BLUEPRINT FOR GROWTH

The City Manager’s Office provides support to the City Council and provides direction to staff based upon the City Council’s policy. In Fiscal Year 2022, the department:

Travis Bryan Midtown Park

• Partnered with Bryan BSG Partnership and opened BigShots Golf Aggieland in January.
• Continued construction on Legends Event Center, with plans of opening in December 2022.
• Hired a general manager for Legends Event Center.
• Opened Travis Fields at Travis Bryan Midtown Park to the public in February.
• Completed construction and opened D-BAT Aggieland to the public in June.

Queen and Palace Theaters

• Continued coordination with EPMC for enhancements to the Queen Theater.
• Reopened the Queen Theater to the public along with the Crown bar, featuring premier food and beverage services.
• Continued coordination with EPMC for future enhancements to the Palace Theater.
• Used kitchen space in the previous Must Be Heaven location for a future stand-alone restaurant, set to open by the end of September 2022.

Phillips Event Center

• Executed a contract with Synergy to assist the city in renovating the Phillips Event Center after storm damage.
• Began renovations at the Phillips Event Center.

Economic Development

• Initiated the process to identify a third party to assist the city in collecting Hotel Occupancy Tax (HOT) money from short-term rental owners.
• Initiated the process for the creation of three new Innovation Corridor zoning districts and administered community engagement opportunities regarding the project.
• Incentivized redevelopment of the LaSalle Hotel.
• Offered incentives to homebuilders to construct residential homes within Bryan city limits.
• Continued developing the DesignSpark Innovation Center in partnership with Lake Walk, and supported the Traditions Community development efforts.

Public Safety

• Continued reviewing the Community Emergency Operations Center operations and community-wide CAD.

Grandview Cemetery

• Continued efforts to work with the Grandview Association to assume responsibility of cemetery.
• Served as the point of contact for the Grandview Association and other interested parties.

Downtown

• Approved grant requests for the Downtown Improvement Program.
• Continued implementation of Phase 2 of the Downtown Railroad Quiet Zone project.
• Provided Downtown walking tours for groups, including realtors, TAMU students and others.
• Coordinated and expanded the Gameday shuttle service agreement from Downtown to TAMU Football games for the 2022 season after the 2021 season’s ridership of the Gameday Shuttle saw more than a 59% increase over all previous seasons.
• Coordinated with city departments and Destination Bryan to improve the City of Bryan’s special event parking and updated the Downtown public parking map.
• Dedicated personnel to clean-up and maintain the landscape of Downtown Bryan.

Bryan ISD (BISD)

• Attended monthly meetings between the City of Bryan and BISD.
• Served on the BISD Superintendent’s Advisory Committee.
• Served on the BISD Bond Steering Committee.
• Served on the BISD District of Innovation Committee.
• Served as an advisor to the Education Foundation Board.

Destination Bryan (DB)

• Served as a liaison to the DB Board, attending monthly meetings.
• Continued to support HOT-funded events.
• Worked in coordination with DB board members and staff to expand event services and marketing reach.

Audit Committee

• Continued engagement with Baker Tilly, the city’s internal auditing firm, and coordinated Audit Committee meetings and documents.

Miscellaneous

• Received designation as a Texas Music Friendly Community and served as a liaison to the Texas Music Office of the Texas Governor’s Office.
• Prepared a Memorandum of Understanding, with approval of City Council, to partner with MetroNet to install a fiber optic network in the Bryan community.
• Negotiated a 15-year lease for Bob Bond Fields property with the Texas Military Department.

Executive Services staff also served in the following capacities for the listed organizations:

• City Manager serves on the Texas Public Power Agency Board of Directors.
• City Manager serves on the Texas Municipal Power Agency Board of Directors.
• Deputy City Manager serves as the Bryan representative to the Blinn-Brazos County Advisory Board.
• Deputy City Manager serves as City of Bryan liaison to Brazos Valley Hospitality Association board.
• Deputy City Manager serves as the Texas City Management Association Region 7 President.
• Deputy City Manager serves on Texas City Management Association Board and Executive Committee.
• Deputy City Manager serves on Texas Municipal League Board.

Bryan’s Animal Services Department provides animal control and temporary housing for animals in need through enforcement, public education and low-cost spay-neuter programs – all with the goal of reducing the number of homeless animals in the area. In FY2022, the department:

• Successfully sterilized all pets adopted from the Bryan Animal Center through a partnership with Aggieland Humane Society’s Mobile Spay/Neuter Clinic.
• Provided more than 200 free sterilization vouchers to Bryan residents.
• Adopted more than 500 animals to new homes.
• Sent more than 130 animals to rescue partners throughout Texas and the U.S.
• Returned more than 600 animals (50 percent of the found pets) to their owners in the field.
• Reunited more than 200 animals with their owners.
• Benefitted from more than 2,000 hours logged by volunteers.
• Implemented new city ordinances to ensure safe practices pertaining to the adoption of cats and dogs from commercial stores.
• Successfully concluded another year of partnerships with Texas A&M University and Blinn College veterinary programs.
• Hosted four Free Microchip and Rabies Vaccination Events throughout the city, distributing more than 320 free microchips, 300 free rabies vaccinations and 170 Brazos County tags to Bryan residents.

Bryan Texas Utilities (BTU) provides reliable, competitively priced electricity to the City of Bryan and surrounding areas while also emphasizing exceptional customer service and being a responsible, caring member of the community. In FY 2022, BTU:

• Reached a new milestone of more than 65,000 customers.
• The Line Design Department created electric designs for 28 new subdivisions or phases of existing subdivisions.
• The Distribution Department completed construction for the new Distribution Service Center.
• The Transmission Department completed construction of the new Smetana Substation to allot for growth and improve reliability on the west side of BTU’s service territory.

Bryan’s City Secretary’s Office assists the City Council in fulfilling its duties, improves access to public records, manages the election and records management processes and serves as the local registrar of birth and death records. In FY2022, the department:

• Successfully conducted City of Bryan election ordered by Council.
• Conducted candidate orientation for Council candidates.
• Oversaw recruitment/appointment process of Council’s boards, committees and commissions.
• Conducted Texas Open Meeting Act training and City of Bryan Ethics and Conflict of Interest Training for newly appointed board, committee and commission members.
• Hosted volunteer reception.
• Received Five Star Exemplary Award from State of Texas for Excellence in Vital Statistics reporting.
• Oversaw development and launch of special marketing campaigns.
• Led the execution of Bryan’s 150th anniversary celebration.
• Completed the redistricting process.
• Participated in partnership efforts with Destination Bryan.
• Implemented new public information act software to increase efficiency when responding to open records requests.
• Assisted with implementation of new laws passed during the 87th Session of the Texas State Legislature.

Bryan’s Code Enforcement Department works to proactively maintain an attractive, safe and healthy community. Accomplishments in FY2022 include:

• Launched private fire hydrant and private lift station programs. These efforts promote public safety and system maintenance for private side assets.
• Began exploring avenues to improve corridor aesthetics relating to signage.
• Continued proactive enforcement of code violations.

