITIONAL RESOURCES 6,198,545$ 11,400,000$ 11,250,000$ 10,200,000$
TOTAL RESOURCES AVAILABLE 7,647,911$ 16,038,758$ 15,888,758$ 15,862,663$
Collection
COLLECTION SYSTEM REHAB. SS0209 ANNUAL 190,560$ 250,000$ 250,000$ 285,000$
OVERSIZE PARTICIPATION SS0200 ANNUAL 53,845 50,000 50,000 250,000
GRAHAM ROAD IMPACT FEE LINE PHASE II & III SS9802 417,000$ 100,175 0 318,000 0
EAST GATE RES. REHAB. PH. II&III SS9903 910,000 129,018 0 995,436 0
EAST GATE RES. REHAB. PH. IV SS0102 704,000 0 704,000 0 0
EAST GATE RES. REHAB. PH V SS0201 541,000 0 0 0 0
MILNER STREET SEWER LINE SS0006 35,445 35,040 0 0 0
NORTHGATE REHAB PH. I SS9804 1,700,000 216,855 1,300,000 1,390,000 0
TX. AVE. S. WIDENING SEWER PHASE II SS0003 1,600,000 341 1,300,000 0 0
WESTSIDE SEWER SERVICE SS9702 1,000,000 5,302 500,000 0 0
NORTHEAST TRUNK EXPAN. PHASE I SS9805 1,975,000 14,847 0 773,000 0
NORTHEAST TRUNK EXPAN. PHASE II SS0103 1,000,000 0 1,000,000 0 0
NORTHEAST TRUNK EXPAN. PHASE III TBD 650,000 0 0 0 650,000
SOUTHGATE REHAB. PH. I TBD 150,000 0 0 0 50,000
CREAGER/PEBBLE HILLS PHASE II SS9902 580,000 405,735 0 210,000 0
CHRSTINE LANE SEWER PH II SS9817 841,000 399,676 0 0 0
I&I REDUCTION PROGRAM SS0007 450,000 18,555 150,000 150,000 50,000
HENSEL PARK IMPROVEMENTS TBD 350,000 0 0 0 350,000
SUBTOTAL 1,569,949 5,254,000 4,136,436 1,635,000
Treatment
LICK CREEK TRUNK & PLANT EXPANSION SS9806 12,060,000$ 600,998$ 6,676,306$ 4,378,000$ 483,694$
CARTER CREEK ADMN BLDG SS0105 500,000 0 500,000 500,000 0
ODOR CONTROL SS9810 1,245,000 414,003 334,100 786,659 0
SLUDGE HANDLING SS9803 275,000 29,340 0 0 232,000
PAINT CLARIFIERS 4 B & 5B SS9904 65,000 0 0 0 0
LC/ CC SLUDGE PROCESS IMPROVEMENTS TBD 1,200,000 0 0 0 0
CC PLANT DEMO & MAINT. BLDG TBD 250,000 0 0 0 100,000
SUBTOTAL 1,044,341 7,510,406 5,664,659 815,694
CLOSED PROJECTS N/A 109,235 0 0 0
GENERAL AND ADMINISTRATIVE N/A 273,363 325,000 325,000 325,000
DEBT ISSUANCE COST N/A 0 100,000 100,000 60,000
TOTAL EXPENDITURES 2,996,888$ 13,189,406$ 10,226,095$ 2,835,694$
GAAP ADJUSTMENT (12,265)$
ENDING FUND BALANCE:4,638,758$ 2,849,352$ 5,662,663$ 13,026,969$
Notes:
1 - These projects will be reimbursed by impact fees.
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
TOTAL
PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
5,662,663$ 1,635,663$ 950,663$ 1,145,663$ 750,663$ 425,663$
10,000,000$ 2,700,000$ 500,000$ 0$ 0$ 0$
200,000 270,000 160,000 50,000 20,000 5,000
0 0 0 0 100,000 400,000
0 0 0 0 0 0
10,200,000$ 2,970,000$ 660,000$ 50,000$ 120,000$ 405,000$
15,862,663$ 4,605,663$ 1,610,663$ 1,195,663$ 870,663$ 830,663$
285,000$ 285,000$ 285,000$ 285,000$ 285,000$ 285,000$
250,000 250,000 50,000 50,000 50,000 50,000
0 0 0 0 0 0
0 0 0 0 0 0
704,000 0 0 0 0 0
541,000 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 1,600,000 0 0 0 0
1,000,000 0 0 0 0 0
1,203,000 0 0 0 0 0
1,000,000 0 0 0 0 0
650,000 0 0 0 0 0
50,000 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
50,000 50,000 50,000 50,000 50,000 50,000
350,000 0 0 0 0 0
6,083,000 2,185,000 385,000 385,000 385,000 385,000
7,427,000$ 0$ 0$ 0$ 0$ 0$
0 0 0 0 0 0
0 0 0 0 0 0
232,000 0 0 0 0 0
0 0 0 0 0 0
0 1,200,000 0 0 0 0
100,000 150,000 0 0 0 0
7,759,000 1,350,000 0 0 0 0
0 0 0 0 0 0
325,000 100,000 60,000 40,000 40,000 40,000
60,000 20,000 20,000 20,000 20,000 20,000
14,227,000$ 3,655,000$ 465,000$ 445,000$ 445,000$ 445,000$
1,635,663$ 950,663$ 1,145,663$ 750,663$ 425,663$ 385,663$
DRAINAGE UTILITY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE FY 01-02 BUDGET
NUMBER AMOUNT FY99-00 FY 00-01 FY 00-01 APPROPRIATIONS
BEGINNING FUND BALANCE:3,910,957$ 4,775,532$ 4,775,532$
ADDITIONAL RESOURCES:
UTILITY REVENUES 910,119$ 958,500$ 958,500$
INTEREST ON INVESTMENTS 292,587 195,000 311,000
BOND PROCEEDS 785,000 500,000
SUBTOTAL ADDITIONAL RESOURCES 1,202,706$ 1,938,500$ 1,769,500$
TOTAL RESOURCES AVAILABLE 5,113,663$ 6,714,032$ 6,545,032$
BEE CREEK (COMBINED)SD9802 2,000,000$ 20,027$ 0$ 73,214$
BEE CREEK PH. IV & V.SD0001 1,400,000 29,364 1,120,000 192,000
WPC - DART/HOLL TO BYPASS SD9901 855,700 56,468 0 274,685
WPC - CH IMP TX TO DARTMOUTH SD9902 1,900,000 0 0 0
GREENWAYS PROJECTS SD9903 3,640,000 0 785,000 500,000
MINOR DRAINAGE IMPROVEMENTS SD0002 ANNUAL 0 450,000 200,000
BUSINESS PARK DRAINAGE 0 0 35,000
GEORGE BUSH EAST EXT.ST9916 120,000 0 0 120,000
WILLOW BRANCH DETENTION SD0003 9,500 0 83,000
STORMWATER MASTERPLAN TBD 0 0 500,000
DRAINAGE MAINTENANCE ANNUAL 0 0 0
CLOSED PROJECTS 1,380 0 0
GENERAL & ADMIN. 221,392 205,201 205,201
DEBT ISSUANCE COSTS 0 30,000 10,000
TOTAL EXPENDITURES 9,915,700$ 338,131$ 2,590,201$ 2,193,100$
GAAP ADJUSTMENT
ENDING FUND BALANCE:4,775,532$ 4,123,831$ 4,351,932$
DRAINAGE UTILITY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
APPROVED TOTAL
FY 01-02 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECT
APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
4,351,932$ 4,351,932$ 1,499,616$ 1,811,016$ 202,116$ 278,516$ 480,816$
987,300$ 987,300$ 1,016,900$ 1,047,400$ 1,078,800$ 1,111,200$ 1,144,500$
200,000 200,000 40,000 50,000 60,000 60,000 60,000
785,000 785,000 785,000 785,000 285,000 0 0
1,972,300$ 1,972,300$ 1,841,900$ 1,882,400$ 1,423,800$ 1,171,200$ 1,204,500$
6,324,232$ 6,324,232$ 3,341,516$ 3,693,416$ 1,625,916$ 1,449,716$ 1,685,316$
0$ 1,674,616$ 0$ 0$ 0$ 0$ 0$
0 1,180,000 0 0 0 0 0
0 555,000 0 0 0 0 0
0 0 0 1,900,000 0 0 0
785,000 785,000 785,000 785,000 285,000 0 0
50,000 50,000 150,000 200,000 450,000 350,000 350,000
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
350,000 350,000 360,500 371,300 382,400 393,900 405,700
0 0 0 0 0 0 0
220,000 220,000 225,000 225,000 225,000 225,000 225,000
10,000 10,000 10,000 10,000 5,000 0 0
1,415,000$ 4,824,616$ 1,530,500$ 3,491,300$ 1,347,400$ 968,900$ 980,700$
4,909,232$ 1,499,616$ 1,811,016$ 202,116$ 278,516$ 0 480,816$ 704,616$
HOTEL/MOTEL FUND
The primary funding source for the Hotel/Motel
Fund is the Hotel/Motel Tax, a consumption type
tax authorized under state statute. This tax allows
the City to collect up to its current tax rate of 7%
on rental income of hotels and motels within the
city limits. The uses of the funds derived from the
tax are limited to 1) promotion of tourism, 2)
promotion and support of the arts, and 3) directly
attributable administrative costs.
This fund is prepared on the modified accrual basis
of accounting. Under this basis, revenues are
recognized when they become measurable and
available to finance expenditures of the current
period. Expenditures are recognized when the
related fund liability is incurred with the exception
of several items. The full listing of these
exceptions can be found in the Financial Policies
on page F-1.
Hotel/Motel tax revenue is conservatively
projected to increase by 4.3% over the year end
estimate to $1,876,000. New hotels under
construction will have an impact on the future
hotel/motel revenues. Revenues are also received
from the operation of the Conference Center on
George Bush Drive, and from ticket and
concession sales at facilities such as Wolf Pen
Creek.
Expenditures and transfers in the Hotel/Motel
Fund increase by 11.2% over the FY 01 year end
estimate. This is due in large part to the
$600,000 for the Conference Center. This
transfer was approved to be done in FY 01, but
will not occur until at least FY 02.
Funding is included for City Operations that qualify
for Hotel/Motel expenditures. $100,000 is
included for a marquee sign at Wolf Pen Creek to
advertise events at the facility.
The Arts Council approved budget for FY 02 is
$260,400. The Arts Council request is below the
15% limit that can be spent on art programs out
of the Hotel/Motel Fund. These funds are for the
operations of the Arts Council. Funding is also
included to continue the art in public places, and
the arts festival in Northgate. Funds are also
available for the arts center project.
The Convention & Visitors Bureau budget is
$668,000. This is below the budget request of
$710,000. The budget includes $577,000 for
ongoing operations. Also included is $61,000 to
purchase bureau management software, and
$30,000 for necessary building repairs.
The approved budget for the Brazos Valley Sports
Foundation is $192,000. This includes $150,000
for sports tourism development. Also included is
$20,000 for the Holiday on the Brazos program.
This program was previously administered through
the Parks and Recreation Department. This item
will shift the funds from the Parks budget to the
Sports Foundation. Also included is $10,000 for
the Fall Classic Special Olympics, and $12,000 for
the Texas Police Games.
Debt service in the Hotel/Motel fund for the new
Conference Center in FY 02 is approved to be
$148,052. Funds for the future operation of the
new conference center in the amount of
$267,600 have also been approved.
$56,500 is also approved for the internal loan
from the Electric Fund, for the improvements
made to the Hilton.
CITY OF COLLEGE STATION
HOTEL/MOTEL FUND
FUND SUMMARY
FY 01 FY 01 FY 02 FY 02 % CHANGE IN
FY 00 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 01 TO FY 02
BEGINNING FUND BALANCE 1,323,326$ 1,135,807$ 1,135,807$ 1,281,105$ 1,281,105$
REVENUES
TAXES 1,796,813$ 1,799,300$ 1,830,000$ 1,876,000$ 1,876,000$ 4.26%
TICKETS & CONCESSIONS 19,362 21,300 8,700 9,000 9,000 (57.75%)
RENTALS 110,431 119,200 100,250 102,000 102,000 (14.43%)
INVESTMENT EARNINGS 68,568 61,800 80,000 82,000 82,000 32.69%
OTHER 18,149 20,600 38,800 39,000 39,000 89.32%
TOTAL REVENUES 2,013,323$ 2,022,200$ 2,057,750$ 2,108,000$ 2,108,000$ 4.24%
TOTAL FUNDS AVAILABLE 3,336,649$ 3,158,007$ 3,193,557$ 3,389,105$ 3,389,105$ 7.32%
EXPENDITURES AND TRANSFERS
CITY OPERATIONS
CONFERENCE CENTER OPER.237,565$ 260,520$ 265,460$ 254,560$ 254,560$ (2.29%)
PARKS PROGRAMS & EVENTS 372,113 410,234 292,340 353,696 453,696 10.59%
30/60 CORR. CONV. CENTER DEBT 380,000 148,052 148,052 148,052 148,052 0.00%
30/60 CORR. CONV. CENTER CAPITAL 0 600,000 0 600,000 600,000 361.54%
30/60 CORR. CONV. CENTER OPER.0 130,000 130,000 267,600 267,600 N/A
NORTHGATE DEBT SERVICE 59,275 0 0 0 0 N/A
ELECTRIC FUND DEBT SERVICE 0 0 0 56,500 56,500
HISTORIC NEIGHBORHOOD PROJECTS19,910 0 0 0 0 N/A
OTHER 7,015 6,200 6,200 6,200 6,200 0.00%
TOTAL CITY OPERATIONS 1,075,878$ 1,555,006$ 842,052$ 1,686,608$ 1,786,608$ 14.89%
ORGANIZATIONS
CONVENTION & VISITORS BUREAU 704,150$ 645,000$ 645,000$ 577,000$ 668,000$ 3.57%
BRAZOS VALLEY SPORTS FOUND.125,660 150,000 170,000 170,000 192,000 28.00%
ARTS COUNCIL 245,154 245,400 255,400 260,400 260,400 6.11%
BUSH LIBRARY COMMITTEE 50,000 0 0 0 0 N/A
TOTAL ORGANIZATIONS 1,124,964$ 1,040,400$ 1,070,400$ 1,007,400$ 1,120,400$ 7.69%
CONTINGENCY 0$ 40,000$ 0$ 40,000$ 40,000$ 0.00%
TOTAL OPERATING EXPENSES
AND TRANSFERS 2,200,842$ 2,635,406$ 1,912,452$ 2,734,008$ 2,947,008$ 11.82%
INCREASE (DECREASE)
IN FUND BALANCE (187,519)$ (613,206)$ 145,298$ (626,008)$ (839,008)$
ENDING FUND BALANCE 1,135,807$ 522,601$ 1,281,105$ 655,097$ 442,097$
HOTEL/MOTEL FUND - SOURCES
Taxes
89%
Rentals
5%
Other
2%
Investment
Earnings
4%
HOTEL/MOTEL FUND - USES
Parks
Programs/
Events
15%
Convention/
Visitors
Bureau
23%
Conference
Center Debt
5%
Contingenc
y
1%
New
Conference
Center
20%
Other
1.6%BVSF
6%
Arts Council
9%
Conference
Center
9%
Future
Conference
Center
Operations
9%
COMMUNITY DEVELOPMENT FUND
The Community Development Fund is used to
account for grants received by the City for use in
revitalizing low-income areas and addressing the
needs of its low and moderate income citizens.
This fund pays for the direct operating costs.
This fund is prepared on the modified accrual
basis of accounting. Under this basis revenues
are recognized when they become measurable
and available to finance expenditures of the
current period. Expenditures are recognized
when the related fund liability is incurred with
the exception of several items. The full listing of
these exceptions can be found in the Financial
Policies on page F-1.
The City has received two grants for FY 02, the
Community Development Block Grant (CDBG)
and the Home Grant. The CDBG program is a
federal entitlement program that provides the
basic funding for general programs and
administration. The grant allows administrators
flexibility in the use of funds for a wide variety of
eligible activities. The HOME grant is a yearly
entitlement grant that can only be used for
housing programs that assist Low/Moderate
Income (LMI). The City currently uses this grant
for owner-occupied rehabilitation assistance,
down payment assistance, and the Optional
Relocation Program. Fund are also approved
for Tenant Based Rental Assistance (TBRA),
Community Development Housing Organizations
(CHDO) activities, and new construction. Both
the CDBG and HOME allocations are based on
a formula that includes criteria such as the age
and condition of a community’s housing stock,
incidents of overcrowding, and the demographic
characteristics of the city.
Community Development Funds are also used
for capital projects in areas that qualify for these
funds. In FY 02, funds are approved for the
improvement of streets in the residential
Northgate area.
For FY 02, the City has approximately $4.6
million in total authorization from the federal
government. This number is comprised of new
authorization and remaining authorization from
prior fiscal years. FY 02’s grants include
$2,799,889 in Community Development Block
Grant funds, $1,821,620 in HOME Investment
Partnership Grant funds, and $20,000 in
program income.
COMMUNITY DEVELOPMENT FUND - SOURCES
Program Income
0.4%
CDBG
60.3%
HOME
39.2%
COMMUNITY DEVELOPMENT FUND - USES
Streets Projects
36%
Public Services
4%
HomeBuyers
Assistance
6%
Affordable
Housing
4%Code
Enforc.
1%
New
Const.
5%CHDO
9%
Other
1%
Reimbursed
Administration
8%
Rental Rehab.
1%
Commercial
Rehab. 6%
Acquisitions
2%
Optional
Relocation
13%
Residential
21%
CITY OF COLLEGE STATION
COMMUNITY DEVELOPMENT FUND SUMMARY
% CHANGE
FY 01 FY 01 FY 02 FY 02 FY 02 IN BUDGET
FY 00 REVISED YEAR-END BASE APPROVED APPROVED FROM FY01
ACTUAL BUDGET ESTIMATE BUDGET SLAS BUDGET TO FY 02
BEGINNING FUND BALANCE 192,559$ 442,105$ 442,105$ 462,105$ 0$ 462,105$
REVENUES
GRANTS
CDBG 926,754$ 2,694,617$ 1,334,922$ 2,799,889$ 0$ 2,799,889$ 4%
HOME 297,261 1,660,900 624,888 1,821,620 0 1,821,620 10%
HOPE 0 0 0 0 0 0 N/A
PROGRAM INCOME 268,826 20,000 20,000 20,000 0 20,000 0%
LOAN REPAYMENTS 10,466 0 0 0 0 0 N/A
INTEREST ON LOANS 0 0 0 0 0 0 N/A
CEDAR CREEK PROCEEDS 0 192,400 0 0 0 0 -100%
OTHER 965 0 0 0 0 0 N/A
TOTAL REVENUES 1,504,272$ 4,567,917$ 1,979,810$ 4,641,509$ 0$ 4,641,509$ 2%
TOTAL FUNDS AVAILABLE 1,696,831$ 5,010,022$ 2,421,915$ 5,103,614$ 0$ 5,103,614$ 2%
EXPENDITURES AND TRANSFERS
CDBG
HOUSING ASSIST/REHAB 13,489$ 37,200$ 25,000 25,531$ 0$ 25,531$ -31%
OPTIONAL RELOCATION 23,776 119,300 40,000 83,625 0 83,625 -30%
CLEARANCE/DEMOLITION 178,936 10,000 7,500 22,500 0 22,500 125%
ACQUISITIONS 9,653 115,247 38,348 101,899 0 101,899 -12%
INTERIM ASSISTANCE 2,144 5,000 2,000 5,000 0 5,000 0%
HOMEBUYER'S ASSISTANCE 0 0 0 0 0 0 N/A
COMMERCIAL REHABILITATION 24,345 340,323 100,000 283,903 0 283,903 -17%
RENTAL REHAB 0 40,000 0 40,000 0 40,000 0%
PUBLIC SERVICES 184,338 186,495 177,600 184,050 0 184,050 -1%
EXTERNAL PUBLIC FACILITY 27,201 0 0 0 0 0 N/A
CODE ENFORCEMENT 16,136 40,000 0 40,000 0 40,000 0%
REIMBURSED ADMIN 365,931 236,800 399,750 280,950 0 280,950 19%
CAPITAL OUTLAY 14,315 0
OTHER CURRENT EXPENDITURES 0 20,000 0 20,000 0 20,000 N/A
GENERAL GOVT PROJECTS 966 381,400 0 0 0 0 -100%
STREETS PROJECTS 4,854 1,182,852 544,724 1,712,431 0 1,712,431 349%
TOTAL CDBG EXP.866,084$ 2,714,617$ 1,334,922$ 2,799,889$ -$ 2,799,889$ N/A
HOME
HOUSING ASSIST/REHAB 895$ 96,325$ 48,030$ 152,974$ 0$ 152,974$ N/A
OPTIONAL RELOCATION 3,913 601,250 346,941 563,597 0 563,597 485%
CLEARANCE/DEMOLITION 0 0 0 0 0 0 -100%
HOMEBUYER'S ASSISTANCE 129,638 326,253 116,820 270,917 0 270,917 N/A
CHDO/CHDO OPER. EXP.68,903 322,950 0 395,400 0 395,400 21%
NEW CONSTRUCTION 7,628 195,234 0 222,891 0 222,891 -31%
TENANT BASED RENTAL ASST.0 25,000 0 50,000 0 50,000 -74%
CHDO OPERATING EXPENSES 0 0 0 56,650 0 56,650 127%
REIMBURSED ADMIN 170,692 93,888 113,097 111,191 0 111,191 N/A
CAPITAL OUTLAY 6,135 0 0 0 0 0 -100%
TOTAL HOME EXP.387,804$ 1,660,900$ 624,888$ 1,823,620$ -$ 1,823,620$ N/A
HOPE
HOUSING ASSIST/REHAB 589$ 0$ 0$ 0$ 0$ 0$ N/A
REIMBURSED ADMIN 10,149 0 0 0 0 0 N/A
TOTAL HOPE EXP.10,738$ 0 0$ 0$ 0$ 0$ N/A
CEDAR CREEK
AFFORDABLE HOUSING 0$ 192,400$ 0$ 198,127$ 0$ 198,127$ N/A
TOTAL CEDAR CREEK EXP.0$ 192,400$ 0$ 198,127$ 0$ 198,127$ N/A
TOTAL OPERATING EXPENSES
AND TRANSFERS 1,264,626$ 4,567,917$ 1,959,810$ 4,821,636$ 0$ 4,821,636$ N/A
EXPENDITURES UNDER
(OVER) REVENUES 239,646$ $0 20,000$ (180,127)$ 0$ (180,127)$
GAAP 9,900$
ENDING FUND BALANCE 442,105$ 442,105$ 462,105$ 281,978$ 0$ 281,978$
The Wolf Pen Creek TIF Fund accounts for ad
valorem tax and other revenues that are accrued
to the WPC TIF District. The fund also accounts
for expenditures on projects that take place in the
district.
The TIF receives ad valorem taxes from the City,
School District and County on the incremental
increase in assessed valuation (captured value)
over the base year (1989).
This fund is prepared on the modified accrual
basis of accounting. Under this basis revenues are
recognized when they become measurable and
available to finance expenditures of the current
period. Expenditures are recognized when the
related fund liability is incurred with the exception
of several items. The full listing of these
exceptions can be found in the Financial Policies
on page F-1.
The ad valorem revenue estimate of $422,000 is
based on a captured value of about $25.3 million.
Short term debt in the amount of $2.3 million be
issued in order to provide the resources to
complete more of the projects in the Wolf Pen
Creek District has been approved for FY 2002.
The bonds will be paid back over the remaining
life of the TIF. These funds will be used for trails
in the corridor.
This is a different approach to getting projects
complete in the corridor. The previous approach
only used current revenues for the projects. This
approach should allow more Wolf Pen Creek
projects to be completed in a shorter time frame.
Funds remaining at the end of the year will be
retained in the fund and programmed as specific
projects are identified.
WOLF PEN CREEKTAX INCREMENT FINANCING (TIF) FUND
CITY OF COLLEGE STATION
WOLF PEN CREEK TIF
FUND SUMMARY
PROPOSED
FY00 FY 00 FY 01 FY 01 FY 01 % CHANGE IN
FY 99 REVISED YEAR-END BASE PROPOSED REQUESTED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET SLAS BUDGET FY 00 TO FY 01
BEGINNING BALANCE 182,603$ 404,417$ 404,417$ 587,489$ 83,889$ 587,489$
REVENUES
AD VALOREM TAXES COCS 71,194$ 82,900$ 83,000$ 102,000$ 0$ 102,000$ 23.04%
AD VALOREM TAXES CSISD 110,027 110,000 140,986 180,000 0 180,000 63.64%
AD VALOREM TAXES BRAZOS CO 75,064 45,300 80,271 85,000 0 85,000 87.64%
INVESTMENT EARNINGS 20,037 5,000 28,815 29,400 0 29,400 488.00%
TOTAL REVENUES 276,322$ 243,200$ 333,072$ 396,400$ 0$ 396,400$ 62.99%
TOTAL FUNDS AVAILABLE 458,925$ 647,617$ 737,489$ 983,889$ 83,889$ 1,067,778$ 64.88%
EXPENDITURES AND TRANSFERS
CAPITAL PROJECTS 53,297$ 672,925$ 150,000$ 900,000$ 0$ 900,000$ 33.74%
ENGINEERING 0 0 0 0 0 0 N/A
OTHER 1,211 0 0 0 0 0 N/A
CONTINGENCY 0 0 0 0 0 0 N/A
TOTAL OPERATING EXPENSES
AND TRANSFERS 54,508$ 672,925$ 150,000$ 900,000$ 0$ 900,000$ 33.74%
INCREASE (DECREASE)
IN FUND BALANCE 221,814$ (429,725)$ 183,072$ (503,600)$ 0$ (503,600)$
ENDING FUND BALANCE 404,417$ (25,308)$ 587,489$ 83,889$ 83,889$ 83,889$
WOLF PEN CREEK TIF FUND - SOURCES
AD
VALOREM
TAXES CSISD
46%
AD
VALOREM
TAXES
BRAZOS
COUNTY
21%
AD
VALOREM
TAXES COCS
26%
INVESTMENT
EARNINGS
7%
WOLF PEN CREEK TIF FUND - USES
CAPITAL
PROJECTS
100%
The Melrose Apartment TIF Fund accounts for ad
valorem tax and other revenues that are accrued
to the Melrose Apartment TIF District. The fund
also accounts for expenditures on projects that
take place in the district.
The TIF receives ad valorem taxes from the City
and the College Station Independent School
District. In FY 02, the City contributes $50,000
and the school district contributes $150,000. In
addition, the City contributed $200,000 for
oversize participation for road development.
This fund is prepared on the modified accrual
basis of accounting. Under this basis, revenues
are recognized when they become measurable
and available to finance expenditures of the
current period. Expenditures are recognized
when the related fund liability is incurred with the
exception of several items. The full listing of
these exceptions can be found in the Financial
Policies on page F-1.
The City’s FY02 Melrose TIF District ad valorem
revenue estimate is $212,119. These revenues
will be used to fund capital projects to develop
infrastructure within the district. Funds remaining
at the end of the year will be retained in the fund
and programmed as specific projects are
identified.
MELROSE APARTMENTTAX INCREMENT FINANCING (TIF) FUND
CITY OF COLLEGE STATION
MELROSE APARTMENT TIF
FUND SUMMARY
FY 01 FY 01 FY 02 FY 02 % CHANGE IN
FY00 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 00 TO FY 01
BEGINNING BALANCE 0$ 50,000$ 50,000$ 61,919$ 61,919$
REVENUES
AD VALOREM TAXES COCS 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 0.00%
AD VALOREM TAXES CSISD 0 154,419 154,419 154,419 154,419 0.00%
INVESTMENT EARNINGS 0 0 7,500 7,700 7,700 N/A
TOTAL REVENUES 50,000$ 204,419$ 211,919$ 212,119$ 212,119$ 3.77%
TOTAL FUNDS AVAILABLE 50,000$ 254,419$ 261,919$ 274,038$ 274,038$ 7.71%
EXPENDITURES AND TRANSFERS
CAPITAL PROJECTS 0$ 200,000$ 200,000$ 225,000$ 225,000$ 12.50%
ENGINEERING 0 0 0 0 0 N/A
OTHER 0 0 0 0 0 N/A
CONTINGENCY 0 0 0 0 0 N/A
TOTAL OPERATING EXPENSES
AND TRANSFERS 0$ 200,000$ 200,000$ 225,000$ 225,000$ 12.50%
INCREASE (DECREASE)
IN FUND BALANCE 50,000$ 4,419$ 11,919$ (12,881)$ (12,881)$
ENDING FUND BALANCE 50,000$ 54,419$ 61,919$ 49,038$ 49,038$
MELROSE APARTMENT TIF -
SOURCES
Investment
Earnings
4%
Ad Valorem
Taxes
CSISD
72%
Ad Valorem
Taxes
COCS
24%
MELROSE APARTMENT TIF - USES
Capital
Projects
100%
INTERNAL SERVICES FUND
The Internal Services Fund is a combination of the
internal services of Communications, Fleet
Services and Print/Mail within the City of College
Station. In an effort to better control costs, the
fund receives revenues based on the expected
costs associated with the aforementioned services
and uses them to pay for those specific services.
The Internal Services Fund is prepared on the
modified accrual basis where cash transactions are
included in the budget presentation in lieu of non-
cash transactions such as depreciation. The focus
is on the net change in working capital.
Estimates for annual funding levels have been
developed using a number of techniques that
forecast printing and mail costs, communications
maintenance costs and fleet maintenance costs.
The policies that were approved to set up the
fund is as follows:
1. Specific charges will be assigned to each
printing job based on number of pages,
binding, stapling, folding, etc. This revenue
will be used to pay for all labor, materials
and overhead costs associated with internal
printing.
2. Each department will be charged an annual
mail-handling fee based on the costs
associated with the collection, distribution
and processing of mail within the City.
3. The copiers in City Hall (Fiscal Services and
Human Resources) were moved into the
Print/Mail Division. There will be a copy
charge for every copy made on the copiers
mentioned above. All other copiers will be
expensed within the operating budgets of
the departments using the copiers.
4. Annual communications maintenance
charges will be prorated based on the
number of phones and radios in each
department. All other miscellaneous
maintenance charges are forecast based on
the number of work orders in the previous
year. These charges will be used to pay for
all expenses related to each specific
function in the Communications Division.
5. Each department that has been assigned
vehicles will be charged an annual
maintenance fee to cover inspections and
maintenance problems.
Base budget revenues for the fund reflect the
above policies. The revenues are transferred
from departmental budgets on a monthly basis to
ensure that sufficient funds will be available to
fund all expenses related to the specific functions.
The total revenues for FY 02 are $2,221,144; an
increase of 7% over the FY 01 revised budget.
The FY 02 approved expenditures are
$2,504,980, an increase of 33.5% over the FY
01 revised budget. The increase includes two
approved SLA’s totaling $17,100.
Approved SLA’s for FY 02 include $7,500 to
purchase a heavy duty truck and equipment fire
machine, and $5,500 to replace a freon recycling
station. The remaining service level adjustment is
for the increased contribution to the health
insurance plan.
CITY OF COLLEGE STATION
INTERNAL SERVICES
COMBINED FUND SUMMARY
FY 01 FY 01 FY 02 FY 02 % CHANGE IN
FY 00 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 01 TO FY 02
REVENUES
FLEET MAINTENANCE CHARGES 1,247,815$ 1,193,980$ 1,249,059$ 1,245,765$ 1,245,765$ 4.34%
PRINT/MAIL CHARGES 323,864 355,121 340,421 344,489 344,489 (2.99%)
COMMUNICATIONS CHARGES 444,981 525,000 525,000 630,890 630,890 20.17%
INVESTMENT & OTHER 7,005 5,000 (4,800) 0 0 (100.00%)
MISCELLANEOUS 0 0 0 0 0 N/A
TOTAL REVENUES 2,023,665$ 2,079,101$ 2,109,680$ 2,221,144$ 2,221,144$ 6.83%
EXPENDITURES
FLEET MAINTENANCE 1,018,268$ 1,062,309$ 1,074,611$ 1,104,281$ 1,119,881$ 5.42%
PRINT/MAIL 301,088 306,371 294,714 304,822 305,422 (0.31%)
COMMUNICATIONS 497,194 490,903 496,193 532,707 533,607 8.70%
GENERAL & ADMIN. TRANSFERS 247,100 255,000 255,000 256,535 256,535 0.60%
OTHER 22,615 0 0 0 0
CONTINGENCY 0 16,500 0 16,500 16,500 0.00%
TOTAL EXPENDITURES 2,086,265$ 2,131,083$ 2,120,518$ 2,214,845$ 2,231,945$ 4.73%
GAAP ADJUSTMENTS 5,481$
INCREASE (DECREASE)
IN WORKING CAPITAL (62,600)$ (51,982)$ (10,838)$ 6,299$ (10,801)$
BEGINNING WORKING CAPITAL 134,365$ 77,246$ 77,246$ 66,408$ 66,408$
ENDING WORKING CAPITAL 77,246$ 25,264$ 66,408$ 72,707$ 55,607$
INTERNAL SERVICE FUND- USES
Contingency
1%
Print/Mail
14%
Com-
munications
23%
General &
Admin.
Transfers
10%
Fleet
Maintenance
50%
INTERNAL SERVICES FUND - SOURCES
Print/Mail
16%
Fleet
Maintenance
56%
Com-
munications
25%
CITY OF COLLEGE STATION
FLEET SERVICES
DEPARTMENT SUMMARY
10/31/2001 14:17
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
PARTS 948,459$ 73,249$ 73,248$ 74,210$ 74,210$ 1.29%
ADMINISTRATION 69,808 989,060 990,863 988,652 1,045,671 5.41%
DEPARTMENT TOTAL 1,018,267$ 1,062,309$ 1,064,111$ 1,062,862$ 1,119,881$ 5.14%
DEPARTMENT SUMMARY BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 512,088$ 566,858$ 566,855$ 573,588$ 617,607$ 8.22%
SUPPLIES 421,346 416,550 412,913 410,476 410,476 -1.48%
MAINTENANCE 25,287 25,773 25,773 25,781 25,781 0.03%
PURCHASED SERVICES 56,031 53,128 58,570 53,017 53,017 -0.21%
CAPITAL OUTLAY 3,515 0 0 0 13,000 N/A
DEPARTMENT TOTAL 1,018,267$ 1,062,309$ 1,064,111$ 1,062,862$ 1,119,881$ 5.14%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
PARTS 2.0 2.0 2.0 2.0 2.0 0.00%
ADMINISTRATION 13.0 13.0 13.0 13.0 13.0 0.00%
DEPARTMENT TOTAL 15.0 15.0 15.0 15.0 15.0 0.00%
SERVICE LEVEL ADJUSTMENTS
FLEET ADMINISTRATION Heavy duty truck and equipment tire machine $7,500
Replace freon recycling station $5,500
$13,000
CITY OF COLLEGE STATION
PRINT/MAIL
DIVISION SUMMARY
10/31/2001 14:17
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
PRINT/MAIL 301,088$ 306,371$ 292,314$ 298,401$ 305,422$ -0.31%
DIVISION TOTAL 301,088$ 306,371$ 292,314$ 298,401$ 305,422$ -0.31%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 157,188$ 159,447$ 162,762$ 158,983$ 166,004$ 4.11%
SUPPLIES 81,236 69,747 66,888 72,310 72,310 3.67%
MAINTENANCE 7356 8,965 8,959 9,089 9,089 1.38%
PURCHASED SERVICES 46,417 58,712 49,411 58,019 58,019 (1.18%)
CAPITAL OUTLAY 8,891 9,500 4,294 0 0 N/A
DIVISION TOTAL 301,088$ 306,371$ 292,314$ 298,401$ 305,422$ -0.31%
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
PRINT/MAIL 5.0 5.0 5.0 5.0 5.0 0.00%
DIVISION TOTAL 5.0 5.0 5.0 5.0 5.0 0.00%
CITY OF COLLEGE STATION
COMMUNICATION SERVICES
DIVISION SUMMARY
10/31/2001 13:53
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
COMMUNICATION SERV. 497,194$ 490,903$ 492,693$ 522,636$ 533,607$ 8.70%
DIVISION TOTAL 497,194$ 490,903$ 492,693$ 522,636$ 533,607$ 8.70%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 279,162$ 264,348$ 285,885$ 265,126$ 276,097$ 4.44%
SUPPLIES 135,405 72,813 78,972 84,415 84,415 15.93%
MAINTENANCE 24875 90,204 61,654 118,740 118,740 31.63%
PURCHASED SERVICES 52,105 63,538 66,182 # 54,355 54,355 (14.45%)
CAPITAL OUTLAY 5,647 0 0 0 0 0.00%
DIVISION TOTAL 497,194$ 490,903$ 492,693$ 522,636$ 533,607$ 8.70%
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
COMMUNICATION SERV 5.0 5.0 5.0 5.0 5.0 0.00%
DIVISION TOTAL 5.0 5.0 5.0 5.0 5.0 0.00%
EQUIPMENT REPLACEMENT FUND
The Equipment Replacement Fund is an internal
service fund that provides equipment and fleet
replacements within the City of College Station.
