A Year Like No Other: State of the City 2020

We Are United: View our State of the City video on YouTube. The video highlights the unity of our community and how we're still moving forward in a COVID-19 world."

We Are Resilient: See how each city department continues to work to make the lives of our residents better, despite the effects and challenges of the pandemic.

City Manager's Office

COVID-19 response

• Coordinated calls, the Brazos County Emergency Operations Center and community response to the COVID-19 pandemic.
• Coordinated employee communication and established staff protocols.
• Assisted with local and state executive orders.
• Organized community meal drives that provided more than 1,600 free meals to the community while supporting 10 local restaurants.
• Coordinated the Operation Restart initiative to help local businesses reopen after stay-at-home orders.
  • Established the initial Mayor’s Task Force of local business leaders affected by COVID-19.
  • Coordinated with Brazos County, the City of College Station, Texas A&M University, Blinn College and the Bryan-College Station Chamber of Commerce to roll out Operation Restart.
  • Provided funding for Feed It Forward.
  • Procured grant programs for local businesses and individuals affected by COVID-19.
  • Developed an ordinance deferring Hotel Occupancy Tax (HOT) tax remittal until Dec 31, 2020.
  • Administered the City of Bryan State of Business survey.

Travis Bryan Midtown Park

• Executed multiple contracts for portions of the Travis Bryan Midtown Park construction, including:
  • BigShots ground lease
  • Contract for engineering/design services (Mitchell & Morgan)
  • Contract for advisory services (SFM)
  • Draft contract for management services (SFM)
  • Contract for design/build of the sports & event center (SpawGlass)
  • Contract for the road and bypass channel (Palasota)
  • Contract for Travis Park ballfields (Core)
  • Contract for the lake (Palasota)

Destination Bryan

• Served as Bryan’s liaison to the Experience BCS Board of Directors.
• Served as City of Bryan Liaison to Brazos Valley Hospitality Association (BVHA) board.
• Participated in coordination meetings with EBCS and City of College Station staff regarding the dissolution of EBCS.
• Initiated the formal process for establishing Destination Bryan, including the Certificate of Formation, board appointments, mission statements, bylaws and budget.
• Executed the contract to hire Destination Bryan’s executive director.
• Coordinated with the Downtown Bryan Association to transition and consolidate the organization’s duties into a single destination marketing organization.
• Met with Texas A&M University System representatives regarding tourism partnerships (ongoing).

Economic Development

• Coordinated with Lero & Associates regarding high-density redevelopment opportunities along South College, North of Northgate (ongoing).
• Coordinated with the Texas A&M University System on the RELLIS Data Center (ongoing).
• Provided an annual update at BCS Chamber Economic Outlook Conference.
• Explored redevelopment options for South College neighborhoods.
• Coordinated with developers for mixed-use development along University Drive East.

Downtown

• Provided Downtown walking tours to groups, including realtors, TAMU students and others.
• Coordinated with Aggie Vanguard student organization for future Maroon & White Night event in Downtown Bryan.
• Coordinated Gameday Shuttles from Downtown for TAMU football games for 2020 season.
• Participated in Town & Gown event in Downtown with TAMU College of Architecture.
• Coordinated the design, funding and construction of new Sale Park Pavilion.
• Explored possibilities for new murals in Downtown and Midtown.
• Negotiated the possible sale and enhancement of the La Salle Hotel (ongoing).
• Negotiated with Integrity Group regarding options for Downtown North redevelopment (ongoing).

Electric scooters

• Selected Blue Duck to conduct a six-month pilot program.
• Executed the license agreement
• Monitored compliance and maintained weekly communication with Blue Duck representatives.
• Coordinated public communication on safety protocols.
• Held joint town hall meeting at the Palace Theater.
• Coordinated the re-launch of the scooter program after the COVID-19 shutdown.

Housing

• Participated in the Community Strong Network.
• Participated with Building Communities, an organization of local churches focusing on housing repair projects.
• Established the Bryan Home Foundation Initiative program.
• Coordinated the U.S. Army Civil Affairs training exercise regarding housing issues in Bryan.

Other accomplishments

• Provided regular updates to the City Council, including daily COVID-19 updates, multiple weekly reports and notifications of higher profile incidents as needed.
• Served on the Bryan ISD Superintendent’s Advisory Council and Bond Steering Committee and attended monthly meetings between BISD and City of Bryan staff.
• Hired a new director for the Bryan + College Station Library System.
• Administered agreements and grant programs for use of City of Bryan HOT funds.
• Provided monthly updates to BCS Chamber of Commerce Board of Directors.
• Deputy City Manager was elected to serve as the Texas City Managers Association (TCMA) Region 7 Vice President (and President-elect next year).
• Deputy City Manager was elected to serve on TCMA Board of Directors and as a Texas Municipal League Representative/Board Member.
• Coordinated with staff and the Complete Count Committee on Census 2020 efforts.
• Communicated with the I-14 Gulf Coast Strategic Highway Coalition.
• Worked with Bush School students on a capstone project for technology improvements within city departments.
• Provided local government and interviewing presentations to Bush School students.
• Deputy City Manager served as Secretary of Blinn-Brazos County Advisory Board.
• Refocused staff effort to implement online customer portal (Central Square system).
• Coordinated City of Bryan representation at the RELLIS Open House.
• Drafted business continuity plans for all departments.
• Negotiated Atmos RRM (pending) and began negotiations of an Atmos franchise agreement.
• Renewed the lease of Bob Bond Fields with the Texas Military Department.
• Coordinated and communicated with stakeholders regarding Armory tenant lease.
• Prepared for and monitored peaceful protests of various types.
• Served as the liaison for the City Internal Auditor contract with Baker Tilly.
• Selected a new health insurance broker.
• Released an RFP for a health administrator.
• Oversaw a decline in accidents and injuries.
• Initiated a contract for Municipal Office Building elevators.
• Continued multiple partnerships for Bryan Animal Services with TAMU, Blinn College and Aggeland Humane Society.
• Completed a final draft of a Fire Department study.

Animal Services / Bryan Animal Center

• Adopted more than 524 animals to new homes.
• Sent more than 36 animals to rescue partners throughout Texas and the United States.
• Returned more than 509 animals (44% of found pets) to their owners in the field.
• Returned more than 185 animals by their owners reclaiming them.
• Successfully continued partnerships with Texas A&M University and Blinn College veterinary programs.
• Hosted a Free Microchip and Rabies Vaccination Event and distributed 60 free microchips, 77 free rabies vaccinations and 20 Brazos County tags.

Bryan Texas Utilities

• Customer Operations was proactive in responding promptly to needs brought about by the COVID-19 pandemic. Those include:
  • Stopping all late fees for three months.
  • Stopping all disconnections for non-payment for four months.
  • Developing pre-termination letters that encouraged customers to contact us for payment arrangements and local pledge organizations for help with previous account balances.
  • Continuing to offer payment arrangements and extensions.
• BTU Board of Directors approving a rate reduction in the Power Cost Adjustment to benefit customers during the pandemic. The rate was reduced by approximately half, equating to an average 15% savings on customers’ electric bills. The reduction, initially approved for the two-month period of April and May, and was later extended to cover June, for a total of three months.
• Communicating information about BTU programs and services through a variety of methods to reach as many customers as possible.
• Receiving American Public Power Association (APPA) Public Communications Award of Merit for the 2018 Annual Report.
• Receiving the APPA Public Communications Award of Excellence for the Summer Energy Tips video.
• Successfully moving the calendar competition to an online format due to COVID-19 closing schools; the competition received great participation.
• Installing two Level 2 electric vehicle chargers in Downtown Bryan, with a time-based rate structure.
• Making several improvements to Lake Bryan for the enjoyment of visitors, including the addition of bathrooms near the boat ramp area.