Bryan’s Communications & Marketing Department supports all other departments in the city by producing high-quality materials to inform and engage residents and visitors. In FY2022, the department accomplished the following:

• Completed the yearlong 150th Anniversary of Incorporation celebration, which included a multi-media-rich website, historical artifacts, in-person and self-guided history tours, and social media. Did extensive research and wrote a 25,000-word history of Bryan that specifically shines light on untold or lesser-known stories of Bryan’s history, and takes specific care to make sure that all of Bryan’s diverse cultures and minority populations are represented.
• Created branding and applied branding for 150th Anniversary Celebration to nearly 30 different projects.
• Received 27 state and national awards for graphic design, social media, website, video and other communications work completed in-house by the Communications Team
• Published 23 issues of “The Good Life” twice-monthly e-newsletter with an average open rate of 39% (industry average is 29%) and an average click-through rate of 7% (industry average is 2%). Increased the number of subscribers by 44% to 2,230.
• Published 7 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 an estimated 2.05 million impressions, 89,000 engagements and 13,690 website visits on social media.
• Increased the number of followers on the city’s main social media accounts by 6% across Facebook, Twitter and Instagram to 27,600.
• 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.
• Completed more than 270 graphic design projects for departments all throughout the city, including social media graphics, flyers, business cards, advertisements, publications and other specialty projects.
• Managed all aspects of 13 different websites, including cybersecurity, and completed a database security audit that contained more than 90 different security parameters.
• Redesigned, developed and launched a new Bryan + College Station Public Library System website that focuses on user experience and streamlines efficiency.
• Took more than 9,000 photos of city events, locations and services.
• Designed and created several multi-page publications, including the Fire Department Strategic Plan, and annual reports for BTU, the Bryan Fire Department and Bryan Police Department.
• Created more than 90 professional-quality videos, including 33 to commemorate the city’s 150th Anniversary.
• Responded to more than 540 media inquiries, resulting in more than 700 stories published about the City of Bryan by local, regional and national media outlets.
• Maintained working relationships with five outside print vendors, who handled more than 200 graphic design jobs.

The Community Development Services (CDS) Department administers federal funds from the U.S. Department of Housing and Urban Development, including the Community Development Block Grant (CDBG) and Home Investment Partnerships Program (HOME). Programs goals include decent housing, suitable living environment and expanded economic opportunities. Through these national goals, CDS provides programs addressing local housing and non-housing needs - primarily for special needs populations (i.e. elderly, disabled, homeless, and low- and moderate-income persons). CDS also collaborates with both private and public entities to leverage resources and serve additional families.

Current allocations for the 2021-2022 program year total $1,276,833 and include:

• $841,019 in CDBG funding
• $435,319 in HOME funding

Accomplishments for the 2021-2022 program year include:

• CDBG Minor Repair: Provided funding up to $5,000 for more than 60 minor home repair projects for eligible low-to-moderate-income homeowners to address health and safety issues such as air conditioning, heat, water heaters, electrical, plumbing, handicap accessibility and roof repairs.
• HOME Residential Homeownership Development: Provided grant assistance from the HOME program to construct sewer line infrastructure for three new Habitat for Humanity homes.
• HOME Residential Rental Development: Completed one Community Housing Development Organization (CHDO) new single-family rental cottage for low-income, elderly residents. A second home is underway.
• HOME Reconstruction: Demolished and reconstructed two dilapidated owner-occupied homes. A third is underway.
• HOME Down Payment Assistance: Provided homebuyer counseling and down payment assistance to five first-time homebuyers.
• CDBG Voluntary Demolition: Completed one demolition for eligible low-to-moderate-income property owners. A second demolition is underway.
• Housing Volunteer Group Coordination: CDS staff coordinated 17 volunteer projects such as landscaping, painting and wheelchair ramps through partnerships with volunteer groups (U.M. ARMY, Rebuilding Together B/CS, Texas Ramp Project, and various Texas A&M student groups). Completed one major volunteer rehabilitation by leveraging minor repair funds. One volunteer demolition/reconstruction is underway.
• Church/Neighborhood Forums: Participated with church and neighborhood groups to establish partnerships for minor repairs. CDS staff also continued planning efforts for a church mission center to house volunteers throughout the year.
• Loan Servicing: Serviced 40 residential mortgage loans (and payoff proceeds from four properties) for prior housing projects resulting in approximately $132,000 in program income and recaptured funds to be used on additional future CDS Department housing projects.

Non-Housing Accomplishments:

• CDBG Public Service Agency Funding: Coordinated the Joint Relief Funding Review Committee process to award $124,025 to local nonprofit direct service providers. Monitored three public service agency grant contracts (health/social service agencies) and re-allocated funding for one agency, assisting approximately 1,006 clients by providing direct services for financial stability, case management, direct aid, health needs and minor advocacy for wards of the state.
• CDBG CARES Public Service Agency: Monitored two additional nonprofit agencies to address COVID-19 high-priority food and direct aid needs for more than 516 individuals to be assisted through the contract periods.
• CDBG CARES Emergency Economic Development: Assisted eight Bryan businesses with grants totaling $153,746 for eligible expenses to create/retain approximately 60 low and moderate-income jobs in response to the COVID-19 pandemic.
• Bank on Brazos Valley: Financial literacy program for youth and families. Coordinated a fall Financial Fair workshop, a spring Financial Simulation and Money Smart Week video and artwork contest for BISD students, and gave financial literacy presentations to Bryan Housing Authority and Housing Choice Voucher clients.

Coulter Airfield is the City of Bryan’s municipal air field. In FY2022, Coulter Airfield:

Capital Improvement Projects

• In Fiscal Year 2022, engineering work was completed for the runway rehabilitation project. Once complete, the project will include rehabilitation and marking of runway 15-33, taxiway A and aircraft movement areas. Additionally, several poor drainage areas near hangars will be reconstructed for improved water drainage. The construction phase should commence in late FY22 or early FY23.

Hangar developments

• Construction was completed on a 70’x35’ hangar addition to Hangar H3. HeliBacon, LLC leases Hangar H3 from the City of Bryan and completed internal office-space renovations within the hangar addition. This new space allowed HeliBacon, LLC to move all operations to a central location.
• RFQ #22-058 was submitted for an estimated $4.6M hangar design build project. Don Jackson Construction was selected by committee and has submitted costs for Pre-Construction Phase Services Plans. The Pre-Construction Phase Services Plans will result in hangar design recommendations in addition to location recommendations at Coulter Airfield. Conceptual project plans include two 10,000-square-foot box hangars, five 45foot-by-35-foot connected box hangars and 10-unit T-hangars in FY23.

Operations Improvements

• Grounds maintenance was placed under a four-year mowing contract. This allows airport staff to focus greater attention on customer service for visitors and tenants.
• Two fuel trucks have been leased through Coulter’s fuel distributor, allowing for greater operational flexibility in fueling and meeting customer service requirements.
• Two courtesy vehicles are available at Coulter for use by out-of-town customers flying into Coulter Airfield.