In an effort to better control costs, the fund
receives rental charges from departments based
on the economic life of their equipment and
vehicles. The fund then purchases replacement
scheduled and/or as conditions warrant.
This fund is prepared on the modified accrual
basis where cash transactions are included in the
budget presentation in lieu of non-cash
transactions such as depreciation. The focus is on
the net change in working capital.
Specific rental charges are based upon the
estimated replacement price of the individual
items. Specific approved replacement policies
include the following:
1. All qualified existing fleet equipment will be
replaced through the equipment replacement
fund. Other equipment will be replaced
through the budget process.
2. Each department will be charged an annual
replacement fee based on the useful life and
anticipated replacement cost of each vehicle
assigned to that department. A team made
up of representatives from user departments
and Fiscal Services will review fleet
replacement lists to ensure that the guidelines
are being met and that funds are available to
replace needed equipment.
3. Each department will be charged for the
phone system based on the number of phones
it is assigned. Charges for the 800 MHz radio
system will be prorated in the same manner.
These charges will continue after the interfund
loan has been recovered in order to replace
the phone and radio systems in the future.
4. The Police and Fire Department will be
charged for the Mobile Data Terminal system
being installed. These changes will ensure
that the system can be replaced in the future.
5. Each department will be charged an annual
copier replacement rental fee based upon the
number of authorized copiers. Fiscal Services
and Office of Technology and Information
Services representatives will evaluate each
department’s copier needs on a case by case
basis to determine whether the purchase or
continual rental of a copier is the most
efficient course of action. Replacement
copiers will be purchased through the
Equipment Replacement Fund. New
(additions to the inventory) copiers will be
funded through individual department’s
operating budget.
6. Other equipment, not specifically detailed
above, will be handled in a similar manner.
Representatives of affected departments will
be responsible for meeting with Fiscal
Services to determine if inclusion in the
Equipment Replacement Fund is warranted.
Base budget revenues for the fund reflect the
above policies. The revenues are automatically
transferred from departmental budgets on a
monthly basis to ensure that sufficient funds will be
available to fund expenses related to the specific
functions. The approved FY 02 total revenues
are $3,066,552, 18% higher than the FY 01
revised budget. This increase includes 9
approved service level adjustments for new
vehicles and equipment totaling $579,775. The
new items are accounted in this manner so the
equipment and vehicles become assets in the
Equipment Replacement Fund.
The approved FY 02 total expenditures are
$2,071,975, a 4.4% decrease from the FY 01
revised budget.
FY 02 approved SLAs, totaling $579,775,
include: $22,125 for a truck for the proposed
animal control officer; $24,000 for a fire safety
education house/trailer; $150,000 to purchase a
pothole patch truck; $22,500 for a truck for the
propose crack seal crew; $21,000 for the
minivan for the energy auditor; $145,000 for
vacuum high pressure water jet unit; $8,500 for
an equipment trailer for the Wastewater
Department; and $186,650 for the purchase of a
front end load refuse truck.
CITY OF COLLEGE STATION
EQUIPMENT REPLACEMENT
FUND SUMMARY
% CHANGE
FY 01 FY 01 FY 02 FY 02 IN BUDGET
FY 00 REVISED YEAR-END BASE APPROVED FROM FY 01
ACTUAL BUDGET ESTIMATE BUDGET BUDGET TO FY 02
BEGINNING WORKING CAPITAL 3,098,431$ 3,617,517$ 3,617,517$ 4,358,199$ 4,358,199$
REVENUES
FLEET RENTALS 1,848,400$ 1,805,720$ 1,805,720$ 1,890,099$ 2,469,874$ 36.78%
PHONE SYSTEM RENTALS 100,069 100,010 100,010 49,971 49,971 (50.03%)
800 MHZ RENTALS 198,290 199,430 199,430 180,000 180,000 (9.74%)
MOBILE DATA SYSTEM RENTALS 83,500 89,100 89,100 80,180 80,180 (10.01%)
COPIER RENTALS 19,608 19,608 19,608 46,797 46,797 138.66%
OTHER EQUIPMENT RENTALS 16,397 3,770 3,770 4,730 4,730 25.46%
RESERVE FOR FUTURE VEHICLE PURCHASE 0 200,000 200,000 0 0
INVESTMENT & OTHER 197,641 180,000 244,207 235,000 235,000 30.56%
OTHER NONOPERATING 0 0 0 0 0 N/A
TOTAL REVENUES 2,463,905$ 2,597,638$ 2,661,845$ 2,486,777$ 3,066,552$ 18.05%
EXPENDITURES
FLEET REPLACEMENT 1,902,482$ 2,126,734$ 1,881,163$ 1,446,200$ 2,025,975$ (4.74%)
PHONE SYSTEM REPLACEMENT 0 0 0 0 0 N/A
800 MHZ SYSTEM REPLACEMENT 0 0 0 0 0 N/A
MOBILE DATA SYSTEM REPLACEMENT 28,609 0 0 0 0 N/A
COPIER REPLACEMENT 33,638 40,000 40,000 46,000 46,000 15.00%
OTHER EQUIPMENT REPLACEMENT 24,035 0 0 0 0 N/A
TOTAL NET EXPENDITURES 1,988,764$ 2,166,734$ 1,921,163$ 1,492,200$ 2,071,975$ (4.37%)
GAAP ADJUSTMENTS 43,945$
INCREASE (DECREASE)
IN WORKING CAPITAL 475,141$ 430,904$ 740,682$ 994,577$ 994,577$
ENDING WORKING CAPITAL 3,617,517$ 4,048,421$ 4,358,199$ 5,352,776$ 5,352,776$
EQUIPMENT REPLACEMENT
FUND - SOURCES
800 MHZ
Rentals
6%
Phone
System
Rentals
2%
Investment &
Other
7%Mobile Sytem
Rentals
3%
Copier
Rentals
2%Fleet Rentals
80%
EQUIPMENT REPLACEMENT FUND - USES
Copier
Replacement
2%
Fleet
Replacement
98%
Fleet and Equipment Replacement
Department Vehicle #Cost
Police 4169 1999 PD Patrol Car Equipment $4,800
Police 4170 1999 PD Patrol Car Equipment 4,800
Police 4172 1999 PD Patrol Car Equipment 4,800
Police 4173 1999 PD Patrol Car Equipment 4,800
Police 4174 1999 PD Patrol Car Equipment 4,800
Police 4203 1993 Chevrolet Lumina 18,500
Police Total $42,500
5113 1991 Ford Ambulance $130,000
Fire 5102 1993 Dodge Dynasty 18,500
Fire Total $148,500
Streets 3106 1983 Bomag Recycler $225,000
Sanitation 7206 1994 Chevrolet 1/2 Ton Pickup 17,500
Sanitation 7210 1995 Peterbilt Front Load 185,000
Public Works Total $427,500
Parks 8302 1998 SCAG Riding Mower $8,500
Parks 8306 1998 SCAG Riding Mower 8,500
Parks 8307 1998 SCAG Riding Mower 8,500
Parks 8406 1992 Chevrolet 1/2 Ton Pickup 17,500
Parks 8410 1985 Log Splitter 700
Parks Total $43,700
Utility Billing 2709 1994 Chevrolet 1/2 Ton Pickup $17,500
OTIS Total $17,500
Electric 9901 1994 Pontiac Sedan $18,500
Electric 0004 1986 Generator Post Oak 28,000
Electric 0005 1986 Generator South 28,000
Electric 9209 1992 HD 1 Ton Utility Truck 31,000
Electric 9245 1981 Chevrolet 75' Bucket Truck 240,000
Water 9424 1991 Concrete Saw 10,000
Water 9451 1992 GMC 3/4 Ton Pickup 18,500
Water 9459 1994 GMC 1/2 Ton Pickup 17,500
Public Utilities Total $391,500
BVSWMA 7343 1996 Linkbelt 5800 Track Hoe $375,000
BVSWMA Total $375,000
Total Replacement for the FY02 Base Budget $1,446,200
Department Cost
Police 22,125
Fire 24,000
Streets 150,000
Streets Crack Seal Truck 22,500
Electric 21,000
Water 145,000
Wastewater Safety Trailer Unit 8,500
Sanitation 186,650
$579,775Total New Fleet and Equipment for the FY02 Approved Budget
Vacuum/High Pressure Water Jet Unit
Fleet and Equipment Scheduled Replacements
Fleet and Equipment Approved SLA's
Pichup for new Animal Control Officer
Front End Load Refuse Truck
Minivan for Energy Auditor
Fire Safety Trailer
Pot-hole Patch Truck
\UTILITY BILLING FUND
The Utility Billing Fund is used to account for
expenditures associated with meter services,
billing, and collection for the City’s Electric, Water,
Wastewater, Sanitation and Drainage utilities.
This fund is prepared on the modified accrual basis
where cash transactions are included in the budget
presentation in lieu of non-cash transactions such
as depreciation. The focus is on the net change in
working capital.
Revenues in the Utility Billing Fund are received as
service charges from the various enterprise funds.
Revenues are projected to be $2,174,500.
FY 02 projected expenditures are $2,175,670 a
decrease of 4% from the FY 01 revised budget.
Utility Billing has one service level adjustment.
$100,000 is approved for the addition of credit
card services, as suggested by the 2001-2002
Strategic Plan.
CITY OF COLLEGE STATION
UTILITY BILLING
SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
BILLING COLLECTIONS 951,021$ 1,010,110$ 1,029,375$ 1,001,540$ 1,151,919$ 14.04%
METER SERVICES 355,463 399,668 400,668 384,504 398,264 (0.35%)
UTILITY BILLING FUND TOTAL 1,306,484$ 1,409,778$ 1,430,043$ 1,386,044$ 1,550,183$ 9.96%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 1,015,570$ 1,054,597$ 1,072,110$ 1,072,301$ 1,136,440$ 7.76%
SUPPLIES 55,079 60,320 62,359 62,440 62,440 3.51%
MAINTENANCE 22,255 39,288 33,515 39,200 39,200 (0.22%)
PURCHASED SERVICES 205,580 204,073 234,059 212,103 312,103 52.94%
CAPITAL OUTLAY 8,000 51,500 28,000 0 0 (100.00%)
UTILITY BILLING FUND TOTAL 1,306,484$ 1,409,778$ 1,430,043$ 1,386,044$ 1,550,183$ 9.96%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
BILLING COLLECTIONS 20.5 20.5 21 21.0 21.0 0.00%
METER SERVICES 9.5 9.5 9.5 9.5 9.5 0.00%
UTILITY BILLING FUND TOTAL 30.0 30.0 30.5 30.5 30.5 0.00%
SERVICE LEVEL ADJUSTMENTS
BILLING COLLECTIONS Utility bill credit card services $100,000
$100,000
CITY OF COLLEGE STATION
UTILITY BILLING
SUMMARY
10/31/2001 14:11
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
BILLING COLLECTIONS 951,021$ 1,010,110$ 1,029,375$ 1,001,540$ 1,151,919$ 14.04%
METER SERVICES 355,463 400,668 400,668 384,504 398,264 (0.60%)
UTILITY BILLING FUND TOTAL 1,306,484$ 1,410,778$ 1,430,043$ 1,386,044$ 1,550,183$ 9.88%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00 FY 01 FY 01 FY 02 FY 02 FY 01 TO FY 02
SALARIES & BENEFITS 1,015,570$ 1,054,597$ 1,072,110$ 1,072,301$ 1,136,440$ 7.76%
SUPPLIES 55,079 60,320 62,359 62,440 62,440 3.51%
MAINTENANCE 22,255 39,288 33,515 39,200 39,200 (0.22%)
PURCHASED SERVICES 205,580 204,073 234,059 212,103 312,103 52.94%
CAPITAL OUTLAY 8,000 52,500 28,000 0 0 (100.00%)
UTILITY BILLING FUND TOTAL 1,306,484$ 1,410,778$ 1,430,043$ 1,386,044$ 1,550,183$ 9.88%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 99 FY 00 FY 01 FY 02 FY 02 FY 01 TO FY 02
BILLING COLLECTIONS 20.5 20.5 21 21.0 21.0 0.00%
METER SERVICES 9.5 9.5 9.5 9.5 9.5 0.00%
UTILITY BILLING FUND TOTAL 30.0 30.0 30.5 30.5 30.5 0.00%
SERVICE LEVEL ADJUSTMENTS
BILLING COLLECTIONS Utility bill credit card services $100,000
$100,000
SELF INSURANCE FUND
The City of College Station is partially self-insured
for employee health, accident, disability and life
insurance, property casualty and general liability,
worker's compensation and unemployment
compensation. Actuarially-based charges are
made to each of the operating funds using relevant
bases (i.e., health insurance is charged monthly per
full-time participating employee, while
unemployment and worker's compensation are
charged as a percentage of gross salary). This
method of funding allows the City to more
accurately reflect the costs of claims against the
various funds and to minimize potential risks.
This Fund is prepared on the modified accrual
basis where cash transactions are included in the
budget presentation in lieu of non-cash transactions
such as depreciation. The focus is on the net
change in working capital.
FY 02 revenues are based on the actual amounts
assigned to the various operating activity centers.
There is a 21% increase in expected FY 02
revenues over FY 01 year end estimates due to
changes in rates, number of employees, covered
equipment, buildings and other factors. An
increase in health insurance premiums is approved
in FY 02 as part of the effort to address continued
cost increase. The approved budget includes an
increase in the City contribution to the Employee
Benefits Fund of $75 per month per employee.
Full family dependant, dependent only, and spouse
only coverage are also approved to increase by
$35 per month per family. These changes will
move the Employee Benefits Fund to a position of
being self-sufficient. Employees will also contribute
$180 of the new costs.
FY 02 expenditures are based on estimates of
future claims, premiums, and other miscellaneous
costs. Total approved expenditures are
$4,652,628, an increase of 28% over the FY 01
revised budget. This increase is a result of rising
medical costs, changes in the health care plan and
an increase in property claims. Through education
and training programs, efforts are being made to
reduce the claims incurred. The City will continue
to monitor claims to determine what additional
plan changes need to be made.
CITY OF COLLEGE STATION
SELF INSURANCE FUND
SUMMARY
% CHANGE
FY 01 FY 01 FY 02 FY 02 IN BUDGET
FY00 REVISED YEAR-END BASE APPROVED FROM FY01
ACTUAL BUDGET ESTIMATE BUDGET BUDGET TO FY02
BEGINNING WORKING CAPITAL 1,262,321$ 991,625$ 991,625$ 405,532$ 405,532$
REVENUES
CITY CONTRIBUTIONS 2,639,848$ 2,769,450$ 2,889,648$ 3,361,637$ 3,478,437$ 25.60%
EMPLOYEE CONTRIB.552,857 668,000 618,000 716,000 832,800 24.67%
COBRA 40,037 30,000 56,700 57,300 57,300 91.00%
INVESTMENT EARNINGS 84,006 60,700 47,024 39,272 39,272 (35.30%)
OTHER 35,548 10,000 81,840 75,000 75,000 650.00%
TOTAL REVENUES 3,352,296$ 3,538,150$ 3,693,212$ 4,249,209$ 4,482,809$ 26.70%
TOTAL FUNDS AVAILABLE 4,614,617$ 4,529,775$ 4,684,837$ 4,654,741$ 4,888,341$ 7.92%
EXPENDITURES AND TRANSFERS
CLAIMS 2,783,934$ 2,721,000$ 3,245,879$ 3,649,800$ 3,649,800$ 34.13%
ADMINISTRATION FEE 186,307 177,000 172,323 271,500 271,500 53.39%
PREMIUMS 500,885 561,900 717,978 558,200 558,200 (0.66%)
GENERAL & ADMINISTRATIVE 119,540 132,615 132,615 141,128 141,128 6.42%
OTHER OPERATING 0 0 9,510 5,000 5,000 N/A
OTHER NON-OPERATING 1,191 8,000 1,000 5,000 5,000 (37.50%)
CONTINGENCY 0 22,000 0 22,000 22,000 0.00%
TOTAL DEPT OPERATING
EXPEND. AND TRANSFERS 3,591,857$ 3,622,515$ 4,279,305$ 4,652,628$ 4,652,628$ 28.44%
GAAP ADJUSTMENT (31,135)$
INCREASE (DECREASE) IN
WORKING CAPITAL (239,561)$ (84,365)$ (586,093)$ (403,419)$ (169,819)$
ENDING WORKING CAPITAL 991,625$ 907,260$ 405,532$ 2,113$ 235,713$
SELF INSURANCE FUND - SOURCES
Investment
Earnings
1%
Ciity
Contributions
77%
Employee
Contributions
19%
Cobra
1%Other
2%
SELF INSURANCE FUND - USES
Admin. Fees
6%
Premiums
12%
Claims
78%
Other
1%
Gen. &
Admin.
4%
APPENDIX A
BUDGET ORDINANCES
APPENDIX B
SERVICE LEVEL ADJUSTMENTS
FY 02 APPROVED
SERVICE LEVEL ADJUSTMENTS
FY 02 Approved SLA's
Department Description One-Time Reoccurring Total Savings Net Total
Cost Cost
FY 2002 Strategic Plan-General Fund Related SLA's
General Government
Economic
Development
Business Park brochure and follow-up
marketing
20,000 5,000 25,000 0 25,000
Development Services
Administration Annexation 20,000 0 20,000 0 20,000
Parks
Forestry Urban Forest Mgmt Plan 30,000 0 30,000 10,000 20,000
Instruction Senior Center Feasibility Study 5,000 0 5,000 0 5,000
Operations Parks Replacement (Parks
Maintenance Standards)
0 25,000 25,000 0 25,000
Public Works
Streets Maintenance Street Markings Year 2 (new SLA)0 20,000 20,000 0 20,000
Other
Nondepartmental TEX-21 Membership 10,000 0 10,000 0 10,000
Nondepartmental Parks location incentive fund 200,000 0 200,000 0 200,000
Nondepartmental Representational Public Art 150,000 500 150,500 0 150,500
FUND-001 Sub-Totals 435,000 50,500 485,500 10,000 475,500
General Government
City Manager Full-time secretary 2,230 25,101 27,331 0 27,331
Economic
Development
Part-Time Economic Development
Intern position
10,085 0 10,085 0 10,085
Economic
Development
Brazos Valley Tech. Expo booth 1,500 0 1,500 0 1,500
Community
Development
Facsimile machine 1,750 0 1,750 1,750 0
Fire
Administration Laptop computer, software/hardware
for Emergency Operations Center
4,125 510 4,635 0 4,635
Suppression Partial replacement of 44 15yr old
breathing apparatus
78,000 0 78,000 0 78,000
Suppression 2 breathing apparatus & 6 spare
cylinders
12,000 500 12,500 0 12,500
Suppression Replace/maintain fire station living &
office equipment
5,000 0 5,000 0 5,000
Suppression Fire Station #5 Year 1 of 3 24,000 205,583 229,583 0 229,583
EMS 1 Life Pack 12 heart
monitor/defibrillator
20,000 0 20,000 0 20,000
Prevention Replace Fire Safety Trailer 24,000 0 24,000 0 24,000
OTIS
Administration BTU Franchise - Legal and Consulting 50,000 0 50,000 50,000 0
Administration Cable Franchise - Legal and
Consulting
100,000 0 100,000 0 100,000
MIS Maintain records mgmt/Imaging
system software/hardware
0 20,305 20,305 6,677 13,628
Library Library self check out unit 28,000 0 28,000 0 28,000
1 Time Health Plan Contribution 84,000 0 84,000 0 84,000
FY 2002 General Fund Approved SLA's
B-1
FY 02 Approved SLA's
Department Description One-Time Reoccurring Total Savings Net Total
Cost Cost
Parks
Administration Contract annual landscape
maintenance
0 63,750 63,750 13,000 50,750
Administration Convert part-time secretary position to
full-time
0 19,333 19,333 19,333 0
Administration Operation/maintenance of Veterans
Park Ph1
142,950 66,454 209,404 0 209,404
Aquatics Thomas Pool renovation 277,255 0 277,255 0 277,255
Lincoln Center Replace gym floor scrubber 4,000 0 4,000 0 4,000
Police
Police Comm./Jail Replace building security camera and
public address system
19,500 1,950 21,450 0 21,450
Uniform Patrol Audio recording devices for officers on
foot, motorcycles and bicycles
18,875 2,000 20,875 0 20,875
Uniform Patrol Accelerate audio/visual recorders
replacement rate for patrol cars
50,500 500 51,000 0 51,000
Uniform Patrol 3 Year grant- Intersection Traffic
Control (ITC)/ Selective Traffic
Enforcement Program (STEP)
26,069 0 26,069 26,069 0
Uniform Patrol 3 Year grant- (Safe & Sober) to
address speed, occupant protection
and DWI violations.
41,248 0 41,248 41,248 0
Special Services Full-time animal control officer 28,925 39,408 68,333 0 68,333
Public Works
Traffic Signals Routine maintenance on aerial device 6,000 0 6,000 0 6,000
Streets Maintenance Routine maintenance of Veterans
Parking Lot/Bike Loop
0 10,000 10,000 10,000 0
Streets Maintenance Street Maintenance Crew - 3
personnel and one crew truck
22,500 93,255 115,755 0 115,755
Streets Maintenance Pot-hole truck and operator 150,000 39,306 189,306 39,306 150,000
Streets Maintenance Expand sealcoat operations 0 75,742 75,742 0 75,742
Drainage
Maintenance
Fund drainage operations from
drainage fund (912)
0 -341,497 -341,497 0 -341,497
FUND-001 Sub-Totals 1,232,512 322,200 1,554,712 207,383 1,347,329
FUND-001 Total General Fund 1,667,512 372,700 2,040,212 217,383 1,822,829
Parking Hire 4 Parking officers & equipment.34,115 102,762 136,877 0 136,877
Facilities
Maintenance
Upkeep of Northgate Parking
Garage/Promenade
0 35,175 35,175 0 35,175
Parking Lot 2nd Street Plaza clean-up program 0 12,000 12,000 0 12,000
1 Time Health Plan Contribution 300 0 300 0 300
FUND-202 Totals 34,415 149,937 184,352 0 184,352
FY 2002 Parking Enterprise Fund
B-2
FY 02 Approved SLA's
Department Description One-Time Reoccurring Total Savings Net Total
Cost Cost
Strategic Plan-Electric Fund Related SLA's
Strategic Plan Core
Team
Electric Image Building & Customer
Education Program
200,000 0 200,000 0 200,000
Operations Admin. Development of Electric/Strategic
Plan
100,000 0 100,000 0 100,000
FUND-211 Sub-Totals 300,000 0 300,000 0 300,000
Administration Laptops for electric system maps &
AS-400-live comm.
96,060 17,163 113,223 0 113,223
Administration Safety and Training Program 0 0 31,636 0 31,636
Administration Minivan for energy auditor 21,000 4,380 25,380 0 25,380
Administration Replace electric substation test equip. 53,435 0 53,435 0 53,435
Administration Phone recording system 25,000 0 25,000 0 25,000
Administration Continue outsourcing GIS easement
creation
60,000 0 60,000 0 60,000
1 Time Health Plan Contribution 10,000 0 10,000 0 10,000
FUND-211 Sub-Totals 265,495 21,543 318,674 0 318,674
FUND-211 Totals 565,495 21,543 618,674 0 618,674
Distribution Vacuum/High Pressure Water Jet Unit-
truck mounted
145,000 24,500 169,500 0 169,500
Distribution Purchase Safety Trailer Unit 8,500 0 8,500 0 8,500
Production Rebuild workshop 25,000 0 25,000 0 25,000
Production Replace chlorinators at Dowling Rd.
Pump Station
75,000 1,000 76,000 0 76,000
Water Safety and Training Program 0 0 0 5,786 -5,786
1 Time Health Plan Contribution 5,200 0 5,200 0 5,200
FUND-212 Totals 258,700 25,500 284,200 5,786 278,414
Treatment Upgrade network server hardware 29,250 0 29,250 0 29,250
Treatment 2 additional full-time operators 0 25,300 25,300 0 25,300
Waste Water Safety and Training Program 0 0 0 5,850 -5,850
1 Time Health Plan Contribution 6,300 0 6,300 0 6,300
FUND-213 Totals 35,550 25,300 60,850 5,850 55,000
Commercial 1 Route Manager and 1 Front End
Loading Cab and Chassis
186,650 60,910 247,560 0 247,560
Residential Recycling rewards program 0 7,100 7,100 0 7,100
1 Time Health Plan Contribution 5,600 0 5,600 0 5,600
FUND-214 Totals 192,250 68,010 260,260 0 260,260
FY 2002 WasteWater Fund Approved SLA's
FY 2002 Sanitation Fund Approved SLA's
FY 2002 Electric Fund Approved SLA's
FY 2002 Water Fund Approved SLA's
B-3
FY 02 Approved SLA's
Department Description One-Time Reoccurring Total Savings Net Total
Cost Cost
FY 2002 Strategic Plan-Utility Billing Fund Related SLA's
Strategic Plan Core
Team
Credit Card Services 0 100,000 100,000 0 100,000
FUND-226 Sub-Totals 0 100,000 100,000 0 100,000
FY 2002 Utility Billing Fund Approved SLA's
1 Time Health Plan Contribution 5,200 0 5,200 0 5,200
FUND-226 Sub-Totals 5,200 0 5,200 0 5,200
FUND-226 Totals 5,200 100,000 105,200 0 105,200
FY 2002 Fleet Services Fund Approved SLA's
Fleet-Administration Heavy duty truck and equipment tire
machine
7,500 0 7,500 0 7,500
Fleet-Administration Replace freon recycling station 5,500 0 5,500 0 5,500
1 Time Health Plan Contribution 5,200 0 5,200 0 5,200
FUND-227 Totals 18,200 0 18,200 0 18,200
FY 2002 BVSWMA Fund Approved SLA's
Landfill Operations Southern side wall of landfill
expansion to comply
463,255 0 463,255 0 463,255
1 Time Health Plan Contribution 4,200 0 4,200 0 4,200
FUND-999 Totals 467,455 0 467,455 0 467,455
FY 2002 Print/Mail Fund Approved SLA's
1 Time Health Plan Contribution 600 0 600 0 600
FUND-228 Totals 600 0 600 0 600
FY 2002 Communication Services Fund Approved SLA's
1 Time Health Plan Contribution 900 0 900 0 900
FUND-229 Totals 900 0 900 0 900
Total All Funds 3,246,277 762,990 4,040,903 229,019 3,811,884
B-4
FY 02 NOT RECOMMENDED
SERVICE LEVEL ADJUSTMENTS
FY 02
NOT Recommended SLA's
Department Description One-Time Reoccurring Total Savings Net Total
Cost Cost
FY 2002 General Fund Not Recommended SLA's
Planning
Administration
Expand Neighborhood Conference and Youth
Vision Event
0 10,000 10,000 0 10,000
Fire
Administration 1 Full-time regular secretary 4,747 25,939 30,686 0 30,686
Suppression Dedicated Ladder Company 24,000 205,583 229,583 0 229,583
Administration Increase OT expenditures to meet internal
training requirements
0 25,000 25,000 0 25,000
Prevention Part-time Public Education Officer 0 26,000 26,000 0 26,000
Suppression Upgrade 3 pumper apparatus-discharging fire
foam
10,500 500 11,000 0 11,000
EMS Maintain and test specialized equipment 0 14,000 14,000 0 14,000
General Government
Economic
Development
C.S. Business Development Corp. training and
community events
1,000 0 1,000 0 1,000
Community
Development
Multimedia projector 4,725 0 4,725 0 4,725
Human Resources Full-time regular Secretary position 0 25,116 25,116 8,633 16,483
Human Resources Change part-time seasonal Secretary position to
full-time
0 14,581 14,581 8,609 5,972
Human Resources Additional employee recruiting 0 4,200 4,200 0 4,200
OTIS
Communication
Services
E-Government plan approved by Council 10,000 51,417 61,417 0 61,417
Library Librarian, clerk 0 71,568 71,568 0 71,568
Parks
Aquatics Increase lifeguard starting salary from 6.30-
7.00$/hr
0 98,070 98,070 0 98,070
East District Upgrade 2 mowers (East and South) 25,500 7,100 32,600 0 32,600
Forestry 70 annual back flow device inspections 0 6,000 6,000 0 6,000
Forestry Parks Maintenance Standards 0 75,000 75,000 0 75,000
Lincoln Center Recreational programming area, fitness &
changing rooms
510,000 0 510,000 0 510,000
Parks Administration Increase infrastructure replacement fund 0 35,000 35,000 0 35,000
Parks Administration Software for secretary 2,910 0 2,910 0 2,910
Parks Administration 2 19" monitors, additional ram, copier 12,353 1,500 13,853 0 13,853
Police
Communications/Jail Three Communications Operators 3,765 94,109 97,874 0 97,874
Information Services Civilian position for records and evidence
sections of the Info. Srv. Div.
3,592 26,041 29,633 0 29,633
Professional
Standards
Recruiting and Training 5,000 5,150 10,150 0 10,150
Uniform Patrol 4 Police Assistants 12,744 123,548 136,292 0 136,292
Uniform Patrol Part-time fleet assistant to deliver and return
vehicles, equipment and supplies
0 5,771 5,771 0 5,771
Uniform Patrol Handheld Computer System for police officers to
issue citations in the field.