City Secretary's Office

• Preparing and publishing Mayoral Disaster Declarations due to COVID-19 pandemic.
• Providing staff support to Citizen Charter Review Advisory Committee.
• Successfully conducting City of Bryan election ordered by Council.
• Conducting candidate briefing and candidate orientation for Council candidates.
• Overseeing recruitment/appointment process of Council’s boards, committees and commissions.
• Conducting Texas Open Meetings Act training and City of Bryan ethics and conflict of interest training for newly appointed board, committee and commission members and newly elected Councilmembers.
• Coordinating Council’s annual volunteer reception.
• Receiving Exemplary Five Star Award from State of Texas for Excellence in Vital Statistics Reporting.
• Implementing online application and ordering in the Vital Statistics Office due to COVID-19 pandemic.
• Implementing DocuSign for electronic signatures in response to the COVID-19 pandemic.
• Implementing Governor’s COVID-19 orders in Municipal Court and as related to conduct of City Council meetings.
• Processing 1,177 open records requests timely and efficiently, in accordance with the Public Information Act.
• Conducting records management liaison training sessions.
• Conducting successful city-wide records management campaign for both hard copy and electronic records, in observance of Records Management Month.
• Conducting the first Electronic Records Management Month contest.
• Monitoring federal legislation and State Interim Committee activities.
• Conducting parliamentary procedure training for board/committee appointees.
• De-acidifying and encapsulating historical records for records preservation purposes.

Code Enforcement

• Continued proactive enforcement on weeds and grass, junk vehicles, trash and debris, major corridoes (dead landscaping) and land use (zoning and open storage).
• Worked 2,844 cases, the majority of which were in the above mentioned areas. 70.6% of these cases were officer-initiated (proactive(, and 28.8% were from resident complaints.

Communications & Marketing

• Built and launched a redesigned intranet to provide an easier and more seamless experience for employees to find relevant internal information.
• Launched “The Good Life” twice-monthly e-newsletter to increase transparency and availability of information to residents, resulting in a 41% increase in the open rates and an average of 35% click-through rate.
• Launched companion “The Good Life” monthly video news segment with both features and news stories about the community, which was released to the community through social media and on Channel 16.
• Generated more than 1.4 million impressions, 108,000 engagements and 13,000 website visits on social media postings. The impressions and engagements were a 29% increase and 124% increase from the previous year.
• Increased the number of followers on the city’s main social media accounts by more than 10%, with the largest growth on Instagram and Facebook.
• Produced the city’s Year in Review annual report in video and website formats; this report was well-received by the community and staff, and received accolades from peer communities across Texas.
• Designed and developed 100% in-house a new native mobile app for iOS and Android.
• Completed more than 400 graphic design projects for departments all throughout the city, including social media graphics, flyers, business cards and other specialty projects.
• Coordinated communications among local agencies during the COVID-19 pandemic, including managing the Brazos County CEOC website and social media pages.
• Managed all aspects of 13 different websites, including the city’s main website, BTU website, BCS Library System website and CEOC website.
• Took more than 12,500 photos of city events, locations and services to assist in communicating about important departmental initiatives.
• Revamped the city’s Gameday Shuttle marketing campaign to include new outlets such as TexAgs; these changes resulted in an 11% increase in users, and a 21% increase in the number of page views.
• Designed and created several multi-page publications, including two issues of the Parks & Recreation Activity guide, and annual reports for BTU, the Bryan Fire Department and Bryan Police Department.
• Stabilized live streaming of City Council and Planning & Zoning Commission meetings and increased reliability.
• Created more than 90 videos, including 9 videos for the Midtown Area Plan and the Blue Duck Scooter safety campaign.

Community Development Services

Housing

• Completed more than 60 minor home repair projects that enabled eligible homeowners to have health and safety issues mitigated or eliminated.
• Funded one Community Housing Development Organization (CHDO) award to construct a new single-family rental cottage for low-income, elderly residents.
• Assisted with reconstructing two dilapidated owner-occupied homes and one major rehabilitation using grant funds. One additional project is underway.
• Assisted seven (estimated) first-time homebuyers in receiving homebuyer counseling and down-payment assistance.
• Partnered with volunteer groups (U.M. ARMY, Rebuilding Together B/CS, Texas Ramp Project and various Texas A&M student groups) on approximately 20 projects for additional housing assistance, such as landscaping, painting and wheel chair ramps.
• Coordinated church forums to establish partnerships for minor repairs and coordinated planning efforts for a Christ Mission Center to house volunteers throughout the year.
• Serviced 39 loans and sale proceeds from one property on past housing projects, resulting in approximately $138,762 in program income funding to be used on additional future housing projects.
• Received internal approval for one reconstruction for the newly developed Home Foundation Initiative Program and continued with reviewing applications for this general fund program.
• Established housing high priorities for new 2020-2024 5-Year Consolidated Plan.
• Developed and received City Council approval on substantial amendment for current 2019 Annual Action Plan for one new housing program addressing COVID-19 issues. The department also implemented the program to serve an estimated 10-15 households with rent, utilities and/or security deposits through end of the year.

Non-Housing

• Coordinated Joint Relief Funding Review process for 2020/2021 year.
• Monitored six grant contracts for health and social services agencies and re-allocated funding for one additional new agency, assisting more than 2,000 clients by providing direct services for:
  • Financial stability and case management
  • Emergency financial direct aid
  • Health-related needs
  • Case management for homeless people
  • Advocates of minors who are wards of the state
• Coordinated the Bank on Brazos Valley program that focuses on youth and family financial literacy. Members of the Bank on Brazos Valley group completed approximately six separate projects including: a Credit Fair workshop; financial literacy workshops for Bryan Housing Authority and Housing Choice Voucher clients; credit webinar for Bryan High School seniors; and other area high school seniors.
• Coordinated and developed additional webinars to address local financial issues (to replace actual onsite workshops due to need for social distancing).
• Implemented waiver approval process for HOME program to reduce federal requirements to more efficiently assist persons affected by COVID.
• Developed and received approval for substantial amendment to 2019 Annual Action Plan for non-housing funding to address emergency needs for businesses and recipients of public service funding and new CDBG CARES funding.
• Funded 3 additional nonprofit agencies to address COVID-19 (CDBG CARES funding) high priority needs with anticipating over 500 individuals to be assisted through the contract period.
• Developed and implemented a new CDBG Emergency Economic Development Grant program to assist Bryan businesses with eligible expenses and create/retain low and moderate-income job positions with over 41 applications received and to date 5 grants approved.

Coulter Airfield

Capital Improvement Projects

• Began work on an Airport Layout Plan, which will be instrumental to creating a strategic pathway for future capital improvement projects. The Airport Layout Plan will review existing facilities, identify development constraints, develop future demand forecasts, identify key airside and terminal facility improvements and identify funding strategies.
• Planned for engineering work for the runway rehabilitation project to begin in FY 21. Phase two will include the rehabilitation and marking of runway 15-33, the taxiway and other aircraft movement areas.

Hangar Developments

• Began discussion on improvements to Hangar H3. The improvements will include additional office space which will allow for local business to expand their operations. Expanded operations will lead to greater customers to the City of Bryan.

Operations Improvements

• Installed a new fuel farm credit card machine. The new machine greatly enhanced fuel system management capabilities and shorted the time required for customers to purchase fuel.

Community Outreach

• Drew 900 people to the airport through Scotty’s House, Great American Steak Out
• Hosted multiple school visits, which provided over 100 school-aged children with a tour of the airfield.

Economic Development

Current Economic Development Projects

• Bowie School
• Traditions/Atlas/Lake Walk/The Stella
• Midtown Redevelopment
• Oakmont
• Downtown North Redevelopment
• Temple Freda
• Jordan’s Lofts

Small Business Life Support

• During the statewide economic shutdown and the local stay-at-home order, the City of Bryan’s economic development team took unprecedented steps to aid small businesses, thanks to the leadership of the Mayor and City Council. These included the establishment, in partnership with United Way, of a $500,000 small business grant via the Community Relief Fund; the creation of a bridge loan program (a partnership with the Bryan Business Council and Brazos Valley Council of Governments); the establishment of the CDBG’s small business grant program; utility billing relief by BTU; and day-to-day support for our local small businesses in coordination with the Small Business Development Center. All of these initiatives required a collective and cohesive City of Bryan economic development team effort.