Current Economic Development projects:

• Traditions/Lake Walk development
• Midtown redevelopment
• Temple Freda restoration
• Tax Increment Reinvestment Zone (TIRZ) management and development
• Property acquisitions
• Bryan Commerce & Development Board property management
• GovOS implementation
• Jordan’s Lofts
• DTN RFP
• Fuji expansion
• Hush and Whisper distillery
• EPMC development on University Drive

Travis Bryan Midtown Park project management

• The Economic Development Department provided overall leadership and served as the project panager responsible for the entire successful execution of the City of Bryan Travis Bryan Midtown Park project. The primary responsibilities are to plan, direct, coordinate and budget activities concerned with the construction and maintenance of structures and facilities. The Project Manager also participated in the conceptual development of the project and oversaw its organization, estimating, scheduling and implementation.
• Current developments within this project include Midtown Park Boulevard, Legends Event Center, Travis Fields at Midtown Park and other associated projects. Both Travis Fields and BigShots Golf Aggieland opened in January 2022. Midtown Park Boulevard opened to the public in September 2022. Legends Event Center will open by the end of 2022. Landscaping is planned for Fall 2022, weather and construction schedule permitting.

Bryan Business Council

• Completed construction of the D-BAT facility at the Travis Bryan Midtown Park.
• Partnered with Bryan ISD to market the City of Bryan and the school district.
• Sold remaining property in the Bryan Industrial Park to a large private business.
• Continued working towards closing on the sale of properties on Old College Avenue/Union Hill. This will be the largest privately held catalytic site redevelopment in Midtown.
• Incentivized redevelopment of the LaSalle Hotel.
• Cooperated in the redevelopment of the South College Avenue corridor.
• Assisted with development along FM158 and Boonville Road.
• Purchased additional property to redevelop along the South College Avenue corridor.

The Engineering Department manages many of the large-scale projects that affect residents, businesses and visitors in Bryan. In FY2022, this included:

• For the third year in a row, staff reviewed almost 200 projects submitted through the site development review process. More than $18 million in public infrastructure was installed by developers in 2020, more than $11 million in public infrastructure in 2021, and 2022 is on pace to add an additional $12 million. Inspectors provided inspections on more than 30 development projects under construction at the same time for the last three years.
• Executed the annual process for the city’s comprehensive 5-year Capital Improvement Program (CIP). Managed more than 30 CIP projects for the third straight year and provided inspections for 10 CIP projects under construction at any one time.
• Implementation of CIP delivery (program, design and construction) for Fiscal Year 2022 through Fiscal Year 2026:
  • Completed construction of Coulter Drive, Palasota Drive Phase 1, Still Creek culverts, William Joel Bryan Parkway telecom, the Coulter Airfield office building, Golf Course bridge and drainage, and several projects at Midtown Park. These included Phase 1C, Travis Fields; Phase 2, Big Shots Drive; Phase 3C, Lake grading; Phase 3D Contract 1, Outer loop trails; and Phase 5A, Midtown Park Boulevard, all totaling approximately $30 million.
  • Under construction: Palasota Drive Phase 2 reconstruction, the Downtown Quiet Zone, Old Hearne Road Phase 1, Washington Street/33rd Street drainage, and traffic signals at 29th Street/Broadmoor Street and 29th Street/Carter Creek Parkway.
  • Finalizing designs for South College Avenue, Bristol Street/Esther Street drainage, Hillside/Old Oaks drainage, Commerce Street reconstruction, Wayside/Carter Creek storm sewer, Gateway monument signs, and several projects at Midtown Park. These include Phase 3C Contract 2, Lake fountains; Phase 3C Contract 3, Dam and emergency spillway; Phase 3C Contract 4, Well drilling and irrigation; Phase 9A, Tree relocation from State Highway 6 with irrigation; and Phase 3D, Outer loop trails Contract 2.
  • Continued to utilize a prequalified list of firms to expedite consultant selection. This process allowed for the consultants to be selected for the following projects: Old Hearne Road extension, Brushy Creek FEMA floodplain study, Still Creek Tributary B LOMR, Golf course drainage improvements and bridge replacement, and Briar/Burton Creek Stabilization.
  • Completed Phase 1 Texas Avenue design and Phase 2A of Texas Avenue Metropolitan Planning Organization (MPO) Project and completed construction plans for the Texas Department of Transportation (TxDOT) on the Farm to Market Road 158 MPO Project. TxDOT should start construction on both projects this year.
• Received the Project of the Year award from the Texas American Public Works Association for the Travis Fields – Midtown Park Phase 1C project.
• Continued to implement the right-of-way management ordinance to manage work of outside entities within the city’s Street Rights-of-way, including wireless telecommunication facilities.
• Implemented the fourth year of the Contractor Registration Program, including documenting contractors’ continuing education efforts to ensure the quality of contractors building infrastructure or working in public rights-of-way.
• Maintained the city’s Community Rating System Class 8 status and recertification (every 5 years). Engaged the public in outreach efforts at First Friday in July 2021 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 the Federal Emergency Management Agency. The study updated the flood hazard information along that reach and is in review.
• Continued the consultant selection process for capital projects – more than 40 firms submitted statements of qualifications.

The Bryan Fire Department keeps residents and businesses safe through education, prevention and fire/EMS response. In FY2022, the Bryan Fire Department:

Fire Administration

• Reorganized the Bryan Fire Department’s Command Staff.
  • Created a new Deputy Fire Chief position to create a true Fire Department #2 position.
  • Selected a new Assistant Chief of Operations.
  • Selected a new Assistant Chief of EMS.
  • In the process of promoting a new Assistant Chief of Training.
  • Restructured administrative personnel to create a Planning Officer position. (Lt. A. Davis)
• Regional and State response sustainment
  • Acquired $217,000 in State of Texas deployment reimbursements.
• Adopted strategic guidelines for an all-hazard, quality improvement model. This multi-year initiative will result in Center for Public Safety Excellence (CPSE) accreditation and provide the needed information to structure a risk management response model that will continually evaluate the effectiveness and cost efficiency related to fire, emergency medical and special operational responses.
  • Researched, analyzed and aggregated data to perform a risk analysis and self-assessment that promotes the establishment of community-adopted performance targets for fire and emergency service agencies.
  • Sent a Planning Officer to the CPSE Commission of Fire Accreditation International (CFAI) accreditation course to familiarize with the procedures, requirements and documents necessary for BFD to achieve accreditation status.
• Analyzed service coverage in order to determine the best locations for future fire stations for more efficient and effective emergency response by leveraging information and technology such as GIS and response data from dispatch.
• Restructured pay for 2023.
• Established an initial bargaining team with Fire Department’s Command Staff to discuss a language change to the current Meet and Confer Agreement (MCA) that may affect current policy, non-monetary dockets and monetary proposals for consideration prior to negotiating with the City of Bryan team.