207,100 20,000 227,100 0 227,100
Public Works
Facilities Maintenance 2 Maintenance Staff 0 74,571 74,571 0 74,571
Traffic Signs/Markings 2 sign technicians 22,500 66,021 88,521 0 88,521
Traffic Signals Overtime increase 0 4,000 4,000 0 4,000
FUND 001 General Fund Total 860,436 1,115,785 1,976,221 17,242 1,958,979
Development Services
B-5
FY 02
NOT Recommended SLA's
Department Description One-Time Reoccurring Total Savings Net Total
Cost Cost
FY 2002 Strategic Plan Related
Strategic Plan Core
Team
Marketing Program Phase II 20,000 200,000 220,000 0 220,000
Strategic Plan Core
Team
Billing System Modifications 30,000 0 30,000 0 30,000
Strategic Plan Core
Team
Key Accounts Program 0 105,000 105,000 0 105,000
Totals 50,000 305,000 355,000 0 355,000
FY 2002 Not Recommended Electric Fund
Operations Admin.Safety and training program for PUD 54,800 0 54,800 0 54,800
Operations Admin.Vehicle for Safety and Trng. Coordinator 20,500 3,500 24,000 0 24,000
Electrical Admin.Replace electrical substation laptop 3,000 0 3,000 0 3,000
FUND-211 Totals 78,300 3,500 81,800 0 81,800
FY 2002 Not Recommended Utility Billing Fund
Utility-Meter Services Extended cab, new toolbox, bedliner 1,780 0 1,780 0 1,780
Strategic Plan Core
Team
Customer Service Training & Compensation
Review
0 60,000 60,000 0 60,000
FUND-226 Totals 1,780 60,000 61,780 0 61,780
FY 2002 Not Recommended Fleet Services
Fleet-Administration Reduce 2 Fleet Vehicles 0 -7,000 -7,000 0 -7,000
Fleet-Administration Laptop computer/software 3,000 0 3,000 0 3,000
FUND-227 Totals 3,000 -7,000 -4,000 0 -4,000
Total All Funds 993,516 1,477,285 2,470,801 17,242 2,453,559
B-6
APPENDIX C
PERSONNEL SUMMARIES
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
General FundPolice Department
Administration Division
Police Chief 1.0 1.0 82,206 87,220 92,159$
Assistant Chief 0.0 2.0 0 130,041 143,996
Major 2.0 1.0 126,908$ 67,205$ 76,179
Secretary 2.0 2.0 38,729 42,307 45,823
Sergeant 2.0 1.0 103,235 46,137 47,071
Staff Assistant 1.0 1.0 32,640 32,641 32,641
Tech. Coordinator 0.0 1.0 0 49,097 51,047
Total 8.0 9.0 301,512$ 237,387$ 252,761$
Uniform Patrol Division
Lieutenant 3.0 3.0 153,280$ 161,116$ 172,190$
Master Officer 13.0 10.0 529,479 419,592 442,387
Police Officer 34.0 36.0 1,138,926 1,177,224 1,268,522 *School Crossing Guard 2.5 2.5 37,322 37,425 37,425
Senior Officer 8.0 9.0 270,255 329,429 346,979
Sergeant 7.0 7.0 320,897 331,834 339,234
Total 67.5 67.5 2,450,159$ 2,456,620$ 2,606,737$
Criminal Investigation Division
Lieutenant 1.0 1.0 52,194 55,896 58,918$
Master Officer 8.0 6.0 345,427 254,883 263,764
Police Officer 1.0 1.0 32,569 32,571 34,492
Senior Officer 4.0 5.0 137,291 180,507 188,778
Sergeant 1.0 1.0 46,098 46,136 47,070
Total 15.0 14.0 613,579$ 569,993$ 593,022$
Professional Standards Division
Lieutenant 1.0 1.0 48,499$ 50,057$ 54,093$
Sergeant 1.0 1.0 46,034 49,073 50,174
Master Officer 1.0 1.0 40,029 43,321 45,630
Police Officer 0.0 1.0 0 33,592 35,486
Total 3.0 4.0 134,562$ 176,043$ 185,383$
Quartermaster Division
Quartermaster 1.0 1.0 18,919$ 20,857$ 22,554$
Total 1.0 1.0 18,919$ 20,857$ 22,554$
Communication/Jail Division
Communication Manager 1.0 1.0 40,100$ 40,210$ 44,809$
Communication Supervisor 3.0 3.0 107,134 117,884 127,190
Tech. Services Coordinator 1.0 0.0 46,241 0 0
Communications Operator 16.0 16.0 389,877 428,041 463,337
Public Safety Officer 7.0 7.0 155,586 245,201 257,726
Total 28.0 27.0 738,938$ 831,336$ 893,062$
Special Services DivisionLieutenant 1.0 1.0 51,158$ 53,873$ 58,217$ Master Officer 5.0 6.0 205,627 206,559 218,098 Senior Officer 1.0 1.0 33,838 35,103 37,024 Animal Control Officer 2.0 3.0 41,536 41,235 63,361
Total 9.0 11.0 332,159$ 336,770$ 376,700$
Information Services Division
Lieutenant 1.0 1.0 52,293$ 50,900$ 54,602$
Records Supervisor 1.0 1.0 40,434 41,203 42,128
Evidence Technician 1.0 1.0 25,050 25,029 25,466
Records Technician 4.0 4.0 76,862 83,136 89,361
Permit Coordinator 1.0 0.0 26,034 0 0
Crime Analyst 1.0 1.0 38,037 39,149 44,555
Police Assistant 1.0 1.0 20,800 22,755 25,265
Total 10.0 9.0 279,510$ 262,172$ 281,377$
* Denotes a Temporary/Seasonal position
C-1
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
Police
Full Time Total 139.0 140.0
Part-Time/Seasonal Total 2.5 2.5
Department Totals 141.5 142.5 4,869,338$ 4,891,178$ 5,211,596$
General FundFire Department
Fire Administration Division:
Fire Chief 1.0 1.0 71,058$ 74,932$ 82,792$
Planning and Research Coordinator 1.0 1.0 45,299 46,365 48,201
Asst. Emergency Mngt. Coord.0.0 1.0 36,640 38,553 42,991
Staff Assistant 1.0 1.0 31,318 31,786 32,499
Secretary 1.0 1.0 19,878 22,401 24,256
Total 4.0 5.0 204,193$ 214,037$ 214,037$
Fire Suppression Division:
Asst. Fire Chief 1.0 1.0 57,311$ 60,759$ 68,871$
Battalion Chief 3.0 3.0 148,083 157,037 169,696
Lieutenant 11.0 11.0 490,162 510,703 523,501
Fire Training Coordinator 1.0 1.0 34,929 37,605 41,965
Apparatus Operator 9.0 9.0 350,225 363,448 379,685
Firefighter I 19.0 22.0 554,346 804,324 856,096
Firefighter II 6.0 3.0 180,613 90,249 91,784
Firefighter III 0.0 4.0 0 0 145,388
Total 50.0 54.0 1,815,669$ 2,024,125$ 2,169,513$
EMS Division:
Apparatus Operator 3.0 3.0 114,110$ 119,232$ 124,172$
EMS Coordinator 1.0 1.0 37,518 39,878 44,468
Firefighter I 21.0 21.0 689,184 712,941 867,084
Firefighter II 5.0 5.0 150,145 150,415 165,767
Lieutenant- Fire 1.0 1.0 45,544 48,530 49,760
Sr. Secretary 1.0 0.0 23,672 0 0
Total 32.0 31.0 1,060,173$ 1,070,996$ 1,168,139$
Fire Prevention Division:
Fire Marshall 1.0 1.0 54,017 58,150 65,442$
Fire Prevention Officer 3.0 3.0 135,665 136,143 183,559
Code Enforcement Officer 3.0 3.0 87,840 86,035 87,537
Parking Enforcement Officer 2.0 2.0 38,088 37,918 41,242
Public Education Officer 1.0 1.0 35,959 38,355 42,768
Total 10.0 10.0 351,569$ 356,601$ 400,607$
Fire
Full Time Total 96.0 100.0
*Part-Time/Seasonal Total 0.0 0.0
Department Totals 96.0 100.0 3,431,604$ 3,665,759$ 3,952,296$
General FundPublic Works Department
Public Works Admin. Division
Director of Public Works 1.0 1.0 81,884$ 84,073$ 85,905$ Staff Assistant 2.0 2.0 49,439 55,961 60,251
Asst. Public Works Director 1.0 1.0 53,901 58,686 64,857 Greenways Program Manager 1.0 1.0 44,611 42,115 46,964 Assistant City Engineer 0.0 1.0 0 41,804 44,802
Customer Service Representative 1.0 1.0 19,019 22,296 24,219
* Denotes a Temporary/Seasonal position
C-2
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
Total 6.0 7.0 248,854$ 304,935$ 326,998$
Facilities Maintenance Division
Facility Maint. Superintendent 1.0 1.0 44,245$ 47,699$ 53,044$
Sr. Facility Maint. Technician 1.0 1.0 35,311 36,958 37,603
Facility Maint. Technician 4.0 4.0 119,764 126,438 128,770
Total 6.0 6.0 199,320$ 211,095$ 219,417$
Streets Maintenance Division
Street Superintendent 1.0 1.0 47,787$ 51,663$ 56,911$
Foreman 2.0 2.0 72,223 67,022 70,825
Equipment Operator 12.0 15.0 290,112 266,826 374,324
Crew Leader 0.0 1.0 0 28,408 28,408
Public Service Worker 4.0 4.0 79,446 70,937 75,568
Total 19.0 23.0 489,568$ 484,856$ 606,036$
Drainage Division
Equipment Operator 5.0 5.0 121,784 122,112 127,342$
Total 5.0 5.0 121,784$ 122,112$ 127,342$
Traffic Division:
Signs Technician 2.0 2.0 48,072$ 48,899$ 50,932$
Total 2.0 2.0 48,072$ 48,899$ 50,932$
Public Works Engineering:
City Engineer 1.0 1.0 62,857$ 67,221$ 71,164$
Assistant City Engineer 1.0 1.0 58,866 60,069 61,417
Graduate Civil Engineer 3.0 3.0 127,242 135,602 147,928
Engineer Technician 4.0 4.0 134,629 136,899 139,453 *Transportation Planning Intern 0.5 0.5 3,842 3,853 3,853 *Engineering Aide 1.0 1.0 22,241 22,302 22,302 *Field Data Technician 0.5 0.5 10,178 10,203 10,203
Total 11.0 11.0 419,855$ 436,149$ 456,320$
Traffic Signal Systems:
Traffic Systems Superintendent 1.0 1.0 52,773$ 54,566$ 57,419$
Traffic Systems Foreman 1.0 1.0 42,850 44,588 45,366
Traffic Signal Technician 3.0 3.0 103,320 112,413 114,344
Total 5.0 5.0 198,943$ 211,567$ 217,129$
Public Works
Full Time Total 52.0 57.0
*Part-Time/Seasonal Total 2.0 2.0
Department Totals 54.0 59.0 1,726,396$ 1,819,613$ 2,004,174$
General FundParks & Recreation Department
Parks & Recreation Administration Division:
Director of Parks & Rec.1.0 1.0 77,108$ 80,625$ 86,984$
Asst. Director of Parks & Rec.1.0 1.0 60,364 63,301 69,957
Sr. Parks Planner 1.0 1.0 43,136 45,114 50,272
Parks Planner 2.0 2.0 75,166 78,965 88,055
Staff Assistant 1.0 1.0 25,483 27,782 30,058
Sr. Secretary 2.0 1.0 52,749 22,421 24,261
Part-time Secretary 0.5 0.0 14,181 0 1,288
Secretary 0.0 2.0 0 18,959 39,140 *Receptionist 0.5 0.5 3,685 3,695 3,695
Total 9 9.5 351,872$ 340,862$ 393,710$
* Denotes a Temporary/Seasonal position
C-3
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
Emergency Management Division
Asst. Emergency Mngt. Coord.1.0 0.0 36,640$ 0$ 0$
Total 1.0 0.0 36,640$ 0$ 0$
Administration Division Total 10.0 9.5 388,512$ 340,862$ 393,710$
Recreation Division
Hotel/Motel Programs Activity Center*Special Events Workers 0.5 0.5 2,605$ 2,610$ 2,610$
Total 0.5 0.5 2,605$ 2,610$ 2,610$
Recreation Administration Activity Center
Recreation Superintendent 1.0 1.0 49,621$ 51,403$ 56,737$
Recreation Supervisor 0.0 1.0 0 38982 43,470
Total 1.0 2.0 49,621$ 90,385$ 100,207$
Recreation Athletics Activity Center
Recreation Supervisor 2.0 2.0 82,865 84,847 93,432$
Asst. Recreation Supervisor 1.0 1.0 42,458 31,410 32,289 *Special Events Worker 3.0 3.0 56,656 56,811 56,811
Total 6.0 6.0 181,979$ 173,068$ 182,532$
Special Events Activity Center
Recreation Supervisor 1.0 1.0 38,674$ 43,820$ 47,445$ *Recreation Assistant/ Special Events 1.5 1.5 13,200 9,865 9,865
Total 2.5 2.5 51,874$ 53,685$ 57,310$
Hotel/Motel Programs Activity Center*Special Events Workers 1.0 1.0 23,547$ 23,612$ 23,612$
Total 1.0 1.0 23,547$ 23,612$ 23,612$
Senior Services Activity Center
Senior Services Coordinator 0.0 0.5 0$ 0$ 1,326$ *Temp/Seasonal Workers 0.0 0.5 0 23,547 23,547
Total 0.0 1.0 0$ 23,547$ 23,547$
Recreation Youth Activity Center
Youth Services Coordinator 0.0 0.0 0$ 0$ 0$
Recreation Supervisor 2.0 0.0 78,151 0 0 *Teen Center Staff Attendant 3.0 0.0 52,752 0 0
Total 5.0 0.0 130,903$ 0$ 0$
Recreation Division Totals 16.0 13.0 440,529$ 366,907$ 389,818$
Special Facilities Division:Instruction Activity Center
Recreation Supervisor 1.0 1.0 40,336$ 42,465$ 47,353$
Asst. Recreation Supervisor 1.0 1.0 27,468 29,993 32,736
Senior Services Coordinator 0.5 0.0 16,050 0 0 *Tennis Workers 0.5 0.5 12,910 12,947 12,947 *Water Safety Aides 2.0 2.0 33,809 33,902 33,902 *Swim Coach 2.0 2.0 25,599 24,666 24,666
* Denotes a Temporary/Seasonal position
C-4
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
Total 7.0 6.5 156,172$ 143,973$ 151,604$
Special Facilities Administration Activity Center
Recreation Superintendent 1.0 1.0 46,968$ 48,764$ 54,227$
Total 1.0 1.0 46,968$ 48,764$ 48,764$
Special Facilities Aquatic Activity Center
Pools Supervisor 1.0 1.0 42,676$ 43,820$ 47,445$
Pool Technician 1.0 1.0 28,635 26,762 27,272 *Pool Manager/ Asst. Manager 6.0 6.0 103,716 104,004 104,004 *Lifeguards 10.0 10.0 160,417 160,860 160,860 *Other Pool Seasonal Employees 2.0 2.0 22,070 22,130 22,130
Total 20.0 20.0 357,514$ 357,576$ 361,711$
Special Facilities Conference Center Activity Center
Conference Center Sup.1.0 1.0 40,476$ 41,819$ 46,633$
Asst. Conf. Center Sup.1.0 1.0 25,169 25,188 27,353
Secretary 1.0 1.0 21,955 18,959 20,620 *Part-time Receptionist 1.0 1.0 9,654 9,681 9,681 *Building Attendant 2.5 2.5 34,401 34,495 34,495
Total 6.5 6.5 131,655$ 130,142$ 138,782$
Special Facilities Lincoln Center Activity Center
Lincoln Center Supervisor 1.0 1.0 37,000$ 39,045$ 43,539$
Building Attendant 1.0 1.0 17,259 17,865 19,097
Gym Attendant- Lincoln Center 0.5 0.5 11,471 11,633 12,671
Secretary 1.0 1.0 19,114 19,981 21,737 *Recreation Assistant 3.5 3.5 50,143 50,281 58,281
Total 7.0 7.0 134,987$ 138,805$ 155,325$
Youth Recreation
Recreation Supervisor 0.0 1.0 0 41,005$ 45,546$ *Teen Center Staff Attendant 0.0 3.0 0 52,896 52,896
Total 0.0 4.0 0$ 93,901$ 93,901$
Special Facilities Division Totals 41.5 45.0 827,296$ 913,161$ 950,087$
Parks Operations Division:
Operations Administration Activity Center
Parks Superintendent 1.0 1.0 46,013$ 47,784$ 53,138$
Total 1.0 1.0 46,013$ 47,784$ 47,784$
East District Operations Activity Center
Parks Operations Supervisor 1.0 1.0 32,422$ 34,298$ 36,982$
Parks Crew Leader 2.0 3.0 57,444 52,702 85,608
Light Equipment Operator 2.0 3.0 46,009 42,190 70,395
Grounds Worker 3.0 4.0 61,759 56,548 82,477 *Part-time Groundsworker 1.0 2.0 14,339 14,378 30,148
Total 9.0 13.0 211,973$ 200,116$ 305,610$
South District Operations Activity Center
Parks Operations Supervisor 1.0 1.0 36,149$ 36,679$ 38,714$
Parks Crew Leader 2.0 2.0 51,411 53,918 57,241
Light Equipment Operator 2.0 2.0 40,381 43,791 45,383
Grounds Worker 4.0 4.0 74,596 77,261 79,081 *Part-time Groundsworker 1.0 1.0 14,339 14,378 14,378
Total 10.0 10.0 216,876$ 226,027$ 234,797$ * Denotes a Temporary/Seasonal position
C-5
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
West District Parks Operations Activity Center
Parks Operations Supervisor 1.0 1.0 34,918$ 35,312$ 38,085$
Parks Crew Leader 2.0 2.0 48,891 50,017 54,585
Light Equipment Operator 2.0 2.0 43,173 43,884 45,817
Grounds Worker 5.0 5.0 98,698 96,579 98,985 *Part-time Groundsworker 1.0 1.0 14,339 14,378 14,378
Total 11.0 11.0 240,019$ 240,170$ 251,850$
Parks Operations Division Totals 31 0 35.0 714,881$ 714,097$ 840,041$
Forestry Division:
Wolf Pen Creek Activity Center*Maintenance Worker 0.5 0.5 3,911$ 3,922$ 3,922$
Total 0.5 0.5 3,911$ 3,922$ 3,922$
Cemetery Activity Center
Cemetery Sexton 1.0 1.0 40,985$ 40,963$ 41,678$
Groundsworker 2.0 2.0 39,651 39,628 40,320
Total 3.0 3.0 80,636$ 80,591$ 81,998$
Forestry Activity Center
Forestry Superintendent 1.0 1.0 45,934$ 47,349$ 52,656$
Forestry Supervisor 1.0 1.0 31,363 32,745 35,329
Forestry/Horticulture Crew Leader 2.0 2.0 46,813 51,058 55,790
Forestry/Horticulture Worker 4.0 6.0 91,803 85,868 128,584
Irrigation Specialist 1.0 1.0 23,538 22,776 24,024
Total 9.0 11.0 239,451$ 239,796$ 296,383$
Forestry Division Totals 12.5 14.5 323,998$ 324,309$ 382,303$
Parks & Recreation
Full Time Total 68.5 73.5
*Part-Time/Seasonal Total 42.5 43.5
Department Totals 111.0 117.0 2,695,216$ 2,659,336$ 2,955,959$
General FundDevelopment Services Department
Development Services Administration Division
Dir. of Development Services 1.0 1.0 68,985$ 72,612$ 79,895$
Staff Planner 3.0 3.0 105,885 113,416 126,474
Staff Assistant 2.0 2.0 55,030 54,814 57,784
Customer Service Representative 3.0 3.0 56,785 66,888 72,600
Asst Dev. Review Manager 1.0 1.0 35,295 38,923 43,405
Development Review Manager 1.0 1.0 42,413 48,313 53,728
Secretary 1.0 1.0 18,693 19,355 21,054
Total 12.0 12.0 383,086$ 414,321$ 454,940$
Development Services Engineering Activity Center
Assistant City Engineer- Dev.1.0 1.0 54,664$ 55,435$ 57,662$
Graduate Civil Engineer 2.0 2.0 96,181 90,219 100,393
Total 3.0 3.0 150,845$ 145,654$ 145,654$
* Denotes a Temporary/Seasonal position
C-6
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
Planning Administration Activity Center
City Planner 1.0 1.0 66,664$ 66,427$ 70,945$
Sr. Planner 3.0 2.0 137,504 97,829 106,561
Staff Planner 2.0 1.0 71,400 39,378 43,499
Transportation Planner 1.0 1.0 54,549 47,320 50,584
Transportation Analyst 1.0 0.0 39,457 0 0
Land Database Technician 1.0 1.0 28,562 28,886 29,390
Mapping Technician 0.5 0.5 10,059 10,321 11,184 *Planning Intern 1.0 1.0 17,619 17,668 17,668
Total Salaries & Benefits 10.5 7.5 425,814$ 307,829$ 329,831$
Neighborhood Services
Sr. Planner 0.0 1.0 0$ 43,329$ 48,285
Staff Planner 0.0 1.0 0 35,798 39,919
Total 0.0 0.0 2.0 0$ 79,127$ 88,204$
Building Inspection Activity Center
Building Official 1.0 1.0 50,075$ 52,947$ 56,969$
Plans Examiner 1.0 1.0 40,481 40,484 40,484
Combination Building Inspector 4.0 4.0 129,461 134,885 138,417
Staff Assistant 1.0 1.0 22,761 28,095 30,163
Total 7.0 7.0 242,778$ 256,411$ 266,033$
Development Services
Full Time Total 31.5 30.5
*Part-Time/Seasonal Total 1.0 1.0
Department Totals 32.5 31.5 1,202,523$ 1,203,342$ 1,284,662$
General FundOffice of Technology and Information Services
OTIS Administration Division
Director of OTIS 1.0 1.0 80,997$ 83,939$ 85,769$
Comm/Info Mgr.1.0 1.0 60,179 62,365 65,484
Action Center Coordinator 1.0 1.0 36,139 35,270 35,270
Action Center Representative 3.0 3.0 66,115 70,206 73,075
Total 6.0 6.0 243,430$ 251,780$ 259,598$
Geographic Information Services
GIS Coordinator 1.0 1.0 43,884$ 45,464$ 50,432$
GIS Technician 1.0 1.0 32,294 31,849 32,405 *Part-time GIS Technician 0.5 0.5 11,129 11,160 11,160
Total 2.5 2.5 87,307$ 88,473$ 93,997$
Management Information Systems Division
MIS Director/ Asst Dir of OTIS 1.0 1.0 75,183$ 77,531$ 79,273$
Sr. Systems Analyst 1.0 0.0 61,413 0 0
Systems Analyst 5.0 6.0 204,887 269,516 287,477
System Operator 1.0 1.0 25,409 29,700 30,218
Micro Computer Coordinator 1.0 1.0 36,615 39,003 41,898
MicroComputer Specialist 4.0 4.0 120,256 139,992 151,120
Network Systems Analyst 2.0 2.0 79,800 93,274 100,456
Total 15.0 15.0 603,563$ 649,016$ 690,442$
Office of Tech. and Information Systems
Full Time Total 23.0 23.0
*Part-Time/Seasonal Total 0.5 0.5
Department Totals 23.5 23.5 934,300$ 989,269$ 1,044,037$
* Denotes a Temporary/Seasonal position
C-7
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
General FundFiscal Services Department
Fiscal Administration Division:
Fiscal Services Director 1.0 1.0 68,230$ 77,102$ 84,856$
Staff Assistant 1.0 1.0 22,395 28,095 30,163
Secretary 1.0 1.0 19,474 18,959 20,692
Total 3.0 3.0 110,099$ 124,156$ 135,711$
Risk Management Division:
Risk Manager/Safety Coord.1.0 1.0 56,801$ 50,474$ 55,690$
Risk Analyst 1.0 1.0 29,530 39,545 44,128
Staff Assistant 0.5 0.5 361 0 1,305
Total 2.5 2.5 86,692$ 90,019$ 101,123$
Accounting Division:
Asst Fiscal Svs Dir/Accounting Mgr 1.0 1.0 55,670$ 60,714$ 67,099$
Acct. Customer Service Supervisor 1.0 1.0 41,130 43,133 47,443
Staff Accountant 1.0 1.0 36,220 38,377 42,796
Staff Assistant 1.5 1.5 40,649 38,863 42,237
Investment Officer 1.0 1.0 38,453 39,941 44,569
Acct. Customer Service Rep.4.0 5.0 86,312 108,159 115,957
Accounting Assistant 1.0 1.0 37,015 28,095 30,240
Total 10.5 11.5 335,449$ 357,282$ 390,341$
Purchasing Division:
Purchasing Services Manager 1.0 1.0 49,488$ 54,333$ 57,357$
Sr. Buyer 1.0 1.0 43,508 45,948 50,434
Buyer 1.0 1.0 29,822 39,087 43,588
Purchasing Assistant 1.0 1.0 21,366 28,095 30,163 *Purchasing Intern 0.5 0.5 7,320 0 0
Total 4.5 4.5 151,504$ 167,463$ 181,542$
Municipal Court Division:
Municipal Court Administrator 1.0 1.0 39,298$ 46,929$ 52,190$
Lead Customer Service Reps.0.0 2.0 0$ 47,701$ 52,266
Court Customer Service Reps.6.0 6.0 107,891 119,116 131,836
Sr Court Customer Service Reps.3.0 0.0 41,301 0 0
Staff Assistant 1.0 2.0 19,475 50,795 52,863
Bailiff 1.0 1.0 19,381 19,522 21,143
Total 12.0 12.0 227,346$ 284,063$ 310,298$
Municipal Court Judges Division:
Municipal Court Judge 1.0 1.0 61,649$ 56,260$ 56,260$ *Part-time Municipal Court Judge 0.5 0.5 10,035 10,008 10,008
Total Salaries & Benefits 1.5 1.5 71,684$ 66,268$ 66,268$
Fiscal Services
Full Time Total 33.0 34.0
*Part-Time/Seasonal Total 1.0 1.0
Department Totals 34.0 35.0 982,774$ 1,089,251$ 1,185,283$
General FundGeneral Government
City Secretary Division:
City Secretary 1.0 1.0 48,500$ 53,146$ 53,146$
Assistant City Secretary 1.0 1.0 29,641 30,597 31,284
Staff Assistant 1.0 1.0 22,714 23,443 25,680
Records Technician 1.0 1.0 18,919 21,754 23,665
Temp/Seasonal 0.0 0.0 309 310 310
Total 4.0 4.0 120,083$ 129,250$ 134,085$
City Manager Division:* Denotes a Temporary/Seasonal position
C-8
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
City Manager 1.0 1.0 115,640$ 125,344$ 125,344$
Assistant City Manager 1.0 1.0 95,441 105,288 105,288
Assistant to CM 1.0 1.0 37,496 40,129 44,780
Staff Assistant 0.0 1.0 0 23,902 26,178
Secretary 1.0 1.0 21,639 0 18,907
Land Agent 1.0 1.0 35,700 41,130 81,564
Community Program Coor 1.0 0.0 51,117 0 0
Volunteer Coordinator 0.5 0.0 12,495 0 0
Total 6.5 6.0 369,528$ 335,793$ 402,061$
Community Programs
Community Program Coor 0.0 1.0 0$ 51,851$ 51,851$
Voulnteer Coordinator 0.0 0.5 0 15,705 16,072
Total Salaries & Benefits 0.0 1.5 0$ 67,556$ 67,923$
Legal Division:
City Attorney 1.0 1.0 87,300$ 97,267$ 97,267$
First Asst. City Attorney 1.0 1.0 78,327 84,200 86,573
Senior Asst City Attorney 0.0 1.0 0 46,991 52,021
Asst. City Attorney 3.0 2.0 130,418 88,642 98,576
Legal Asst./Office Manager 1.0 1.0 39,901 40,692 41,605
Legal Assistant 1.0 1.0 26,665 27,281 29,690
Legal Clerk 0.75 0.75 11,639 12,686 13,715
Total 7.75 7.75 374,250$ 397,759$ 419,447$
Public Comm & Marketing Division:
Public Comm. and Marketing Mgr 1.0 1.0 55,460$ 58,025$ 64,260$
Public Comm. And Marketing Asst.1.0 1.0 30,904 32,016 35,922
Total 2.0 2.0 86,364$ 90,041$ 100,182$
Human Resources Division:
Human Resources Director 1.0 1.0 66,590$ 69,378$ 76,451$
Asst. Human Resources Dir.1.0 1.0 42,890 45,135 50,296
Human Resources Analyst 1.0 1.0 38,703 40,922 45,664
Benefits Coordinator 1.0 1.0 36,456 38,523 42,957
Staff Assistant 1.0 1.0 24,345 23,893 26,230 *Receptionist 1.0 1.0 8,609 8,633 8,633
Total 6.0 6.0 217,593$ 226,484$ 250,231$
Economic Development Division:
Director of Economic Dev.1.0 1.0 65,255$ 70,872$ 78,100$
Sr. Econ. Develop. Analyst 1.0 1.0 41,247 43,299 48,249 *Economic Development Intern 0.5 0.5 9,360 0 9,360
Total 2.5 2.5 115,862$ 43,299$ 135,709$
Community Development Division:
CD Budget Analyst 1.0 1.0 38,306$ 40,323$ 44,996$
CD Project Specialist 2.0 1.0 68,955 36,917 38,088
Comm. Dev. Administrator 1.0 1.0 48,852 52,297 57,917
Staff Assistant 1.0 1.0 22,315 24,111 26,420
Housing Development Coordinator 1.0 1.0 41,783 44,234 48,999
CD Housing Analyst 1.0 1.0 38,306 40,338 45,012
Housing Programs Coordinator 1.0 1.0 42,403 44,234 48,999
CD Projects Coordinator 1.0 1.0 41,794 44,009 49,032 *Part-time Receptionist 0.5 0.5 0 0 0
Total 9.5 8.5 342,714$ 326,463$ 359,463$
Office of Budget & Strategic Planning
Budget & Strategic Planning Dir.1.0 1.0 52,065$ 57,607$ 63,664$
Budget Assistant 1.0 1.0 22,986 23,893 26,216
Budget/Management Analyst 2.0 2.0 76,754 78,717 87,566 *Part Time - Intern 0.5 0.5 8,048 14,088 14,088
* Denotes a Temporary/Seasonal position
C-9
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
Total 4.5 4.5 159,853$ 174,305$ 191,534$
General Government
Full Time Total 40.3 39.75
*Part-Time/Seasonal Total 2.50 3.00
Department Totals 42.75 42.75 1,786,247$ 1,790,950$ 2,060,635$
General Fund Position Totals
Full Time Total 483.25 497.75Part-Time/Seasonal Total 52.00 53.50
GENERAL FUND TOTALS 535.25 551.25 ###########################
Parking Enterprise FundFire DepartmentParking Lot Activity CenterParking Enforcement Officer 1.0 3.0 18,957$ 18,390$ 57,880$ Parking Supervisor 1.0 1.0 35,700 35,700 38,969 *Parking Attendants/PT 2.0 4.0 30,835 30,835 68,649
Total 4.0 8.0 85,492$ 84,925$ 165,498$
Parking Fund Position Totals
Full Time Total 2.0 4.0
Part-Time/Seasonal Total 2.0 4.0
PARKING FUND TOTALS 4.0 8.0 85,492$ 84,925$ 165,498$
Electric FundPublic Utilities Department
Operations Administration Division
Warehouse Operations Activity Center
Warehouse Supervisor 1.0 1.0 31,162$ 35,457$ 36,253$
Warehouse Assistant 2.0 2.0 45,635 48,200 58,178 *Warehouse Clerk 0.5 0.5 7,725 7,746 7,746 *Facility Attendant 0.5 0.5 5,284 5,298 5,298
Total 4.0 4.0 89,806$ 96,701$ 107,475$
Administration Activity Center
Director of Public Utilities 1.0 1.0 100,034$ 105,309$ 110,731$
Utilities Admin. Mgr.1.0 1.0 43,771 46,908 52,786
Customer Service Rep 1.0 1.0 19,098 22,401 26,176
Senior Secretary 2.0 1.0 52,121 22,442 26,148
Secretary 1.0 2.0 21,951 42,349 49,787
Staff Assistant 1.0 1.0 23,626 29,429 31,342 *PUD Intern 0.5 0.5 6,954 6,973 6,973
Total 7.5 7.5 267,555$ 275,811$ 303,943$
Safety Training
Safety and Training Coordinator 0.0 1.0 $0 $37,284 $37,284
0.0 1.0 0$ 37,284$ 37,284$
Operations Adm. Div. Totals 11.5 12.5 357,361$ 409,796$ 448,702$
Electrical Transmission & Distribution Division:
Division Manager 1.0 1.0 72,582$ 77,463$ 79,201$
Electrical Trans/Dist Superintendent 1.0 1.0 65,137 65,512 65,512
Elec Trans/Dist Supervisor 1.0 1.0 45,366 46,157 47,193
Elec Trans/Dist Foreman 2.0 2.0 80,463 87,892 89,864
Line Technician 19.0 19.0 597,569 616,052 667,028
Elec. Planning/Projects Coord.1.0 1.0 32,164 37,374 37,967
Work Order/Prop. Rec. Coord.1.0 1.0 30,630 33,926 34,518 *Part-time Utility Technician 1.0 1.0 8,347 8,340 8,340
Metering Supervisor 1.0 0.0 40,232 0 0
* Denotes a Temporary/Seasonal position
C-10
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
Substation Supervisor 1.0 0.0 38,303 0 0
Metering/Substation Supervisor 0.0 2.0 0 86,578 88,521
Elec. Sub/ Metering Superintendent 1.0 1.0 61,508 65,512 65,512
Substation/Metering Electrical Tech.6.0 6.0 211,978 178,441 187,006
Utility Dispatch Ops Superint.1.0 1.0 50,289 53,415 57,684
Public Utility Dispatcher 5.0 5.0 175,342 153,194 156,033
Utility Dispatch Ops Assistant 1.0 1.0 38,303 40,463 41,169
Mapping Coordinator 1.0 1.0 32,164 34,018 34,612 Energy Auditor 2.0 1.0 57,564 30,305 30,834 Energy Coordinator 0.0 1.0 0 37,981 44,338 Line Locator/ Inspector 1.0 1.0 32,857 35,603 36,402 Safety and Training Coordinator 1.0 0.0 30,971 0 0
Total 48.0 47.0 1,701,769$ 1,688,226$ 1,771,734$
Full Time Total 57.0 57.0
Part-Time/Seasonal Total 2.5 2.5
ELECTRIC FUND TOTALS 59.5 59.5 2,059,130$ 2,098,022$ 2,220,436$
Water FundPublic Utilities Department
Water Division:
Water Production Activity Center
Chief Water Production Operator 1.0 1.0 33,337$ 34,936$ 36,908$
SCADA Technician 1.0 0.0 30,243 0 0 Pump Station Operator 4.0 4.0 107,032 109,261 115,821 Graduate Civil Engineer 0.0 1.0 0 47798 49,810
Total 6.0 6.0 170,612$ 191,995$ 202,539$
Water Distribution Activity Center
Field Operations Superintendent 1.0 1.0 52,309$ 46,126$ 50,944$
Crew Leader 5.0 5.0 155,264 167,839 171,606
Maint. Foreman 2.0 2.0 66,975 74,606 77,253
W/WW Systems Operator 7.0 7.0 169,141 170,402 178,087
Total 15.0 15.0 443,689$ 458,973$ 477,890$
Environmental Services Activity Center
Division Manager - Water/WW 1.0 1.0 66,439$ 65,880$ 70,263$
Environ. Compliance/Training Coord.1.0 1.0 41,818 45,364 50,193
GIS Technician 2.0 2.0 58,298 63,341 64,453
Environmental Technician 2.0 2.0 63,045 62,731 63,803
Crew Leader 1.0 1.0 31,029 33,080 33,657
GPS Technician 1.0 1.0 28,152 31,494 32,044
Water Resource Coordinator 1.0 1.0 35,269 38,523 42,650 *Part-time GIS Technician 1.0 1.0 10,486 10,515 10,515
Total 10.0 10.0 334,536$ 350,928$ 367,578$
Water Fund Position Totals
Full Time Total 30.0 30.0
Part-Time/Seasonal Total 1.0 1.0
WATER FUND TOTALS 31.0 31.0 948,837$ 1,001,896$ 1,048,007$
Wastewater FundPublic Utilities Department
Wastewater Division:
Wastewater Treatment Activity Center
* Denotes a Temporary/Seasonal position
C-11
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
Plant Operations Superintendent 1.0 1.0 60,698$ 47,308$ 51,097$
Chief WWTP Operator 1.0 1.0 42,461 42,820 43,567
System Analyst 0.0 1.0 0 43,195 46,157
SCADA Technician 2.0 1.0 58,198 32,350 32,969
WW Plant Operator 10.0 12.0 284,126 276,937 340,397
Electrical Technician 1.0 1.0 33,671 37,418 38,071
Elec. Technician I 1.0 1.0 29,617 32,074 32,634
Sr. Lab Technician 1.0 1.0 31,582 31,849 33,482
Lab Technician 2.0 2.0 48,645 50,579 51,462
Total 19.0 21.0 588,998$ 594,530$ 669,836$
Wastewater Collection Activity Center
Maintenance Foreman 1.0 1.0 30,654$ 34,936$ 36,489$
Crew Leader 4.0 4.0 115,372 121,911 126,151
W/WW Systems Operator 12.0 12.0 272,434 240,598 257,748
Total 17.0 17.0 418,460$ 397,445$ 420,388$
Wastewater Fund Position Totals
Full Time Total 36.0 38.0 Part-Time/Seasonal Total 0.0 0.0
WASTEWATER FUND TOTALS 36.0 38.0 1,007,458$ 991,975$ 1,090,224$
Public Utilities Full-time Position Totals 123.0 125.0
PUBLIC UTILITIES DEPT. TOTALS 126.5 128.5 4,015,425$ 4,091,893$ 4,141,893$
Sanitation FundPublic Services Department
Residential Collection Activity Center
Sanitation Superintendent 1.0 1.0 43,116$ 46,637$ 51,878$
Sanitation Foreman 1.0 1.0 30,250 31,682 34,662
Route Manager 16.0 16.0 325,428 379,931 413,715
Equipment Operator 2.0 2.0 43,666 46,366 48,986
Recycling Coordinator 1.0 1.0 35,880 36,875 41,131
Customer Service Representative 1.0 1.0 19,003 22,296 24,645 *Part-time Graduate Intern 1.0 1.0 14,317 14,356 14,356 *Part-time Route Manager 1.5 1.5 19,613 19,666 19,666
Total 24.5 24.5 531,273$ 597,809$ 649,039$
Commercial Collection Activity Center
Container Coordinator 2.0 2.0 48,626$ 50,036$ 55,558$
Sanitation Foreman 1.0 1.0 32,999 34,685 37,979
Route Manager 7.0 8.0 187,240 197,686 234,862
Total 10.0 11.0 268,865$ 282,407$ 328,399$
Sanitation Fund Position Totals
Full Time Total 32.0 33.0
Part-Time/Seasonal Total 2.5 2.5
SANITATION FUND TOTALS 34.5 35.5 800,138$ 880,216$ 908,026$
Utility Billing FundOffice of Technology and Information Services
Utility Billing Activity Center
Utilities Office Manager 1.0 1.0 56,949$ 58,798$ 60,117$
Customer Service Supervisor 1.0 1.0 39,160 41,634 46,441
Utilities Analyst 1.0 1.0 37,913 39,149 43,697
Senior Customer Serv. Rep.3.0 3.0 83,123 87,747 92,299
Customer Service Rep.13.0 13.0 306,885 314,067 329,852
Part-time Cust. Serv. Rep.1.5 2.0 32,337 32,954 33,520 *Temp. Customer Service Rep.0.5 0.0 12,095 0 0
* Denotes a Temporary/Seasonal position
C-12
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
Total 21.0 21.0 568,462$ 574,349$ 605,926$
Meter Services Activity Center
Meter Services Supervisor 1.0 1.0 39,748$ 39,451$ 41,968$
Meter Services Technician 2.0 2.0 56,855 58,692 59,871
Meter Reading Coordinator 1.0 1.0 31,184 31,973 32,690
Meter Reader 5.0 5.0 98,792 87,285 89,211
Meter Reader- PT 0.5 0.5 9,773 9,699 9,868
Total 9.5 9.5 236,352$ 227,100$ 233,608$
Utility Billing Position Totals
Full Time Total 30.0 30.5 Part-Time/Seasonal Total 0.5 0.0
UTILITY BILLING FUND TOTALS 30.5 30.5 804,814$ 801,449$ 839,534$
Fleet Maintenance FundPublic Services Department
Fleet Services Parts Activity Center
Assistant Buyer 1.0 1.0 32,738$ 33,580$ 34,333$
Warehouse Assistant 1.0 1.0 20,888 22,547 24,157
Total 2.0 2.0 53,626$ 56,127$ 58,490$
Fleet Services Admin. Activity Center
Fleet Services Superintendent 1.0 1.0 47,819$ 51,930$ 56,924$
Fleet Services Assistant 1.0 1.0 19,328 22,192$ 23,970
Shop Foreman 1.0 1.0 41,544 42,215 43,162
Mechanic 10.0 10.0 268,208 278,574 297,658
Total 13.0 13.0 376,899$ 394,911$ 421,714$
Fleet Fund Full-time Position TotalsFull Time Total 15.0 15.0 Part-Time/Seasonal Total 0.0 0.0
FLEET MAINTENANCE FUND TOTALS 15.0 15.0 430,525$ 451,038$ 480,204$
Print Mail FundOffice of Technology and Information Services
Print Mail Activity Center
Printing Coordinator 1.0 1.0 37,958$ 38,711$ 40,175$
Printing Assistant 1.0 1.0 32,321 32,412 32,978
Printing/Graphics Tech.1.0 1.0 27,784 28,532 30,408
Part-time Mail Clerk 0.5 0.5 10,302 10,303 10,483 *Print/Mail Aide 1.5 1.5 12,254 12,288 12,288
Total 5.0 5.0 120,619$ 12,288$ 126,332$
Print Mail Fund Full-time Position Totals
Full Time Total 3.5 3.5 Part-Time/Seasonal Total 1.5 1.5
PRINT MAIL FUND TOTALS 5.0 5.0 120,619$ 12,288$ 126,332$
Communications FundOffice of Technology and Information Services
Communication Services Division
Wireless Coordinator 1.0 1.0 42,064$ 43,570$ 44,330$
Network Systems Analyst 1.0 1.0 44,172 46,637 50,451
Communications Technician 3.0 3.0 113,727 115,216 117,227
Total 5.0 5.0 199,963$ 205,423$ 212,008$
Communications Full-time Position Totals
Full Time Total 5.0 5.0
* Denotes a Temporary/Seasonal position
C-13
PERSONNEL LIST
Revised Approved Revised Base ApprovedBudgetBudgetBudgetSalaryBudget
FY 00-01 FY 01-02 FY 00-01 FY 01-02 FY 01-02
Part-Time/Seasonal Total 0.0 0.0
COMMUNICATIONS FUND TOTALS 5.0 5.0 199,963$ 205,423$ 212,008$
Brazos Valley Solid Waste Management Agency Fund
Operations Activity Center
Sanitary Landfill Manager 1.0 1.0 47,728$ 51,928$ 56,926$
Landfill Operations Supervisor 1.0 1.0 33,080 36,208 40,058
Landfill Crew Leader 2.0 2.0 52,903 55,189 59,779
Equipment Operator 11.0 11.0 262,625 245,029 257,010
Environmental Compliance Officer 1.0 1.0 35,678 38,932 43,425
Spotter 1.0 1.0 18,896 18,959 21,042
Secretary/Scale Operator 2.0 2.0 45,752 19,752 24,223
Mechanic 2.0 2.0 53,784 55,084 58,409 *Landfill Groundskeeper 0.5 0.5 7,631 7,652 7,652 *Part-time Equip. Operator III 0.5 0.5 7,653 7,674 7,674 *Field Service Person 0.5 0.5 7,653 7,674 7,674
Total 22.5 22.5 573,383$ 544,081$ 583,872$
Administration Activity Center
Asst Dir Public Works/BVSWMA 1.0 1.0 66,137$ 67,869$ 71,364$
Staff Assistant 1.0 1.0 22,749 27,823 30,748
Secretary 1.0 1.0 18,948 19,907 21,662 *BVSWMA Intern 1.0 1.0 14,657 14,697 14,697
Total 4.0 4.0 122,491$ 130,296$ 138,471$
BVSWMA Fund Full-time Position Totals
Full Time Total 24.0 24.0 Part-Time/Seasonal Total 2.5 2.5
BRAZOS VALLEY SOLID WASTEMANAGEMENT AGENCY FUND TOTALS 26.5 26.5 695,874$ 674,377$ 674,377$
All Funds Full-time Total 717.75 737.75
ALL FUNDS TOTAL 782.25 805.25 ###########################
* Denotes a Temporary/Seasonal position
C-14
Personnel History
Department FTE Totals
0
20
40
60
80
100
120
140
160
93 94 95 96 97 98 99 00 01 02
Public Utilities
Police
Parks
Public Works
Fire
OTIS
Development Serv
Fiscal Services
General Govt
BVSWMA
Fiscal Years
Parking
Personnel FTE Total
613.0 655.5 701.0 706.0 712.5 735.0 757.0 782.25 805.25
699.5
0.0
100.0
200.0
300.0
400.0
500.0
600.0
700.0
800.0
900.0
93 94 95 96 97 98 99 00 01 02
Fiscal Years
The above graphs are based on Full-Time Equivalents (FTEs) which includes both temporary/seasonal and full-time regular positions.