Operation Restart

• As the community transitioned from responding to recovering from the COVID-19 pandemic, the cities of Bryan and College Station, Brazos County and the Brazos County Health District formed the BCS Operation Restart Task Force. The role of the task force has been to help local businesses follow federal and state guidelines to allow them to reopen without overwhelming local healthcare infrastructure. The task force was initially chaired by private sector liaison Kenny Lawson of CC Creations, College Station Mayor Pro Tem Linda Harvell,and Bryan Mayor Pro Tem Greg Owens. The Executive Advisory Committee included Brazos County Commissioner Nancy Berry and Health District Environmental Services Manager Bob Lamkin. Other partners included the Bryan-College Station Chamber of Commerce, the Brazos Valley Economic Development Corporation, Texas A&M University, Blinn College, Bryan ISD, College Station ISD and Blinn College. Today, Operation Restart has proven a success and continues primarily through outreach and engagement efforts led by our Chamber.

Travis Bryan Midtown Park Project Management

• The Economic Development team provided oversight to the overall park project that includes park layout, budgetary discussions, new contract negotiations for the design-build and management of the indoor facility and contract management.

Bryan Business Council

• The Bryan Business Council’s subcommittees were very busy this year. The following list outlines their accomplishments:
  • Finance: At the subcommittee’s recommendation, in light of the challenges facing local Bryan small businesses due to COVID-19, the BBC committed up to $250,000 to the BVCOG for small business relief.
  • Education: At the subcommittee’s recommendation, the BBC committed up to $15,000 in a joint marketing campaign with BISD to attract prospective homebuyers to Bryan.
  • Commercial: Efforts continue to support redevelopment of major corridors resulting, paying particular attention to the Regional Park area.

Engineering

• Executed the annual process for the City’s comprehensive Five-Year Capital Improvement Program.
• Developed schedules for all capital projects
• Made progress on the following Capital Improvement Program projects:
  • Woodville Road: construction is underway.
  • South College Avenue (Villa Maria Road to Carson Street: schematic design has started.
  • Traffic Operations Traffic Management Center: completed.
  • Kazmeier Street and drainage: completed.
  • Cherry Creek drainage: under construction.
  • Waco Street extension: under construction.
  • Still Creek culverts: bidding soon.
  • Melba Circle drainage: completed.
  • Coulter Drive: under construction.
  • Coulter Drive bicycle lanes and sidewalks ($2 million TXDOT grant): construction will begin soon.
  • Earl Rudder Freeway shared-use path (TXDOT grant): under construction.
  • Palasota Street Phase 1: under construction
  • Palasota Street Phase 2: design is underway.
  • William Joel Bryan Parkway: in final design, with TXDOT construction beginning in 2022.
  • Texas Avenue: design is underway.
  • 17th Street culvert : under construction.
  • Bristol Esther drainage: design is underway.
  • Downtown quiet zone: Plans for Groesbeck Street and Phase 1 are complete and awaiting Federal Railroad Administration approval.
  • Bryan Midtown Park Phase 1a, 1b and 3a (entrance road and bypass channel): completed.
  • Bryan Midtown Park Phase 3b (fish removal): complete.
  • Bryan Midtown Park Phase 1c (Travis Fields): under construction.
  • Bryan Midtown Phase 2 (Big Shots entrance): design complete.
  • Bryan Midtown Park Phase 3e (sediment/detention pond 1): substantially complete.
  • Bryan Midtown Park Phase 3c (lake grading): under construction.
  • Bryan Midtown Park Phase 1d (sign and landscape of road): construction will begin in November 2020.
  • Bryan Midtown Park Phase 3d (outer loop trails): design is underway.
  • Old Hearne Road Phase 1: design is complete.
• Completed Edgewater Park construction.
• Rehabilitated 1,500 linear feet of existing concrete storm sewers using cured-in-place liner. These were in narrow easements between homes where traditional replacement would have been difficult.
• Acquired property and demolished four homes out of the FEMA Floodway as part of Hazard Mitigation Grant Program.
• Maintained Community Rating System status and recertification. Engaged public in outreach efforts at First Friday in early 2020 to increase flood awareness and showed how detention ponds help with stormwater mitigation.
• Submitted a study of Briar Creek from William Joel Bryan Parkway to Carter’s Creek to FEMA, and it is in review. This updates the flood hazard information along that reach.
• Completed the second year of the Contractor Registration Program. This program is a requirement for contractors building public infrastructure or working in public rights of ways to be registered with city to ensure quality of contractors, including their continuing education efforts.

Facility Services

• Renovation of the Castle Heights restroom building.
• Completed projects to address ADA accessibility issues at Bryan aquatics facilities.
• Completed the Sale Park Depot building.

Fire Department

Administration

• Implemented new Active Threat policy.
• Implemented new Response to Civil Unrest policy.
• Acquired State of Texas deployment (TIFMAS, TXTF1, etc.) reimbursements of $102,000.

Emergency Management

• Responded to COVID-19 pandemic, including maintaining CEOC operations.
• Administered SAFER grant and Assistance to Firefighters grant.

Emergency Medical Services

• Developed COVID-19 response guidelines, including updating PPE guidelines as CDC recommendations changed.
• Worked with BFD Medical Director Dr. Aaron Buzzard to ensure appropriate medical protocols and procedures for COVID-19 were in place and updated as needed.
• Placed three new ambulances in service to replace older ones.

Fire Marshal’s Office

• Implemented Compliance Engine, which is third-party software to help manage commercial fire suppression systems by allowing partnerships with contractors and owners to encourage productive life safety system maintenance outcomes.
• Implemented Event Tracker online and mobile-friendly documents to track and communicate inspection results to customers in one operation. These forms and programs have supported the efficient processing, tracking, and communication of change of owner, change of occupant, change of tenant and change of use applications.
• Created a FMO evidence entry form to help ensure compliance rules for evidence handling in a more efficient manner.
• Restructured plans and site review process to review plans through an online meeting process and review digitally.
• Continued focus on dangerous building complaints and building standards. These processes have continued to manage the improvement or removal of hazards in our community. Although the available options during the current COVID crisis and financial situation have been reduced, the investigation of these complaints and communication with the owners and complainants has continued in order to help safely guide all parties going forward.

Operations

• Added a second set of PPE for firefighters to change into after dirtying firefighting gear to help reduce carcinogen exposure.
• Placed a new fire engine in service to replace an older one.
• Obtained a new rescue from a Firehouse Subs grant.
• Replaced expired rescue team equipment.
• Improved high-rise firefighting operations (new equipment) to meet NFPA requirements.

Support Services

• Coordinated active shooter training with the Bryan Police Department and Texas Department of Public Safety.
• Launched a new training platform with GoToMeeting, which allows live virtual interactive training for all fire stations simultaneously.
• Placed status monitors in all fire stations, fire administration and Fire Marshal’s office to monitor live status of all BFD units, including location, call assignments, and active incidents.
• Completed cancer screenings for all fire employees.
• 13 employees attended paramedic school.
• Five employees attended fire school.
• Four employees completed EMT-Basic school.
• Obtained 20 handheld training radios.
• Placed five iPads for digital simulation training in service.

Fiscal Services

COVID-19

• Assisted in the development of a Chapter 380 matching grant agreement for $500,000 with the United Way of the Brazos Valley. This program funded small businesses and non-profits and provided one of the community’s first assistance programs during the initial months of the COVID-19 outbreak. Community and city matching grants under the program totaled more than $1.2 million.
• Received BTU Board approval for a 3-month 50% electric fuel rate reduction, which provided approximately $5 million in rate reductions to customers.
• Initiated the CARES Act grant funding effort in the county, spearheading coordination with the City of College Station and Brazos County to develop an application and review process for grantees.