Support

• Passed the biennial compliance inspection from the Texas Commission on Fire Protection (TCFP) with zero violations or need for follow-ups. TCFP sets and regulates the standards for fire departments in.
• Initiated and executed a Civil Service Fire Department entrance examination.
• Tested and processed more than 150 potential candidates.
• Established and implemented an assessment/written test-based promotional system to meet stipulations of the COB/Local 1204 MCA.
  • Promoted 3 new Battalion Chiefs
  • Promoted 7 new Fire Lieutenants
  • Promoted 1 new Deputy Fire Marshal
  • Promoted 6 new Fire Apparatus Operators
• Amended the COB/Local 1204 MCA. This allowed the Fire Chief to promote the Deputy Fire Chief and 2 Assistant Fire Chiefs through appointment rather than through traditional promotion process. Firefighters voted to allow the Fire Chief this privilege with an 87% approval.
• Established and implemented a Health and Safety Committee to meet stipulations of the COB/Local 1204 MCA.
  • Formed a committee to make recommendations for improvements in safety practices, procedures and equipment. The goal is to enhance health and safety initiatives and diminish any hazardous work conditions, creating a healthier and safer work environment.
• Continued the department’s COVID-19 response readiness, including updating PPE guidelines as CDC recommendations changed, acquiring and maintaining supplies during national shortages, transporting and caring for COVID-19 positive patients, etc.
• Designed and acquired a Ladder Truck Custom Pierce 100’ Ariel Platform purchased from Siddons-Martin. This ladder truck will be an addition of our fleet, providing better protection to the City of Bryan.
• Updated the uniform policy to align with industry standards and create a more professional image. We want the high standard of our level of service to be reflected in the image we present to the public.
• Worked with City of Bryan Communications and Marketing Department to develop a recruitment strategy and rebrand the BFD image.
  • Created a recruitment webpage that navigates easily and has links to the BFD application page.
  • Created an active social media prescience to assist with recruiting on multiple platforms.
  • Made videos that both showcased BFD and were instructional for the job performance physical test.

Operations and Training

• Calls for service (First 11 months of Fiscal Year 2022)
  • 10,309 medical calls (Calls are by incident number not individual unit responses.)
  • 3,207 fire calls
  • 107 community paramedicine
• Training hours: 22,978.45
  • EMS: 7,125.25
  • Fire: 9,276.6
  • Policy and procedure and street drills: 3,476.5
  • Specialty training (rescue and hazardous materials): 2,422.1
  • Officer development: 678
• Cadet academy
  • 31 cadets trained in the academy
  • 6 employees attended EMT school
  • 4 employees attended Paramedic school
• Completed training of all Firefighters in the national recognized Blue Card Incident Management program.
  • Develop BFD’s first Incident Management and Tactics manuals.
  • Trained all firefighters on new incident management program.
• Professional development
  • Signed a cooperative learning agreement with TEEX for BFD to host multiple firefighter recruit academies, which trained non-certified personnel to be fully certified Texas commissioned firefighters.
  • Signed a cooperative learning agreement with TEEX for BFD to host multiple EMT-B courses, which trained non-certified personnel to be EMT-B certified through the National Registry.
• Advanced extrication training
  • Sent 12 personnel to learn advanced auto and big rig extrication.
    • Used newly acquired knowledge to perform auto extrication class for Technical Rescue Team.
  • Sent 4 personnel for advanced high-angle rigging and training.
• Cancer reduction initiative
  • Maintained Fitlife program through Texas A&M.
  • Added sonogram testing to annual Fitlife.
• Recruit Graduation: BFD had 2 recruit graduations this past year, class 26 and class 27 (18 personnel). Both classes are a mixture of certified and non-certified recruits that stuck together during a 14-week fire academy. All graduated as fully certified structural firefighters.
• Health and Wellness Program: Bryan Fire Department has made the health and wellness of their firefighters a top priority. BFD has secured funding through AFG grants totaling $175,000 to address firefighter nutrition, injury prevention, mental health and rehabilitation after injuries.
• Promotional Ceremony: From 2020-2022 BFD promoted 25 personnel. Due to COVID-19, the department was not able to publicly recognize these individuals until August 2022 during a pinning ceremony for all promotions from 2020 to 2022.
• Special Operations
  • Regional Rescue Team: Deployed with Texas A&M Task Force 1, completed a successful wide area search in Montgomery County, completed heavy vehicle rescue training, and established a high angle competition team
  • Wildland Team: Deployed 7 times from January to June through the Texas Intrastate Mutual Aid System to major fires, including Rolling Pines in Bastrop and the Eastland Complex Fire

EMS

• Recertified with the Commission on Accreditation of Ambulance Services (CAAS) with zero violations or need for follow ups. Accreditation signifies that your service has met the “gold standard” determined by the ambulance industry to be essential in a modern emergency medical services provider.
• Conducted an EMS analysis for dispatch, response, out of service, aggregation of run types, billing and rates, which led to the following efficiencies:
  • Implemented guidelines for critical levels of Fire/EMS, which is now tracked and paged to Fire Department leadership. This reduced Critical level 0 by more than 20 minutes.
• Implemented a tiered response model to reduce EMS call volume from College Station Fire Department.
• Successfully implemented a Community Paramedicine program to reduce low-acuity EMS calls.
  • Mitigated more than 120 frequent callers.
  • Reduced run volume by more than 2,000 runs.
  • The Community Paramedic has been asked to sit on the APS Advocate Board, Project Unity Advisory Board and the Brazos Valley Advisory Committee.
  • Tracked and analyzed high-volume preventable calls to take a proactive approach to mitigate.
  • Provided community outreach and education.
• Established a no-cost telemedicine program in September 2022.
• Revamped the Field Training Officer (FTO) program and increase the number of FTOs from 4 to 11.

Fire Marshal

• Public outreach
  • Partnered with the American Red Cross through a smoke detector program and After the Fire community outreach program to educate and ensure neighboring residences near structure fires have smoke and carbon monoxide detectors.
  • Partnered with the Community Paramedic to provide public education to retirement communities and residents who place a high number of calls to the department.
  • Completed the Citizen Fire Academy in the spring of 2022 with a full class. It will be offered again in the spring of 2023.
• Code Enforcement
  • Used ESO records management system to manage property files, permits and inspections.
  • Used the Building Standards process to move owners to either repair or remove substandard structures. Bryan has many older buildings that are dilapidated or that staff receive complaints about, and this process outlines a method to manage them through the Building Services Department. The Fire Marshal’s Office inspects the structures to determine their integrity. Then, the Building and Standards Commission will rule on the outcome of each property based on the recommendation of the building official and fire marshal.
• Through the Auxiliary Fire Inspector Program, reached out to BFD members to generate interest in the Fire Marshal’s Office and encourage more exposure to the responsibilities the office manages.
• Continued using Compliance Engine, a third-party software to help keep commercial fire suppression systems active and effective.
• Continued the department’s drone program with two Part 107 UAS-certified drone pilots.
  • New employees in the Fire Marshal’s office are required to become part of the Bryan Aerial Response Team (BART). The Fire Marshal’s Office will provide the ongoing training as a Part 107 UAS pilot to ensure BART has the trained personnel to respond where this capability is required. BARD responded to many incidents this year, and the number is expected to increase as more agencies realize the benefits of this tool.