C-17
APPENDIX D
REVENUE HISTORY AND
FY 02 BUDGET ESTIMATES
REVENUE HISTORY AND FY 02 ESTIMATES
Estimate Approved
DESCRIPTION FY97 FY98 FY99 FY00 FY01 FY02
GENERAL FUND
CURRENT TAXES 2,695,524 2,719,211 3,095,772 3,381,936 3,789,317 4,525,172
DELINQ. TAX 21,786 18,694 22,957 18,528 25,000 25,000
PENALTY & INT. 15,706 15,958 20,630 20,256 17,600 13,000
GENERAL Appr. TAX 2,733,016 2,753,863 3,139,359 3,420,720 3,831,917 4,563,172
LOCAL SALES TAX 9,775,888 10,912,466 11,489,702 12,573,564 12,661,900 13,168,000
MIXED DRINK TAX 153,269 194,980 172,842 186,027 200,000 206,000
NAT. GAS FRANCHISE 89,652 129,113 105,359 96,260 130,207 134,000
CABLE FRANCHISE 244,209 280,306 332,051 370,967 430,000 443,000
PHONE FRANCHISE 455,175 967,092 1,055,029 1,067,061 1,090,000 1,123,000
OIL/GAS FRANCHISE 292,909 30,900 26,921 27,160 19,585 20,000
USE OF STREETS 6,402 8,053 4,376 15,566 13,000 13,000
OTHER TAXES 1,241,616 1,610,444 1,696,578 1,763,041 1,882,792 1,939,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
5,000,000
FY97 FY98 FY99 FY00 FY01 FY02
GENERAL FUND PROPERTY TAXES
4,000,000
5,500,000
7,000,000
8,500,000
10,000,000
11,500,000
13,000,000
FY97 FY98 FY99 FY00 FY01 FY02
SALES TAX
0
500,000
1,000,000
1,500,000
2,000,000
FY97 FY98 FY99 FY00 FY01 FY02
OTHER TAXES
D1
REVENUE HISTORY AND FY 02 ESTIMATES
Estimate Approved
DESCRIPTION FY97 FY98 FY99 FY00 FY01 FY02
MIX DRINK LICENSE 15,868 11,270 16,895 14,710 15,200 16,000
GAME MACHINES 3,120 0 2,310 863 765 1,000
BLDG. CONTRACTORS 21,998 20,855 17,904 14,974 13,860 14,000
ELEC. LICENSE 1,350 2,365 3,359 2,899 6,300 6,500
TAXI 300 25 0 0 130 0
ITIN. VENDOR 630 576 705 404 400 0
LAWN SPRINKLER 2,605 2,325 504 569 0 0
MECHANICAL 18,530 22,061 11,634 3,560 2,800 3,000
PLUMBING 191 192 1,415 3,966 3,000 3,000
GRAVE CLOSERS 0 0 75 25 0 0
AMBULANCE 0 1,400 600 600 867 1,000
WRECKER 2,735 3,300 4,120 3,778 3,100 3,000
MINERAL DRILLING 8,553 2,600 0 0 0 00
BUILDERS PERMITS 293,466 353,263 422,299 441,587 480,000 480,000
ELECTRICAL PERMITS 27,157 34,926 31,500 38,451 37,000 38,000
PLUMBING PERMITS 30,990 59,204 51,159 53,902 60,000 62,000
MECHANICAL PERMITS 13,874 28,307 25,000 26,0000
STREET CUT PERMITS 1,325 3,200 3,300 5,375 3,000 3,000
IRRIGATION PERMITS 2,288 4,674 5,000 5,000
CHILD SAFETY PROGRAMS 58,484 59,471 60,004 62,134 62,600 64,000
BICYCLE PERMITS 0 0 25 0 0 0
LIVESTOCK 00003000
LICENSES & PERMITS 487,302 577,033 643,970 680,778 719,052 725,500
ADAMSON CONCES. 2,326 2,668 2,339 2,790 3,000 3,000
BEE CREEK CONCES. 7,364 1,737 1,165 1,701 2,000 2,000
CENTRAL CONCES. 48,229 7,674 6,921 6,382 7,000 7,000
LINCOLN CONCES. 1,792 319 0 201 0 0
SW LITTLE LEAGUE 28,222 6,536 2,007 1,860 2,000 2,000
SW SR LITTLE LEAGUE 9,703 555 428 479 500 1,000
WAYNE SMITH CONCES. 0 0 329 348 300 0
WPC CONCESSIONS 2,771 0 0 0 0 0
MISC CONCESSIONS 0 0 1,087 500 500 1,000
MISC CONCESSIONS 0 1,808 0 0 0 00
ADAMSON POOL 122,338 128,518 133,067 143,365 143,000 147,000
NATATORIUM 930 3,768 1,548 4,478 2,500 3,000
HALLARAN POOL 47,688 53,031 54,682 74,739 63,000 65,000
THOMAS POOL 14,065 15,683 14,824 16,432 17,000 18,000
SPORTS INST.: SWIM 62,185 69,041 66,110 74,762 75,000 77,000
SPORTS INST: SWIM TM 4,871 7,377 11,215 17,441 16,500 17,000
TENNIS PROGRAM 14,548 11,563 14,972 12,057 14,000 14,000
MISC SPORTS INST. 2,304 2,900 2,857 3,442 3,000 3,000
ADULT BASKETBALL 1,785 4,969 4,449 3,445 (1,110)(1,000)
ADULT FLAG FOOTBALL 3,905 3,438 4,580 3,150 4,000 4,000
ADULT SOCCER 1,000 2,425 1,000 2,730 1,300 1,000
ADULT SOFTBALL 131,367 141,515 142,734 131,315 132,400 136,000
ADULT VOLLEYBALL 3,330 5,200 6,495 8,803 8,000 8,000
FITNESS RUN 623 787 100 491 300 0
TOURNAMENT 71 678 0 0 0 0
YOUTH BASKETBALL 21,741 22,360 21,720 20,761 18,415 19,000
YOUTH FLAG FOOTBALL 9,510 9,970 11,124 9,333 10,000 10,000
YOUTH GIRLS SOFTBALL 15,595 12,916 9,668 9,939 11,000 11,000
MISC SPECIAL EVENTS 0 0 178 364 0 0
TEEN CENTER 934 1,111 3,795 6,989 7,000 7,000
TEEN CENTER MEMBERS 15 0 275 3,435 1,200 1,000
TEEN CENTER MISC 00001,066 1,000
LINCOLN CENTER PASSES 806 1,588 2,783 2,830 3,800 4,000
OTHER PARKS REVENUE (NT) 0 0 7,961 21,593 20,000 21,000
MISC PARKS 638 11,712 4 50 50 0
BALLFIELD RENTALS 3,270 4,048 2,802 2,235 4,000 4,000
LINCOLN RENTALS 240 1,775 4,786 7,581 10,000 10,000
PARK PAVILION RENTALS 19,750 16,784 18,855 17,043 18,000 19,000
TEEN CENTER RENTALS 30 0 294 75 215 0
PARKS AND RECREATION 583,946 554,454 557,154 613,139 598,936 615,000
0
200,000
400,000
600,000
800,000
FY97 FY98 FY99 FY00 FY01 FY02
LICENSES AND PERMITS
PARKS AND RECREATION
D2
REVENUE HISTORY AND FY 02 ESTIMATES
Estimate Approved
DESCRIPTION FY97 FY98 FY99 FY00 FY01 FY02
HAZARD MATERIALS RESP.0000
HAZARD MATERIALS RESP.0000670
FINGERPRINTING 4,718 3,328 4,396 3,000 4,000 4,000
POLICE REPORTS 15,672 13,898 8,750 12,443 15,000 15,000
RECORDS CHECKS 1,596 1,466 1,294 1,335 1,250 1,000
ARREST FEES 67,040 61,100 87,391 106,186 130,000 134,000
WARRANT SERVICE FEES 79,982 65,064 10,642 40,175 72,000 74,000
ESCORT SERVICES 11,250 9,400 15,972 20,869 28,500 29,000
FALSE ALARMS 23,900 23,370 25,950 22,650 22,200 23,000
ALARM FEES 0000050,000
RESTITUTION 100 0 12,197 190 221 0
OTHER 4,412 76,184 75,576 81,754 167,000 172,000
POLICE DEPARTMENT 208,670 253,810 242,168 288,602 440,238 502,000
EMS TRANSPORT 264,131 257,776 312,583 345,435 347,000 382,000
EMS BASIC TREATMENT 5,557 10,359 8,068 7,235 7,000 7,000
EMS ATHLETIC STANDBY 0 168 0 1,292 0 0
EMS REPORTS 326 75 81 42 138 0
HAZARD MATERIALS RESP. 2,207 3,131 2,883 2,251 4,600 5,000
AUTO HOOD TEST 450 510 750 480 650 1,000
AUTO FIRE ALARM 450 1,680 2,095 1,220 1,200 1,000
DAY CARE CENTERS 480 630 600 540 500 1,000
HEALTH CARE FACILITIES 100 250 200 100 100 0
NURSING HOMES 100 0 50 150 100 0
SPRINKLER/STANDPIPE 1,625 4,355 3,695 4,570 4,000 4,000
FUEL LINE LEAK 120 180 50 300 50 0
FUEL TANK LEAK 90 90 0 350 0 0
CODE ENFORCEMENT ADMIN FEE 0 0 1,200 10,830 850 1,000
MOWING FEE CHARGES 0 0 819 8,756 1,500 2000
RESTITUTION 0 0 60 0 0 0
FIRE REPORTS 459 489 547 169 250 0
OTHER (125) 14,367 7,997 279 3,325 3,000
FIRE DEPARTMENT 275,970 294,060 341,678 383,999 371,263 407,000
STREET CUT REPAIRS 5,354 800 850 1,250 1,000 1,000
MISCELLANEOUS 0 0 150 0 0 0
PUBLIC WORKS 5,354 800 1,000 1,250 1,000 1,000
TIME PMT FEE/EFFICIENCY 1,030 2,737 79 2,000 2,000
TIME PMT/UNRESERVED 4,031 11,161 14,720 20,000 21,000
WARRANT SERVICE FEES 0 3,063 50,590 813 0 0
GENERAL ADMIN. FEES 41,343 37,277 52,213 55,594 70,000 72,000
TEEN COURT 0 297 459 590 700 1,000
COURT DISMISSAL FEES 12,513 18,719 18,605 14,308 15,000 15,000
MUNICIPAL COURT 53,856 64,417 135,765 86,104 107,700 111,000
LOT MOWING 3,265 4,430 (160) 155 0 0
GENERAL ADMIN. FEES 5,164 0 0 0 0 0
MAPS/PLANS/ORDINANCE 391 0 20 20 0 0
MISC. CHARGES 3,989 5,289 3,576 12,600 12,000 12,000
FILING FEES 25,045 28,790 49,955 47,535 55,000 57,000
XEROX/REPRO CHARGES 0 560 0 0 0 0
MISC PLANNING CHARGES 1,475 5,554 4,097 6,169 3,000 3,000
O&G PIPELINE ADMIN. FEES 0 75,330 62,453 60,313 60,313 62,000
MAPS/PLANS/ORDINANCES 2,380 910 1,386 849 1,000 1,000
MISC ENGINEERING 28,400 15,853 8,102 9,628 3,000 3,000
MISCELANEOIUS 0 0 5,000 20 0 0
DEVELOPMENT SERVICES 70,109 136,716 134,429 137,289 134,313 138,000
CERTIFICATE SEARCHES 12,194 11,649 10,978 13,179 13,000 13,000
FILING FEES 138 44 0 0 0 0
XEROX/REPRO CHARGES 402 581 1,308 1,632 500 1,000
GENERAL GOVT. 12,734 12,274 12,286 14,811 13,500 14,000
520,000
530,000
540,000
550,000
560,000
570,000
580,000
590,000
600,000
610,000
620,000
FY97 FY98 FY99 FY00 FY01 FY02
PARKS AND RECREATION
D3
REVENUE HISTORY AND FY 02 ESTIMATES
Estimate Approved
DESCRIPTION FY97 FY98 FY99 FY00 FY01 FY02
MAPS/PLANS/ORDINANCES 866 (10) 0 0 0 0
XEROX/REPRO CHARGES 0 20 0 0 0 0
OTHER MISC CHARGES 120 15 0 0 0 0
FRANCHISE APP. FEES 550 0 0 0 0 0
OTHER SERVICE CHARGES 628,229 762,102 867,326 912,055 1,068,014 1,173,000
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
FY97 FY98 FY99 FY00 FY01 FY02
OTHER SERVICE CHARGES
D4
REVENUE HISTORY AND FY 02 ESTIMATES
Estimate Approved
DESCRIPTION FY97 FY98 FY99 FY00 FY01 FY02
CHILD SAFETY 7,983 1,300 104 48 1,700 2,000
CITY PARKING FINES 102,084 66,329 21,701 31,671 14,000 14,000
CITY PEDESTRIAN FINES 123 0 0 0 0 0
TRAFFIC FINES 28,235 24,002 49,868 52,789 65,000 67,000
OTHER MUN. COURT FINES 1,037,366 1,140,298 1,135,150 1,307,914 1,560,000 1,607,000
MISC. FINES AND PENALTIES 1,265 1,675 1,675 1,083 0 0
FINES/FORFEITS 1,177,056 1,233,604 1,208,498 1,393,505 1,640,700 1,690,000
BANK ACCOUNT INTEREST 11,126 1,935 3,745 7,576 4,000 4,000
INTEREST ON INVESTMENTS 380,360 383,520 362,504 379,182 460,000 470,000
BVSWMA/ROLLER 896 0 0 0 0 0
OTHER 1,079 49,314 244 956 0 0
REALIZED GAIN/LOSS 50,640 553 (2,664) 3,000 3,000
TOTAL INTEREST 393,461 485,409 367,046 385,050 467,000 477,000
0
500,000
1,000,000
1,500,000
2,000,000
FY97 FY98 FY99 FY00 FY01 FY02
FINES AND FORFEITS
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
FY97 FY98 FY99 FY00 FY01 FY02
INTEREST EARNINGS
D5
REVENUE HISTORY AND FY 02 ESTIMATES
Estimate Approved
DESCRIPTION FY97 FY98 FY99 FY00 FY01 FY02
PARKS GRANT 0 0 6,410 0 0 10,000
POLICE GRANTS 198,662 182,398 395,546 331,389 324,000 137,317
FED GRANT: PLANNING 6,991 4,667 0 0 0 0
STATE GRANT: PARKS 10,144 2,605 0 16,410 0 0
STATE GRANT: POLICE 0 0 3,814 1,000 0 0
OTHER INTERGOVERN. REV 0 14,786 16,794 12,373 8,100 158,000,
INTER. GOV'T. REVENUE * 215,797 204,456 422,564 361,172 332,100 305,317
CAPITAL IMPRV. ASSESSMENT 2,152 36,566 503 1,296 500 1,000
MINERAL ROYALTY INTERESTS 4,147 1,850 2,340 2,274 5,000 5,000
MISC. RENTS AND ROYALTIES 28,260 19,119 26,516 28,288 35,000 36,000
ROLLER (PRINCIPAL) 14,832 0 0 0 0 0
CRIME PREVENTION 300 135 0 0 365 0
CO-SPONSORED EVENTS 0 3,736 50 760 2,300 2,000
MISC. DONATIONS 250 0 421 70,000 50,000 25,000
DAMAGE REIMBURSEMENT 1,341 2,251 15,555 3,832 3,000 3,000
OTHER REIMBURSED EXP. 0 1,530 4,602 3,078 3,000 3,000
CASH OVER/SHORT (496) 36 422 (2,994) 0 0
COLLECTION SERVICE FEES 46,767 33,928 63,548 99,618 4,000 4,000
MUNICIPAL COURT COLLECTION 000090,000 93,000
CRIMINAL INVEST. REVENUES 25 0 0 0 0 0
SALE OF ABANDONED Appr. 4,147 1,917 2,765 3,658 3,500 4,000
SALE OF CEMETERY LOTS 700 0 (23) 0 0 0
SALE OF SCRAP 4,026 3,224 612 3,091 860 1,000
OTHER 32,766 99,322 30,161 90,048 28,000 29,000
OTHER MISC REV NT 1,606 0 0 26,546 0 0
SALE OF FIXED ASSETS 22,365 32,375 51,082 55,403 40,000 41,000
MISCELLANEOUS 163,188 235,989 198,554 384,898 265,525 247,000
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
FY97 FY98 FY99 FY00 FY01 FY02
GRANT REVENUE
0
100,000
200,000
300,000
400,000
FY97 FY98 FY99 FY00 FY01 FY02
MISCELLANEOUS REVENUE
D6
REVENUE HISTORY AND FY 02 ESTIMATES
Estimate Approved
DESCRIPTION FY97 FY98 FY99 FY00 FY01 FY02
ROI: ELECTRIC 3,773,500 3,773,500 3,773,500 3,952,785 3,998,000 4,360,000
ROI: WATER 661,500 708,000 726,000 766,200 925,000 861,300
ROI: SEWER 645,900 661,000 658,000 692,600 751,500 719,500
ROI: SOLID WST 183,000 188,000 176,475 262,300 273,000 294,200
RETURN ON INVESTMENT 5,263,900 5,330,500 5,333,975 5,673,885 5,947,500 6,235,000
TOTAL GENERAL FUND:$22,700,470 $24,660,328 $25,523,275 $28,161,807 $29,415,436 $31,137,989
HOTEL/MOTEL FUND
HOTEL/MOTEL TAX REV. 1,401,121 1,555,051 1,749,521 1,796,813 1,830,000 1,876,000
PENALTY AND INTEREST 0 2 673 0 0 0
WPC CONCESSION (TAX) 2,031 0 7,026 0 0 0
WPC CONCESSION (NT) 13,967 3,199 4,930 13,038 7,000 7,000
WPC TICKETS (TAX) 0 (2,183) (16,212) 0 0 0
WPCTICKETS (NT) 20,432 30,613 18,526 4,179 1,700 2,000
REIMBURSED EXPENSES 0 7,487 10,907 2,145 4,200 4,000
FINES AND FORFEITS 2,200 316 0 61 0 0
INTEREST 48,251 64,842 72,380 66,013 80,000 82,000
CONFERENCE CENTER 70,886 83,552 94,222 92,637 98,500 100,000
WPC AMPHITHEATER 00001,750 2,000
BUILDINGS 4,764 0 0 0 0 0
EQUIPMENT ROYALTIES (TAX) 4,020 5,234 3,101 142 200 0
EQUIPMENT ROYALTIES (NT) 6,711 10,668 13,807 17,652 14,000 14,000
CASH OVER/SHORT 46 9 0 (31) 0 0
CO-SPONSORED EVENTS 0 10,000 0 0 0 0
HIST PRES PROJ. 836 1,003 870 88 200 0
OTHER 7,214 12,656 5,130 0 900 1,0000
OTHER MISC REV TAXABLE 0 0 3,163 891 1,000 1,000
OTHER MISC REV NON TAXABLE 0 0 12,426 17,235 18,300 19,000
TOTAL HOTEL/MOTEL FUND $1,582,479 $1,782,449 $1,980,470 $2,010,863 $2,057,750 $2,108,000
4,500,000
5,000,000
5,500,000
6,000,000
6,500,000
FY97 FY98 FY99 FY00 FY01 FY02
RETURN ON INVESTMENT FROM UTILITIES
$
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
FY97 FY98 FY99 FY00 FY01 FY02
HOTEL MOTEL FUND REVENUE
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
FY97 FY98 FY99 FY00 FY01 FY02
TOTAL GENERAL FUND REVENUES
D7
REVENUE HISTORY AND FY 02 ESTIMATES
Estimate Approved
DESCRIPTION FY97 FY98 FY99 FY00 FY01 FY02
DEBT SERVICE FUND
CURRENT TAXES 4,737,522 4,968,916 5,068,391 5,485,030 6,050,000 7,199,601
DELINQUENT TAXES 38,347 31,611 36,137 29,412 40,000 40,000
PENALTY AND INTEREST 26,025 23,500 28,590 32,420 26,000 26,000
INTEREST ON INVESTMENTS 157,854 186,581 268,313 262,954 325,000 350,000
REALIZED GAIN/LOSS 0 21,713 0 (2,286) 1,500 0
INTEREST ON BONDS 46,676 45,484 0 136,495 0 0
BVSWMA/EQUIPMENT 14,922 9,771 0 0 0 0
LOAN/NOTE PAYMENTS 84,592 89,743 95,208 0 0 0
OTHER 0 283 264,569 0 0 0
HOTEL/MOTEL TRANSFERS 0 0 11,101 380,000 148,052 148,052
WPC TRANSFERS 0 0 253,468 0 330,000 230,000
NGATE GARAGE TRANSFERS 0000219,000 540,000
PROCEEDS - GO BONDS 6,545,000 0 0 0 0 0
PREMIUM ON BONDS 260,755 0 0 0 0 0
TOTAL DEBT SERVICE FUND $11,911,693 $5,377,602 $6,025,777 $6,324,025 $7,139,552 $8,533,653
ELECTRIC FUND
RESIDENTIAL SALES 18,495,384 18,855,794 17,961,821 20,387,962 24,000,000 24,000,000
RESIDENTIAL SALES (NT) 0 0 0 2,029 2,000 2,000
COMMERCIAL/INDUSTRIAL 14,717,254 14,265,247 13,632,910 14,831,104 18,500,000 18,500,000
SECURITY LIGHTS 58,865 56,598 54,374 54,730 58,000 59,700
OTHER ELECTRIC SALES 15,513 19,688 16,955 19,892 20,000 20,600
ELECTRIC ApprERTY RENTAL 51,345 51,869 50,724 51,532 52,000 53,600
FORF DISCOUNTS/PENALTIES 393,233 422,032 552,649 760,367 740,000 762,200
CONNECT FEES 212,136 205,241 173,152 198,105 195,000 200,900
MISC OPERATING REVENUES 973,689 1,150,873 846,973 384,267 10,000 10,300
INTEREST ON INVESTMENTS 809,689 1,084,003 1,357,740 1,254,348 1,160,000 1,194,800
REALIZED GAIN/LOSS 138,044 5,889 (9,475) 5,000 5,200
RSVD INT: REV BOND I&S 27,421 0 0 0 0 0
GARAGE TRUCKS/CONTAINERS 39,982 26,251 7,225 3,940 0 0
NORTHGATE REVITAL. 26,400 20,328 13,320 5,891 0 0
STREET LIGHTING 250 150 0 8,864 1,000 1,000
DAMAGE REIMBURSEMENT 48,357 21,001 3,935 16,124 21,400 22,000
OTHER REIMBURSED EXPENSE 0 7,425 48,692 19,900 45 0
CUSTOMER DONATIONS 100,464 0 0 0 5,960 6,100
CASH OVER/SHORT (43) 10 6,917 140 30 0
COLLECTION SERVICE FEES 31,391 31,976 23,316 6,047 7,000 7,200
MINERAL ROYALTY INTERESTS 701 427 378 353 500 500
LAND RENTALS/LEASES 0 0 500 0 0 0
SALE OF SCRAP 12,678 13,485 5,896 9,289 10,000 10,300
SALE OF SURPLUS Appr 5,133 10,370 236 40,645 5,700 5,900
MISC NONOPERATING REVENUE 138,209 50,243 32,791 112,203 60,000 61,800
TOTAL ELECTRIC FUND $36,158,051 $36,431,055 $34,796,393 $38,158,257 $44,853,635 $44,924,100
$
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY97 FY98 FY99 FY00 FY01 FY02
DEBT SERVICE FUND REVENUE
$
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
FY97 FY98 FY99 FY00 FY01 FY02
ELECTRIC FUND REVENUE
D8
REVENUE HISTORY AND FY 02 ESTIMATES
Estimate Approved
DESCRIPTION FY97 FY98 FY99 FY00 FY01 FY02
WATER FUND
RESIDENTIAL 3,600,654 3,717,170 4,630,827 6,560,699 5,787,000 6,250,000
COMMERCIAL 3,267,862 4,045,370 2,599,931 2,143,224 1,800,000 1,944,000
FORF DISCOUNTS/PENALTIES 80,387 97,738 44,765 0 0 0
CONNECT FEES 37,562 33,680 42,349 46,865 25,000 25,800
WATER TAPS 210,400 275,500 328,150 31,850 380,000 391,400
MISC OPERATING REVENUES 1,001 0 0 2,810 1,500 1,500
INTEREST ON INVESTMENTS 380,301 187,095 309,905 703,675 530,000 545,900
REALIZED GAIN / (LOSS) 0 0 722 (4,100) 0 0
0
DAMAGE REIMB. 232 3,970 1,269 24,706 17,000 17,500
SUBROGATION RECOVERED 0 0 6,994 (5,520) 0 0
OTHER REIMB. 1,435 6,537 817 2,139 0 0
LAND RENTALS/LEASES 0 300 0 0 0 0
SALE OF SCRAP 700 436 331 0 0 0
SALE OF SURPLUS ApprERTY 2,000 8,950 39 13,714 673,894 0
MISC NONOPERATING REVENUE 614 560 262 17,369 200 200
TOTAL WATER FUND $7,583,148 $8,377,306 $7,966,361 $9,537,431 $9,214,594 9,176,300
WASTEWATER FUND
RESIDENTIAL 5,253,848 5,432,402 5,502,738 5,753,059 5,700,000 6,270,000
COMMERCIAL 904,101 1,016,717 1,047,272 1,239,113 1,070,000 1,177,000
FORF DISCOUNTS/PENALTIES 73,287 82,355 46,826 0 0 0
SEWER TAPS 108,700 144,950 177,750 179,700 215,000 221,500
MISC OPERATING REVENUES 0 0 0 6,275 0 0
INTEREST ON INVESTMENTS 196,236 79,182 99,574 368,331 150,000 154,500
REALIZED GAIN/LOSS 11,830 193 (1,669) 0 0
RESRVD INT: REV BOND I&S 10,623 0 0 0 0 0
DAMAGE REIMBURSEMENT 172 0 0 4,223 0 0
SUBROGATION RECOVERED 0 0 4,223 (4,223) 0 0
SALE OF SCRAP 0 0 0 881 0 0
SALE OF SURPLUS ApprERTY 1,500 7,725 0 36,140 40 0
MISC. NONOPERATING REVENUE 727 257 0 10,250 0 0
TOTAL WASTEWATER FUND $6,549,194 $6,775,418 $6,878,576 $7,592,080 $7,135,040 $7,823,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
FY97 FY98 FY99 FY00 FY01 FY02
WATER FUND REVENUE
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
FY97 FY98 FY99 FY00 FY01 FY02
WASTEWATER FUND REVENUE
D9
REVENUE HISTORY AND FY 02 ESTIMATES
Estimate Approved
DESCRIPTION FY97 FY98 FY99 FY00 FY01 FY02
SANITATION FUND
RESIDENTIAL 2,205,009 2,259,357 2,198,481 2,348,569 2,580,000 2,657,400
COMMERCIAL 1,374,722 1,431,377 1,271,183 1,379,726 1,475,000 1,638,500
COMMERCIAL/NONTAXABLE 2,705 9,633 14,792 15,256 15,500 16,000
INFECTIOUS WASTE 663 (55) 595 (50) 0 0
STATE SURCHARGE 1,286 1,882 1,986 1,951 1,900 2,000
DEAD ANIMAL PICKUP 806 908 182 35 0 0
ROLLOFF RENTAL - TAXABLE 0 0 0 8,297 11,000 11,300
ROLLOFF RENTAL - NON-TAXABLE 0 0 0 1,332 2,700 2,800
MISC. FEES 20,085 22,786 5,507 3,052 4,200 4,300
MISC FEES (NT) 0 0 0 6,046 1,000 1,000
FORF DISCOUNTS/PENALTIES 42,171 46,272 25,109 0 0 0
OTHER OPRTNG: RECYCLING 20,078 16,477 15,336 27,854 30,000 30,900
MISC OPERATING REVENUES 1,523 2,368 2,438 18,071 2,100 2,200
INTEREST ON INVESTMENTS 84,088 98,974 159,347 101,435 114,600 118,000
REALIZED GAIN/LOSS 12,837 368 (735) 400 400
BVSWMA/ASSET TRANSFER 20,500 27,847 18,399 8,180 0 0
EARNINGS IN JOINT VENTURE 547,711 723,578 1,071,370 1,231,045 0 0
CASH OVER/SHORT 0 0 (29) 0 0 0
COLLECTION SERVICE FEES 0 0 575 1,470 1,500 1,500
SALE OF SCRAP 32 0 0 0 0 0
SALE OF SURPLUS ApprERTY 29,065 0 33,977 16,260 2,050 2,100
MISC. NONOPERATING REVENUE 907 97 392 (226) 0 0
GRANTS 10,000 0 0 0 14,800 0
TOTAL SANITATION FUND $4,361,351 $4,654,338 $4,820,008 $5,167,568 $4,256,750 $4,488,400
DRAINAGE FUND
RESIDENTIAL 0 0 350,232 738,627 763,500 786,300
COMMERCIAL 0 0 99,785 203,425 195,000 201,000
INTEREST ON INVESTMENTS 43,133 90,823 178,357 285,251 310,000 200,000
REALIZED GAIN/(LOSS) 0 10,968 56 (1,515) 1,000 0
OTHER MISC REVENUE (108) (3) 0 2,884 0 0
PROCEEDS - GO BONDS 0 462,000 1,432,900 0 500,000 785,000
TOTAL DRAINAGE FUND $43,025 $563,788 $2,061,330 $1,228,672 $1,769,500 $1,972,300
$
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
FY97 FY98 FY99 FY00 FY01 FY02
SANITATION FUND REVENUE
$
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
FY97 FY98 FY99 FY00 FY01 FY02
DRAINAGE FUND REVENUE
D10
APPENDIX E
CITY OF COLLEGE STATION CHARTER
ARTICLE V - THE BUDGET
E-1
ARTICLE VTHE BUDGET
Fiscal Year;
Section 45. The fiscal year of the City of College
Station shall be determined by ordinance of the
Council. Such fiscal year shall also constitute the
budget and accounting year.
Preparation and Submission of Budget;
Section 46. The City Manager, between thirty
(30) and ninety (90) days prior to the beginning of
each fiscal year, shall submit to the City Council a
proposed budget which shall provide a complete
financial plan for the fiscal year, and shall contain the
following:
(1)A budget message, explanatory of the
budget, which shall contain an outline of the
proposed financial policies of the city for the
fiscal year, shall set forth the reasons for
salient changes from the previous fiscal year
in expenditure and revenue items and shall
explain any major changes in financial policy.
(2)A consolidated statement of receipts and
expenditures for all funds.