Finance

• Completed the city’s largest single bond issuance of $70.4 million at a record low 2.4% interest rate (for a COB initial issuance), which financed the first phase of Travis Bryan Midtown Park and other city projects.
• City Council approved the issuance of $55 million in Pension Obligation Bonds in September, which is projected to save citizens an estimated $35 million over the next 20 years.
• Completed two refinancings in 2020, which totaled $10.6 million, including:
  • Issuing $7.6 million in General Obligation refunding bonds in April 2020 with interest savings of $857,000.
  • Issuing $3 million in Water/Wastewater Revenue refunding bonds in April 2020 with interest savings of $343,000.

Accounting

• Implemented a Kronos upgrade, allowing more appropriate controls on time entry approvals.
• Received the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association of the United States and Canada for previous year’s CAFR.

Human Resources & Risk Management

• Procedures were implemented to track, monitor, and address employee “contacts” or “cases” involving COVID-19 to contain the spread of this deadly virus. In early April, the federal law Families First Coronavirus Response Act (FFCRA) was hastily implemented, providing benefits to full and part-time employees; however, while providing some guidance of the new law to employers, it also created much grey area for interpretation and confusion among human resources and legal professionals across the state and country.
• For almost four months, four full-time HR and Risk staff were 100% dedicated to COVID-19-related matters affecting the workplace, including navigating FFCRA and keeping regular contact with other human resources and legal professionals across the state. The remaining HR and Risk staff members were steadfast in their efforts to assist and pick up the load as needed.
• HR and Risk acknowledge they could not have accomplished what they did successfully without the assistance of the Information Technology and the Communications Departments and the support and cooperation of supervisors and managers from all departments.

Information Technology

Community

• CIO was appointed to the Texas Cybersecurity Council to a two-year term, endorsed by Texas Municipal League (TML) and the Texas Association of Government Information Technology Managers (TAGITM).
• CIO is the vice-chair of the TAGITM Cybersecurity Committee.
• CIO is the co-chair of the Texas Public Power Association (TPPA) Cybersecurity Committee.
• CIO is the vice-chair of the BVCnet board.
• CIO was presented the 2020 TAGITM Rick Moore Award.
• CISO is a Blinn Cybersecurity Program Advisory Board member.
• CISO is a Houston CISO Governing Body member, by request.
• CISO is a national CISA Cyber Threat Information Sharing Working Group Member, by request of the American Public Power Association.
• CISO represents BTU on the Electric Reliability Council of Texas (ERCOT) Critical Infrastructure Working Group.

Operational

• Replaced 100% of aging corporate firewalls with advanced, next generation appliances in a high-availability configuration.
• Replaced three core network routers, providing for 100GB backbone connections.
• Rated “Top 3% of tested entities” in annual network intrusion testing, during which, a third-party team was unable to penetrate the city’s network perimeter for the second year in a row.
• Assisted emergency response and law enforcement through Bryan Aerial Response Team and Unmanned Aircraft Systems Program with 10 FAA Part 107-certified remote pilots (5 IT; 5 FD; 1 PD) and eight aircraft systems.
• Upgraded six smart meter infrastructure tower collection points and added one new location.
• Added six additional traffic signals to fiber backhaul.
• Upgraded 12 major systems and implemented nine major systems.
• Implemented more than 30 new Laserfiche forms and workflows that increased efficiency and reduced the use of paper.
• Tested and implemented technologies needed for virtual council meetings.
• Implemented training and tracking requirements for House Bill (HB) 3834, which requires mandatory cyber awareness training for city employees and elected officials.
• Tested, logged and monitored the implementation of multi-factor authentication to all city desktops and laptops.
• Tested, logged and monitored the implementation of privileged remote access for third-party entities that require remote access to the City of Bryan’s systems.
• Performed Texas Reliability Entity 2020 audit of the North American Electric Reliability Corporation critical infrastructure protection standards for the electric utility.
• Performed Payment Card Industry (PCI) annual scoping and review of the 12 City departments that process credit cards.
• Updated all city and BTU computers (approximately 525 devices) from Windows 7 to Windows 10 before Microsoft’s Jan 14, 2020 deadline.
• Assisted users with Outlook email clean-up.
• Handled 6,825 calls from March 2019 to February 2020.
• Replaced more than 185 devices, including desktops, laptops, printers and scanners.

Bryan + College Station Library System

• The City of Bryan manages the operations of the library system through an interlocal governmental agreement between the two cities for a combined library system in both municipalities.
• Bryan has two libraries: Carnegie History Center and Clara B. Mounce Public Library. College Station is home to Larry J. Ringer Library. All three libraries improve the quality of life in both communities by providing residents with state-of-art technology, intuitive programs and services, a diverse collection and excellent customer service. These tools help the library system achieve its mission of promoting workforce development and early literacy through informative, entertaining programs and high-quality materials.

Collection

• The library system’s collection goal: “Develop and maintain a quality collection of materials in various formats and languages that reflects the needs and use patterns of the community to offer popular and useful materials for library users.”
• This is accomplished by achieving the following objectives:
  • Identifying and building up needed areas of the collection.
  • Improving and updating patron requests and suggestion form.
  • Creating book displays to highlight diverse and unique areas of the collection.
  • Completing inventory within the fiscal year to ensure an up-to-date and complete record of the collection.
  • Finding opportunities to increase print and electronic collection.
  • Using social media platforms to highlight collection in creative and meaningful ways.

Essential access

• During COVID-19, the library system created opportunities to increase access to communities when they needed it the most
• Virtual eCard: Created a virtual electronic library card program to allow members of the community who do not have physical library cards to obtain one electronically to access electronic databases and resources (eBooks, eAudiobooks & eMagazines, streaming videos & more).
• Databases & Resources: Made it possible for databases and resources to be accessible outside of library.
• Curbside Service: Provided access to collection for community through curbside service – a contactless pickup option to keep residents safe.
• Accreditation: Met accreditation under the authority of the Texas State Library and Archives Commission for eligibility to participate in statewide interlibrary loan, federal telecommunications discount programs, TexShare Programs and other funding opportunities offered through the Texas State Library.
• Social Media: Boosted content and services on social media to engage with community on activities and services of the library system.

Programs & Community Outreach

• Virtual program creation: Transitioned all programming to virtual since the start of shelter-in-place orders. Content includes sing-a-longs, puppet shows, book talks, book clubs, trivia game nights, new book alerts, author events and other great programs for children, teens and adults.
• Services: Collaborated with community organizations to combat hunger, aid in tax preparation, bring love and care to seniors during shelter-in-place, coordinate use of facilities for antibody tests and blood drives, provide legal aid and other types of needed resources for residents.
• Volunteers: Worked with individual volunteers and volunteer groups to support the library system’s vision to “engage, enlighten, empower, and inform life-long learners.”

Municipal Court

Staff Accomplishments

• The Municipal Court Judges heard cases pertaining to the Penal Code, Traffic Code, and Health and Safety Code just to name a few. In addition, the Judges magistrated individuals that were arrested on Class C misdemeanors filed with the Municipal Court.
• The Court Administrator maintained certification as a Certified Court Manager from the National Center for State Courts Institute of Court Management. In addition, he met training requirements to maintain Level I and Level II certification through the Texas Court Clerks Association (TCCA) as well as maintaining a Master Peace Officer license through TCOLE.
• The Deputy Court Clerk Supervisor as well as four Deputy Court Clerks maintained their Level I and Level II certifications through TCCA this past year. The Warrant Technician and Juvenile Case Manager also hold TCCA clerk certifications. All clerks attended training to further their professional development and to maintain clerk certification.
• The City Marshals Office had three Marshals certified as Court Security Specialists. No security incidents were reported to the Office of Court Administration.
• As with the clerks of the court, the City Marshals and Judges attended all the necessary trainings to maintain their respective licenses and certifications.