Emergency Management

• Conducted a nationwide search and hired a new Emergency Manager.
• Continued responses for COVID-19 pandemic, including maintaining CEOC operations for: City of Bryan Pandemic Team, PPE distribution, COVID-19 testing, Brazos Valley COVID-19 Vaccination Hub, etc.
• Stood up CEOC operations during winter weather incident, including damage assessments for reimbursements.
• Grant management
  • Hired a Deputy Emergency Manager responsible for grant management.
  • Awarded a $175k health and safety Assistance to Firefighters Grant (AFG).
  • Submitted multiple AFG and Staffing for Adequate Fire and Emergency Response (SAFER) grants to supplement emergency response equipment needs and staffing for Truck 2.
  • Maintained the AFG, SAFER and Homeland Security grants, including financial reporting with the City of Bryan’s Finance Department for reimbursement.
• Community response
  • Initiated a local declaration to address drought conditions.
  • Deployed the mobile command bus as mutual aid for the Burns Creek fire and Jewett, Texas fire.
  • Deployed the mobile command bus to assist the Bryan Police Department (BPD) operations during a suspected hostage situation.
  • Partnered with and deployed Brazos Transit District mobile cooling stations to provide rehab to responders.
• Disaster mitigation readiness
  • Updated Emergency Operations Plan Annex T: Donations Management.
  • Updated standard operating guidelines to affirm inter-local partnership for Community Emergency Operation Center activations.
  • Reviewed and exercised Texas A&M’s Kyle Field emergency plan.
  • Created a robust planning team to begin updates to the next cycle of the Hazard Mitigation Action Plan.
  • Partnered in a disaster assessment team to streamline damage reporting in the event of an emergency or catastrophic event.
  • Participated in the Homeland Security Advisory Committee meetings.
  • Reviewed and updated the City of Bryan Flood Mitigation Plan objectives.
  • Reviewed the City of Bryan power plant emergency plan and conducted a hazardous materials exercise.
  • Deployed the mobile command post to support BPD leadership training for a school active shooter exercise.
  • Participate in the Bryan ISD Safety and Security Task Force committee.
  • Assisted the City of Bryan Communications Department in creating web-based resources for severe weather preparedness.

Through the issuance of Pension Obligation Bonds, The City of Bryan (COB) and Bryan Texas Utilities (BTU) collectively will see savings of $2.3 million in Fiscal Year 2023, allowing merit increases to account for 7% growth with only 4.6% of actual costs to the city. For the outlook horizon, both COB and BTU are poised to maintain and grow fund balance reserves to historically appropriate high levels. Through proper foundational accounting principles and practices, the FY 2021 audit resulted in clean, unmodified opinions for COB and BTU with no material or significant weaknesses. Through innovative process improvements, COB and BTU Fiscal Services have implemented automated processes for monthly and annual financial reporting, saving valuable time and resources. During FY 2022, excellent investment management has allowed the weighted average yield to grow over 630% while maintaining safety of principle and adhering to the investment policy. During a volatile economic year, true interest costs came in under initial projections saving the city and BTU rate-payers millions of dollars over the life of the debt.

COB Fiscal Services

• Budget
  • Redesigned the 10-year pro-forma model.
  • Maintained target days of cash in all funds through the outlook horizon.
  • Met all statutory requirements.
  • Received the Distinguished Budget Award from the Government Finance Officers Association.
  • Due to actual savings from Pension Obligation Bonds, realized $2.3 million in savings for FY 2023 – resulting in a 7% merit increase that only cost the city 4.6% based on savings from benefit costs. This is a direct result of refinancing pension unfunded liability
• Accounting and Reporting (COB and BTU)
  • Received a clean, unmodified audit opinion with no material or significant weaknesses noted.
  • Issued monthly reports in an average of 11 business days.
  • Processed 7.252 checks and electronic funds transfers (estimated through 9/30).
  • Implemented digital processes through Laserfische Forms for journal entries, cash receipts and purchasing cards.
  • Stayed in full compliance with the Financial Management Policy Statement.
• Investments
  • Increased the weighted average yield from 0.282% (October 2021) to 2.060% in August 2022; increase of 630.5%: YTD interest income for COB $970,528; $1,050,000 for BTU.
  • Updated the city’s investment targets to more evenly allocate investable funds over the allowable time horizon.
  • BTU City and COB will earn more interest income in FY 2022 than we will pay in interest expense.
• Payroll (BTU and COB)
  • Successfully implemented the UKG Dimensions system (formerly Kronos) for BTU.
  • Successfully integrated BTU’s payroll into one payroll process through HTE.
  • Hired a full-time payroll specialist to absorb increased workload; implemented an ongoing training program for divisions across the city including BTU.
  • Successfully processed 26,794 payroll checks.
  • Converted all employee payroll forms to Laserfische Forms for digital submittal and processing/retention.
• Debt
  • Issued $26 million in new money certificates of obligation at a true interest cost of 3.59%; Credit rating remained stable at AA for COB.

BTU Fiscal Services

• Accounting and Reporting
  • Received a clean, unmodified audit opinion with no material or significant weaknesses noted for both BTU City and BTU Rural.
  • Implemented Tableau software to generate monthly financial reports and CIP reports – automated process implemented.
  • Developed a Tableau workbook, transforming monthly managerial financial reports into the annual financial statements framework – automated process implemented.
  • Developed dashboards in Tableau to provide the general manager with an overview of BTU’s daily cash position.
  • Redesigned the City and Rural System five-year pro-forma platform.
  • Integrated budget input through Laserfische Forms; converted budget reporting from a manual Excel model to a Tableau application – automated process implemented.
• Process Enhancements
  • Developed processes to accommodate collateral, ROW, and investment activities in Laserfische.
  • Replaced paper payroll forms with digital versions to streamline the process.
• Financial Position Improvements
  • Maintained days of cash targets for BTU City and BTU Rural for FY 2022 and the outlook horizon.
  • Rating agencies revised the City and Rural System ratings from Negative to Stable outlook.
  • Refunded $25 million of 2012 outstanding bonds during volatile market conditions, receiving a true interest cost of 3.462% with a net present value savings of 4.87% and $1,457,436 (actual cash savings of $6,315,013).

Bryan’s Human Resources Department supports the city’s efforts to attract, develop and retain a diverse, well-qualified and productive workforce that is capable of providing quality services to the residents of Bryan. In FY2022, the Human Resources Department:

• Implemented online HR processes using Laserfiche Forms to streamline and make processes for employees, supervisors and HR/Risk/Payroll personnel more efficient and paperless. This change included updates to our COVID-19 reporting form to provide automatic “next steps” for employees and their supervisors.
• Used a consultant to conduct a formal compensation study for BTU to update pay ranges and salaries as commensurate with market data.
• Conducted (HR staff) salary/compensation studies for sworn positions in Police and Fire and worked with those departments to implement adjustments to the current pay schedules to stay competitive in market for all civil service ranks. Worked with the Fire Department to create a new pay structure to include longevity in the department, instead of time in rank.
• Conducted (HR staff) salary/compensation study for City of Bryan general positions and worked with individual departments to implement special adjustments to current pay rates and ranges, if applicable, to stay competitive in market. Overhauled the pay ranges for FY 2023 to include an across-the-board increase for employees to somewhat mitigate inflation and cost-of-living increases.
• Implemented various programs and incentives to counter nationwide issues in attracting, hiring and retaining employees – spot bonuses, flexible and or remote work schedules/arrangements, additional holidays, pay incentives for assignments and other specialties in police, certification pay upgrades, a signing bonus in fire, etc. Continued research on how to further our competitiveness in the labor market
• Implemented an upgrade to People Admin, the city’s online application and hiring software, adding further onboarding, position management and employee records solutions. Implemented two new releases of the Learning Management System. Worked with IT to implement an upgrade to Cognos, the city’s report-writing software.
• Implemented a pilot “HR Business Partner” program to serve individual departments better by acting as a strategic resource to them and the organization.
• Planned and coordinated a first-of-its-kind employee appreciation event at Big Shots Golf – it was a huge success with employees!
• Continued and enhanced a citywide training and talent development program that includes online and onsite/offsite training and development opportunities to meet needs of all departments and individual employees.
• Continued a sick leave donation program as part of the catastrophic sick leave policy to assist employees who have exhausted normal sick leave banks due to legitimate reasons.
• Continued 30-60-90-Day assimilation reviews for new hires to track progress, engagement and assimilation to their jobs, supervisors and departments. HR reviews these reports in order to address any shortcomings in our onboarding of new employees and works with supervisors/departments on needed improvements.
• Continued the annual Supervisory/Management “Spotlight” Series to offer monthly training and talks on current hot topics from HR, Risk, Finance, IT, City Secretary, etc. These serve as roundtable discussions to address questions, as well as reminders for supervisors on current policy and practices.
• Utilized formal and informal succession planning in several departments to promote executive and top management level positions from internal candidates. Assisted with several departmental reorganizations to include job analyses/descriptions, compensation factors, business and staffing needs, etc.
• Continued update of local Civil Service rules to meet the recruiting, hiring and other needs of the Police and Fire Departments – also worked with Fire administration on several items for an updated Meet & Confer Agreement between the City and the local fire association.
• Continued review and update of Personnel and Administrative Policies and Procedures.
• Participated and assisted with significant personnel issues, including performance improvement plans; disciplinary actions; terminations and appeals; civil service (Police and Fire) complaints, grievances, investigations, suspensions, and determinations of fitness; mandatory referrals to the EAP; and numerous Public Information Act requests, etc.
• Coordinated and administered Police and Fire entrance exams, hiring processes and promotional exams/processes/assessment centers.