(3)An analysis of property valuations and the tax
rate, which may be based on an estimated tax
roll prepared by the Central Appraisal
District, if the final roll has not been certified.
(4)All operating funds and resources in detail.
(5)Detailed estimates of expenditures shown
separately for each activity. Such estimates of
expenditures are to include an itemization of
position showing the number of persons
having each title and the total regular pay for
each position.
(6)A revenue and expense statement for all
types of bonds and other obligations of the
city.
(7)A description of all outstanding bonds and
other obligations of the city, showing as to
each issue, the rate or rates of interest, the
date of the issue, the maturity date or dates,
the amount authorized, the amount issued,
and the amount outstanding.
(8)A schedule of requirements for the principal
and interest on each issue of bonds and other
obligations of the city.
(9)A special funds section.
(10)The appropriation ordinance.
(11)The tax levying ordinance.
Anticipated Revenues Compared With Other
Years in Budget;
Section 47. In preparing the budget the City
Manager shall, in the form which he presents to the
City Council, place in parallel columns opposite the
several items of revenue the actual amount of each
item for the last completed fiscal year, the estimated
amount for the current fiscal year, and the proposed
amount for the ensuing fiscal year.
Proposed Expenditures Compared With Other
Years;
Section 48. The City Manager shall, in the
preparation of the budget, place in parallel columns
opposite the various items of expenditures the actual
amount of such items of expenditures for the last
completed fiscal year, the estimated for the current
fiscal year, and the proposed amount for the ensuing
fiscal year.
Budget a Public Record;
Section 49. The budget and all supporting
schedules shall be filed with the City Secretary when
submitted to the City Council and shall be a public
record for inspection by anyone. The City Manager
shall cause copies to be made for distribution to all
interested persons.
Notice of Public Hearing on Budget;
Section 50. At the meeting at which the budget is
submitted, the city council shall fix the time and place
of a public hearing on the budget and shall cause to
be published a notice of the hearing setting forth the
time and place thereof at least five (5) days before the
date of the hearing.
Public Hearing on Budget;
Section 51. At the time and place set for a public
hearing on the budget, or at any time and place to
which such public hearing shall from time to time be
adjourned, the City Council shall hold a public hearing
on the budget submitted, and all interested persons
shall be given an opportunity to be heard for or
E-2
against any item or the amount of any item therein
contained.
Proceedings on Budget After Public Hearing
Amending Or Supplementing Budget;
Section 52. After the conclusion of such public
hearing, the City Council may insert new items or may
increase or decrease the items of the budget, except
items in proposed expenditures fixed by law. Before
inserting any additional item or increasing any item of
appropriation which will increase the total budget by
ten percent or more, it must cause to be published a
notice setting forth the nature of the proposed
increases and fixing a place and time, not less than
five (5) days after publication, at which the city council
will hold a public hearing thereon.
Proceedings on Adoption of Budget;
Section 53. After such further hearing, the City
Council may insert the additional item or items, and
make the increase or increases, to the amount in each
case indicated by the published notice, or to a lesser
amount; but where it shall increase the total proposed
expenditures, it shall also provide for an increase in
the total anticipated revenue to at least equal such
total proposed expenditures.
Vote Required for Adoption;
Section 54. The budget shall be adopted by the
favorable vote of a majority of the members of the
entire city council.
Date of Final Adoption; Failure to Adopt;
Section 55. The budget shall be finally adopted
not later than the twenty-seventh day of the last month
of the fiscal year. Should the City Council take no final
action on or prior to such day, the budget as submitted
by the City Manager shall be deemed to have been
finally adopted.
Effective Date of Budget; Certification; Copies
Made Available;
Section 56. Upon final adoption, the budget shall
be in effect for the fiscal year. A copy of the budget,
as finally adopted, shall be filed with the City
Secretary, the County Clerk of Brazos County and the
State Comptroller of Public Accounts at Austin. The
final budget shall be printed, mimeographed or
otherwise reproduced, and a reasonable number of
copies shall be made available for the use of all
officers, departments and agencies, and for the use of
interested persons and civic organizations.
Budget Establishes Appropriations;
Section 57. From the effective date of the
budget, the several amounts stated therein as
proposed expenditures shall be and become
appropriated to the several objects and purposes
therein named.
Budget Establishes Amount to be Raised by
Property Tax;
Section 58. From the effective date of the
budget, the amount stated therein as the amount to be
raised by property tax shall constitute a determination
of the amount of the levy for the purposes of the city
in the corresponding tax year.
Contingent Appropriation;
Section 59. Provision shall be made in the annual
budget and in the appropriation ordinance for a
contingent appropriation in an amount not more than
three (3) percent of the total budget expenditure, to
be used in case of unforeseen items of expenditures.
Such contingent appropriation shall be under the
control of the City Manager and distributed by him,
after approval by the City Council. Expenditures from
this appropriation shall be made only in case of
established emergencies and a detailed account of
such expenditures shall be recorded and reported.
The proceeds of the contingent appropriation shall be
disbursed only by transfer to other departmental
appropriation, the spending of which shall be charged
to the departments or activities for which the
appropriations are made.
Estimated Expenditures Shall Not Exceed
Estimated Resources;
Section 60. The total estimated expenditures of
the general fund and debt fund shall not exceed the
total estimated resources of each fund. The
classification of revenue and expenditure accounts
shall conform as nearly as local conditions will permit
to the uniform classification as promulgated by the
Governmental Accounting Standards Board, or some
other nationally accepted classification.
1.If during the fiscal year the City Manager
certifies that there are available for
appropriation revenues in excess of those
estimated in the budget, the City Council, by
ordinance, may make supplemental
appropriations for the year up to the amount
of such excess. Before approval, the council
shall fix the time and place of a public
hearing on the supplemental appropriation
and shall cause to be published a notice in the
official newspaper of the City of College
Station of the hearing setting the time and
place at least five (5) working days before the
date of the hearing.
2.To meet a public emergency affecting life,
health and property of the public peace, the
E-3
city council may make emergency
appropriations. Such appropriations may be
made by emergency ordinance. To the extent
that there are no available unappropriated
revenues or a sufficient fund balance to meet
such appropriations, the council may by such
emergency ordinance authorize the issuance
of emergency notes, which may be renewed
from time to time, but the emergency notes
and renewals of any such notes made during a
fiscal year shall be paid not later than the last
day of the fiscal year next succeeding that in
which the emergency appropriation was
made.
3.If at any time during the fiscal year it appears
probable to the City Manager that the
revenues or fund balances available will be
insufficient to meet the amounts
appropriated, he shall report to the city
council without delay, indicating the estimated
amount of the deficit, any remedial action
taken by him and his recommendations as to
any other steps to be taken. The council shall
then take such further action as it deems
necessary to prevent or reduce any deficit and
for that purpose it may by ordinance reduce
one or more appropriations.
4.The City Manager may at any time transfer
any unencumbered appropriation balance or
portion thereof between general classifications
of expenditures within an office, department
or agency. At the request of the City
Manager, the City Council may by resolution
transfer any unencumbered appropriation
balance or portion thereof from one office,
department or agency to another.
5.No appropriation for debt se rvice may be
reduced or transferred, and no appropriation
may be reduced below any amount required
by law to be appropriated or by more than
the amount of the unencumbered balance
thereof. The supplemental and emergency
appropriations and reduction of transfer of
appropriations authorized by this section may
be made effective immediately upon
adoption.
Emergency Appropriations;
Section 61. All appropriations shall lapse at
the end of the fiscal year to the extent that they shall
not have been expended or lawfully encumbered.
APPENDIX F
FISCAL AND BUDGETARY
POLICY STATEMENTS
F-1
FISCAL AND BUDGETARYPOLICY STATEMENTS
I. STATEMENT OF PURPOSE
The broader intent of the following Fiscal and
Budgetary Policy Statements is to enable the City to
achieve a long-term stable and positive financial
condition. The watchwords of the City's financial
management include integrity, prudent stewardship,
planning, accountability, and full disclosure.
The more specific purpose is to provide guidelines to
the Director of Fiscal Services in planning and
directing the City's day-to-day financial affairs and in
developing recommendations to the City Manager
and City Council.
The scope of these policies generally spans, among
other issues, accounting, purchasing, auditing,
financial reporting, internal controls, operating and
capital budgeting, revenue management, cash and
investment management, expenditure control, asset
management, debt management, and planning
concepts, in order to:
A. Present fairly and with full disclosure the financial
position and results of the financial operations of
the City in conformity with generally accepted
accounting principles (GAAP), and
B.Determine and demonstrate compliance with
finance related legal and contractual issues in
accordance with provisions of the Texas Local
Government Code and other pertinent legal
documents and mandates.
The City Council will annually review and approve
the Fiscal and Budgetary Policy Statements as part of
the budget process.
II. OPERATING BUDGET
A. PREPARATION. Budgeting is an essential
element of the financial planning, control, and
evaluation process of municipal government.
The "operating budget" is the City's annual
financial operating plan. The budget includes all
of the operating departments of the City, the
debt service fund, all capital projects funds, and
the internal service funds of the City. The
budgets for the General Funds and Special
Revenue Funds are prepared in the Office of
Budget and Strategic Planning on a modified
accrual basis. Under this basis revenues are
recognized when they become measurable and
available to finance expenditures of the current
period. Expenditures are recognized when the
related fund liability is incurred with the
exception of: unmatured interest on long term
debt which is recognized when due, and certain
compensated absences and claims and
judgements such as accrued vacation leave
which are recognized when the obligations are
expected to be liquidated with expendable
resources.
The budgets for the Enterprise and Internal
Service Funds are similarly prepared on the
modified accrual basis where cash transactions
are included in the budget presentation in lieu
of non cash transactions such as depreciation.
The focus is on the net change in working
capital.
The budget is prepared with the cooperation of
all City Departments, and is submitted to the
City Manager who makes any necessary
changes and transmits the document to the City
Council. The budget shall be presented to the
City Council no later than six weeks prior to
fiscal year end, and shall be enacted by the City
Council on or before the twenty-seventh day of
the last month of the preceding fiscal year.
1.PROPOSED BUDGET. A proposed budget
shall be prepared by the Manager with the
participation of all of the City's Department
Directors within the provisions of the City
Charter.
a.The budget shall include four basic
segments for review and evaluation: (1)
personnel costs, (2) base budget for
operations and maintenance costs, (3)
service level adjustments for increases or
decreases to existing service levels, and (4)
revenues.
b.The budget review process shall include
Council participation in the development of
each of the four segments of the proposed
budget and a public hearing to allow for
citizen participation in the budget
preparation.
c.The budget process shall span sufficient
time to address policy and fiscal issues by
the Council.
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d.A copy of the proposed budget shall be
filed with the City Secretary when it is
submitted to the City Council in accordance
with the provisions of the City Charter.
2.ADOPTION. Upon the presentation of a
proposed budget document to the Council, the
Council shall call and publicize a public
hearing. The Council will subsequently adopt
by ordinance such budget as it may have been
amended as the City's Annual Budget,
effective for the fiscal year beginning October
1.
3.The operating budget will be submitted
annually to the Government Finance Officers
Association (GFOA) for evaluation and
consideration for the Award for Distinguished
Budget Presentation.
B.BALANCED BUDGET. The operating budget
will be balanced with current revenues, exclusive
of beginning resources, greater than or equal to
current expenditures/expenses. Excess balances
shall be used as capital funds or other non-
recurring expenditures.
C.PLANNING. The budget process will be
coordinated so as to identify major policy issues
for City Council. The budget process will be a
part of an overall strategic planning process for
the City.
D.REPORTING. Periodic financial reports will be
prepared to enable the Department Directors to
assess their budgetary and operational
performance and to enable the Office of
Management and Budget to monitor and control
the budget as authorized by the City Manager.
Summary financial reports will be presented to
the City Council quarterly within fifteen working
days after the end of each reporting period.
Such reports will be in a format appropriate to
enable the City Council to understand the big
picture budget status.
E.CONTROL. Operating expense control is
addressed in Section IV.C. of these Policies.
F. CONTINGENT APPROPRIATION. Pursuant to
Section 59 of the Charter of the City of College
Station, the City will establish an adequate
contingent appropriation in each of the operating
funds. The expenditure for this appropriation
shall be made only in cases of emergency, and a
detailed account shall be recorded and reported.
The proceeds shall be disbursed only by transfer
to departmental appropriation. The transfer of
this budget appropriation shall be under the
control of the City Manager and may be
distributed by him in amounts not exceeding
$15,000 or such amount as shall be provided by
Article 2368a V.T.C.S. as amended from time to
time. Any transfer involving more than such
amounts must be expressly approved in advance
by the City Council.
All transfers from the contingent appropriation
will be evaluated using the following criteria:
1.Is the request of such an emergency nature
that it must be made immediately?
2.Why was the item not budgeted in the normal
budget process?
3.Why can’t the transfer be made within the
division or department?
III. REVENUE MANAGEMENT.
A.OPTIMUM CHARACTERISTICS. The City
will strive for the following optimum
characteristics in its revenue system:
1.SIMPLICITY. The City, where possible and
without sacrificing accuracy, will strive to keep
the revenue system simple in order to reduce
compliance costs for the taxpayer or service
recipient. A corresponding decrease in the
City's cost of collection and a reduction in
avoidance to pay will thus result. The City will
avoid nuisance taxes or charges as revenue
sources.
2.CERTAINTY. A knowledge and
understanding of revenue sources increases
the reliability of the revenue system. The City
will understand its revenue sources and enact
consistent collection policies to provide
assurances that the revenue base will
materialize according to budgets and plans.
3.EQUITY. The City shall make every effort to
maintain equity in its revenue system; i.e., the
City shall seek to minimize or eliminate all
forms of subsidization between entities, funds,
services, utilities, and customer classes.
4.REVENUE ADEQUACY. The City shall
require that there be a balance in the revenue
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system; i.e., the revenue base will have the
characteristic of fairness and neutrality as it
applies to cost of service, willingness to pay,
and ability to pay.
5.ADMINISTRATION. The benefits of a
revenue source will exceed the cost of levying
and collecting that revenue. The cost of
collection will be reviewed annually for cost
effectiveness as a part of the indirect cost and
cost of service analysis. Where appropriate,
the City will use the administrative processes
of State or Federal collection agencies in
order to reduce administrative costs.
6.DIVERSIFICATION AND STABILITY. A
diversified revenue system with a stable source
of income shall be maintained. This will help
avoid instabilities in particular revenue sources
due to factors such as fluctuations in the
economy and variations in the weather.
Stability is achieved by a balance between
elastic and inelastic revenue sources.
B.OTHER CONSIDERATIONS. The following.
considerations and issues will guide the City in its
revenue policies concerning specific sources of
funds:
1.COST/BENEFIT OF INCENTIVES FOR
ECONOMIC DEVELOPMENT. The City will
use due caution in the analysis of any tax or
fee incentives that are used to encourage
development. Ideally, a cost/benefit (fiscal
impact) analysis will be performed as part of
such evaluation.
2.NON-RECURRING REVENUES. One-time
or non-recurring revenues will not be used to
finance ongoing operations. Non-recurring
revenues should be used only for one-time
expenditures such as long-lived capital needs.
They will not be used for budget balancing
purposes.
3.PROPERTY TAX REVENUES. All real and
business personal property located within the
City shall be valued at 100% of the fair
market value for any given year based on the
current appraisal supplied to the City by the
Brazos County Appraisal District. Reappraisal
and reassessment shall be done at a minimum
of once every three years.
A ninety-six and one half percent (96.5%)
collection rate shall serve each year as a
minimum goal for tax collections. The City
Manager may, for budget and forecasting
purposes, use up to the tax rate in effect for
the current year's budget. This policy will
require that the City Manager justify a tax rate
that is different from the current tax rate.
The justification will be based on City Council
directions, needs arising from voter authorized
bonds, or other extraordinary conditions as
may arise.
4.INVESTMENT INCOME. Earnings from
investment (both interest and capital gains) of
available monies, whether pooled or not, will
be distributed to the funds in accordance with
the equity balance of the fund from which
monies were provided to be invested.
5.USER-BASED FEES AND SERVICE
CHARGES. For services associated with a
user fee or charge, the direct and indirect
costs of that service will be offset by a fee
where possible. There will be a review of fees
and charges no less than once every three
years to ensure that fees provide adequate
coverage of costs of services. User charges
may be classified as "full cost recovery,"
partial cost recovery," and "minimal cost
recovery," based upon City Council policy.
a.Full fee support (80-100%) will be
obtained from enterprise operations such
as utilities, sanitation service, landfill,
cemetery and licenses and permits.
b.Partial fee support (50-80%) will be
generated by charges for emergency
medical services, miscellaneous licenses
and fines, and all adults sports programs.
c. Minimum fee support (0-50%) will be
obtained from other parks, recreational,
cultural, and youth programs and activities.
6.ENTERPRISE FUND RATES. The City will
review and adopt utility rates as needed to
generate revenues required to fully cover
operating expenses, meet the legal
restrictions of all applicable bond covenants,
and provide for an adequate level of working
capital.
Additionally, enterprise activity rates will
include transfers to and receive credits from
other funds as follows:
a.General and Administrative (G&A)
Charges. G&A costs will be charged to all
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funds for services of general overhead,
such as administration, finance, customer
billing, personnel, data processing,
engineering, legal counsel, and other costs
as appropriate. The charges will be
determined through an indirect cost
allocation study following accepted
practices and procedures.
b.Payment for Return on Investment. The
intent of this transfer is to provide a benefit
to the citizens for the ownership of the
various utility operations they own. This
transfer will be made in accordance with
the following two methods, not to exceed
10% of the total estimated operating
revenues for the Water and Waste Water
funds, 10.5% for the Electric fund, and
7.0% for the Sanitation Fund:
(1) In-Lieu-of-Franchise-Fee. In-lieu-of-
franchise fee will be included as a part
of the rate computation at 4% of gross
sales consistent with the franchise rates
charged to investor owned utilities
franchised to operate within the City.
(2) Return on Investment. The Return on
Investment will be calculated at 8% of
total Fund Equity.
7.INTERGOVERNMENTAL REVENUES.
Reliance on intergovernmental revenues
(grants) will be eliminated or reduced. Any
potential grants will be examined for matching
and continuation of program requirements.
These revenue sources should be used only for
projects and programs where operating and
maintenance costs that have been included in
the financial forecast and their ultimate effect
on operations and revenue requirements are
anticipated.
8.REVENUE MONITORING. Revenues as
they are received will be regularly compared
to budgeted revenues and variances will be
investigated. This process will be summarized
in the appropriate budget report.
IV. EXPENDITURE CONTROL
A.APPROPRIATIONS. The point of budgetary
control is at the department level in the General
Fund and at the fund level in all other funds.
When budget adjustments among Departments
and/or funds are necessary, they must be
approved by the City Council and must meet
other requirements as outlined in the City
Charter. Budget appropriation amendments at
lower levels of control shall be made in
accordance with the applicable administrative
procedures.
B. AMENDMENTS TO THE BUDGET. In
accordance with the City Charter, the budget may
be amended after the following conditions are
met:
1.The City Manager certifies that there are
available revenues in excess of those
estimated in the Budget.
2.The City Council holds a public hearing on the
supplemental appropriation.
3. The City Council approves the supplemental
appropriation.
C.CENTRAL CONTROL. Modifications within the
operating categories (salaries, supplies,
maintenance, services, capital etc.) can be made
with approval of the City Manager. Modifications
to reserve categories and interdepartmental
budget totals will be done only by City Council
consent with formal briefing and council action.
D.PURCHASING. All City purchases and contracts
shall conform to a competitive bidding process as
set forth in Chapter 252 as amended from time
to time in the Local Government Code of Texas.
If the sealed competitive bidding requirement
applies to the contract, the contract shall be
submitted to the Council for approval. The
purchase of goods or services by the City totaling
$3,000 to $15,000 shall be awarded to the
successful bidder through an informal bidding
process culminating in the issuance of a purchase
order when deemed appropriate.
Any payment for the purchase of goods or
services by the City at a total cost of less than
$3,000 may be approved by the applicable
department in accordance with the department's
internal control procedures.
E.PROMPT PAYMENT. All invoices approved for
payment by the proper City authorities shall be
paid within thirty (30) calendar days of receipt of
goods or services or invoice date, whichever is
later, in accordance with the provisions of Article
601f, Section 2 of the State of Texas Civil
Statutes.
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The Director of Fiscal Services shall establish and
maintain proper procedures which will enable the
City to take advantage of all purchase discounts,
when possible, except in the instance where
payments can be reasonably and legally delayed
in order to maximize the City's investable cash.
F.RISK MANAGEMENT. The City will
aggressively pursue every opportunity to provide
for the Public's and City employees' safety and to
manage its risks. The goal shall be to minimize
the risk of loss of resources through liability claims
with an emphasis on safety programs. All
reasonable options will be investigated to finance
risks. Such options may include risk transfer,
insurance, and risk retention. Where risk is
retained, reserves will be established based upon
actuarial determinations and not be used for
purposes other than for financing losses.
G.REPORTING. Quarterly reports will be
prepared showing actual expenditures compared
to the original budget.
V. CAPITAL BUDGET AND PROGRAM
A.PREPARATION. The City's capital budget will
include all capital projects funds and all capital
resources. The budget will be prepared annually
on a project basis. The capital budget will be
prepared by the Office of Management and
Budget with the involvement of responsible
departments.
B.CONTROL. All capital project expenditures
must be appropriated in the capital budget. The
Director of Fiscal Services must certify the
availability of resources before any capital project
contract is presented to the City Council for
approval.
C.PROGRAM PLANNING. The capital budget will
be taken from the capital improvements project
plan for future years. The planning time frame
for the capital improvements project plan should
normally be five years, with a minimum of at least
three years. The replacement and maintenance
for capital items should also be projected for the
next five years. Future maintenance and
operational costs will be considered so that these
costs can be included as appropriate in the
annual budget.
D.FINANCING PROGRAMS. Where applicable,
assessments, impact fees, pro-rata charges, or
other fees should be used to fund capital projects
which have a primary benefit to specific,
identifiable property owners.
Recognizing that long-term debt is usually a more
expensive financing method, alternative financing
sources will be explored before debt is issued.
When debt is issued, it will be used to acquire
major assets with expected lives which equal or
exceed the average life of the debt issue.
E.REPORTING. Periodic financial reports will be
prepared to enable the Department Managers to
manage their capital budgets and to enable the
Office of Management and Budget to monitor and
control the capital budget as authorized by the
City Manager. Summary capital project status
reports will be presented to the City Council
monthly.
VI. CAPITAL MAINTENANCE & REPLACEMENT
The City recognizes that deferred maintenance and not
anticipating capital replacements increases future
capital costs. In order to address these issues, the City
Council has approved a number of policies to address
these issues.
A.STREETS CAPITAL MAINTENANCE AND
REPLACEMENT. It is the policy of the City to
fund $400,000 annually for the Streets Division
within the Public Works Department to use for a
residential street maintenance program.
B.BUILDING CAPITAL MAINTENANCE AND
REPLACEMENT. It is the policy of the City to
fund $250,000 annually for major maintenance
on its buildings such as roof air conditioning,
flooring and other replacements.
C.PARKING LOTS AND INTERNAL
ROADWAYS. It is the policy of the City to
fund $145,000 annually to pay for major
maintenance of parking lots and internal
roadways.
D.TECHNOLOGY . It is the policy to plan and
fund the maintenance and replacement of its
computer network. The funding for the
computer network is 15% (change from last
year, 10%) of the original cost of the
equipment. Additionally funding for additions
and upgrades to the mid range systems is
$90,000 annually.
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Major replacements for the computer systems
including hardware and software will be
anticipated for a five-year period and included
with the capital projects lists presented in the
annual budget.
E.FLEET REPLACEMENT. The City has a major
investment in its fleet of cars, trucks, tractors,
backhoes, and other equipment. The City will
anticipate replacing existing equipment, as
necessary and will establish charges that are
assigned to departments to account for the cost
of that replacement.
F.RADIOS, COPIERS, OTHER EQUIPMENT,
AND TELEPHONES. The City has a major
investment in its radios, copiers, and telephone
equipment. As a part of the on going
infrastructure maintenance and replacement, the
City has anticipated the useful life of such
equipment and established a means of charging
the cost of replacement of that equipment to the
various departments in order to recognize the
city's continuing need.
VlI.ACCOUNTING, AUDITING, AND
FINANCIAL REPORTING
A.ACCOUNTING. The City is solely responsible for
the recording and reporting of its financial affairs,
both internally and externally. The Director of
Fiscal Services is the City's Chief Fiscal Officer
and is responsible for establishing the structure for
the City’s Chart of Accounts and for assuring that
procedures are in place to properly record
financial transactions and report the City’s
financial position.
B.AUDITING.
1.QUALIFICATIONS OF THE AUDITOR . In
conformance with the City's Charter and
according to the provisions of Texas Local
Government Code, Title 4, Chapter 103, the
City will be audited annually by outside
independent accountants ("auditor"). The
auditor must be a CPA firm of regional
reputation and must demonstrate that it has
the breadth and depth of staff to conduct the
City's audit in accordance with generally
accepted auditing standards (GAAS) and
contractual requirements. The auditor must be
registered as a partnership or corporation of
certified public accountants, holding a license
under Article 41 a-1, Section 9, of the Civil
Statutes of Texas, capable of demonstrating
that it has sufficient staff which will enable it to
conduct the City's audit in accordance with
generally accepted auditing standards as
required by the City Charter and applicable
state and federal laws. The auditor's report on
the City's financial statements will be
completed and filed with the City Secretary
within 120 days of the City's fiscal year end,
and the auditor will jointly review the
management letter with the City Council
within 30 days of its receipt by the staff.
In conjunction with their review, the Director
of Fiscal Services shall respond in writing to
the City Manager and City Council regarding
the auditor's Management Letter, addressing
the issues contained therein. The Council shall
schedule its formal acceptance of the auditor's
report upon the resolution of any issues
resulting from the joint review.
2.RESPONSIBILITY OF AUDITOR TO
CITY COUNCIL . The auditor is retained by
and is accountable directly to the City Council
and will have access to direct communication
with the City Council if the City Staff is
unresponsive to auditor recommendations or if
the auditor considers such communication
necessary to fulfill its legal and professional
responsibilities.
3.ROTATION OF AUDITOR . The City will not
require an auditor rotation, but will circulate
requests for proposal for audit services at least
every three to five years. Year to year
authorization to continue shall be done by May
31 of each year.
C.FINANCIAL REPORTING.
1.EXTERNAL REPORTING. Upon the
completion and acceptance of the annual
audit by the City's auditors, the City shall
prepare a written Comprehensive Annual
Financial Report (CAFR) which shall be
presented to the Council within 180 calendar
days of the City's fiscal year end. Accuracy
and timeliness of the CAFR are the
responsibility of City staff. The CAFR shall be
prepared in accordance with GAAP and shall
be presented annually to the Government
Finance Officer's Association (GFOA) for
evaluation and consideration for the
Certificate of Achievement for Excellence in
Financial Reporting. If City staffing limitations
preclude such timely reporting, the Director of
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Fiscal Services will inform the City Council of
the delay and the reasons therefor.
2.INTERNAL REPORTING. The Fiscal
Services Department will prepare internal
financial reports, sufficient to plan, monitor,
and control the City's financial affairs. Internal
financial reporting objectives are addressed
throughout these policies.
VIII. ASSET MANAGEMENT
A.INVESTMENTS. The Director of Fiscal Services
shall promptly invest all City funds with the
depository bank in accordance with the provisions
of the current Bank Depository Agreement or in
any negotiable instrument authorized by the City
Council under the provisions of the Public Funds
Investment Act of 1987 as amended, and in
accordance with the City Council's approved
Investment Policies.
An investment report will be provided to the City
Council quarterly. This report shall provide both
summary and detailed information on the City’s
investment portfolio.
B.CASH MANAGEMENT. The City's cash flow
will be managed to maximize the cash available to
invest. Such cash management will entail the
centralization of cash collections, where feasible,
including utility bills, building and related permits
and licenses, fines, fees, and other collection
offices as appropriate.
Periodic review of cash flow position will be
performed to determine performance of cash
management and conformance to investment
policies. A detailed policy structure will be
followed with respect to Cash/Treasury
Management. The underlying theme will be that
idle cash will be invested with the intent to 1)
safeguard assets, 2) maintain liquidity, and 3)
maximize return. Where legally permitted,
pooling of investments will be done.
C.FIXED ASSETS AND INVENTORY. These
assets will be reasonably safeguarded and
properly accounted for, and prudently insured.
A fixed asset of the City shall be defined as a
purchased or otherwise acquired piece of
equipment, vehicle, furniture, fixture, capital
improvement, addition to existing capital
investments, land, buildings or accessioned
Library materials which has an original cost or
value of at least $3,000 and a useful life of more
than three years.
The City's fixed assets shall be reasonably
safeguarded and properly accounted for and
sufficiently insured. Responsibility for the
safeguarding of the City's fixed assets lies with the
department director in whose department the
fixed asset is assigned. The Fiscal Services
Department shall maintain the permanent
records of the City's fixed assets including
description, cost, department of responsibility,
date of acquisition, depreciation and expected
useful life. The Fiscal Services Department shall
also perform, periodically, an inventory of assets
using random sampling at the department level.
Such inventory shall be performed by the Director
of Fiscal Services or his or her designated agent in
the presence of designated department personnel
from the responsible department.
D.COMPUTER SYSTEM/DATA SECURITY.
The City shall provide security of its computer
system and data files through physical security.
The computer system shall be in a location
inaccessible to unauthorized personnel.
IX. DEBT MANAGEMENT
A.DEBT ISSUANCE. The City will issue debt only
for the purpose of acquiring or constructing
capital assets for the general benefit of its citizens
and to allow it to fulfill its various missions as a
city. Debt may be issued for the purposes of
purchasing land or rights-of-way and/or
improvements to land, for construction projects to
provide for the general good, or for capital
equipment.
1.GENERAL OBLIGATION BONDS (GO's).
GO's will be used only to fund capital assets of
the general government and are not to be
used to fund operating needs of the City.
GO's are backed by the full faith and credit of
the City as well as the ad valorem tax
authority of the City, to the extent allowed by
law. The term of a bond issue will not exceed
the useful life of the asset(s) funded by the
bond issue and will generally be limited to no
more than twenty (20) years. General
obligation bonds must be authorized by a vote
of the citizens of the City of College Station.
2.REVENUE BONDS (RB's). RB'S will be
issued to provide for the capital needs of any
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activities where the capital requirements are
necessary for continuation or expansion of a
service which produces a revenue and for
which the asset may reasonably be expected
to provide for a revenue stream to fund the
debt service requirements. The term of the
obligation should not exceed the useful life of
the asset(s) to be funded by the bond issue and
will generally be limited to no more than
twenty (20) years.
3.CERTIFICATES OF OBLIGATION,
Contract Obligations, etc. (CO's ). CO's
will be used in order to fund capital
requirements that are not otherwise covered
under either revenue bonds or general
obligation bonds. Debt service for CO's may
be either from general revenues or backed by
a specific revenue stream or streams or by a
combination of both. Generally CO's will be
used to fund capital assets when GO's and
RB's are not appropriate and when
authorized under law. The term of the
obligation may not exceed the useful life of
the asset(s) to be funded by the proceeds of
the debt issue and will generally be limited to
no more than ten (10) years, but may extend
to twenty (20) years when the asset is of a
nature that its anticipated useful life exceeds
20 years.
4.METHOD OF SALE. The City will use a
competitive bidding process in the sale of
bonds unless the nature of the issue warrants a
negotiated bid. In situations where a
competitive bidding process is not elected, the
City will publicly present the reasons why, and
the City will participate with the financial
advisor in the selection of the underwriter or
direct purchaser.
5.BIDDING PARAMETERS. The notice of
sale will be carefully constructed so as to
ensure the best possible bid for the City, in
light of the existing market conditions and
other prevailing factors.
C.ANALYSIS OF FINANCING
ALTERNATIVES. Staff will explore alternatives
to the issuance of debt for capital acquisitions and
construction projects. These alternatives will
include, but not be limited to, 1) grants in aid, 2)
use of reserves, 3) use of current revenues, 4)
contributions from developers and others, 5)
leases, and 6) impact fees.
D.DISCLOSURE. Full disclosure of operating costs
along with capital costs will be made to the bond
rating agencies and other users of financial
information. The City staff, with the assistance of
financial advisors and bond counsel, will prepare
the necessary materials for presentation to the
rating agencies, will aid in the production of
Preliminary Official Statements, and will take
responsibility for the accuracy of all financial
information released.
E.FEDERAL REQUIREMENTS. The City will
maintain procedures to comply with arbitrage
rebate and other Federal requirements.
F.DEBT STRUCTURING. The City will issue
bonds for 20 years or less, not to exceed the life
of the asset acquired.
The structure should approximate level annual
debt service unless operational matters dictate
otherwise or if market conditions indicate
potential savings could result from modifying the
level payment stream.
Consideration of market factors, such as the tax-
exempt qualification, minimum tax alternative,
and so forth will be given during the structuring of
long-term debt instruments.
X.FINANCIAL CONDITIONS, RESERVES, AND
STABILITY RATIOS
A.OPERATIONAL COVERAGE. (NO
OPERATING DEFICITS). The City will maintain
an operational coverage of 1.00, such that
current operating revenues will at least equal or
exceed current operating expenditures.
Deferrals, short-term loans, or one-time sources
will be avoided as budget balancing techniques.
Reserves will be used only for emergencies or
non-recurring expenditures, except when
balances can be reduced because their levels
exceed guideline minimums as stated in
Paragraph B, following.
B. OPERATING RESERVES/FUND BALANCES
1.The unobligated fund balance in the General
Fund should be at least 15% of the annual
budgeted General Fund expenses. This
percentage is the equivalent of 55 days
expenditures. An additional amount of up to
3.0% should be maintained for extraordinary
items or contingencies. Cash and investments
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alone should be equivalent to 30 days of
operating expenditures.
2.The Enterprise Fund working capital should be
maintained at 15% of total operating
expenses or the equivalent of 55 days. Cash
and Investments alone should be equivalent to
30 days of operations.
3.The Hotel/Motel Fund fund balance should be
at least 15% of the annual budgeted
expenditures. -Adequate reserves are
essential due to the nature of this revenue
source and the reliance organizations have on
this revenue source to maintain ongoing
operations.
4.The Internal Service Funds will attain and
retain fund balance/working capital balances
appropriate for the fund. Some funds may
need only minimal fund balance/working
capital in order to meet the needs of the fund,
while others such as replacement and
insurance funds must have resources sufficient
to meet major annual fluctuations in
expenditures or long term liabilities.
C.LIABILITIES AND RECEIVABLES.
Procedures will be followed to maximize discounts
and reduce penalties offered by creditors. Current
liabilities will be paid within 30 days of the invoice
date or on receipt of the goods or services,
whichever is later. Accounts Receivable
procedures will target collection for a maximum
of 30 days from service, with any receivables
aging past 120 days to go to a collection agency.
The Director of Fiscal Services is authorized to
write-off uncollectible accounts that are delinquent
for more than 365 days, if the proper
delinquency procedures have been followed.
D. CAPITAL AND DEBT SERVICE FUNDS.
1. Monies in the Capital Projects Funds will be
used within 36 months of receipt. Balances
will be used to generate interest income to
offset increases in construction costs or other
associated costs. Capital project funds are
intended to be expended totally.
2. Revenues in the Debt Service Fund are stable,
based on property tax revenues and transfers
from other funds. Remaining balances are
maintained to meet contingencies and to
make certain that the next year's debt service
payments may be met in a timely manner.
The fund balance should not fall below 81/3%
(one month) of average budgeted
expenditures (in line with IRS guidelines).
E.INSURANCE RESERVES. Where risk is
retained by the City in a self-insurance mode,
a reserve will be established based upon
actuarial determination. Such reserve will be
used for no other purposes than for financing
losses under the insurance program.