Court Accomplishments

• Implementing Legislative changes as a result of the 86th Legislative Session.
• Processing more than 7,200 new cases and closing more than 8,100 cases.
• Issuing approximately 3,900 warrants due to lack of compliance.
• Recalling/serving more than 3,500 warrants in an attempt to gain compliance.
• Collecting more than $1.6 million in fines and fees, of which over $1.1 million was retained by the city.
• Granting community service as an alternate method of satisfying fines and fees to approximately 300 cases (equivalent to over 7,700 hours).
• Participating in the OmniBase program to aide in increasing compliance.
• Scanning more than 68,000 documents into Laserfiche for records retention.

Neighborhood & Youth Services

Parks & Recreation

• Completed Edgewater Park.
• Completed the design for and began construction of the Camelot Park pedestrian bridge and trail project.
• Replaced the playgrounds at Sue Haswell Park, Bryan Regional Athletic Complex and Henderson Park with new play structures and fall zones.
• Constructed a new playground at Camelot Park, including a poured-in-place fall zone, picnic unit, bench and drinking fountain.
• Renovated the Freedom Boulevard landscape beds.
• Assisted with the Travis Ballfield Complex design and construction plans.
• Implemented a quarterly clean-up schedule for the Bryan City Cemetery and Oakwood Cemetery.
• Developed and implemented the After School Athletics Program (ASAP) basketball for 3rd and 4th graders in BISD schools.
• Set up a sanctioned pickleball tournament, “PickleFall Classic,” to be hosted in October 2020.
• Created and facilitated an e-sports program.
• Hosted a fall senior dance.
• Created a senior newsletter, produced quarterly.
• Took over management and operation of the Palace Theater. Completed improvements to the facility, including painting the fencing, railing, doors, etc., installing new planter beds, removing debris from the facility. Developed a marketing plan for the facility and created new marketing materials. Set up an on-site management office.
• Issued 60 public special event permits.
• Awarded the Texas Amateur Athletic Federation 2021 Hall of Fame Banquet and Winter Meeting, scheduled for February 2021
• Completed a park audit to identify needed park system improvements and safety issues; up-dated the Park Improvement Needs and Projects Master List.
• Developed a Parks Standards and Guidelines Guidebook, which was approved by the City Council on July 14, 2020.
• Assisted with the clean-up of Grandview Cemetery. Constructed a wrought iron fence around the cemetery. Contracted mowing of the cemetery.
• Took over management of the Phillips Event Center on May 22, 2020.
• In coordination with Public Works, removed the Sue Haswell Pool and support facilities due to poor condition of the facility and inability to meet national safety requirement for an aquatic facility.
• In coordination with Public Works, removed the pool at Phillips Event Center due to poor condition and inability to meet national safety requirements for an aquatic facility.
• In coordination with Public Works, removed the cart barn at the Phillips Event Center due to poor condition of the facility.

City Course at the Phillips Event Center

• Overhauled the Bryan Golf Association to enhance player experience.
• Improved course drainage by installing four new French drains near the course greens.
• Continued the remodeling project of golf course bunkers.
• Removed 30 tagged dead trees from the property.
• Built three new tee boxes.
• Updated the Five-Year Capital Improvement Plan.
• Reopened the course with industry-leading practices and standards during COVID-19.
• Purchased a new golf cart fleet consisting of 70 cars.

Planning & Development Services

By the Numbers

Residential Single-Family Building Permits

Commercial Building Permits (New Construction)

• The total permit valuation (residential and commercial) increased by $21,081,655 (17.83%) from 2019 to 2020. The number of permits increased by 58 (4.05%) – from 1,431 in 2019 to 1,489 in 2020.

Building Permits and Inspections

• The last three fiscal years (FY 2017, FY 2018, and FY 2019) were the busiest years ever for the city’s Development Services Department in terms of building permits issued and building inspection requests. Despite the COVID-19 pandemic, FY 2020 was another record-setting year. More development projects produced an increased demand for permits and inspections and raised customer pressure on maintaining desirable service levels they have come to expect (e.g., to get permit reviews and/or building inspections completed quickly).
• The number of building inspections performed by City of Bryan building inspectors has increased by 25.5% from 15,682 in FY 2016 to 19,686 in FY 2019. In order to maintain service levels for inspections, the City Council approved a new sixth full-time building inspector position starting in FY 2020. The department was able to hire that position in April 2020.
• During FY 2015, which had 251 business days, the department’s two-position plan review team reviewed, approved, and issued an average of three residential permits and less than one commercial permit per business day. During FY 2019, which had 250 business days, the department reviewed, approved, and issued an average of seven residential permits and more than one commercial permit per business day. In only three days in late February 2020, the city received 30 new residential building permit applications.
• Five Development Services permit center staff each answer and average of 40 phone calls every day, or approximately 42,000 calls per year, for inspection requests, permit questions and general development process questions.
• Having sufficient staff to handle the continued increases in building permit and inspection request remains vital to maintaining the development community’s positive perception of doing business in Bryan.

Stormwater quality management

• Since 2003, the Texas Commission on Environment Quality (TCEQ) Construction General Permit TXR150000 (CGP) has required the implementation of stormwater quality measures in Bryan. In recent years, TCEQ and the Environmental Protection Agency have stepped up enforcement of these requirements, which has led to tens of thousands of dollars in fines for Texas homebuilders and general contractors whose construction sites did not comply with the CGP. The CGP requires the City of Bryan to adopt a Stormwater Management Plan and submit an annual compliance report to TCEQ. The plan addresses, for example, how the City of Bryan handles pollution prevention, construction site stormwater runoff control, and post-construction stormwater management.
• In order to help Bryan homebuilders and general contractors avoid becoming subject to state and/or federal fines for noncompliance with adopted stormwater standards, the City Council authorized a full-time stormwater quality inspector position in FY 2018. During FY 2019, a total of 272 construction site inspections were performed. On 192 of these constructions sites (71%), non-compliance with adopted standards was identified and the inspector reached out to contractors to educate about best stormwater quality management practices and guide these properties to compliance.

Substandard structure abatement program

• The Development Services Department also responds to all building/structure-related complaints and safety issues as part of the city’s substandard structure abatement process with the Building and Standards Commission (BSC).
• Substandard structures are structures that are deteriorating, dilapidated, or decayed to the point of being a hazard to the health or welfare of the public or the occupants of the structure. These structures are then scheduled for consideration by the BSC, which can order their repair or demolition. Having a pro-active dangerous building demolition program helps the community eliminate these health and safety hazards and eyesores from Bryan neighborhoods. Deteriorated structures also have a direct detrimental impact on neighborhood property values and overall living quality and comfort. City demolition budget funds are used pay a city contractor to remove condemned structures if the responsible party fails to remove the structure as ordered. In FY20, the BSC considered 25 properties and condemned 20 structures. The city’s contractor removed 11 condemned structures during FY 2020.

Development review

• The Development Services Department coordinates the review of hundreds of development proposals, including change of owner/use/tenant processes through the city’s Site Development Review Committee (SDRC). The department also assisted the local development community by providing pertinent information in pre-development meetings, by phone and via email. All site plans, subdivision plats, certain rezonings, conditional-use permits and right-of-way abandonment requests are submitted to the SDRC for review and/or approval. The SDRC is organized to ensure that a proposed development complies with all applicable codes, ordinances and guidelines and can receive the required utility services.
• The SDRC is composed of representatives from certain city departments, utility companies and other development stakeholders that review development proposals every week with a guaranteed 3.5-business day response, possibly the fastest such process in the State of Texas. Since Aug. 1, 2019, the SDRC has processed 215 new cases. Development Services staff prepared detailed background information and presented 74 development-related proposals in Council Action Forms to the City Council for direction and/or final action.
• Below is a list of noteworthy development projects that were either completed in FY 2020 or are currently in the planning, development review, and/or building permitting and inspection processes:

Health/Recreation

• Travis Park: Construction of a public park located on the east side of Bomber Drive between West Carson Street and Williamson Drive, at 2200 Bomber Drive.
• Boys and Girls Club: Site plan for a 25,499-square-foot building for the Boys and Girls Club, adjoining the north side of Beck Street between Richard and Cedar Streets, at 1910 Beck Street.
• Rudder Pointe Subdivision Park: Privately maintained public park with soccer and softball fields, covered patio area, playground and a 10-foot improved walking trail, on 6.55 acres located at the northwest corner of Rudder Pointe Parkway and Old Reliance Road.