The IT Department works to provide innovative, secure and cost-effective technologies to help advance the city’s strategic plan. In FY2022, the department:

• Maintained 99.8% or higher uptime for all critical systems
• Expanded cybersecurity awareness program
  • Phish campaigns sent over 21,000 emails with a 1.5% click rate, well below national standards.
  • Performed annual cybersecurity assessment and penetration test with excellent results.
  • Designed and lead quarterly internal table-top exercises including multiple departments.
  • Participated in the North American Electric Reliability Corporation (NERC) GridEx.
  • Revamped NERC Critical Infrastructure Protection (CIP) policies to improve clarity and consistency.
  • Successfully completed annual Payment Card Industry (PCI) review of 12 city departments.
• Expanded existing GIS functionality
  • Deployed next generation GIS software (ArcGIS Pro) to GIS users in the city.
  • Expanded access to ESRI’s ArcGIS Online cloud platform, giving GIS users in other departments the ability to create their own mapping applications for use in the office and out in the field.
  • Completed decennial redistricting process, satisfying state requirements with 2020 Census data.
  • Developed and deployed Bryan Fire Department dashboard to assist and support accreditation.
• Continued community outreach and support
  • Bryan Aerial Response Team deployed drones to more than 20 incidents, including wildland fires, people search, structure fires and others.
  • Conducted global/community/resident outreach with the Brazos Valley Child Abduction Response Team, Brazos Valley Community Network, Brazos Valley Wide Area Communications System, Brazos Community Emergency Operations Center, Brazos Valley Council of Governments, Brazos County, Electricity Information Sharing and Analysis Center, Texas Department of Information Resources Volunteer Incident Response Team and Infragard.
• Strategic Enterprise Application Improvements and Implementations
  • Implemented Axon Records Management System for the Bryan Police Department, Tele911, TLC Library Management System, JustFOIA Open Records Management, Tableau Reporting, TK Pro Lock Out Tag Out and Animal First.
  • Upgraded Sensus Flexnet Smart Meter System, GeoDigital Field Mapping, Computer Aided Dispatch (CAD), Exchange Email Server, Clevest Mobile Work Force, Laserfiche, Milsoft Outage Management and Business Objects Reporting software platforms, ESRI ArcGIS.
  • Expanded use of Laserfiche business intelligence with new HR and Finance processes, BTU Paperless initiative, Staff Travel Forms and BTU Online Service Application form.
  • Handled 6,500 support calls over the last year within SLA guidelines.
• Continued expansion and upgrade of city network infrastructure
  • Implemented further Internet routing redundancy by adding a secondary physical pathway.
  • Implemented Next Generation Firewalls in BTU electric grid network.
  • Implemented virtual desktop environment to replace more than 40 physical public machines in Clara B. Mounce and Larry J. Ringer libraries.
  • Upgraded BVWACS system-wide public safety radio encryption.
  • Modernized fire radio devices with Next Gen Motorola APX-NEXT.
  • Upgraded 512 Windows 10 machines to the most current Windows 10 operating system build to keep systems secure.
  • Replaced approximately 20% of end-user technology assets to maintain a five-year life-cycle.
  • Continued work on major fiber projects; Ringer Library, Carson St under the railroad, Leonard Rd Substation, Steep Hollow Substation to Keith Substation OPGW, Travis Park Ball Fields, SOC/Distribution Complex/Travis Park connectivity

The Bryan + College Station Public Library System (BCSPLS) is located in the cities of Bryan and College Station. An interlocal governmental agreement between the two cities combines the library system to operate under the City of Bryan.

• Bryan has two libraries: Carnegie History Center, our research hub for genealogy and local history, and Clara B. Mounce Public Library. College Station is home to Larry J. Ringer Library. All three libraries improve the quality of life in the communities by providing residents with state-of-the-art technology, intuitive programs and services, a diverse collection of materials, and excellent customer service. These tools help us achieve the library system’s mission of promoting workforce development and early literacy through informative, entertaining programs and high-quality materials.

Partnership with school districts

• The BCSPLS continued partnerships with Bryan ISD and College Station ISD, IL Texas Aggieland High School and many other local schools in the community to expand access to resources for students of all ages.
• Tutor.com: This tutoring service connects students to expert tutors in an online classroom setting, on-demand, 24/7/361 in more than 200 academic subjects and test preparation areas in an engaging and uplifting learning environment.
• SORA: The library system’s innovative partnership to increase students’ access to eBooks and digital audiobooks combines BCSPLS and school district digital reading resources in one app. The partnership provides safe access to thousands of age-appropriate titles for student use inside the classroom, at home and anywhere 24/7.
• Community engagement and visits to schools: This outreach brings awareness of upcoming events and programs, and serves as an introduction to library services.

Essential access and beyond

• New Website: Working with the City of Bryan's Communications and Marketing Department, we launched the redesigned, Bryan + College Station Public Library System website. The site focuses on creating a better user experience and efficiency for patrons.
• Virtual eCard: BCSPLS allows members of the community who do not have a physical library card to obtain one electronically and have remote access to databases and resources (eBooks, eAudiobooks & eMagazines, streaming videos and more).
• Databases and resources: BCSPLS has a plethora of databases and resources are accessible outside of library 24/7/365.
• Curbside service: Curbside service continues through a contactless pickup option to keep residents safe and on the move.
• Accreditation: BCSPLS met accreditation through 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.
• Social Media: Increased social media participation and interest in programs/events throughout the library system.