XI. INTERNAL CONTROLS
A.WRITTEN PROCEDURES. Wherever
possible, written procedures will be established
and maintained by the Director of Fiscal
Services for all functions involving cash
handling and/or accounting throughout the
City. These procedures will embrace the
general concepts of fiscal responsibility set
forth in this policy statement.
B.DEPTARTMENT DIRECTORS’
RESPONSIBILITIES. Each department
Director is responsible for ensuring that good
internal controls are followed throughout his or
her Department, that all Fiscal Services
Department directives or internal controls are
implemented, and that all independent auditor
internal control recommendations are
addressed. Departments will develop and
periodically update written internal control
procedures.
APPENDIX G
OUTSIDE AGENCY FUNDING
G-1
OUTSIDE AGENCY FUNDING
The City funds a number of outside agencies and
organizations each fiscal year to provide services
for the citizens of College Station. The amount of
funding provided depends on the funds available.
This year organizations and agencies are receiving
funds from the General Fund, Community
Development Fund, Hotel/Motel Fund, Electric
Fund and Sanitation Fund.
Organizations submit requests for funding to the
City during the budget process. They are asked to
provide financial information including a budget
showing revenues and expenditures, goals and
objectives of the organization, and the projected
uses of the funds being requested. Also submitted
are service levels and performance measures.
Community Development eligible agencies go
through a selection process through the Joint
Relief Funding Committee. This committee is
made up of members from College Station and
Bryan and reviews all requests for Community
Development Funds available for public agencies
and makes recommendations to both cities on
which agencies should receive funding.
As part of the strategic planning process this year
the City Council identified taking steps to ensure
representational funding for multi-jurisdictional
funding requests as a strategy. Development of
this strategy continues and will result in the
development of a policy regarding outside agency
funding.
The following is a summary of the agencies
recommended for funding in FY 02. The General
Fund approved agencies include the following:
the Retired Senior Volunteer Program, $5,000;
the Brazos Valley Council on Alcohol and
Substance Abuse, $10,000; the Brazos Animal
Shelter, $53,392; and the Brazos County
Appraisal District, $114,530. The Brazos County
Health District funding level increases this year to
$113,498.
Other agencies included in the General Fund for
FY02 include the following: the Dispute
Resolution Center, $10,000; Veteran’s Park
Memorial, $25,000; Valley, $30,000, the Noon
Lion’s Club – 4th of July Fireworks, $10,000; and
the SCA Student Ambassador Program, $4,500.
The Community Development funded agencies
were approved by the Joint Relief Funding
Committee. A total of $184,050 is approved to
be distributed to 8 agencies. These agencies
include: Brazos Maternal & Child Health Center,
$21,600; the BVCAA Dental Clinic, $10,000; the
College Station Department Agencies, $66,540;
Health for All, $19,575; Literacy Volunteers of
America, $5,102; and Scotty’s House, $23,000.
Also included is the Twin City Mission’s Phoebe’s
Home funded at $19,033 and Sheltering Arms at
$19,200.
Hotel/Motel funds are approved for 3
organizations. The Arts Council approved budget
for FY 02 is $260,400. Another agency is the
Convention & Visitors Bureau approved budget is
$668,000. The Convention & Visitors Bureau
receives most of its funding from the City of
College Station.
The approved budget for the Brazos Valley Sports
Foundation is $192,000. The Sports Foundation
was created to market sporting events in the
Bryan/College Station area. The Sports
Foundation receives most of it’s funding from the
City of College Station.
The Economic Development Corporation, funded
from the Electric Fund, is approved at $246,951.
This is an increase from the FY 01 level of
$246,167. The EDC is an organization to
promote economic development in the area and is
funded by the Cities of College Station and Bryan,
and Brazos County.
Funding for Brazos Beautiful is approved to be
$40,000. This is an increase of $2,200 from FY
01. This funding is approved to come from the
Sanitation Fund. Brazos Beautiful promotes litter
abatement and beautification programs.
CITY OF COLLEGE STATION
OUTSIDE AGENCY FUNDING
FY01 FY01-02
FY 96 FY 97 FY98 FY 99 FY00 YEAR END TOTAL
GENERAL FUND ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATE APPROVED
RSVP 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ $5,000 5,000$
BVCASA 25,000 25,000 25,000 25,000 25,000 25,000 10,000
BRAZOS ANIMAL SHELTER 21,583 31,460 27,014 45,623 45,700 52,346 53,392
MYRTLES 0 0 0 0 50,000 0 0
BRAZOS COUNTY APPRAISAL DISTRICT 99,802 104,376 108,821 90,564 96,484 108,700 114,530
BRAZOS CO. HEALTH DISTRICT 77,485 80,584 83,002 85,500 89,775 113,498 113,498
BRAZOS COUNTY SR CITIZENS ASSOC. 0 0 10,000 0 3,300 0 0
DISPUTE RESOLUTION CENTER 0 0 0 0 2,500 5,000 10,000
EDC INCENTIVE FUNDING 50,000 50,000 0 0 0 0 0
VETERAN'S PARK MEMORIAL 0 0 0 0 0 25,000 25,000
VALLEY 0 0 0 0 0 0 30,000
NOON LIONS CLUB - 4TH OF JULY 0 6,850 7,175 8,000 8,000 8,000 10,000
SCA STUDENT AMBASSADOR PROGRAM 0 9,000 9,000 9,000 9,000 9,000 4,500
278,870$ 312,270$ 275,012$ 268,687$ 334,759$ 351,544$ 375,920$
COMMUNITY DEVELOPMENT
BLUEBONNET GIRL SCOUT COUNCIL 0$ 0$ 0$ 0$ 8,000$ 0$ 0$
BRAZOS COUNTY COMMUNITY COUNCIL 0 0 6,400 0 0 0 0
BRAZOS COUNTY RAPE CRISIS CENTER 42,000 0 0 0 0 0 0
BRAZOS FOOD BANK 22,000 24,926 0 30,000 0 20,734 0
CTR 0 20,000 0 0 0 0 21,600
BVCAA DENTAL CLINIC 0 0 0 0 0 15,000 10,000
AGENCIES 0 0 68,050 42,688 43,000 55,008 66,540
ELDER AID 0 24,320 0 21,840 25,079 16,550 0
FAMILY MEDICINE CENTER 0 0 0 0 25,000 0 0
GIRLS CLUB OF BRAZOS VALLEY 24,666 0 24,900 0 0 0 0
HEALTH FOR ALL 0 45,010 40,000 30,000 0 0 19,575
HOSPICE OF BRAZOS VALLEY 0 0 0 20,122 0 30,000 0
INFANT PROGRAM 25,000 0 0 0 0 0 0
INTERFAITH OUTREACH 0 32,800 24,600 30,000 0 0 0
LITERACY VOLUNTEERS OF AMERICA 0 0 0 0 0 0 5,102
SALVATION ARMY 0 0 0 0 15,000 0 0
SCOTTY'S HOUSE 0 0 18,300 0 24,680 0 23,000
TCM - THE BRIDGE 0 0 0 2,200 37,141 6,654 0
TCM - COMMUNITY SUPPORT 0 0 0 0 0 33,654 0
TCM - PHOEBE'S HOME 46,000 0 0 0 0 0 19,033
TCM - SHELTERING ARMS 0 0 0 0 0 0 19,200
159,666$ 147,056$ 182,250$ 176,850$ 169,900$ 177,600$ 184,050$
HOTEL/MOTEL FUND
ARTS COUNCIL $155,000 170,000$ 184,000$ 209,029$ 245,400$ $255,400 260,400$
ATHLETIC FEDERATION 14,000 7,900 7,900 0 0 0 0
CONVENTION AND VISITORS BUREAU 450,000 602,450 534,523 621,260 665,000 645,000 668,000
BRAZOS VALLEY SPORTS FOUNDATION 0 0 99,500 122,000 125,660 150,000 192,000
AGGIE SWIM CLUB 15,400 6,850 2,602 0 0 0 0
BUSH LIBRARY COMMITTEE 4,240 95,760 50,000 50,000 50,000 0 0
NOON LIONS CLUB - 4TH OF JULY 6,500 0 0 0 0 0 0
HOLIDAY ON THE BRAZOS 6,644 0 0 0 0 0 0
651,784$ 882,960$ 878,525$ 1,002,289$ 1,086,060$ 1,050,400$ 1,120,400$
ELECTRIC FUND
CORPORATION 157,000$ 157,000$ 160,000$ 170,000$ 209,494$ 246,167$ 246,951$
157,000$ 157,000$ 160,000$ 170,000$ 209,494$ 246,167$ 246,951$
SANITATION FUND
BRAZOS BEAUTIFUL 8,500$ 17,000$ 17,000$ 37,000$ 37,000$ 37,800$ 40,000$
8,500$ 17,000$ 17,000$ 37,000$ 37,000$ 37,800$ 40,000$
TOTAL AGENCY FUNDING ########################################################
G-2
APPENDIX H
MISCELLANEOUS STATISTICAL DATA
CITY OF COLLEGE STATION
CONSTRUCTION PERMITS
LAST TEN CALENDAR YEARS
Residential Commercial
Construction Construction Total
Number Number Number
Year of Permits Value of Permits Value of Permits Value
1991 370 18,933,748 164 17,319,566 534 36,253,314
1992 475 31,503,185 153 11,648,580 628 43,151,765
1993 598 44,396,336 316 35,378,164 914 79,774,500
1994 614 74,312,947 346 21,336,839 960 95,649,786
1995 634 58,192,760 102 22,577,442 736 80,770,202
1996 656 58,501,690 131 20,856,558 787 79,358,248
1997 584 50,488,222 114 46,243,177 698 96,731,399
1998 691 83,593,022 320 59,342,043 1011 142,935,065
1999 1057 87,917,466 296 27,723,105 1353 115,640,571
2000 793 87,144,173 328 52,569,645 1121 139,713,818
2001* 782 79,340,756 191 40,194,722 973 119,535,478
* NOTE: 2001 data is for Jan. - September 2001
Residential Construction includes: Single family dwellings, Duplexes and Apartments
as well as residential remodels, slabs, roofs, and swimming pools.
Commercial Construction includes: Commercial new construction, slab, and remodel
as well as Hotel/Motel/Inn, demolition and sign permits.
Source: The City of College Station, Development Services
H-1
CITY OF COLLEGE STATION
PRINCIPAL TAXPAYERS
October 2001
Percent of
2001 Total Assessed
College Station- Top 10 Taxpayers Type of Business Assessed Valuation Valuation
C.B.L. & Associates Retail Mall $48,617,375 1.95%
W9/JP-M Real Estate Ltd. Housing 40,630,000 1.63%
Verizon Communications, Inc. Utility 35,241,110 1.42%
Universal Computer Services, Inc. Retail 31,696,491 1.27%
Alkosser/Weinberg Housing 30,674,775 1.23%
College Station Hospital LP Medical 25,132,560 1.01%
Wal-Mart/Sam's Retail 19,667,890 0.79%
University Commons Housing 18,408,250 0.74%
SHP-The Callaway House LP Housing 16,200,000 0.65%
Melrose Apartments Housing 16,000,000 0.64%
Total $282,268,451 11.34%
Top 5 Commercial Taxpayers Type of Business Assessed Valuation Valuation
C.B.L. & Associates Retail Mall 48,617,375 1.95%
College Station Hospital LP Medical 25,132,560 1.01%
Wal-Mart/Sam's Retail 19,667,890 0.79%
Lane College Station Limited Retail 14,000,000 0.56%
R&S Leasing Retail 10,495,946 0.42%
Total $117,913,771 4.74%
Top 5 Industrial Taxpayers Type of Business Assessed Valuation Valuation
Universal Computer Services, Inc. Retail 31,696,491 1.27%
O I Corporation Retail 5,556,480 0.22%
Red Oak Sportswear/GCS-CCC Realty Retail 4,762,975 0.19%
ARC/AMS Retail 5,657,865 0.23%
Aggieland Ready Mix Co. Retail 750,000 0.03%
Total $48,423,811 1.95%
Source: Brazos County Appraisal District
H-2
CITY OF COLLEGE STATION
PRINCIPAL UTILITY CUSTOMERS
October 2001
Total
Oct. 99 to Sept. 00 Percent of KWH
Utility Customer Type of Business KWH Consumption Consumed
CSISD Schools 17,442,736 2.98
CBL & Associates Retail Mall 15,429,699 2.64
City of College Station Municipality 15,077,658 2.58
Wal-Mart Retail 7,987,360 1.37
Albertsons Retail Grocery 7,931,857 1.36
State Headquarters/TAMU University 7,919,092 1.35
College Station Medical Hospital 6,643,841 1.14
Lane C/S Ltd Hotel 5,081,700 0.87
US Dept of Agr Government 4,689,760 0.80
Briarwood Apartments 4,605,600 0.79
TOTAL 92,809,303 15.87
Source: City of College Station Utility Billing Department
H-3
CITY OF COLLEGE STATION
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
October 2001
Date incorporated October, 1938
Date first charter adopted October, 1938
Date present charter adopted May, 1992
Date of last charter amendment May, 1998
Form of government Council-Manager
Area in square miles
Year Square Miles
1938 1.50
1948 4.20
1958 7.30
1968 17.3
1978 22.6
1988 27.7
1989 27.7
1990 27.7
1992 28.1
1994 30.0
1995 38.2
1996 38.2
1998 40.8
Miles of streets: Paved 711 Lane Miles
Unpaved 1.3 Lane Miles
Miles of sanitary sewer 235 Miles
Fire Protection:
Number of stations 4*
Number of full-time employees 100
Police Protection:
Number of employees 143
Number of patrol units 26
One jail facility with a capacity of 20
*Another Fire Station is scheduled for design and construction for FY02.
H-4
CITY OF COLLEGE STATION
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
June 2001
Recreation: Number of playgrounds 35
Number of basketball courts 21
Number of swimming pools 3
Number of soccer fields 13
Number of softball/baseball fields 19
Number of tennis courts 14
Number of picnic shelters 17
Number of gyms 3
Number of volleyball courts 8
Number of nature trails 9
Number of open play areas 25
Number of Picnic Pavilions 10
Number of Jogging/Walking Trails 20
Parks:
Facility Acres Facility Acres
Anderson Park 8.94 Longmire Park 4.16
Arboretum 17.00 Merry Oaks 4.60
Bee Creek Park 26.50 Oaks Park 7.50
Billie Madeley Park 5.13 Parkway 1.90
Brison Park 9.20 Pebble Creek 10.20
Brother's Pond 16.12 Raintree 12.98
College Station Central Park 47.22 Richard Carter Park 7.14
Conference Center 2.30 Sandstone 15.21
Cy Miller Park 2.50 Southwest Park Site 4.78
Eastgate 1.80 Southwood Complex 44.70
Edelweiss 12.30 Steeplechase 8.90
Emerald Forest Park 4.59 Thomas Park 16.10
Gabbard Park 10.67 W. A. Tarrow Park 21.26
Georgia K. Fitch 11.30 Westfield 4.29
Hensel Park -TAMU 29.70 Windwood 1.37
Jack and Dorothy Miller Park 10.00 Wolfpen Creek Park 19.49
Lemon Tree Park 15.43 Woodcreek Park 6.60
Lick Creek Park 515.50 Woodland Hills 3.21
Veterans Athletic Park 150.00 Woodway Park Site 9.26
Luther Jones 1.80 University Park Site 10.20
Lion's Park 1.50 Shenandoah Park 8.06
TOTAL ACREAGE 1121.4
H-5
CITY OF COLLEGE STATION
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
October 2001
Utility Fund:
Electric Users (Connections)26,622
Water Users (Connections)15,826
Average Electrical Consumption: 49,988,081 Kwh/mo.
Average Water Consumption:294,230 MGW/Mo.
Number of Employees:
Electric 53
Water 31
Sewer 38
Water Capacity:
Number of Wells 6
Combined Capacity of Wells 24,000,000 GAL/day
Number of Ground Storage Tanks 2
Total capacity 8,000,000 GALS
Number of Elevated Storage Tanks 2
Total capacity 3,000,000 GALS
Miles of Water Lines 250
Electric System:
Maximum Demand 162 megawatts
Number of Switching Stations 2
Number of Substations 4
Miles of Distribution Lines 310
Sanitation Fund:
Number of users (units served) 28,894
Landfill size 188
Methodology Curbside pickup using automated containers.
H-6
CITY OF COLLEGE STATION
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
October 2001
Education:
Attendance centers 11
Number of classrooms 550
Number of teachers 516
Number of students 7,327
Elections:
Number of registered voters:
Last municipal election. 41,151
Number of votes cast in:
Last municipal election 1,768
Percentage of registered voters voting in:
Last municipal election 4.30%
Population:
Actual
Census Count 2000 67,890
1990 52,456
1980 37,296
1970 17,676
1960 11,396
1950 7,925
SOURCE: Education: College Station Independent School District
Elections: City Secretary's Office
Population: Development Services
H-7
CITY OF COLLEGE STATION
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
October 2001
UNIVERSITY
YEAR ENROLLEMENT
1988 39,163
1989 40,492
1990 41,131
1991 40,997
1992 41,092
1993 42,524
1994 42,018
1995 41,790
1996 41,892
1997 41,461
1998 42,635
1999 43,442
2000 44,026
2001 44,618
PRIMARY LABOR FORCE FOR COLLEGE STATION
1990 - 2001
TOTAL NUMBER NUMBER PERCENT
YEAR LABOR FORCE EMPLOYED UNEMPLOYED UNEMPLOYED
1990 24,567 23,190 1,377 5.6
1991 24,824 23,944 880 3.5
1992 25,561 24,777 784 3.1
1993 26,490 25,745 745 2.8
1994 27,378 26,611 767 2.8
1995 27,492 26,622 870 3.2
1996 27,467 26,751 714 2.6
1997 28,051 27,421 630 2.2
1998 29,333 28,808 525 1.8
1999 30,043 29,490 553 1.8
2000 31,321 30,585 488 1.6
2001 30,572 30,020 552 1.8
* NOTE: 2001 represents average labor force and employment through September.
SOURCE TAMU, Office of Institutional Studies and Planning
Texas Workforce Commission
H-8
APPENDIX I
THE 2001-2002
STRATEGIC PLANNING AND BUDGET
PROCESS
Strategic Planning and Budget Process Flowchart
February FY01 Strategic Plan status report
Present financial forecast
Review proposed budget calendar
March Review pay plan recommendations
Review preliminary budget priorities
May Review Mission and Vision Statements
FY01 Strategic Plan status report
City Council Strategic Planning Retreat
- Identify and prioritize FY02
Strategic Plan strategies
Review health plan update
June Review citizen survey results
Review proposed Capital Improvement Program
Present Proposed FY02 Strategic to City Council
July Review and revise proposed strategic plan
Review and revise proposed strategic plan
August Present Proposed Budget to City Council
Public Hearing on Proposed Budget
September Council adoption of FY02 Strategic Plan and
FY02 Budget
Council adoption of tax rate
I -1
APPENDIX J
SCHEDULE OF REQUIREMENTS FOR:
GENERAL OBLIGATION BONDS
CERTIFICATES OF OBLIGATION
UTILITY REVENUE BONDS
GENERAL
OBLIGATION BONDS
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation And Refunding Bond Series 1991
December 23,1991 - $4,625,000
Street Construction and Improvement - $2,750,000; Parks Construction and Improvements - $750,000;
Refund 1991 Series Public Property Finance Contractual Obligations - $1,125,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT
DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-02 225,000 5.80%34,525 259,525
8-15-02 28,000 28,000 287,525 975,000
2-15-03 225,000 6.00%28,000 253,000
8-15-03 21,250 21,250 274,250 750,000
2-15-04 21,250 21,250
8-15-04 21,250 21,250 42,500 750,000
2-15-05 21,250 21,250
8-15-05 21,250 21,250 42,500 750,000
2-15-06 21,250 21,250
8-15-06 21,250 21,250 42,500 750,000
2-15-07 21,250 21,250
8-15-07 21,250 21,250 42,500 750,000
2-15-08 21,250 21,250
8-15-08 21,250 21,250 42,500 750,000
2-15-09 21,250 21,250
8-15-09 21,250 21,250 42,500 750,000
2-15-10 250,000 6.00%21,250 271,250
8-15-10 13,750 13,750 285,000 500,000
2-15-11 250,000 5.50%13,750 263,750
8-15-11 6,875 6,875 270,625 250,000
2-15-12 250,000 5.50%6,875 256,875
8-15-12 0 0 256,875 0
Note: Bonds maturing 2004-2009 were defeased by the 1996 GO and refunding series.
Net Interest: $3,157,063 Moody's:Aaa (INSURED)
S & P's:AAA (INSURED)
Paying Agent: First City National Bank of Houston
Underwriter: Prudential - Securities Incorporated
Call Provisions: All Bonds maturing on or after February 15, 2002 are optional for redemption in whole or in part on
February 15, 2001 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of
the Bonds are redeemed at any time, the particular Bonds to be redeemed shall be selected by the City in integral
multiples of $5,000 within any one maturity.
J-1
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation And Refunding Bond Series 1994
August 15, 1994 -- $6,250,000
Street Construction - $1,750,000; Parks (1990 Authorization) - $250,000
Oversize Bridge (1984 Authorization) - $500,000; Drainage Improvements - $350,000
Refund C.O. Series 1994 - $3,400,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT
DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-02 300,000 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%68,063 343,063
8-16-06 60,500 60,500 403,563 2,200,000
2-15-07 275,000 5.50%60,500 335,500
8-15-07 52,938 52,938 388,438 1,925,000
2-15-08 275,000 5.50%52,938 327,938
8-15-08 45,375 45,375 373,313 1,650,000
2-15-09 275,000 5.50%45,375 320,375
8-15-09 37,813 37,813 358,188 1,375,000
2-15-10 275,000 5.50%37,813 312,813
8-15-10 30,250 30,250 343,063 1,100,000
2-15-11 275,000 5.50%30,250 305,250
8-15-11 22,688 22,688 327,938 825,000
2-15-12 275,000 5.50%22,688 297,688
8-15-12 15,125 15,125 312,813 550,000
2-15-13 275,000 5.50%15,125 290,125
8-15-13 7,563 7,563 297,688 275,000
2-15-14 275,000 5.50%7,563 282,563
8-15-14 0 0 282,563 0
Effective Interest Rate:5.95%Moody's:A-1
Net Interest Cost:$3,421,100 S & P's:A+
Paying Agent: Texas Commerce Bank, N.A.
Underwriting Group:Stephens, Inc.
First Southwest Company
Nations Bank
Eugene C. Palma
FSW Co.
Call Provisions: All Bonds maturing on or after February 15, 2005 are optional for redemption in whole or in part on
February 15, 2004 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of the
Bonds are redeemed at anytime, the particular Bonds to be redeemed shall be selected by the City in integral multiples of
$5,000 within any one maturity.
J-2
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B 1995 SERIES
August 1, 1995 -- $4,700,000
Street Projects - $1,140,000; Northgate - $400,000; Traffic Signals - $420,000;
Misc. Drainage - $395,000; Library - $700,000; Fire Station Relocation - $935,000;
Park Development and Improvements - $280,000; Land Purchase - $430,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-02 250,000 7.00%103,713 353,713
8-15-02 94,963 94,963 448,675 3,500,000
2-15-03 250,000 7.00%94,963 344,963
8-15-03 86,213 86,213 431,175 3,250,000
2-15-04 300,000 6.00%86,213 386,213
8-15-04 77,213 77,213 463,425 2,950,000
2-15-05 300,000 5.10%77,213 377,213
8-15-05 69,563 69,563 446,775 2,650,000
2-15-06 300,000 5.25%69,563 369,563
8-16-06 61,688 61,688 431,250 2,350,000
2-15-07 300,000 5.25%61,688 361,688
8-15-07 53,813 53,813 415,500 2,050,000
2-15-08 300,000 5.25%53,813 353,813
8-15-08 45,938 45,938 399,750 1,750,000
2-15-09 350,000 5.25%45,938 395,938
8-15-09 36,750 36,750 432,688 1,400,000
2-15-10 350,000 5.25%36,750 386,750
8-15-10 27,563 27,563 414,313 1,050,000
2-15-11 350,000 5.25%27,563 377,563
8-15-11 18,375 18,375 395,938 700,000
2-15-12 350,000 5.25%18,375 368,375
8-15-12 9,188 9,188 377,563 350,000
2-15-13 350,000 5.25%9,188 359,188
8-15-13 0 0 359,188 0
Effective Interest Rate:5.5334%Moody's:Aaa
Net Interest Cost:$2,795,038 S & P's:AAA
Paying Agent: Texas Commerce Bank National Association
Underwriting Group:Merrill Lynch, Pierce, Ferris & Smith, Inc.
Robert W. Baird & Co., Inc.
Raymond James & Associates, Inc.
DLS Securities
Service Asset Management
Call Provisions: All Bonds maturing on or after February 15, 2006 are optional for redemption in whole or in part on
February 15, 2005 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of
the Bonds are redeemed at any time, the particular Bonds to be redeemed shall be selected by the City in integral
multiples of $5,000 within any one maturity.
J-3
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B and Refunding 1996 Series
Dec. 1, 1996 - $11,845,000
Streets, Sidewalks, and Traffic - $2,580,000; Drainage - $370,000; Library - $1,200,000;
Park - $1,150,000; Refund Series 1987 - $3,795,000; Refund Series 1989 G.O. - $1,350,000;
Refund Series 1991 G.O. - $1,425,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-02 875,000 6.50%216,964 1,091,964
8-15-02 188,526 188,526 1,280,490 7,050,000
2-15-03 880,000 6.50%188,526 1,068,526
8-16-03 159,926 159,926 1,228,453 6,170,000
2-16-04 1,100,000 4.70%159,926 1,259,926
8-15-04 134,076 134,076 1,394,003 5,070,000
2-15-05 640,000 4.80%134,076 774,076
8-15-05 118,716 118,716 892,793 4,430,000
2-15-06 420,000 4.90%118,716 538,716
8-15-06 108,426 108,426 647,143 4,010,000
2-15-07 450,000 5.05%108,426 558,426
8-15-07 97,064 97,064 655,490 3,560,000
2-15-08 460,000 5.05%97,064 557,064
8-15-08 85,449 85,449 642,513 3,100,000
2-15-09 465,000 5.15%85,449 550,449
8-15-09 73,475 73,475 623,924 2,635,000
2-15-10 270,000 5.25%73,475 343,475
8-15-10 66,388 66,388 409,863 2,365,000
2-15-11 285,000 5.35%66,388 351,388
8-15-11 58,764 58,764 410,151 2,080,000
2-15-12 300,000 5.45%58,764 358,764
8-15-12 50,589 50,589 409,353 1,780,000
2-15-13 315,000 5.50%50,589 365,589
8-15-13 41,926 41,926 407,515 1,465,000
2-15-14 335,000 5.50%41,926 376,926
8-15-14 32,714 32,714 409,640 1,130,000
2-15-15 355,000 5.55%32,714 387,714
8-15-15 22,863 22,863 410,576 775,000
2-15-16 375,000 5.90%22,863 397,863
8-15-16 11,800 11,800 409,663 400,000
2-15-17 400,000 5.90%11,800 411,800 411,800 0
Net Interest:5,458,206$ Moody's:Aaa
S & P's:AAA
Paying Agent: Texas Commerce Bank National Association
Call Provisions: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February
15, 2008 through and including february 15, 2015, in whole or in part in principal amounts of $5,000 or any integral
multiple thereof, on February 15, 2007, or any date thereafter, at the par value thereof plus accrued interest to the date
of redemption . The City reserves the right, at its option, to redeem the Term Bonds having a stated maturity date of
February 15,2017 and subject to mandatory redemption as described herein, in whole or in part in principal amounts of
$5,000 or any integral multiple thereof, on February 15, 1999, or any date thereafter, at the par value thereof plus
accrued interest to the date of redemption.
J-4
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. 1998 SERIES
April 1, 1998 - $6,200,000
Streets, Sidewalks, and Traffic - $3,303,000; Drainage Improvements - $462,000;
Library - $735,000; Land and Fire Station - $430,000; Parks - $1,270,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-02 240,000 6.50%149,278 389,278
8-15-02 141,478 141,478 530,756 5,515,000
2-15-03 255,000 6.50%141,478 396,478
8-15-03 133,191 133,191 529,669 5,260,000
2-15-04 265,000 6.50%133,191 398,191
8-15-04 124,578 124,578 522,769 4,995,000
2-15-05 280,000 6.50%124,578 404,578
8-15-05 115,478 115,478 520,056 4,715,000
2-15-06 295,000 4.50%115,478 410,478
8-15-06 108,841 108,841 519,319 4,420,000
2-15-07 310,000 4.55%108,841 418,841
8-15-07 101,788 101,788 520,629 4,110,000
2-15-08 325,000 4.65%101,788 426,788
8-15-08 94,232 94,232 521,020 3,785,000
2-15-09 340,000 4.70%94,232 434,232
8-15-09 86,242 86,242 520,474 3,445,000
2-15-10 360,000 4.75%86,242 446,242
8-15-10 77,692 77,692 523,934 3,085,000
2-15-11 380,000 4.85%77,692 457,692
8-15-11 68,477 68,477 526,169 2,705,000
2-15-12 395,000 5.00%68,477 463,477
8-15-12 58,602 58,602 522,079 2,310,000
2-15-13 415,000 5.00%58,602 473,602
8-15-13 48,227 48,227 521,829 1,895,000
2-15-14 440,000 5.00%48,227 488,227
8-15-14 37,227 37,227 525,454 1,455,000
2-15-15 460,000 5.10%37,227 497,227
8-15-15 25,497 25,497 522,724 995,000
2-15-16 485,000 5.13%25,497 510,497
8-15-16 13,069 13,069 523,566 510,000
2-15-17 510,000 5.13%13,069 523,069 523,069 0
Net Interest Cost:3,694,415$ Moody's:Aaa
S & P's:AAA
Paying Agent:Chase Bank of Texas
Call Provisions: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February
155, 2009, in whole or in part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 2008, or
any date thereafter, at the par value thereof plus accrued interest to the date of redemption.
J-5
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 1999
APRIL 15, 1999 - PRINCIPAL - $6,230,000
Streets - $2,707,000; Thoroughfare and Sidewalk Improvements - $220,000;
Traffic Management - $540,000; Drainage - $1,458,000; City Facilities - $275,000;
Park Improvements - $930,000; Fire Station Improvements - $100,000
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE
ON PAYMENT
DATE
TOTAL
DUE EACH
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
6,230,000
2-15-02 250,000 3.7000%129,721 379,721
8-15-02 125,096 125,096 504,818 5,595,000
2-15-03 260,000 3.8000%125,096 385,096
8-15-03 120,156 120,156 505,253 5,335,000
2-15-04 275,000 3.9000%120,156 395,156
8-15-04 114,794 114,794 509,950 5,060,000
2-15-05 290,000 4.0000%114,794 404,794
8-15-05 108,994 108,994 513,788 4,770,000
2-15-06 300,000 4.0000%108,994 408,994
8-15-06 102,994 102,994 511,988 4,470,000
2-15-07 320,000 4.1000%102,994 422,994
8-15-07 96,434 96,434 519,428 4,150,000
2-15-08 335,000 5.0000%96,434 431,434
8-15-08 88,059 88,059 519,493 3,815,000
2-15-09 350,000 5.4000%88,059 438,059
8-15-09 78,609 78,609 516,668 3,465,000
2-15-10 365,000 4.2500%78,609 443,609
8-15-10 70,853 70,853 514,461 3,100,000
2-15-11 385,000 4.3000%70,853 455,853
8-15-11 62,575 62,575 518,428 2,715,000
2-15-12 400,000 4.4000%62,575 462,575
8-15-12 53,775 53,775 516,350 2,315,000
2-15-13 420,000 4.5000%53,775 473,775
8-15-13 44,325 44,325 518,100 1,895,000
2-15-14 440,000 4.6000%44,325 484,325
8-15-14 34,205 34,205 518,530 1,455,000
2-15-15 460,000 4.6500%34,205 494,205
8-15-15 23,510 23,510 517,715 995,000
2-15-16 485,000 4.7000%23,510 508,510
8-15-16 12,113 12,113 520,623 510,000
2-15-17 510,000 4.7500%12,113 522,113 522,113 0
Interest Cost:3,027,827$ Moody's:Aaa
S & P's:AAA
Paying Agent:Chase Bank of Texas
Call Provisions: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February
15, 2010, in whole or in part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 2009, or any
date thereafter, at the par value thereof plus accrued interest to the date of redemption.
J-6
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2000
April 13, 2000 - $8,460,000
Streets - $4,690,000; Traffic Management - $1,100,000
Parks - $1,570,000; Sidewalks and Bike Trails - $290,000; Fire Station 2 - $810,000
DATE
ESTIMATED
PRINCIPAL
AMOUNT
ESTIMATED
INTEREST RATE
ESTIMATED
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
ESTIMATED
PRINCIPAL AMOUNT
OUTSTANDING
8,460,000
2-15-02 675,000 7.00%223,290 898,290
8-15-02 199,665 199,665 1,097,955 7,210,000
2-15-03 295,000 7.00%199,665 494,665
8-15-03 189,340 189,340 684,005 6,915,000
2-15-04 310,000 7.00%189,340 499,340
8-15-04 178,490 178,490 677,830 6,605,000
2-15-05 325,000 7.00%178,490 503,490
8-15-05 167,115 167,115 670,605 6,280,000
2-15-06 340,000 5.25%167,115 507,115
8-15-06 158,190 158,190 665,305 5,940,000
2-15-07 360,000 5.00%158,190 518,190
8-15-07 149,190 149,190 667,380 5,580,000
2-15-08 380,000 5.00%149,190 529,190
8-15-08 139,690 139,690 668,880 5,200,000
2-15-09 400,000 5.10%139,690 539,690
8-15-09 129,490 129,490 669,180 4,800,000
2-15-10 420,000 5.15%129,490 549,490
8-15-10 118,675 118,675 668,165 4,380,000
2-15-11 445,000 5.20%118,675 563,675
8-15-11 107,105 107,105 670,780 3,935,000
2-15-12 470,000 5.30%107,105 577,105
8-15-12 94,650 94,650 671,755 3,465,000
2-15-13 500,000 5.35%94,650 594,650
8-15-13 81,275 81,275 675,925 2,965,000
2-15-14 525,000 5.40%81,275 606,275
8-15-14 67,100 67,100 673,375 2,440,000
2-15-15 560,000 5.50%67,100 627,100
8-15-15 51,700 51,700 678,800 1,880,000
2-15-16 590,000 5.50%51,700 641,700
8-15-16 35,475 35,475 677,175 1,290,000
2-15-17 625,000 5.50%35,475 660,475
8-15-17 18,288 18,288 678,763 665,000
2-15-18 665,000 5.50%18,288 683,288 683,288 0
Interest Cost:4,642,079$ Moody's:Aaa
S & P's:AAA
Paying Agent:Chase Bank of Texas
Call Provisions: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February 15, 2011, in whole or in
part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 2010, or any date thereafter, at the par value thereof plus
accrued interest to the date of redemption.