Retail/Commercial

• Big Shots: 38,000-square-foot golf entertainment facility on 11.8 acres, proposed on the north side of Villa Maria Road at the Travis Bryan Midtown Park, near the intersection of Villa Maria Road and South College Avenue.
• Christian Brothers Automotive: 5,725-square-foot automotive service center, adjoining the northeast corner of Boonville Road and Austin’s Colony Parkway, at 2401 Boonville Road.
• Murphy Oil Gas Station: complete site renovation and rebuild of gas station located north of the Briarcrest Walmart building, at 2208 Briarcrest Drive.
• Chick-Fil-A: complete site and restaurant renovation located at the southern corner of Briarcrest Drive and Freedom Boulevard, at 2210 Briarcrest Drive.
• Performance Trucks: 50,000-square-foot dealership and full-service repair facility for a variety of heavy-duty trucks, relocated from Marino Road and now to be located within the Carrabba Industrial Park - Phase 13a directly adjacent to Clark Street, at 5013 East State Highway 21.
• Brazos Moving and Storage: proposed new self-storage facility with 10 buildings ranging between 6,500 to 11,700 square feet in size, adjoining the west side of North Harvey Mitchell Parkway between West Villa Maria Road and La Brisa Drive.
• Great Escapes RV Resort: more than 88 acres of RV spaces and nature preserve, adjoining the north side of the 4600 block of Leonard Road (FM 1688) approximately 275 feet to 900 feet west from its intersection with Chick Lane, at 4600 Leonard Road.
• Rapid Express Carwash: automated car wash facility proposed on the north side of East Villa Maria Road, near the intersection of West Villa Maria Road and Harvey Mitchell Parkway, at 1632 W. Villa Maria Road.
• The Reserve at Cottonwood Creek: site plan of a multi-structure event facility, located on the west side of South Sims Avenue between Bryant Street and West 31st Street, at 407 and 501 W. 31st Street.
• Drew’s Carwash: proposed new drive-through carwash with vacuum stations on site, on 1.02 acres located at the northwest corner of Elm Avenue and South Texas Avenue, at 3030 S. Texas Ave.
• C&J’s BBQ: proposed new 8,800-square-foot restaurant building at the southwest corner of West Briargate Drive and East William Joel Bryan Parkway, at 2112 W. Briargate Dr.
• Panda Express: proposed new 2,356-square-foot restaurant building adjoining the east side of Briarcrest Drive between Freedom Boulevard and Oak Ridge Drive, in front of the Briarcrest Walmart, at 2200 Briarcrest Drive.

Multi-Family Residential

• Forest Pines Apartments: a 324-unit apartment complex on 15.5 acres of land, adjoining the northeast side of North Harvey Mitchell Parkway approximately 300 to 1,400 feet southeast of its intersection with Leonard Road, at 852 N. Harvey Mitchell Pkwy.
• Broadstone at Traditions: a 261-unit apartment complex on 9.8 acres in The Traditions Subdivision – Phase 32, adjoining the western side of Atlas Pear Drive approximately 730 to 1,660 feet northwest of its intersection with HSC Parkway.
• The Residences of Oakmont: a 260-unit apartment complex on 10.4 acres, adjoining the west side of Pendleton Drive approximately 375 to 1,146 feet north of its intersection with Boonville Road.
• Howdy Court subdivision, Phase 2: proposed new subdivision for eight purpose-built student rental homes and the extension of Howdy Court, on property located surrounding Chakett Court north of its intersection with Lakeside Street, at 1824 Chakett Street.

Low-Density Residential

• Pagosa Springs subdivision: proposed new residential subdivision with 285 lots on 65.52 acres along the east side of Suncrest Street, generally south of West 28th Street between Cunningham Lane and Scanlin Street.
• Hunter’s Crossing subdivision: proposed new residential subdivision on 27.01 acres located partially within the City of Bryan extraterritorial jurisdiction along the west side of Wilcox Lane, southwest of the intersection of Wilcox Lane and FM 2776.
• Austin’s Colony subdivision, Phases 20 – 25: proposed new residential subdivision with 449 lots on 155.56 acres located generally west of the intersection of Austin’s Estates Drive and Thornberry Drive.
• Rudder Pointe subdivision, Phase 2: proposed new residential subdivision with 69 low-density residential lots on 14.95 acres adjoining the northwest side of Old Reliance Road between Rudder Pointe Parkway and Austin’s Creek Drive.
• Pleasant Hill subdivision, Phase 2: proposed new residential subdivision with 575 lots on 53.37 acres located near the southern corner of North Harvey Mitchell Parkway and Sandy Point Road.
• Oakmont subdivision, Phase 2A and 2B: proposed new residential subdivision with 195 lots on 66.63 acres located east of Pendleton Drive and north of the Residences of Oakmont apartments.
• Yaupon Trails subdivision: proposed new residential subdivision with 151.85 acres located at the north corner of the intersection of State Highway 30 and Hardy Weedon Road.

Place of worship

• Unitarian Universalist Church of the Brazos Valley: a new place of worship on 2.83 acres located on southwest side of East 29th Street between Hollowhill Drive and Garden Lane, at 1719 E. 29th St.

Research/Technology

• Fujifilm Diosynth Biotechnologies Texas: a new 67,915-square-foot research and development facility located within the BioCorridor at the end of Biomedical Way, along the south side of HSC Parkway.

City of Bryan/BTU

• BTU Distribution Center: a new 16,025-square-foot distribution center and a 20,846-square-foot warehouse/office building, adjoining the west side of Northern Street, the north side of Union Street and the south side of Atkins Street.

Planning Excellence Recognition

• In FY 20, for the fourth year in a row, the City of Bryan was one of only 39 cities that received recognition from the Texas Chapter of the American Planning Association for planning excellence. Evaluation criteria include the level of training of planning commissioners and professional staff, professional qualifications of the planning staff, breadth and currency of master plan components and completion of other planning-related projects. The program intends to increase community awareness of the importance of planning, recognize planning departments that meet certain professional requirements, recognize planning efforts that have achieved community support, encourage the funding of professional training for planning commissioners and staff, and aide economic development and community image. The city’s Planning Division includes five full-time professional staff: a planning administrator, two staff planners, one project planner and two development services technicians.

Midtown Area Plan

• The City Council adopted the Midtown Area Plan on May 12, 2020. The Midtown area is a premiere landscape for significant sustainable development that can accommodate growing demand for quality housing, commercial services, restaurants and entertainment offerings while enhancing the existing neighborhood fabric along this important corridor.
• This plan recommends two broad strategies to coordinate development in Midtown. The first is investment in the South College Avenue corridor itself. The plan calls for coordinated public and private investment at five “catalytic” sites to build upon the success of the renovations to College Main Street and South College Avenue. These catalytic projects work to stitch the entire length of the corridor together and to stimulate and support new development within Midtown.
• The second of the broad strategies is an incremental approach to infill development of the adjacent streets and properties. Midtown is already subject to substantial housing demand from students. As it turns out, young professionals and people over 65 are also moving into Midtown.
• The plan also recommends several changes to current codes and processes. Other recommended changes include new rules allowing cottage courtyards on large lots, accessory dwelling units in backyards and modest text amendments to existing policies and procedures. In FY 21, Development Services staff will continue to work with the Planning and Zoning Commission to bring forward plan implementation items for City Council consideration.

Comprehensive Plan amendments

• State law requires the City to have a comprehensive plan that identifies goals and policies that will improve the city’s economy and quality of life. The City Council adopted Bryan’s current Comprehensive Plan (BluePrint2040) in October 2016. Planning staff provides professional support to the Planning and Zoning Commission and the City Council to keep the plan updated.
• The City’s Thoroughfare Plan is included in BluePrint2040. It is a long-range plan that identifies the location and type of roadway facilities that are needed to meet the projected long-term growth of the community. During FY 20, planning staff processed six requests for Thoroughfare Plan amendments, to help adapt the plan to new patterns of development and changes in existing or expected traffic conditions.