Programs & Community Outreach

• Summer Reading Program: Oceans of Possibilities summer reading program featured lots of water, deep sea adventures, program engagements, and joy of reading. Program made possible through grant funding by our Friends of the Library.
• Open a Book, Open a World: Award winning and best-selling author(s) event on reading and conversation.
• Services: Successful collaboration with community organizations to combat hunger, assist in tax preparation, performance of peter and the wolf ballet, partner in service-above-self initiatives and more.
• Volunteers: Increase volunteer participation year-round.
• Offerings of genealogical records and education through the special collection at the Carnegie History Center.

Stories of Impact

• The library system plays a fundamental role in society. The resources and services it offers creates opportunities for learning and help shape new ideas into future generations. The library system’s vision to engage, enlighten, empower, and inform life-long learners in the Brazos Valley continues to make lasting impact on the lives of the community.

Bryan’s Municipal Court serves the public in a fair, efficient and accountable manner while processing citations, writs and warrants to impartially administer justice for the city. In FY2022:

• Processed more than 10,000 new cases that were filed with the court from multiple agencies.
• Processed more than 5,000 warrants to ensure that judgments from the court are enforced.
• Participated in the Youth Advisory Committee.
• Held Teen Court sessions to mitigate juvenile recidivism.
• Seven staff members have maintained and retained their Texas Court Clerk Certification.
• Presiding Judge and Associate Judges have attended and complied with mandatory judicial continuing education.
• City Marshals maintained all state-mandated training required for peace officer certification through the Texas Commission on Law Enforcement.

Bryan’s Neighborhood & Youth Services Department helps improve the quality of life in the community by promoting and facilitating resident communication, participation and involvement in local government. In FY2022, the department:

• Continued activities of the Youth Advisory Commission
• Participated in the Texas Youth Action Network administered through Texas A&M Public Policy Research Institute for a project benefitting youth at-risk
• Administered the neighborhood association matching grant program
• Continued to foster communication at the neighborhood level
• Provided support to various youth programs and activities
• Assisted with construction aspect of infill redevelopment program

The Parks & Recreation Department stayed busy in FY2022 by providing quality recreational opportunities for the City of Bryan’s residents, businesses and visitors of all ages, including events, programs, parks and facilities. In FY2022, the Parks & Recreation Department:

Facilities

• Served on the project team during the construction of Legends Event Center.
• Completed roof replacements on the Justice Center, BTU Meter Shop, Information Technology building, Queen Theater, Water Production Office and Wastewater Treatment Plant after they were damaged by a hail storm event.
• Continued to the Phillips Event Center renovation project team.
• Painted the Municipal Office Building atrium.
• Replaced HVAC exterior units at the Municipal Services Center and Bryan Aquatics Center.

Parks

• Completed Greenbrier Park playground, fitness area and trail/sidewalk extension.
• Requested and received City Council approval to replace play units at Austin’s Colony Park, Henderson Park, Shirewood Park, Ibarra Park, and Castle Heights Park.
• Used Parks Improvement Plan funding to complete multiple cosmetic and material upgrades throughout the parks system.
• Served on the Midtown Park development team, which opened BigShots Golf Aggieland, Travis Fields and D-Bat Aggieland.
• Continued construction on Legends Event Center, which has planned December 2022 opening.
• Secured a management agreement with RCI for Travis Fields.
• Worked with Sports Facilities Management, LLC (SFM) and the Midtown Marketing and Promotions Coordinator to plan for Legends Event Center and Midtown Park.
• Began renovating the landscape around the Tiffany Park sign.
• Renovated the Heritage Park gazebo.
• Replastered Henderson Harbor swimming pool.
• Resurfaced the basketball courts at Sue Haswell Park, Ibarra Park, Bonham Park and Williamson Park.
• Completed several projects at the City Course at Phillips Event Center, including replacing the bridge on Hole #18, removing 55 trees and replacing the spillway between Holes #6 and #8.

Recreation

• Offered new recreation, athletic and event programs in Fiscal Year 2022, including:
  • Family Fitness Swimming
  • Reindeer on the Run
  • Sensory Friendly Swim Days
  • Adult Flag Football
  • Float into Fall
  • Teen Night at the Bryan Aquatic Center
• Hosted 224 participants for the TAAF Region 5 Swim Meet at the Bryan Aquatic Center.
• Enrolled 600 children (maximum enrollment) in Neal Recreation Center and Camp HERO summer camps.
• Supported 72 Bryan athletes who competed at TAAF Summer Games of Texas, including 37 Bryan Thunderbolts track athletes and 35 Bryan Barracudas swim team athletes.
• Hosted a Senior Dance.

Events/Tourism

• Awarded a bid to co-host the 2025 and 2026 TAAF Summer Games of Texas.
• Hosted TAAF’s Winter Meeting & Hall of Fame Ceremony at the Stella Hotel.
• Hosted more than 30 events, including softball, football, horseshoes, pickleball, ultimate Frisbee and spikeball.
• Recruited several new events, including Premiere Sports Flag Football, Run Down Sports Slow-pitch Softball, Rank Up Sports Football, TASR Spikeball, and USSSA Dos Fest Adult Softball.
• These events are projected to bring in more than 16,000 players and spectators to community, generating more than $5.3 million in economic impact.

By the Numbers

Residential Single-Family Building Permits (New Construction)

	July 2022	July 2021	Jan. 2022 - July 2022	Jan. 2021 - July 2021
Number:	54	74	634	583
Value:	$11,541,172	$12,999,391	$128,116,585	$111,360,236

Commercial Building Permits (New Construction)

	July 2022	July 2021	Jan. 2022 - July 2022	Jan. 2021 - July 2021
Number:	8	17	50	85
Value:	$1,368,116	$5,617,687	$44,495,762	$65,704,446

• Between January and December 2021, the city of Bryan issued 955 permits for new detached single-family home construction; the most ever during one calendar year in the city’s 151-year history (up 32% from the then all-time high of 720 permits in 2021).
• While the total number of permits decreased by 37% from 2,261 to 1,425 year-to-date in 2022 (primarily due to receiving 705 fewer applications for residential renovations, alterations and remodels), total permit valuations are up 10% from 2021 to $247,863,145 year-to-date in 2022.

Building Permits and Inspections

• The last five fiscal years (since FY17) have been the busiest ever for the city’s Development Services Department in terms of building permits issued and building inspection requests. More development projects produce an increased demand for permits and inspections and raise customer pressure on maintaining the desirable service levels city customers 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 98% from 15,682 in FY16 to 31,185 in FY21. In order to maintain service levels for inspections and building plan review, the department is looking to reorganize to eight full-time building inspector positions and four full-time building plan reviewer positions in FY23.
• The Development Services Department also responds to all building/structure-related complaints and safety issues (for example, as part of the city’s substandard structure abatement process with the Building and Standards Commission). Five Development Services permit center staff each answer an average of approximately 42,000 calls per year for inspection requests, permit questions or general development process questions.