J-7
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2001 ESTIMATE
PRINCIPAL - $7,675,000 AT 6.0% INTEREST
DATE
ESTIMATED
PRINCIPAL
AMOUNT
ESTIMATED
INTEREST RATE
ESTIMATED
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
ESTIMATED
PRINCIPAL AMOUNT
OUTSTANDING
7,675,000
2-15-02 250,000 6.00%230,250 480,250
8-15-02 222,750 222,750 703,000 7,425,000
2-15-03 265,000 6.00%222,750 487,750
8-15-03 214,800 214,800 702,550 7,160,000
2-15-04 280,000 6.00%214,800 494,800
8-15-04 206,400 206,400 701,200 6,880,000
2-15-05 295,000 6.00%206,400 501,400
8-15-05 197,550 197,550 698,950 6,585,000
2-15-06 315,000 6.00%197,550 512,550
8-15-06 188,100 188,100 700,650 6,270,000
2-15-07 330,000 6.00%188,100 518,100
8-15-07 178,200 178,200 696,300 5,940,000
2-15-08 350,000 6.00%178,200 528,200
8-15-08 167,700 167,700 695,900 5,590,000
2-15-09 375,000 6.00%167,700 542,700
8-15-09 156,450 156,450 699,150 5,215,000
2-15-10 395,000 6.00%156,450 551,450
8-15-10 144,600 144,600 696,050 4,820,000
2-15-11 420,000 6.00%144,600 564,600
8-15-11 132,000 132,000 696,600 4,400,000
2-15-12 445,000 6.00%132,000 577,000
8-15-12 118,650 118,650 695,650 3,955,000
2-15-13 470,000 6.00%118,650 588,650
8-15-13 104,550 104,550 693,200 3,485,000
2-15-14 500,000 6.00%104,550 604,550
8-15-14 89,550 89,550 694,100 2,985,000
2-15-15 530,000 6.00%89,550 619,550
8-15-15 73,650 73,650 693,200 2,455,000
2-15-16 560,000 6.00%73,650 633,650
8-15-16 56,850 56,850 690,500 1,895,000
2-15-17 595,000 6.00%56,850 651,850
8-15-17 39,000 39,000 690,850 1,300,000
2-15-18 630,000 6.00%39,000 669,000
8-15-18 20,100 20,100 689,100 670,000
2-15-19 670,000 6.00%20,100 690,100
J-8
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2002 ESTIMATE
PRINCIPAL - $3,828,000 AT 6.0% INTEREST
DATE
ESTIMATED
PRINCIPAL
AMOUNT
ESTIMATED
INTEREST RATE
ESTIMATED
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
ESTIMATED
PRINCIPAL AMOUNT
OUTSTANDING
3,828,000
2-15-03 123,900 6.00%114,840 238,740
8-15-03 111,123 111,123 349,863 3,704,100
2-15-04 131,300 6.00%111,123 242,423
8-15-04 107,184 107,184 349,607 3,572,800
2-15-05 139,200 6.00%107,184 246,384
8-15-05 103,008 103,008 349,392 3,433,600
2-15-06 147,500 6.00%103,008 250,508
8-15-06 98,583 98,583 349,091 3,286,100
2-15-07 156,400 6.00%98,583 254,983
8-15-07 93,891 93,891 348,874 3,129,700
2-15-08 165,800 6.00%93,891 259,691
8-15-08 88,917 88,917 348,608 2,963,900
2-15-09 175,700 6.00%88,917 264,617
8-15-09 83,646 83,646 348,263 2,788,200
2-15-10 186,200 6.00%83,646 269,846
8-15-10 78,060 78,060 347,906 2,602,000
2-15-11 197,400 6.00%78,060 275,460
8-15-11 72,138 72,138 347,598 2,404,600
2-15-12 209,300 6.00%72,138 281,438
8-15-12 65,859 65,859 347,297 2,195,300
2-15-13 221,800 6.00%65,859 287,659
8-15-13 59,205 59,205 346,864 1,973,500
2-15-14 235,100 6.00%59,205 294,305
8-15-14 52,152 52,152 346,457 1,738,400
2-15-15 249,200 6.00%52,152 301,352
8-15-15 44,676 44,676 346,028 1,489,200
2-15-16 264,200 6.00%44,676 308,876
8-15-16 36,750 36,750 345,626 1,225,000
2-15-17 280,000 6.00%36,750 316,750
8-15-17 28,350 28,350 345,100 945,000
2-15-18 296,800 6.00%28,350 325,150
8-15-18 19,446 19,446 344,596 648,200
2-15-19 314,700 6.00%19,446 334,146
8-15-19 10,005 10,005 344,151 333,500
2-15-20 333,500 6.00%10,005 343,505 343,505 0
J-9
CERTIFICATES
OF
OBLIGATION
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates Of Obligation, SERIES 1998
April 1, 1998, $5,500,000
Convention Center
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT
DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
02/15/2002 215,000 7.30%135,376 350,376
08/15/2002 127,529 127,529 477,905 4,890,000
02/15/2003 225,000 7.30%127,529 352,529
08/15/2003 119,316 119,316 471,845 4,665,000
02/15/2004 235,000 7.30%119,316 354,316
08/15/2004 110,739 110,739 465,055 4,430,000
02/15/2005 250,000 4.55%110,739 360,739
08/15/2005 105,051 105,051 465,790 4,180,000
02/15/2006 260,000 4.60%105,051 365,051
08/15/2006 99,071 99,071 464,123 3,920,000
02/15/2007 275,000 4.70%99,071 374,071
08/15/2007 92,609 92,609 466,680 3,645,000
02/15/2008 290,000 4.80%92,609 382,609
08/15/2008 85,649 85,649 468,258 3,355,000
02/15/2009 300,000 4.90%85,649 385,649
08/15/2009 78,299 78,299 463,948 3,055,000
02/15/2010 320,000 5.00%78,299 398,299
08/15/2010 70,299 70,299 468,598 2,735,000
02/15/2011 335,000 5.05%70,299 405,299
08/15/2011 61,840 61,840 467,139 2,400,000
02/15/2012 350,000 5.10%61,840 411,840
08/15/2012 52,915 52,915 464,755 2,050,000
02/15/2013 370,000 5.10%52,915 422,915
08/15/2013 43,480 43,480 466,395 1,680,000
02/15/2014 390,000 5.15%43,480 433,480
08/15/2014 33,438 33,438 466,918 1,290,000
02/15/2015 410,000 5.15%33,438 443,438
08/15/2015 22,880 22,880 466,318 880,000
02/15/2016 430,000 5.20%22,880 452,880
08/15/2016 11,700 11,700 464,580 450,000
02/15/2017 450,000 5.20%11,700 461,700 461,700 0
T.I.C.:5.2202%Moody's:Aaa
Net Interest:3,346,627$ S.&P.'s:AAA
Paying Agent:First Interstate Bank of Texas, N.A., Houston
Call Provisions: The City reserves the right, at its option, to redeem Certificates having stated maturates on and after
February 15, 2004, in whole or in part in principal amounts of $5,000 or any integral multiple thereof, on February 15,
2003, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption.
J-10
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 1999
April 15, 1999 - $850,000
Street Projects
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
02/15/2002 250,000 3.75%4,688 254,688 254,688 0
Net Interest:55,708$ Moody's:A1
S & P's:A+
Paying Agent:Chase Bank of Texas
Call Provisions: None
J-11
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE EACH
FISCAL YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-02 335,000 7.00%106,663 441,663
8-15-02 94,938 94,938 536,601 3,445,000
2-15-03 340,000 7.00%94,938 434,938
8-15-03 83,038 83,038 517,976 3,105,000
2-15-04 340,000 6.00%83,038 423,038
8-15-04 72,838 72,838 495,876 2,765,000
2-15-05 345,000 5.00%72,838 417,838
8-15-05 64,213 64,213 482,051 2,420,000
2-15-06 130,000 5.00%64,213 194,213
8-15-06 60,963 60,963 255,176 2,290,000
2-15-07 140,000 5.00%60,963 200,963
8-15-07 57,463 57,463 258,426 2,150,000
2-15-08 145,000 5.00%57,463 202,463
8-15-08 53,838 53,838 256,301 2,005,000
2-15-09 155,000 5.10%53,838 208,838
8-15-09 49,886 49,886 258,724 1,850,000
2-15-10 165,000 5.13%49,886 214,886
8-15-10 45,658 45,658 260,543 1,685,000
2-15-11 170,000 5.20%45,658 215,658
8-15-11 41,238 41,238 256,895 1,515,000
2-15-12 180,000 5.30%41,238 221,238
8-15-12 36,468 36,468 257,705 1,335,000
2-15-13 190,000 5.35%36,468 226,468
8-15-13 31,385 31,385 257,853 1,145,000
2-15-14 205,000 5.40%31,385 236,385
8-15-14 25,850 25,850 262,235 940,000
2-15-15 215,000 5.50%25,850 240,850
8-15-15 19,938 19,938 260,788 725,000
2-15-16 230,000 5.50%19,938 249,938
8-15-16 13,613 13,613 263,550 495,000
2-15-17 240,000 5.50%13,613 253,613
8-15-17 7,013 7,013 260,625 255,000
2-15-18 255,000 5.50%7,013 262,013 262,013 0
Net Interest:1,932,554$ Moody's:Aaa
S & P's:AAA
Paying Agent:Chase Bank of Texas
Technology and Fiber Optic Projects - $348,000; Business Park - $250,000; Fire Station #2 - $210,000
Call Provisions: The City reserves the right, at its option, to redeem Obligations having stated maturates on and after
February 15, 2011, in whole or in part in principal amounts of $5,000 or any integral multiple thereof, on February 15,
2010, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2000
April 13, 2000 - $4,050,000
Street Projects - $2,390,000; Park Projects - $726,000
Neighborhood CIP - $50,000; Debt Issuance - $76,000
J-12
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2000 A
Principal - $8,100,000
Debt Issuance - $115,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
8,100,000
2-15-02 510,000 4.75%208,326 718,326
8-15-02 196,214 196,214 914,540 7,300,000
2-15-03 535,000 4.75%196,214 731,214
8-15-03 183,508 183,508 914,721 6,765,000
2-15-04 560,000 5.70%183,508 743,508
8-15-04 167,548 167,548 911,055 6,205,000
2-15-05 590,000 6.75%167,548 757,548
8-15-05 147,635 147,635 905,183 5,615,000
2-15-06 250,000 6.75%147,635 397,635
8-15-06 139,198 139,198 536,833 5,365,000
2-15-07 265,000 4.75%139,198 404,198
8-15-07 132,904 132,904 537,101 5,100,000
2-15-08 280,000 4.75%132,904 412,904
8-15-08 126,254 126,254 539,158 4,820,000
2-15-09 290,000 4.80%126,254 416,254
8-15-09 119,294 119,294 535,548 4,530,000
2-15-10 310,000 4.85%119,294 429,294
8-15-10 111,776 111,776 541,070 4,220,000
2-15-11 325,000 4.90%111,776 436,776
8-15-11 103,814 103,814 540,590 3,895,000
2-15-12 340,000 5.00%103,814 443,814
8-15-12 95,314 95,314 539,128 3,555,000
2-15-13 360,000 5.10%95,314 455,314
8-15-13 86,134 86,134 541,448 3,195,000
2-15-14 380,000 5.20%86,134 466,134
8-15-14 76,254 76,254 542,388 2,815,000
2-15-15 405,000 5.25%76,254 481,254
8-15-15 65,623 65,623 546,876 2,410,000
2-15-16 425,000 5.30%65,623 490,623
8-15-16 54,360 54,360 544,983 1,985,000
2-15-17 455,000 5.40%54,360 509,360
8-15-17 42,075 42,075 551,435 1,530,000
2-15-18 480,000 5.50%42,075 522,075
8-15-18 28,875 28,875 550,950 1,050,000
2-15-19 510,000 5.50%28,875 538,875
8-15-19 14,850 14,850 553,725 540,000
2-15-20 540,000 5.50%14,850 554,850 554,850 0
Interest:4,141,330$
Northgate Parking Garage - $6,385,000; Land Acquisition - $1,600,000
J-15
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2001
Principal - $2,540,000 Interest Rate - 5.00%
Neighborhood CIP - $75,000; 2nd Street - $390,000; Debt Issuance - $32,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-02 320,000 5.00%115,354 435,354
8-15-02 69,213 69,213 504,567 2,220,000
2-15-03 380,000 5.25%61,213 441,213
8-15-03 51,238 51,238 492,450 1,840,000
2-15-04 400,000 5.50%51,238 451,238
8-15-04 40,238 40,238 491,475 1,440,000
2-15-05 420,000 5.75%40,238 460,238
8-15-05 28,163 28,163 488,400 1,020,000
2-15-06 450,000 5.75%28,163 478,163
8-15-06 15,225 15,225 493,388 570,000
2-15-07 25,000 5.00%15,225 40,225
8-15-07 14,600 14,600 54,825 545,000
2-15-08 25,000 5.00%14,600 39,600
8-15-08 13,975 13,975 53,575 520,000
2-15-09 30,000 5.00%13,975 43,975
8-15-09 13,225 13,225 57,200 490,000
2-15-10 30,000 5.10%13,225 43,225
8-15-10 12,460 12,460 55,685 460,000
2-15-11 30,000 5.13%12,460 42,460
8-15-11 11,691 11,691 54,151 430,000
2-15-12 35,000 5.20%11,691 46,691
8-15-12 10,781 10,781 57,473 395,000
2-15-13 35,000 5.30%10,781 45,781
8-15-13 9,854 9,854 55,635 360,000
2-15-14 35,000 5.35%9,854 44,854
8-15-14 8,918 8,918 53,771 325,000
2-15-15 40,000 5.40%8,918 48,918
8-15-15 7,838 7,838 56,755 285,000
2-15-16 40,000 5.50%7,838 47,838
8-15-16 6,738 6,738 54,575 245,000
2-15-17 45,000 5.50%6,738 51,738
8-15-17 5,500 5,500 57,238 200,000
2-15-18 45,000 5.50%5,500 50,500
8-15-18 4,263 4,263 54,763 155,000
2-15-19 50,000 5.50%4,263 54,263
8-15-19 2,888 2,888 57,150 105,000
2-15-20 50,000 5.50%2,888 52,888
8-15-20 1,513 1,513 54,400 55,000
2-15-21 55,000 5.50%1,513 56,513 56,513 0
Net Interest:755,187$
Technology and Fiber Optic Projects - $1,843,000; Business Park - $200,000
J-13
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2002 Estimate
Principal- $9,367,000 at 6% Interest
Neighborhood CIP - $75,000; 2nd Street - $225,000
Interim CIP - $9,000,000
PAYMENT
DATE
ESTIMATE
PRINCIPAL
AMOUNT
ESTIMATE
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE EACH
FISCAL YEAR
ESTIMATE
PRINCIPAL
AMOUNT
OUTSTANDING
9,367,000
2-15-03 450,000 5.50%257,593 707,593
2-15-03 245,218 245,218 952,810 8,917,000
2-15-04 450,000 5.50%245,218 695,218
8-15-04 232,843 232,843 928,060 8,467,000
2-15-05 450,000 5.50%232,843 682,843
8-15-05 220,468 220,468 903,310 8,017,000
2-15-06 450,000 5.50%220,468 670,468
8-15-06 208,093 208,093 878,560 7,567,000
2-15-07 450,000 5.50%208,093 658,093
8-15-07 195,718 195,718 853,810 7,117,000
2-15-08 450,000 5.50%195,718 645,718
8-15-08 183,343 183,343 829,060 6,667,000
2-15-09 450,000 5.50%183,343 633,343
8-15-09 170,968 170,968 804,310 6,217,000
2-15-10 450,000 5.50%170,968 620,968
8-15-10 158,593 158,593 779,560 5,767,000
2-15-11 450,000 5.50%158,593 608,593
8-15-11 146,218 146,218 754,810 5,317,000
2-15-12 450,000 5.50%146,218 596,218
8-15-12 133,843 133,843 730,060 4,867,000
2-15-13 450,000 5.50%133,843 583,843
8-15-13 121,468 121,468 705,310 4,417,000
2-15-14 450,000 5.50%121,468 571,468
8-15-14 109,093 109,093 680,560 3,967,000
2-15-15 450,000 5.50%109,093 559,093
8-15-15 96,718 96,718 655,810 3,517,000
2-15-16 450,000 5.50%96,718 546,718
8-15-16 84,343 84,343 631,060 3,067,000
2-15-17 450,000 5.50%84,343 534,343
8-15-17 71,968 71,968 606,310 2,617,000
2-15-18 450,000 5.50%71,968 521,968
8-15-18 59,593 59,593 581,560 2,167,000
2-15-19 450,000 5.50%59,593 509,593
8-15-19 47,218 47,218 556,810 1,717,000
2-15-20 450,000 5.50%47,218 497,218
8-15-20 34,843 34,843 532,060 1,267,000
2-15-21 450,000 5.50%34,843 484,843
8-15-21 22,468 22,468 507,310 817,000
2-15-22 450,000 5.50%22,468 472,468
8-15-22 10,093 10,093 482,560 367,000
2-15-23 367,000 5.50%10,093 377,093 0
Net Interest:5,499,918$
Technology and Fiber Optic Projects - $67,000;
J-14
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2002 Estimate
Principal- $2,300,000 at 6% Interest
PAYMENT
DATE
ESTIMATE
PRINCIPAL
AMOUNT
ESTIMATE
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
ESTIMATE
PRINCIPAL
AMOUNT
OUTSTANDING
2,300,000
2-15-03 385,000 5.50%75,850 460,850
2-15-03 65,263 65,263 526,113 1,915,000
2-15-04 385,000 5.50%65,263 450,263
8-15-04 54,675 54,675 504,938 1,530,000
2-15-05 355,000 5.50%54,675 409,675
8-15-05 44,913 44,913 454,588 1,175,000
2-15-06 355,000 5.50%44,913 399,913
8-15-06 35,150 35,150 435,063 820,000
2-15-07 335,000 5.50%35,150 370,150
8-15-07 25,938 25,938 396,088 485,000
2-15-08 250,000 5.50%25,938 275,938
8-15-08 19,063 19,063 295,000 235,000
2-15-09 235,000 5.50%19,063 254,063 0
Net Interest:641,700$
Wolf Pen Creek Projects - $2,300,000
J-14
UTILITY
REVENUE BONDS
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
UTILITY REVENUE BONDS
ALL SERIES THROUGH 2001
FISCAL
YEAR PRINCIPAL INTEREST
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
OUTSTANDING
OCT. 1
FY02 4,952,500 4,957,359 9,909,859 88,284,750
FY03 5,035,250 4,672,765 9,708,015 83,332,250
FY04 5,140,750 4,386,680 9,527,430 78,297,000
FY05 5,403,500 4,086,721 9,490,221 73,156,250
FY06 5,511,250 3,776,231 9,287,481 67,752,750
FY07 4,892,750 3,489,094 8,381,844 62,241,500
FY08 5,043,750 3,221,771 8,265,521 57,348,750
FY09 5,177,000 2,944,324 8,121,324 52,305,000
FY10 5,350,750 2,655,990 8,006,740 47,128,000
FY11 5,516,750 2,356,082 7,872,832 41,777,250
FY12 5,710,500 2,043,859 7,754,359 36,260,500
FY13 5,894,250 1,720,566 7,614,816 30,550,000
FY14 5,660,500 1,399,130 7,059,630 24,655,750
FY15 4,546,000 1,117,310 5,663,310 18,995,250
FY16 4,787,500 861,597 5,649,097 14,449,250
FY17 4,576,750 604,814 5,181,564 9,661,750
FY18 3,415,000 385,413 3,800,413 5,085,000
FY 19 1,670,000 245,575 1,915,575 1,670,000
Utility Revenue Bond Debt Service
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
FY02FY03FY04FY05FY06FY07FY08FY09FY10FY11FY12FY13FY14FY15FY16FY17FY18FY 19PRINCIPAL INTEREST
J-14
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds, 1993 SERIES
June 30, 1993 - $5,850,000
Electric Projects - $1,000,000; Sewer Projects $3,700,000;
Refunding Bonds (Series 1985) - $1,150,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-1-02 250,000 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%61,688 311,688
8-1-05 55,125 55,125 366,813 2,000,000
2-1-06 250,000 5.40%55,125 305,125
8-1-06 48,375 48,375 353,500 1,750,000
2-1-07 250,000 5.40%48,375 298,375
8-1-07 41,625 41,625 340,000 1,500,000
2-1-08 250,000 5.50%41,625 291,625
8-1-08 34,750 34,750 326,375 1,250,000
2-1-09 250,000 5.50%34,750 284,750
8-1-09 27,875 27,875 312,625 1,000,000
2-1-10 250,000 5.50%27,875 277,875
8-1-10 21,000 21,000 298,875 750,000
2-1-11 250,000 5.60%21,000 271,000
8-1-11 14,000 14,000 285,000 500,000
2-1-12 250,000 5.60%14,000 264,000
8-1-12 7,000 7,000 271,000 250,000
2-1-13 250,000 5.60%7,000 257,000 257,000 0
Net Interest Cost:$2,982,148 Moody's:Aaa
S & P's:AAA
Paying Agent:Texas Commerce Bank National Association, Houston, TX
Underwriting Group:Rauscher Pierce Refsnes, Inc.
Masterson Moreland Sauer Whisman, Inc.
Alex. Brown & Sons, Inc.
Call Provisions: All Bonds maturing on or after February 1, 2004 are optional for redemptionm in whole or in part on
February 1, 2003 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of the
Bonds are redeemed at any time, the particular Bonds to be redeemed shall be selected by the City in integral multiples of
$5,000 within any one maturity.
J-15
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds - SERIES 1994
October 1, 1994, $16,500,000
Electric Projects $6,500,000; Wastewater Project $10,000,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-1-02 825,000 6.40%317,831 1,142,831
8-1-02 291,431 291,431 1,434,263 9,900,000
2-1-03 825,000 5.40%291,431 1,116,431
8-1-03 269,156 269,156 1,385,588 9,075,000
2-1-04 825,000 5.50%269,156 1,094,156
8-1-04 246,469 246,469 1,340,625 8,250,000
2-1-05 825,000 5.70%246,469 1,071,469
8-1-05 222,956 222,956 1,294,425 7,425,000
2-1-06 825,000 5.75%222,956 1,047,956
8-1-06 199,238 199,238 1,247,194 6,600,000
2-1-07 825,000 5.85%199,238 1,024,238
8-1-07 175,106 175,106 1,199,344 5,775,000
2-1-08 825,000 5.90%175,106 1,000,106
8-1-08 150,769 150,769 1,150,875 4,950,000
2-1-09 825,000 6.00%150,769 975,769
8-1-09 126,019 126,019 1,101,788 4,125,000
2-1-10 825,000 6.10%126,019 951,019
8-1-10 100,856 100,856 1,051,875 3,300,000
2-1-11 825,000 6.15%100,856 925,856
8-1-11 75,488 75,488 1,001,344 2,475,000
2-1-12 825,000 6.20%75,488 900,488
8-1-12 49,913 49,913 950,400 1,650,000
2-1-13 825,000 6.10%49,913 874,913
8-1-14 24,750 24,750 899,663 825,000
2-1-14 825,000 6.00%24,750 849,750 849,750 0
Net Interest Cost:$9,757,825 Moody's:Aaa
Effective Interest Rate:6.0140%S & P's:AAA
Paying Agent:Texas Commerce Bank, N.A.
Underwriting Group:Prudential Securities, Inc.
Call Provisions: All Bonds maturing on or after February 1, 2005 are optional for redemption in whole or in part on February 1,
2004 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of the Bonds are
redeemed at any time, the particular Bonds to be redeemed shall be selected by the City in integral multiples of $5,000 within any
one maturity.
J-16
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds - SERIES 1995
August 1, 1995, $6,000,000
Electric Projects - $3,000,000; Water Projects - $1,800,000;
Wastewater Projects - $1,200,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-1-02 300,000 6.25%127,425 427,425
8-1-02 118,050 118,050 545,475 4,200,000
2-1-03 300,000 6.25%118,050 418,050
8-1-03 108,675 108,675 526,725 3,900,000
2-1-04 300,000 6.25%108,675 408,675
8-1-04 99,300 99,300 507,975 3,600,000
2-1-05 300,000 6.25%99,300 399,300
8-1-05 89,925 89,925 489,225 3,300,000
2-1-06 300,000 5.25%89,925 389,925
8-1-06 82,050 82,050 471,975 3,000,000
2-1-07 300,000 5.30%82,050 382,050
8-1-07 74,100 74,100 456,150 2,700,000
2-1-08 300,000 5.40%74,100 374,100
8-1-08 66,000 66,000 440,100 2,400,000
2-1-09 300,000 5.50%66,000 366,000
8-1-09 57,750 57,750 423,750 2,100,000
2-1-10 300,000 5.50%57,750 357,750
8-1-10 49,500 49,500 407,250 1,800,000
2-1-11 300,000 5.50%49,500 349,500
8-1-11 41,250 41,250 390,750 1,500,000
2-1-12 300,000 5.50%41,250 341,250
8-1-12 33,000 33,000 374,250 1,200,000
2-1-13 300,000 5.50%33,000 333,000
8-1-13 24,750 24,750 357,750 900,000
2-1-14 300,000 5.50%24,750 324,750
8-1-14 16,500 16,500 341,250 600,000
2-1-15 300,000 5.50%16,500 316,500
8-1-15 8,250 8,250 324,750 300,000
2-1-16 300,000 5.50%8,250 308,250 308,250 0
Net Interest Cost:$3,722,850 Moody's:Aaa
Effective Interest Rate:5.64%S & P's:AAA
Paying Agent & Registrar: Texas Commerce National Bank National Association
Underwriting Group:Merrill Lynch, Pierce, Ferris & Smith, Inc.
Robert W. Baird & Co., Inc.
Raymond james & Associates, Inc.
DLS Securities
Service Asset Management
Call Provisions: All Bonds maturing on or after February 1, 2006 are optional for redemption in whole or in part on
February 1, 2005 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of the
Bonds are redeemed at any time, the particular Bonds to be redeemed shall be selected by the City in integral multiples of
$5,000 within any one maturity.
J-17
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds - SERIES 1996
December 1, 1996, $10,110,000
Electric Projects - $3,700,000; Water Projects - $3,200,000;
Wastewater Projects - $500,000; Refunding (URB SERIES 1990, Years 2001 - 2006) - $2,710,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-1-02 685,000 4.50%220,838 905,838
8-1-02 205,425 205,425 1,111,263 7,965,000
2-1-03 690,000 4.60%205,425 895,425
8-1-03 189,555 189,555 1,084,980 7,275,000
2-1-04 700,000 4.70%189,555 889,555
8-1-04 173,105 173,105 1,062,660 6,575,000
2-1-05 805,000 4.80%173,105 978,105
8-1-05 153,785 153,785 1,131,890 5,770,000
2-1-06 810,000 4.90%153,785 963,785
8-1-06 133,940 133,940 1,097,725 4,960,000
2-1-07 340,000 5.05%133,940 473,940
8-1-07 125,355 125,355 599,295 4,620,000
2-1-08 360,000 5.05%125,355 485,355
8-1-08 116,265 116,265 601,620 4,260,000
2-1-09 375,000 5.15%116,265 491,265
8-1-09 106,609 106,609 597,874 3,885,000
2-1-10 400,000 5.25%106,609 506,609
8-1-10 96,109 96,109 602,718 3,485,000
2-1-11 420,000 5.35%96,109 516,109
8-1-11 84,874 84,874 600,983 3,065,000
2-1-12 445,000 5.45%84,874 529,874
8-1-12 72,748 72,748 602,621 2,620,000
2-1-13 470,000 5.50%72,748 542,748
8-1-13 59,823 59,823 602,570 2,150,000
2-1-14 495,000 5.50%59,823 554,823
8-1-14 46,210 46,210 601,033 1,655,000
2-1-15 520,000 5.55%46,210 566,210
8-1-15 31,780 31,780 597,990 1,135,000
2-1-16 550,000 5.60%31,780 581,780
8-1-16 16,380 16,380 598,160 585,000
2-1-17 585,000 5.60%16,380 601,380 617,760 0
Net Interest Cost:5,702,533$ Moody's:Aaa
S & P's:AAA
Paying Agent:Texas Commerce Bank National Association
Underwriters:Southwest Securities
Rauscher Pierce Refsnes, Inc.
Coastal Securities
Call Provisions: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February 1,
2008 through and including February 1, 2017, in whole or in part in principal amounts of $5,000 or any integral multiple
thereof, on February 1, 2007, or any date thereafter, at the par value thereof plus accrued interest to the date of
redemption.
J-18
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds - SERIES 1998
April 1, 1998, $2,700,000
WasteWater Projects
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-1-01 105,000 6.500%69,095 174,095
8-1-01 65,683 65,683 239,778 2,495,000
2-1-02 110,000 6.500%65,683 175,683
8-1-02 62,108 62,108 237,790 2,385,000
2-1-03 110,000 6.500%62,108 172,108
8-1-03 58,533 58,533 230,640 2,275,000
2-1-04 115,000 6.500%58,533 173,533
8-1-04 54,795 54,795 228,328 2,160,000
2-1-05 125,000 6.500%54,795 179,795
8-1-05 50,733 50,733 230,528 2,035,000
2-1-06 130,000 5.625%50,733 180,733
8-1-06 47,076 47,076 227,809 1,905,000
2-1-07 135,000 4.550%47,076 182,076
8-1-07 44,005 44,005 226,081 1,770,000
2-1-08 140,000 4.650%44,005 184,005
8-1-08 40,750 40,750 224,755 1,630,000
2-1-09 145,000 4.750%40,750 185,750
8-1-09 37,306 37,306 223,056 1,485,000
2-1-10 155,000 4.800%37,306 192,306
8-1-10 33,586 33,586 225,893 1,330,000
2-1-11 160,000 4.900%33,586 193,586
8-1-11 29,666 29,666 223,253 1,170,000
2-1-12 170,000 5.000%29,666 199,666
8-1-12 25,416 25,416 225,083 1,000,000
2-1-13 180,000 5.000%25,416 205,416
8-1-13 20,916 20,916 226,333 820,000
2-1-14 190,000 5.050%20,916 210,916
8-1-14 16,119 16,119 227,035 630,000
2-1-15 200,000 5.100%16,119 216,119
8-1-15 11,019 11,019 227,138 430,000
2-1-16 210,000 5.125%11,019 221,019
8-1-16 5,638 5,638 226,656 220,000
2-1-17 220,000 5.125%5,638 225,638 225,638 0
Net Interest Cost:1,610,150$ Moody's:Aaa
S & P's:AAA
Paying Agent:Chase Bank of Texas National Association
Underwriting Group:First SouthwestPaying Agent: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February 1,
2009, in whole or in part in principal amounts of $5,000 or any integral multiple thereof, on February 1, 2008, or any date
thereafter, at the par value thereof plus accrued interest to the date of redemption. If less than all the Bonds are to be
redeemed, the City may select the maturities of Bonds to be redeemed. If less than all the Bonds of any maturity are to be
redeemed, the Paying Agent/Registrar will determine by lot the Bonds, or portions thereof, within such maturity to be
redeemed.
J-19
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds - SERIES 2000
April 13, 2000 - $10,500,000
Water Projects - $4,500,000; Wastewater Projects - $6,000,000
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
10,500,000
2-15-02 385,000 7.00%292,045 677,045
8-15-02 278,570 278,570 955,615 9,930,000
2-15-03 405,000 7.00%278,570 683,570
8-15-03 264,395 264,395 947,965 9,525,000
2-15-04 425,000 7.00%264,395 689,395
8-15-04 249,520 249,520 938,915 9,100,000
2-15-05 445,000 7.00%249,520 694,520
8-15-05 233,945 233,945 928,465 8,655,000
2-15-06 470,000 7.00%233,945 703,945
8-15-06 217,495 217,495 921,440 8,185,000
2-15-07 495,000 5.00%217,495 712,495
8-15-07 205,120 205,120 917,615 7,690,000
2-15-08 525,000 5.00%205,120 730,120
8-15-08 191,995 191,995 922,115 7,165,000
2-15-09 550,000 5.10%191,995 741,995
8-15-09 177,970 177,970 919,965 6,615,000
2-15-10 580,000 5.10%177,970 757,970
8-15-10 163,180 163,180 921,150 6,035,000
2-15-11 615,000 5.20%163,180 778,180
8-15-11 147,190 147,190 925,370 5,420,000
2-15-12 650,000 5.25%147,190 797,190
8-15-12 130,128 130,128 927,318 4,770,000
2-15-13 685,000 5.30%130,128 815,128
8-15-13 111,975 111,975 927,103 4,085,000
2-15-14 725,000 5.40%111,975 836,975
8-15-14 92,400 92,400 929,375 3,360,000
2-15-15 770,000 5.50%92,400 862,400
8-15-15 71,225 71,225 933,625 2,590,000
2-15-16 815,000 5.50%71,225 886,225
8-15-16 48,813 48,813 935,038 1,775,000
2-15-17 865,000 5.50%48,813 913,813
8-15-17 25,025 25,025 938,838 910,000
2-15-18 910,000 5.50%25,025 935,025 935,025 0
Net Interest Cost:6,099,459$ Moody's:Aaa
S & P's:AAA
Paying Agent:Chase Bank of Texas National Association
Underwriting Group:First Southwest
Call Provisions: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February 1, 2011, in whole or
in part in principal amounts of $5,000 or any integral multiple thereof, on February 1, 2010, or any date thereafter, at the par value thereof
plus accrued interest to the date of redemption. If less than all of the Bonds are to be redeemed, the City may select the maturities of Bonds to
be redeemed. If less than all the Bonds of any maturity are to be redeemed, the Paying Agent/Registrar will determine by lot the Bonds, or
portions thereof, within such maturity to be redeemed.