Development Regulation Amendments

• During FY 20, planning staff conceived, researched and successfully guided four amendments to the city’s development regulations to City Council approval;
• Chapter 62, Land and Site Development, to update loading zone requirements for childcare facilities (May 2020).
• Chapter 110, Subdivisions, to update notification and public hearing requirements for replats (February 2020).
• Chapter 62, Land and Site Development, to establish criteria to evaluate variance requests from wireless telecommunications facilities standards (January 2020).
• Chapter 110, Subdivisions, to clarify electrical service infrastructure requirements for subdivisions located in the City of Bryan (December 2019).

Annexation

• During FY 20, Development Services staff responded to, researched, and successfully guided two property owner-requested annexations to City Council approval.
• 8.47 acres of land adjoining the northeast side of Old Reliance Road between Vintage Hills Drive and Austin’s Crossing for the Vintage Estates subdivision (March 2020).
• 151.7 acres of land located generally north of the terminus of Bullinger Creek Drive for Austin’s Colony subdivision, Phases 20-25 (September 2019).
• Staff also successfully proposed the adoption of an ordinance declaring areas that have been part of the city for at least 20 years to be part of the city. The adoption of this ordinance will eliminate some potential challenges to the validity of historical annexation ordinances.

Grant Program Management

• For more than 20 years, the City of Bryan has successfully created, adopted and implemented matching grant programs to engage local business and property owners in improving the economic vitality and visual character of the community. These grant programs are managed by Development Services staff.
• The Downtown Improvement Program (DIP) is a matching grant program with funds aimed at improving the building facades located in the eligible areas of Downtown Bryan. The goal of the DIP is to make Bryan’s unique downtown environment more attractive, improve the economic viability of businesses, increase sales tax and property values, while preserving and enhancing Bryan’s architectural and cultural history. In FY 20, one DIP application was processed for 203 and 205 S. Main Street. The total amount eligible for funding was $50,000 (or $1,000 per linear foot of façade frontage), and this was approved by the City Council on Sept. 8, 2020.
• The Life Safety Grant or LSG (formally known as the Downtown Life Safety Grant) is a matching grant program intended to provide financial assistance for the installation and compliance of the International Building Code fire suppression and safety code requirements. In FY 20, one Life Safety Grant application was processed for 400 N. Bryan Ave. $17,773 was granted to a local business owner and was used for the installation and operation of a new fire suppression system and emergency egress access. Top Shelf Bar and Grill was able to successfully begin operating in January 2020.
• The Corridor Beautification Partnership (CBP) focuses on exterior aesthetic improvements to the landscaping, façade, or signage of retail and commercial properties. As of September 2019, the Life Safety Grant and Corridor Beautification Program have expanded their eligibility boundaries to include significant corridors in the Midtown Area.
• The CBP Grant received three applications, and the City Council chose to fund two of these. The first is for the Live Oak Archery business, which is relocating to 1600 S. College Ave. Funding in the amount of $50,000 was allocated via a Chapter 380 Economic Development Agreement with the property owners in order to improve their façade and site. The second property to receive FY 20 funding was University Dental, a growing local business, located at 4011 S. Texas Ave., who received 100% of their request in the amount of $38,150 to improve their façade.

Online Permitting Software Implementation

• Development Services staff remains actively engaged in getting online permitting software up and running. The city has contracted with CentralSquare Technologies to configure the company’s Community Development and eTRAKiT software to match the city’s processes. The aim is to turn paper forms into digital workflows and automate land-use planning, permitting and inspections processes. The goal is to create a better citizen experience and allow customers to apply and pay for applications and receive review comments and approvals online. These programs, once turned on, will replace H.T.E. and Naviline permanently.
• Development Services staff will continue to be busy configuring and testing these programs to get them ready for city staff and the public to use. “Go live” is currently anticipated by spring 2021.

Police Department

Community

• In June of 2020, handled two large, peaceful protests (estimated at more than 400 persons in the first protest and more than 1,000 at the second) concerning the murder of George Floyd by the Minneapolis Police Department. The department kept everyone safe while protecting their rights to free speech.
• The Chief participated in two separate community panels in June comprised of agency heads who took questions from the audience. The focus of the both panels were questions regarding the current state of policing and how violent interactions can be reduced.
• Conducted two Citizen Police Academy classes: English and Spanish. The Junior CPA was cancelled due to COVID-19.
• Continued the department’s Coffee with a Cop program, meeting in various neighborhoods, while taking appropriate precautions after COVID-19 arrived.
• Neighborhood Enforcement Team continued to communicate with neighborhoods through Nextdoor.
• Participated in many community events, including the Martin Luther King, Jr. march, National Night Out and Blue Angels.
• Selected as a City Award winner by the National Association of Town Watch for its participation in National Night Out 2019. This is the fifth consecutive year the Bryan Police Department has received recognition for this accomplishment.

Technology

• In October of 2019, updated the department’s body-worn camera and patrol car camera systems. The department is in the process of replacing its records management system to make reporting and data retrieval better. With this update, both systems will work better and have increased capabilities.

Accreditation

• Reaccredited in March 2020 through the national Commission on Accreditation for Law Enforcement Agencies (CALEA) for the fourth time (fifth total CALEA accreditation). The Bryan Police Department received the prestigious “With Excellence” distinction with the accreditation. Only 3% of U.S. police agencies are accredited through CALEA.
• Continued accreditation through the Texas Police Chief’s Texas Best Practices. Only 3.7% of Texas agencies are accredited through the Best Practices program.

Officer Health

• Continued expansion of the department’s FitLife program, which is utilized to determine officers’ cardiovascular health. Virtually every officer goes through the program, and each officer has the opportunity to discuss the results with a physician and take appropriate action if needed.
• Formed a Peer Support Team made up of officers and non-sworn staff who have been trained to provide counseling support on a confidential basis for their peers. Officers who have greater counseling needs are able to anonymously see a professional. The program is completely voluntary.
• Implemented comprehensive policies to respond to the COVID-19 pandemic, including establishing a relationship with a local health provider to expedite COVID-19 test results and ensuring that pandemic procedures are consistent with best practices.

Training

• Graduated the third class of recruits in the Bryan Police Academy, comprised of 11 BPD recruits and two from Huntsville PD. Having an internal academy allows training staff to train recruits from start to finish, giving the department a stronger, better prepared cadet.
• Conducted discussions to expand the department’s firearms range. The range was built in partnership with BVSMA and College Station in 2016, and the police academy is primarily conducted at this facility.
• Continued use of regional Mobile Field Force, including being placed on standby several times. All Bryan officers have been trained in its tactics and procedures, and the force includes officers from all of the countywide agencies.
• Conducted nearly 2,000 hours of training on topics such as active shooters, knife defense, ground fighting, firearms, de-escalation and shoot-don’t-shoot scenarios.

Policing activities

• Provided professional and effective services for the residents of Bryan, including responding to more than 61,000 calls for service this past year.
• Reduced Part I crime rate by 6% in 2019, which is part of an overall reduction 51% since 2009. School Resource Officers (SROs) worked in partnership with the Bryan Independent School District to provide a safe environment for students. All SROs are fully trained to deal with an active shooter in schools to protect students.
• Conducted numerous successful investigations during the past year. Made a wide range of arrests, including drug possession and violent felonies. Proactively attacked crime using criminal intelligence and the Compstat process, successfully arresting burglars, tire & rim thieves, robbers and other felons.

Public Works Call Center

• Completed 21,058 job orders.
• Answered 44,621 phone calls.
• Assisted in coordinating the Local Area Traffic Management Program.
• Provided administrative/communication support to the Texas Reds Festival located in the Brazos County Emergency Operations Center.

Fleet Services

• Fleet Service Operations is also responsible for repairs on all small engine equipment, including saws, weed trimmers, mowers, pumps, etc.
• This department is staffed 50 business hours per work week to provide service from 7 a.m. to 5 p.m. Monday through Friday with personnel overlapping in split shifts (additional hours and emergency call out as necessary). The department processes approximately 7,500 work orders each year.

Solid Waste

• Lowered residential Ssolid waste rates from $14.09 to $13.50 per month.
• Presented the Safety Zero Award to the Residential Collection crew for achieving zero at-fault accidents the second consecutive year.
• Purchased new, larger capacity residential trucks to increase the department’s collection rate and tonnage, while decreasing trips to the landfill.
• Facilitated and transitioned the closure of the drive-through recycling center to the used oil and tire recycling program at the Municipal Service Center.
• Enhanced the Downtown area by actively collecting litter, maintaining dumpster enclosures, sweeping sidewalks and streets by performing weekly downtown clean ups.
• Continued a 5-year decision package to replace aging waste containers throughout the city.

Streets & Drainage

• Built concrete pads for the new tire recycling center buildings and installed grit trap and loon.
• Installed a culvert on Old Hearne Road to divert stormwater runoff.
• Successfully managed several contracts, including flatwork, street maintenance and right of way mowing.
• Assisted in a “cured-in-place pipe” storm drain project with Engineering.
• Completed ADA transitions at the Clara B. Mounce Public Library.
• Completed multiple demolitions at Travis Bryan Midtown Park, including the maintenance facility, bathrooms and awning.
• Removed the berm along Villa Maria Road to provide visitors a better view of Midtown Park along the thoroughfare.
• Demolished and backfilled the pool at the Phillips Event Center.
• Removed the cart barn at the Phillips Event Center.
• Created the drainage flume and leveled the driving range at the Phillips Event Center.
• Widened the cart path on holes #15 through #18 at the Phillips Event Center.
• Demolished and backfilled the pool and removed the pool house at Sue Haswell Park.

Traffic Operations

• Completed remodeling the Signal and Sign Shop and created a Traffic Management Center with the ability to remotely interact with traffic signals around the city and bring up camera feeds to a wall of screens.
• Completed multiple Thoroughfare Plan updates.
• Made fiber connections to traffic signals, bringing total number of signals on fiber to 39 of the 67 signals.
• Installed battery backup units at various intersection to keep them operational during power outages. Of the city’s 67 signals, 26 now have battery backup units.
• Installed eight “Welcome to Aggieland – Bryan, Texas” signs along major roadways entering Bryan near the city limits.
• Replaced old Downtown Bryan street signs with new maroon signs, representing the history that all Bryan street signs used to be maroon.
• Drafted revisions to Chapter 118 and 62 ordinances.

Water Services

• Replaced miscellaneous distribution lines with city staff (Southside – 830 feet, Bennett – 90 feet, Briar Oaks – 50 feet, Waco Street – 1385 feet, West Villa Maria at Golf Course – 1050 feet , Truman – 1000 feet, West 31st Street – 485 feet, South Sims – 1350 feet, South Bryan – 195 feet).
• Completed UCMR4 testing with the EPA.
• Achieved 100% compliance during Texas Commission on Environmental Quality system-wide water audit.
• Completed Phase 1 construction along Highway 47.
• Progressed ASR project into testing phase.
• Replaced 800-HP motor on High-Service Pump 7.
• Continued proactive valve program.
• Initiated customer service functionality of Automated Meter Infrastructure (“AMI”) installation.
• Improved fire flows in areas with flows below 1000 gpm.
• Enhanced water quality control measures.
• Installed strategically placed valves to improve distribution system operation.
• Completed the Phase 1 waterline along Highway 47 to convert Bryan customers from the Wellborn SUD.
• Expanded the database for CSI/BPAT.
• Completed the electrical conversion for Well 11 and reactivated the well status with the TCEQ.
• Completed electrical/mechanical upgrades to Well 19.
• Designed and sourced a replacement unit for Pump 2 at the Wellfield Pump Station.
• Painted the interior of 2 MG elevated reservoir near Luza Street to help with infrastructure protection.
• Transitioned to Design Phase 2 of infrastructure along West State Highway 21 and Highway 47 to convert Bryan customers from Wellborn SUD.
• Designed replacement of waterlines around Sulphur Springs, Crane and Cavitt.
• Replaced waterlines along State Highway 6 and Woodville Road.

Wastewater Services

• Signed contract for effluent as a water source for other customers, pending approval from the Texas Commission on Environmental Quality.
• Added Certificate of Convenience and Necessity (CCN) in College Station city limits.
• Began Sanitary Sewer Overflow Initiative contract in the Burton Creek basin.
• Decreased dependency on potable water use within wastewater treatment plants.
• Monitored effectiveness of odor control technologies and explored further odor reduction technologies.
• Increased aesthetics and appearance of waterwater treatment plants.
• Continued efforts to eliminate sources of inflow and infiltration from private and public sources.
• Executed 100 miles of a proactive cleaning plan.
• Rehabilitated 100 manholes.
• Continued developing TV layer in GIS and database of TV information.
• Upgraded control panels at miscellaneous lift stations.
• Researched communication options for lift stations.
• Installed of two raw lift pumps at Burton Creek Wastewater Treatment Plant.
• Replaced miscellaneous collection lines with City of Bryan staff (Sims Street – 320 feet, Sunset Street – 125 ft, Ettle Street - 125 feet, Waco Street – 1250 feet, Old Kurten Road – 450 feet, Broadmoor Street – 470 feet, Oakridge Street – 100 feet, Boatright Road – 100 feet, South Bryan Street – 100 feet.)
• Installed Dumpster-Veyor and multistage blower at Still Creek Wastewater Treatment Plant.
• Replaced sewer lines around Sulphur Springs Road, Crane Road, and Cavitt Street, Old Hearne Road and Independence Avenue.
• Began efforts to secure a discharge permit for a future wastewater treatment plant.
• Designed sewer mains on the west side of Bryan along State Highway 47 for future development.
• Began a wastewater collection study with Pipeline Analysis.
• Completed more than $2 million in upgrades to the Burton Creek Wastewater Treatment Plant. The upgrades included conversion of the anaerobic digester to aerobic and installation of new pumps to the plant’s pumping station. Completion of these projects will improve plant performance, lower offsite odors and provide redundancy for critical equipment.
• Began upgrades to the Still Creek Wastewater Treatment Plant. Once completed, these upgrades will provide automation for the sludge dewatering process and allow upsizing of the plant’s multistate blower. These upgrades streamline plant operations by incorporating “smart” infrastructure into plant operations. Upsizing of the blower will provide oxygen to meet current and future demand.
• Submitted an application to TCEQ to establish a Municipal Setting Designation (MSD). If approved, environmentally-affected properties located within the designated area of the MSD will not be required to satisfy the drinking water standard for shallow groundwater located under an affected property. Approval of the MSD supports the redevelopment initiatives for Midtown, Downtown Bryan and Texas Avenue.
• Requested a Certificate of Completion from TCEQ for 600 N. Main Street regarding this property’s status in the TCEQ’s Voluntary Compliance Program. Issuance of the Certificate of Completion will remove liability from the city and future buyers/lenders from environmental liability relating to contaminated groundwater and soils at this property. This effort supports redevelopment initiatives for Downtown Bryan.
• Completed an upgrade to the Wastewater Treatment SCADA system (e.g. process automation). SCADA is used to automate plant operations through instrumentation and controls. Completion of this project provides greater control, monitoring, and management of the wastewater treatment systems. Safeguard of the city’s network by replacing aged and unsupported equipment/software with new is an added benefit gained by this project.
• Completed compliance audits from TCEQ on the Burton Creek Wastewater Treatment Plant discharge permit, Burton Creek Wastewater Treatment Plant stormwater permit, and Industrial Pretreatment Program. No violations were noted for all three audits demonstrating Bryan’s commitment to regulatory compliance.
• Submitted an application to TCEQ requesting modification to the city’s Industrial Pretreatment Program. This change will improve program administration and satisfy regulatory objectives for pretreatment of industrial wastewaters.