J-20
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
U.R.B. SERIES 2001 ESTIMATE
PRINCIPAL - $23,500,000 AT 5.5% INTEREST
Water Projects $12,400,000, Wastewater Projects $11,100,000
DATE
ESTIMATED
PRINCIPAL
AMOUNT
ESTIMATED
INTEREST RATE
ESTIMATED
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
ESTIMATED
PRINCIPAL AMOUNT
OUTSTANDING
23,500,000
2-15-02 675,000 5.50%646,250 1,321,250
8-15-02 627,688 627,688 1,948,938 22,825,000
2-15-03 710,000 5.50%627,688 1,337,688
2-15-03 608,163 608,163 1,945,850 22,115,000
2-15-04 750,000 5.50%608,163 1,358,163
8-15-04 587,538 587,538 1,945,700 21,365,000
2-15-05 790,000 5.50%587,538 1,377,538
8-15-05 565,813 565,813 1,943,350 20,575,000
2-15-06 830,000 5.50%565,813 1,395,813
8-15-06 542,988 542,988 1,938,800 19,745,000
2-15-07 880,000 5.50%542,988 1,422,988
8-15-07 518,788 518,788 1,941,775 18,865,000
2-15-08 930,000 5.50%518,788 1,448,788
8-15-08 493,213 493,213 1,942,000 17,935,000
2-15-09 980,000 5.50%493,213 1,473,213
8-15-09 466,263 466,263 1,939,475 16,955,000
2-15-10 1,035,000 5.50%466,263 1,501,263
8-15-10 437,800 437,800 1,939,063 15,920,000
2-15-11 1,090,000 5.50%437,800 1,527,800
8-15-11 407,825 407,825 1,935,625 14,830,000
2-15-12 1,155,000 5.50%407,825 1,562,825
8-15-12 376,063 376,063 1,938,888 13,675,000
2-15-13 1,210,000 5.50%376,063 1,586,063
8-15-13 342,788 342,788 1,928,850 12,465,000
2-15-14 1,285,000 5.50%342,788 1,627,788
8-15-14 307,450 307,450 1,935,238 11,180,000
2-15-15 1,350,000 5.50%307,450 1,657,450
8-15-15 270,325 270,325 1,927,775 9,830,000
2-15-16 1,435,000 5.50%270,325 1,705,325
8-15-16 230,863 230,863 1,936,188 8,395,000
2-15-17 1,500,000 5.50%230,863 1,730,863
8-15-17 189,613 189,613 1,920,475 6,895,000
2-15-18 1,595,000 5.50%189,613 1,784,613
8-15-18 145,750 145,750 1,930,363 5,300,000
2-15-19 1,670,000 5.50%145,750 1,815,750
8-15-19 99,825 99,825 1,915,575 3,630,000
2-15-20 1,770,000 5.50%99,825 1,869,825
J-21
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
U.R.B. SERIES 2002 ESTIMATE
PRINCIPAL - $18,950,000 AT 5.5% INTEREST
Electric Projects $3,650,000; Water Projects $6,300,000, Wastewater Projects $9,000,000
DATE
ESTIMATED
PRINCIPAL
AMOUNT
ESTIMATED
INTEREST RATE
ESTIMATED
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
ESTIMATED
PRINCIPAL AMOUNT
OUTSTANDING
18,950,000
2-15-03 540,000 5.50%521,125 1,061,125
8-15-03 506,275 506,275 1,567,400 18,410,000
2-15-04 575,000 5.50%506,275 1,081,275
8-15-04 490,463 490,463 1,571,738 17,835,000
2-15-05 600,000 5.50%490,463 1,090,463
8-15-05 473,963 473,963 1,564,425 17,235,000
2-15-06 640,000 5.50%473,963 1,113,963
8-15-06 456,363 456,363 1,570,325 16,595,000
2-15-07 670,000 5.50%456,363 1,126,363
8-15-07 437,938 437,938 1,564,300 15,925,000
2-15-08 710,000 5.50%437,938 1,147,938
8-15-08 418,413 418,413 1,566,350 15,215,000
2-15-09 750,000 5.50%418,413 1,168,413
8-15-09 397,788 397,788 1,566,200 14,465,000
2-15-10 790,000 5.50%397,788 1,187,788
8-15-10 376,063 376,063 1,563,850 13,675,000
2-15-11 835,000 5.50%376,063 1,211,063
8-15-11 353,100 353,100 1,564,163 12,840,000
2-15-12 880,000 5.50%353,100 1,233,100
8-15-12 328,900 328,900 1,562,000 11,960,000
2-15-13 930,000 5.50%328,900 1,258,900
8-15-13 303,325 303,325 1,562,225 11,030,000
2-15-14 980,000 5.50%303,325 1,283,325
8-15-14 276,375 276,375 1,559,700 10,050,000
2-15-15 1,035,000 5.50%276,375 1,311,375
8-15-15 247,913 247,913 1,559,288 9,015,000
2-15-16 1,090,000 5.50%247,913 1,337,913
8-15-16 217,938 217,938 1,555,850 7,925,000
2-15-17 1,155,000 5.50%217,938 1,372,938
8-15-17 186,175 186,175 1,559,113 6,770,000
2-15-18 1,210,000 5.50%186,175 1,396,175
8-15-18 152,900 152,900 1,549,075 5,560,000
2-15-19 1,285,000 5.50%152,900 1,437,900
8-15-19 117,563 117,563 1,555,463 4,275,000
2-15-20 1,350,000 5.50%117,563 1,467,563
8-15-20 80,438 80,438 1,548,000 2,925,000
2-15-21 1,420,000 5.50%80,438 1,500,438
J-22
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Estimated Parking Garage Revenue Bond, Series 2000
August 1, 2000 - $8,610,000
Nothgate Parking Garage-$7,010,000; Land Acquisition-$1,600,000
DATE
ESTIMATED
PRINCIPAL
AMOUNT
ESTIMATED
INTEREST
RATE
ESTIMATED
INTEREST
AMOUNT
TOTAL DUE
ON PAYMENT
DATE
TOTAL DUE
EACH YEAR
ESTIMATED
PRINCIPAL
AMOUNT
OUTSTANDING
02/15/2003 550,000 5.05%215,846 765,846
08/15/2003 201,959 201,959 967,805 7,250,000
02/15/2004 575,000 5.10%201,959 776,959
08/15/2004 187,296 187,296 964,255 6,675,000
02/15/2005 610,000 5.15%187,296 797,296
08/15/2005 171,589 171,589 968,885 6,065,000
02/15/2006 270,000 5.20%171,589 441,589
08/15/2006 164,569 164,569 606,158 5,795,000
02/15/2007 280,000 5.25%164,569 444,569
08/15/2007 157,219 157,219 601,788 5,515,000
02/15/2008 300,000 5.30%157,219 457,219
08/15/2008 149,269 149,269 606,488 5,215,000
02/15/2009 315,000 5.35%149,269 464,269
08/15/2009 140,843 140,843 605,111 4,900,000
02/15/2010 330,000 5.40%140,843 470,843
08/15/2010 131,933 131,933 602,775 4,570,000
02/15/2011 350,000 5.45%131,933 481,933
08/15/2011 122,395 122,395 604,328 4,220,000
02/15/2012 370,000 5.50%122,395 492,395
08/15/2012 112,220 112,220 604,615 3,850,000
02/15/2013 390,000 5.60%112,220 502,220
08/15/2013 101,300 101,300 603,520 3,460,000
02/15/2014 415,000 5.65%101,300 516,300
08/15/2014 89,576 89,576 605,876 3,045,000
02/15/2015 435,000 5.75%89,576 524,576
08/15/2015 77,070 77,070 601,646 2,610,000
02/15/2016 465,000 5.80%77,070 542,070
08/15/2016 63,585 63,585 605,655 2,145,000
02/15/2017 490,000 5.85%63,585 553,585
08/15/2017 49,253 49,253 602,838 1,655,000
02/15/2018 520,000 5.90%49,253 569,253
08/15/2018 33,913 33,913 603,165 1,135,000
02/15/2019 550,000 5.95%33,913 583,913
08/15/2019 17,550 17,550 601,463 585,000
02/15/2020 585,000 6.00%17,550 602,550 602,550 0
J-23
APPENDIX K
GENERAL & ADMINISTRATIVE
TRANSFERS
K-1
GENERAL AND ADMINISTRATIVE TRANSFERS
The General and Administrative Transfers are
used to reflect the cost of 2 types of activities.
The first is to recover the costs of
administrative services to the areas which are
using those services. For example, transfers
are used to reflect the cost of services
received from administrative activities in the
General Fund, such as accounting,
purchasing, technology, and human resources
services.
Costs are allocated based on the results of an
annual cost allocation plan done in the early
part of the budget process.
The transfers are also used as a mechanism to
recover the cost of projects that may be
budgeted in an operating fund, but are being
funded from a different source. For example,
the Parks Department budgets for a number
of activities that are funded from the
Hotel/Motel Fund through the General and
Administrative Transfer.
The following page includes the schedule for
the General and Administrative Transfers for
FY 02. Most of the transfers come into the
General Fund from other operating funds
receiving the services.
Over $5.5 million is approved for allocation
to the General Fund from various other funds.
$1.89 million is approved for allocation to the
Utility Billing Fund from the five utility funds.
Funds are also transferred from the Water
and Wastewater Funds to the Electric Fund for
administrative services provided by the
Electric Fund ; and from the Wastewater Fund
to the Water Fund.
FY 02 Approved General and Administrative Transfer Worksheet
FY 01 FY 02 FY 02 FY 02
Approved Base Approved Approved
Budget Budget SLA's Budget
To General Fund:
Community Development 572,427$ 572,567$ 1,750$ 574,317$
Parks Xtra Education 24,353 26,735 0 26,735
Hotel Motel 266,180 265,936 0 265,936
Wolf Pen Creek 90,715 87,760 0 87,760
Conf Center 260,520 254,560 0 254,560
Electric 663,348 653,130 50,000 703,130
Water 311,373 278,343 0 278,343
Wastewater 247,890 252,225 0 252,225
Sanitation 341,298 314,631 0 314,631
BVSWMA 177,126 334,893 0 334,893
Parking Enterprise 0 36,300 13,000 49,300
Utility Billing 739,580 595,487 0 595,487
Court Security Fund 20,000 25,483 0 25,483
Insurance Funds 0
Empl. Benefits 0 16,000 0 16,000
Prop. Casualty 66,307 70,564 0 70,564
Worker's Comp 66,308 70,564 0 70,564
Fleet 140,000 130,397 0 130,397
Print/Mail 40,000 41,138 0 41,138
Communications 75,000 85,000 0 85,000
General Capital Projects 0
Street Projects 245,000 260,000 0 260,000
Parks Projects 43,000 55,000 0 55,000
General Government 50,000 55,000 0 55,000
Parks Escrow Projects 14,600 15,000 0 15,000
New Conference Center 51,700 50,000 0 50,000
Northgate Parking Garage 78,000 0 0 0
Business Park 55,000 70,000 0 70,000
Utility Capital Projects 0
Electric Projects 80,000 90,000 0 90,000
Water Projects 258,000 275,000 0 275,000
Wastewater Projects 325,000 325,000 0 325,000
Drainage 180,201 185,000 0 185,000
General Fund Total 5,482,926$ 5,491,713$ 64,750$ 5,556,463$
To Utility Billing
Electric 1,152,909$ 1,111,800$ 0$ 1,111,800$
Water 634,059 611,100 0 611,100
Wastewater 73,859 71,100 0 71,100
Drainage 25,000 25,000 0 25,000
Sanitation 73,859 71,100 0 71,100
Utility Billing Total 1,959,686$ 1,890,100$ 0$ 1,890,100$
To Electric Fund
Water 218,400$ 221,100$ 0$ 221,100$
Wastewater 145,600 147,400 0 147,400
Electric Fund Total 364,000$ 368,500$ 0$ 368,500$
To Water Fund
Wastewater 248,300$ 271,300$ 0$ 271,300$
Water Fund Total 248,300$ 271,300$ 0$ 271,300$
Total All Funds 8,054,912$ 8,021,613$ 64,750$ 8,086,363$
K-2
APPENDIX L
FY 2001-2002 STRATEGIC PLAN
STRATEGIES AND IMPLEMENTATION
PLANS
FY 2001-02 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-1
Vision Statement #1
As a result of our efforts citizens will benefit from and have access to the highest
quality of customer focused city services at reasonable cost.
Strategy #1 To ensure the stability of our primary revenue sources, we will focus on protecting
and optimizing our revenue streams
Implementation Plans
a. Development of a Legislative Plan prior to the 2003 session.
b. Review of Fiscal and Budgetary policies and franchise agreements
c. Sell City property with no current or potential value for municipal purposes.
Strategy #2 To make the best use of our resources, we will continually participate in
intergovernmental cooperation
Implementation Plans
a. Develop a process for creating an annual work plan for establishing Intergovernmental
priorities and then utilize this process to develop said plan for FY02.
Strategy #3 To provide excellent customer service to the development community, we will
facilitate communication and be consistent in the application of development
policies
Implementation Plans
a. Identify customer service problems related to development applicants and customers.
b. Develop communication programs with development community.
c. Review current system and formats for predevelopment contacts for inconsistencies.
Strategy #4 To attract and retain professional and competent employees, we will create a
motivating work environment.
Implementation Plans
a. Monitor compensation plan to ensure competitive pay
b. Pursue competitive, cost effective, high quality health insurance benefits
c. Promote personal and professional employee development
d. Monitor and identify trends in employee retention rate
e. Promote employee recognition through identifying and developing meaningful recognition
programs.
Strategy #5 To provide sufficient and reasonably priced electrical power to our customers, we
will seek to remain viable in a competitive environment.
Implementation Plans
a.Implement electric deregulation strategic plan
FY 2001-02 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-2
Strategy #6 To ensure excellent customer service, we will provide appropriate facilities, training,
and technology
Implementation Plans
a. Public Facilities Master Plan.
b. Develop a multi-year e-government/telecommunication plan that balances personal
customer service with technology.
c. Complete City Center Plan (Phase I).
d. New 5 year CIP.
FY 2001-02 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-3
Vision Statement #2
As a result of our efforts citizens will benefit from living in a safe, secure and healthy
environment.
Strategy #1 To protect life and property, we will provide adequate fire protection and
emergency medical services to all College Station citizens
Implementation Plans
a. Countywide Fire Station Planning
b. Proactive Fire Station planning and site acquisition for Fire Station 5.
c.Enhance traffic pre-emption program
Strategy #2 To plan for College Station’s infrastructure needs, we will review annexation policy
and options
Implementation Plans
a. Staff prepare annexation service plan, fiscal impact analysis and resolution; and
implementation of service plan.
Strategy #3 To increase the safety and security of our streets, we will take action to promote
public safety
Implementation Plans
a. Street markings
b. Red-light running.
c. Overall public safety/education plan.
d. Thoroughfare lighting.
e. Police accreditation.
f. Police reserve program.
Strategy #4 To contribute to breaking the cycle of poverty and providing intervention for
families in crisis, we will encourage holistic, multi-agency social services
Implementation Plans
a. Improve information and Referral system.
Strategy #5 To protect the environment and our residents, we will enhance recycling,
composting, and other disposal capabilities
Implementation Plans
a. Initiate multi-family recycling and increase recycling promotion/education.
FY 2001-02 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-4
Vision Statement #3
As a result of our efforts citizens will benefit from living in a clean environment that
enhances and protects the quality of life.
Strategy #1 To maintain the quality of our neighborhoods, we will strengthen code
enforcement in residential areas
Implementation Plans
a. Enhance noise abatement enforcement program
b. Examine and enhance a proactive code enforcement program
Strategy #2 To protect urban open space that provides recreation and mobility opportunities,
we will implement a greenways system
Implementation Plans
a. Complete Wolf Pen Creek trails phase I and begin design of phase II trails
b. Greensway education plan
Strategy #3 To protect the environment, we will endeavor to maintain storm water quality
Implementation Plans
a. Develop strategy for implementing federal storm water quality regulations
Strategy #4 To protect the environment, we will endeavor to maintain air quality
Implementation Plans
a. Develop an urban forestry plan
b. Examine alternative fuel options for the fleet
FY 2001-02 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-5
Vision Statement #4
As a result of our efforts citizens will benefit from being enriched by a range of
cultural arts and recreational opportunities provided through citywide initiatives and
collaborative efforts.
Strategy #1 To enhance cultural opportunities, we will work to develop a performing and visual
arts center in College Station
Implementation Plans
a. Performing Arts Center in College Station.
Strategy #2 To improve the quality of our parks system, we will implement parks maintenance
standards
Implementation Plans
a. Implement park maintenance standards
Strategy #3 To provide recreational opportunities to all residents, we will provide
intergenerational park facilities
Implementation Plans
a. Implement intergenerational park design standards
Strategy #4 To plan for community growth, we will maintain comprehensive parks planning
processes and documentation
Implementation Plans
a. Create incentives for developers to provide adequate neighborhood parks
b. Complete development of Veteran’s Park and Athletic Complex
c. Improve subdivision ordinance as it relates to Parkland location and Parkland Dedication
approval process.
d. Develop Master Plan for new community park site and current landfill site.
Strategy #5 To meet the needs of College Station citizens, we will develop comprehensive
leisure programs
Implementation Plans
a. Develop plans for future senior programs and facilities
b. Prepare feasibility report on skateboard park
Strategy #6 To enhance cultural opportunities, we will expand our existing public art program
Implementation Plans
a. Present analysis of current public art program to Council.
b. Determine the resources needed to continue program at City facilities.
FY 2001-02 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-6
Strategy #7 To provide multi-use pedestrian recreation, we will connect parks facilities through
greenways and other opportunities
Implementation Plans
a. Wolf Pen Creek masterplan implementation
b. Implement demonstration project to establish a future policy regarding greenway-park
connectivity.
Strategy #8 To improve parks planning, we will increase communication between the City
Council, Parks Advisory Board, and the Planning and Zoning Commission
Implementation Plans
a. Facilitate better communications between the City Council, Parks & Recreation Advisory
Board and the Planning & Zoning Commission.
FY 2001-02 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-7
Vision Statement #5
As a result of our efforts citizens will benefit from participating and contributing to the
well being of our community.
Strategy #1 To facilitate citizen participation, we will pursue methods of civic involvement
Implementation Plans
a. Utilize citizen survey to enhance civic involvement
b. Neighborhood Involvement
c. Increase voter turnout
d. Citizen involvement programs
Strategy #2 To increase communication and citizen involvement, we will facilitate
neighborhood association development
Implementation Plans
a. Assist in the formation of neighborhood associations
FY 2001-02 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-8
Vision Statement #6
As a result of our efforts citizens will benefit from easily traveling to, within and from
the community.
Strategy #1 To facilitate travel to, from, and within the community, we will maintain a current
thoroughfare plan
Implementation Plans
a. Complete currently approved street capital projects
b. Develop short term new street capital program
c. Update thoroughfare plan through small area planning process
Strategy #2 To provide for future transportation needs, we will participate in regional and
intermodal transportation planning
Implementation Plans
a. Participate in multi-agency regional transportation planning
Strategy #3 To improve our bike/pedestrian friendliness, we will construct and maintain
bike/pedestrian infrastructure
Implementation Plans
a. Sidewalk retrofit program
b. Bikeway plan update
c. Bike loop expansion project
d. Existing bike loop project phase III
Strategy #4 To improve rider convenience, reliability, and accessibility for citizens, we will
improve the public transit system
Implementation Plans
a. Take action on Dean International recommendations to improve the mass transit system.
FY 2001-02 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-9
Vision Statement #7
As a result of our efforts citizens will contribute to and benefit from living in a strong
and diverse economic environment.
Strategy #1 To increase the diversity of our economy, we will be proactively involved in a
regional approach to airport/air transportation
Implementation Plans
a. Take action on Dean International regional airport/air transportation recommendations
Strategy #2 To maintain and grow our sales tax base, we will proactively recruit retail
businesses
Implementation Plans
a. Conduct marketing activities to targeted retail and commercial businesses
b. Evaluate availability of retail sites and infrastructure
Strategy #3 To Provide Adequate Economic Opportunity for Our Citizens, we will Promote
Economic Development
Implementation Plans
a. Develop new class “A” park
b. Develop new class “B” park
c. Develop economic development plan for 4B Board
d. List business center land with commercial real estate
Strategy #4 To enhance College Station’s tourism economy, we will evaluate policies directing
the growth of this industry
Implementation Plans
a. Implement consultant study of CVB project
b. Develop Hotel Conference Center project
c. Work with CVB to develop targeted marketing plan for Hotel Conference Center
FY 2001-02 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-10
Vision Statement #8
As a result of our efforts citizens will live in well-planned neighborhoods suited to
community interests and lifestyles.
Strategy #1 To prevent residential decline and improve neighborhoods, we will create effective
development policies
Implementation Plans
a.Develop policies and code requirements to require landscape maintenance in multi-family
developments, require the transition from developer to HOA responsibility, and impact
neighborhood layouts.
b.Develop solutions that address decline in single family areas.
c. Designate areas for historic lighting through the Eastgate neighborhood planning process.
d. Investing in infrastructure rehab in older neighborhoods.
Strategy #2 To ensure durable infrastructure that meets the community’s needs, we will
examine and improve our infrastructure construction standards
Implementation Plans
a. Implement new design and construction standards
Strategy #3 To ensure well-planned neighborhoods, we will maintain and improve our
Comprehensive Plan and development policies
Implementation Plans
a. Re-examine Northgate redevelopment plan
b. Update comprehensive plan through small area planning
APPENDIX M
FIVE YEAR
TECHNOLOGY PLAN
Five Year Technology Plan
Fiscal Year 2001-2002 Through Fiscal Year 2006-2007
Statement of Purpose
A five-year technology plan is
developed and reviewed annually and
used to provide a comprehensive
approach to the implementation of
technology for College Station. The
projects listed in this five-year plan will
be reviewed annually to determine if
each project is still needed or feasible.
The City of College Station's goal in the
deployment of technology is to improve
the delivery of services to citizens and
customers. The following provides a
brief summary of each element of the
plan.
Public Safety System$1,391,000
Ongoing estimated at $150,000
This project will replace the current
information systems that automate the
Police and Fire Departments operations
and dispatch. The system will also
include software to support the operation
of the holding jail. The system currently
in place is approximately 10 years old.
Records Storage $326,000
Ongoing estimated at $40,340
This project will provide records
imaging throughout the city and will
enable departments to move from a
paper form of record storage and
retrieval to electronic. The project will
be implemented in three phases with the
first phase starting in FY01.
AS400 Enhancement FY00-01
$175,000
This project was completed in FY01. It
provided the additional speed, disk
storage, and computing power required
by the many users of applications
running on this hardware.
AS400 Enhancement FY03-04
$200,000
Ongoing estimated at $20,000
The AS400 is the computer system that
runs several of the city's key operational
databases and software. Some of these
include, Utility Billing and Collection,
Finance, Budget and Accounting, Fleet
Management and Development Services.
Approximately every third year it is
anticipated some type of upgrade to the
hardware will be necessary to insure that
the system is performing at the level of
efficiency that is required for its daily
use. The project will provide for the
funding to make such changes, which
will be determined during that particular
year of implementation.
Fiber Loop $1,500,000
This project is a multi- year project that
provides the City of College Station with
a looped fiber network that supports all
telecommunications; i.e. phone and
computer networks through out the city.
Some of the networks capacity is shared
jointly with Texas A& M University,
College Station Independent School
District, Texas Transportation Institute,
and the Brazos Valley Community
Network Organization.
PBX Phone System Replacement
$917,000
This project provides for the scheduled
replacement of the city's PBX phone
system, which is the system that handles
all phone service in all departments of
the city. It is anticipated that in FY03-
04 this system will be approximately 10
years old and will not be meeting the
needs of the departments at that time.
Automated Utility Bill and Citation
Payment $207,000
Ongoing estimated at $38,000
The funding in this project will provide
for the purchase of software, hardware
and the integration of exiting databases
to allow for payment of utility bills and
traffic citations via the Internet and the
phone. It is anticipated that this will be a
multi-year project. In FY01 the City of
College Station contracted with GKG
Consulting to conduct a needs
assessment regarding potential E-
Government applications through out the
city organization. A final report of these
needs and a 3-year plan for
implementation was presented to City
Council in April 2001. When this
technology plan was developed, based
upon the current financial conditions and
forecast for the same five-year period,
the proposed plan was not included in
this five-year technology plan. A more
modified approach to implementation
was determined to be necessary to fit
with the current financial conditions of
the city. This project will enable the
first basic steps to providing citizens
with 2 services online, and will be
implemented with in the constraints and
use of the currently funded technology
staff.
CIS Modifications - Electric
Deregulation $30,000
College Station Utilities has prepare a
strategic plan that will prepare it to meet
the changing needs that electric
deregulation will bring to daily
operations of this business. As a part of
this planning the current Customer
Information System (CIS) was reviewed
to determine if there would need to be
software changes to meet these changes.
This project will fund possible necessary
changes in the software to enable
College Station Utilities to unbundled or
provide more detail breakout of the
billing components for electric on the
customers electric bill. This detail will
be required if College Station decides to
compete in the deregulated market.
Credit Card Deployment - Utilities
$100,000
This project provides funding for the
hardware, software and annual ongoing
credit card services costs to allow utility
customers in College Station to pay bills
with a credit or debit card. It will also
facilitate the implementation of putting
these services online for remote
payment.
SCADA Server Upgrade - Utilities
$29,250
This project will upgrade a five-year-old
server, which runs the remote access and
acts as a backup to a crucial component
of the SCADA network administration.
It also includes an upgrade to the Laptop
computer used by the SCADA Systems
Analyst.
GIS Easement Layer III Year
$60,000
This project provides for the
development of a layer of information on
the city's Geographic Information
System (GIS) that will include all
easements owned by the City of College
Station, and is a three year project.
Laptops - Electric Workorders
$96,060
Ongoing estimated at $17,162
This project will provide laptop
computers for use in the field by the
electric utility operations divisions.
These laptops will provide the ability to
have electronic maps in the field as well
as allowing for the performance of
electronic workorders via radio
communications. Thus live information
can be sent remotely to the people in the
field. Data entry will be done for these
workorders in the field and thus will
reduce the need to have this re-entered
upon completion. This will make the
information available quicker to all
divisions attempting to service the
customer.
Laptop - EOC $4,125
Ongoing estimated at $510
The funding provided in this project
would purchase a laptop computer for
the Emergency Management
Coordinator that will be used in the city's
Emergency Operation Center (EOC) and
other locations in a time of emergency.
It will also be used in the facilitation of
training throughout the city.
Hand Held Computers - Police
Citations $207,100
Ongoing estimated at $20,000
This project will automate ticket writing
in the patrol divisions of the Police
Department. It will provide for the entry
of the ticket information at the time that
the citation is written, and will eliminate
the need for the records division to re-
enter the information from a paper
ticket. It will also facilitate the entry of
additional data that will be required
under the new laws governing racial
profiling.
5 YEAR TECHNOLOGY PLAN
FISCAL YEAR 2001-2002 THROUGH FISCAL YEAR 2006-2007
PROJECT REVISED PROPOSED
PROJECT BUDGET ACTUAL BUDGET ESTIMATE FY 01-02 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
NUMBER AMOUNT FY99-00 FY 00-01 FY 00-01 APPROPRIATIONS FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07
TECHNOLOGY PROJECTS
PUBLIC SAFETY SYSTEM CO0022 1,391,000 0 1,341,000 51,945 0 1,339,000 0 0 0 0 0
RECORDS STORAGE CO0024 326,000 18,822 152,000 151,700 67,000 67,000 57,000 0 0 0 0
AS400 ENHANCEMENT FY00-01 CO0100 175,000 0 175,000 174,350 0 0 0 0 0 0 0
AS400 ENHANCEMENT FY03-04 TBD 200,000 0 0 0 0 0 0 200,000 0 0 0
FIBER OPTIC LOOP ME9701 1,500,000 0 300,000 300,000 0 100,000 0 0 0 0 0
PBX (PHONE SYSTEM) REPLACEMENT TBD 917,000 0 0 0 0 0 0 917,000 0 0 0
AUTOMATED UTL BILL/CITATION PAY TBD 207,000 0 207,000 100,000 0 107,000 0 0 0 0 0
CIS MODS ELECTRIC DEREG TBD 30,000 0 0 0 0 0 30,000 0 0 0 0
CREDIT CRD- UTILITIES TBD 100,000 0 0 0 0 100,000 0 0 0 0 0
SCADA SERVER UPGRADE TBD 29,250 0 0 0 0 29,250 0 0 0 0 0
GIS EASEMENT LAYER III YEAR TBD 60,000 0 0 0 0 60,000 0 0 0 0 0
LAPTOPS-ELCTRIC- WORKORDERS TBD 96,060 0 0 0 0 96,060 0 0 0 0 0
LAPTOP-EOC TBD 4,125 0 0 0 0 4,125 0 0 0 0 0
HAND HELD COMP -POLICE-CITATIONS TBD 207,100 0 0 0 0 0 0 207,100 0 0 0
SUB-TOTAL ONE TIME COSTS 5,242,535 18,822 2,175,000 777,995 67,000 1,902,435 87,000 1,324,100 0 0 0
ANNUAL OPERATIONAL COSTS
PUBLIC SAFETY SYSTEM O/M 131,600 0 0 0 0 0 150,000 0 0 0 0
RECORDS STORAGE O/M 40,340 0 0 0 0 21,740 10,050 8,550 0 0 0
AS400 ENHANCEMENT FY 03-04 O/M 20,000 0 0 0 0 0 0 0 20,000 0 0
AUTOMATED UTL BILL/CITATION PAY O/M 38,000 0 0 0 0 38,000 0 0 0 0 0
SCADA SERVER UPGRADE O/M 5,850 0 0 0 0 5,850 0 0 0 0 0
LAPTOPS-ELECT-WORKORDERS O/M 17,162 0 0 0 0 17,162 0 0 0 0 0
LAPTOP-EOC O/M 510 0 0 0 0 510 0 0 0 0 0
HANDHELD COMP -POLICE -CITATIONS O/M 20,000 0 0 0 0 0 0 20,000 0 0 0
SUB-TOTAL OPERATIONAL COSTS 273,462 0 0 0 0 83,262 160,050 28,550 20,000 0 0
TOTAL COST 18,822$ 2,175,000$ 777,995$ 67,000$ 1,985,697$ 247,050$ 1,352,650$ 20,000$ 0$ 0$
4:39 PM10/31/2001
APPENDIX N
GLOSSARY
N-1
GLOSSARY
Activity Center: The lowest level at which costs
for operations are maintained.
Ad Valorem Tax: A tax based on the value of
property.
Appropriation: A legal authorization granted by
the Council to make or incur expenditures/
expenses for specific purposes.
Budget: A plan, approved by the Council, of
financial operation embodying an estimate of
proposed expenditures/expenses for the fiscal
year and the proposed means of funding these
expenditure estimates.
BVSWMA: Brazos Valley Solid Waste
Management Agency. BVSWMA was formed
under a joint solid-waste management agreement
between the cities of College Station and Bryan to
cooperatively operate a joint landfill facility for the
proper disposal of solid waste for the two cities
and outside customers.
Capital/MajorProject Expenditure/Expense:
An expenditure/expense that results in the
acquisition or addition of a fixed asset or the
improvement to an existing fixed asset.
Cash Basis: Method of accounting and
budgeting that recognizes revenues when received
and expenditures when paid.
Certificate of Obligation (C.O.): Long-term
debt that is authorized by the City Council and
does not require prior voter approval.
Certified Annual Financial Report (CAFR):
The published results of the City’s annual audit.
Charter of Accounts: A chart detailing the
system of general ledger accounts.
City Council: The current elected officials of the
City as set forth in the City's Charter.
City Manager: The individual appointed by the
City Council who is responsible for the
administration of City affairs.
Capital Improvement Program (CIP): A multi-
year program of projects that address both repair
and replacement of existing infrastructure as well
as the development of new facilities to
accommodate future growth.
Competitive bidding process: The process
following State law requiring that for purchases of
$15,000 or more, a city must advertise, solicit,
and publicly open sealed bids from prospective
vendors. After a review period, the Council then
awards the bid to the successful bidder.
Contract Obligation Bonds: Long-term debt
that places the assets purchased or constructed as
a part of the security for the issue.
Current Expense: An obligation as a result of an
incurred expenditure/expense due for payment
within a twelve (12) month period.
Current Revenue: The revenues or resources of
a City convertible to cash within a twelve (12)
month period.
Debt Service: The annual amount of money
necessary to pay the interest and principal (or
sinking fund contribution) on outstanding debt.
Department: Separate branch of operation in
the organization structure.
Division: Unit of a department.
Effectiveness Measure: Measure that
demonstrates whether a program is accomplishing
its intended results. These should show the impact
of the program.
Efficiency Measure: This is a ratio of inputs to
outputs. For example: cost per inspection, calls
for service per officer.
Emergency: An unexpected occurrence, i.e.,
damaging weather conditions, that require the
unplanned use of City funds.
N-2
Encumbrance: Obligation to expend
appropriated monies as a result of a processed
purchase order or a contract for purchases legally
entered on behalf of the City.
Enterprise Funds: Funds that are used to
represent the economic results of activities that
are maintained similar to those of private
business, where revenues are recorded when
earned and expenses are recorded as resources
are used.
Equity: See Fund Balance.
Expenditure/Expense: Decrease in net financial
resources for the purpose of acquiring goods or
services. The General Fund recognizes
expenditures and the Proprietary Funds recognize
expenses.
Fiscal year: 12 month budget period, generally
extending from October 1st through the following
September 30th.
Fixed Assets: Asset of a long-term nature which
are intended to continue to be held or used, such
as land, building, improvements other than
buildings, machinery, and equipment.
FTE: Full Time Equivalent. A position that is
equivalent to a full-time 40 hour work week. This
is the method by which temporary/seasonal and
part-time workers are accounted for.
Fund: An independent fiscal and accounting entity
with a self-balancing set of accounts recording
cash and/or other resources together with all
related liabilities, obligations, reserves, and
equities which are segregated for the purpose of
carrying on specific activities or attaining certain
objectives.
Fund Balance (Equity): The excess of fund
assets over liabilities. Accumulated balances are
the result of continual excess of revenues over
expenditures/expenses. A negative fund balance
is a deficit balance.
GAAP: See Generally Accepted Accounting
Principles.
General and Administrative Costs: Costs
associated with the administration of City services.
General Fund: The City fund used to account for
all financial resource and expenditures of the City
except those required to be accounted for in
another fund.
General Ledger: The collection of accounts
reflecting the financial position and results of
operations for the City.
Generally Accepted Accounting Principles
(GAAP): Uniform minimum standards of and
guidelines to financial accounting and reporting as
set forth by the Governmental Accounting
Standards Board (GASB).
General Obligation Bonds: Bonds for whose
payment the full faith and credit of the City has
been pledged.
GFOA: Government Finance Officers Association
of the United States and Canada.
Governmental Accounting Standards Board
(GASB): The authoritative accounting and
financial reporting standard-setting body of
government agencies.
Governmental Funds: Funds that are
maintained on a modified accrual basis with an
emphasis on when cash is expended or obligated
and revenues are recorded when measurable and
available.
Internal Service Funds: Generally accounted
for similar to enterprise funds. These funds are
used to account for enterprise types of activities
for the benefit of city departments such as fleet
maintenance, self insurance, and print/mail.
Implementation Plan: The specific actions that
will be taken to implement a strategy within the
City’s strategic plan.
Investments: Securities held for the production
of income, generally in the form of interest.
Line Item Budget: The presentation of the City's
adopted budget in a format presenting each
Department's approved expenditure/expense by
specific account.
N-3
Long-Term Debt: Obligation of the City with a
remaining maturity term of more that one (1)
year.
Mission Statement: Purpose of the
organization; why the organization exists and
whom it benefits.
Net Working Capital: Current Assets less
Current Liabilities in an enterprise or internal
service fund.
Non-Recurring Revenues: Resources
recognized by the City that are unique and occur
only one time or without pattern.
Official Budget: The budget as adopted by the
Council.
One-Time Revenues: See Non-Recurring
Revenues.
Operating Budget: A plan, approved by the
Council, of financial operations embodying an
estimate of proposed expenditures/expenses for
the fiscal year and the proposed means of
financing them.
Output Measure: This is the quantity of work
produced or generated.
Performance Measure: Tool to determine the
levels of service are being provided by the
organization.
Proprietary Funds: See Utility Funds.
Reserves: An account used to designate a
portion of the fund balance (equity) as legally
segregated for a specific future use.
Retained Earnings: The equity account
reflecting the accumulated earnings of the Utility
Funds.
Revenues (Resources): An increase in assets
due to the performance of a service or the sale of
goods. in the General Fund, revenues are
recognized when earned, measurable, and
reasonably assured to be received within 60 days.
Risk: The liability, either realized or potential,
related to the City's daily operations.
Service Level: The current outcomes and
services provided to citizens and customers by the
City as approved in the annual budget.
Service Level Adjustment (SLA): Request for
additional resources requiring a decision by
management and council and justified on the basis
of adding to or reducing services and/or
performance improvements.
Sinking Fund: A fund which is accumulated
through periodic contributions which must be
placed in the sinking fund so that the total
contributions plus their compounded earnings will
be sufficient to redeem the sinking fund bonds
when they mature.
Strategy: A policy choice that identifies
purposes, policies, programs, actions, decisions,
or resource allocations that define what path the
City will take to move toward the visions and why
that path has been chosen.
Tax Levy: The total amount of taxes imposed by
the City on taxable property, as determined by
the Brazos County Appraisal District, within the
City's corporate limits.
User-Based Fee/Charge: A monetary fee or
charge placed upon the user of services of the
City.
Utility Funds: The funds used to account for the
operations of the City's electric, water, sanitary
sewer, and solid waste disposal activities.
Undesignated Fund Balance: The portion of
the fund balance that is unencumbered from any
obligation of the City.
Utility Revenue Bond: Debt issued by the City
and approved by the Council for which payment is
secured by pledged utility revenue.
Vision Statements: Description of what the
community should look like in the future. Based
on the Council’s values, they provide direction
about the intended impact the organization should
have on the community. Provide answers to the
preamble, “As a result of our efforts, citizens
will...”