Substandard structure abatement program

• Substandard structures are structures that are deteriorating, dilapidated or decayed to the point of being a hazard to the health and/or welfare of the public or the occupants of the structure. These structures are scheduled for consideration by the Building and Standards Commission (BSC_, which can order the repair or demolition of such structures. Having a proactive 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.
• Since 2010, city staff from the Development Services, Fire and Legal Departments have worked with the Council-appointed BSC to streamline the substandard structure review process, significantly increasing the number of properties considered and structures condemned, repaired and demolished. Since then, the BSC has held more than 105 meetings, considered structures on more than 630 properties and condemned structures on about 550 properties.
• In recent years, the city has shifted focus to more substandard commercial structures, including those along the city’s major thoroughfares and those within or near the city’s historic districts. Year-to-date, the BSC has considered 30 properties and condemned structures on 25 of those properties (83%). The city’s contractor removed 11 condemned structures during FY22. Demolitions of substandard commercial structures is markedly more expensive, as state law requires additional work, such as asbestos survey, abatement, and air monitoring before and during demolition. Last year, the City Council increased the city's demolition fund for the removal of condemned and/or imminently dangerous structures to $200,000 annually. This additional funding allows the removal of more dilapidated structures, or substandard commercial structures in prominent locations, more quickly every year. The city will thereby improve public safety and the overall living quality and comfort in Bryan neighborhoods and raise the curb appeal of the city’s commercial corridors and historic districts.

Development review

• The Development Services Department coordinates the review of hundreds of development proposals through the city’s Site Development Review Committee (SDRC) and change-of-owner/use/tenant processes. They also assisted the local development community by providing pertinent information in pre-development meeting settings, by phone and through email inquiries. 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, 2021, the SDRC has processed 175 new cases, and 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 either were completed in FY22 or are currently in the planning, development review, and/or building permitting and inspection processes.

Health/Recreation/Education/Institutional

• Travis Fields at Travis Bryan Midtown Park: Construction completed on a public park located on the east side of Bomber Drive between West Carson Street and Williamson Drive, at 2200 Bomber Drive.
• Legends Event Center: Construction underway of a 122,000-square-foot sport and events center located within Midtown Park on the northern side of the future Midtown Park Boulevard, near the intersection of Rountree and Williamson drives, at West Willa Maria Road.
• Intermediate School: Construction underway for the construction of an 115,000-square-foot intermediate school adjoining the south side of Wilkes Street, between Bonham Drive and North Earl Rudder Freeway West Frontage Road.
• Unitarian Universalist Church of the Brazos Valley: Construction underway of a new place of worship on 2.83 acres at 1719 E. 29th St.
• First Baptist Bryan: Construction upcoming for a 12,700-square-foot building addition at Cambridge Drive.

Retail/Commercial/Industrial

• BigShots Golf: Construction completed on 38,000-square-foot golf entertainment facility on 11.8 acres, in Midtown Park at 400 W. Villa Maria Road.
• Great Escapes RV Resort: Construction underway of an 88+-acre RV space and nature preserve, at 4600 Leonard Road (FM1688) west from its intersection with Chick Lane.
• C&J’s BBQ: Construction completed on an 8,800-square-foot restaurant building at 2112 W. Briargate Dr. at William J. Bryan Parkway.
• FedEx Distribution Facility: Construction completed on a 337,138-square-foot distribution facility on property adjoining the west side of State Highway 6 Frontage Road West, between Deer Hill Drive and North Harvey Mitchell Parkway.
• Douglass Mazda: Construction underway for an 11,217-square-foot vehicle showroom at 3100 Briarcrest Dr.
• D-Bat Aggieland: Construction completed of a 13,074-square-foot baseball and softball batting training facility located across from Travis Fields at 2205 Bomber Dr.
• Wickson Creek Landing: Construction underway of a 7,500-square-foot office/showroom and an 18,000-square-foot equipment shop in the Carrabba Industrial Park at 1601 and 1609 E. State Highway 21.
• Sterling Subaru: Proposed site plan for an automobile sales and service building of 22,726 total square feet, adjoining the North Earl Rudder Freeway West Frontage Road, generally south of its intersection with Oak Hill Drive, addressed as 241 N. Earl Rudder Freeway.
• American Lumber: Construction underway of three 18,000-square-foot open shed lumber storage structures at 602 Liberty Dr.
• Kimbell Building: Proposed site plan for the Kimbell Building expansion at 607 N. Main St.
• C.C. Creations Legacy Campus: Proposed site plan for a new 171,556-square-foot production facility on 10.54 acres in the Bryan Industrial Park at 619 Capitol Pkwy.
• 3841 Corporate Center Dr.: Construction underway of two 5,600-square-foot office buildings at 3841 Corporate Center Dr., between Sagebriar and Corporate Center drives.
• Piccino: Construction underway for a non-residential redevelopment at the intersection of South Main and East 33rd streets, at 717 S. Main Street.
• University TXB: Construction upcoming of a 6,400-square-foot convenience store and gas station on 4.76 acres at 3071 University Dr. E.
• Shops at Hudson Oaks: Construction underway for a 15,032-square-foot retail/restaurant building at 3349 University Dr. E.
• Reveille Business Park Subdivision: Proposed master plan for 42 non-residential lots and 258 residential lots planned in 8 phases on 102.33 acres adjoining the north side of State Highway 30, between Winding Creek and Hardy Weedon Road.
• South College Restaurant: Proposed site plan of a 1,189-square-foot restaurant adjoining the east side of South College Road in between Royal Street and East North Avenue, at 3703 S. College Avenue.

Multi-family / Townhome Residential

• Park Hudson Condominiums: Construction underway for 12 condominium buildings with 48 units at 4089 Cross Park Dr.
• Munnerlynn Village: Construction underway of 14 townhomes at 211 through 217 Lynn Dr.
• Hudson Oaks Senior Living: Construction underway of a 172-unit senior living facility on 11.37 acres at 3345 University Dr. E.
• La Vita Centro II: Construction upcoming for six townhomes at the intersection of West 22nd Street and North Parker Avenue, at 302 W. 22nd St.
• Marco Polo - Phase 1: Construction upcoming for a multi-family residential development on 0.99 acres located west of the intersection of South Bryan Avenue and West 33rd Street, at 801 - 807 S. Bryan Ave. and 101 W. 33rd St.
• Francesca: Proposed site plan of a 6,068-square- foot, three-story mixed-use building in Downtown Bryan at 608 N. Bryan Ave.
• Piccolo: Construction underway of a mixed-use development in two buildings totaling about 5,000 square feet at 603 S. Sims Ave.

Low-density Residential

• Hunter’s Crossing Subdivision: Proposed new residential subdivision on 27.01 acres located partially 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 and Thornberry Drives.
• Rudder Pointe Subdivision - Phase 2: Filed new residential subdivision with 69 lots on 14.95 acres adjoining the northwest side of Old Reliance Road between Rudder Pointe Parkway and Austin’s Creek Drive.
• Rudder Pointe Subdivision - Phase 3: Filed final plat for 63 lots on 14.96 acres along the north side of Old Reliance Road between Rudder Pointe Parkway and Austin’s Creek Drive.
• Pleasant Hill Subdivision - Phase 3A: Approved annexation of 6.7 acres located 1,500 feet northwest of the intersection of 28th Street and West State Highway 21.
• Oakmont Subdivision - Phase 3: Completed new residential subdivision with 44 lots on 15.82 acres located west of Oakmont Boulevard and Canterbury Drive.
• Yaupon Trails Subdivision: New residential subdivision on 151.85 acres located at the north corner of State Highway 30 and Hardy Weedon Road intersection.
• Bonham Trace Subdivision: New subdivision with 47 lots on 11.31 acres located the southwest corner of Tabor Road and Siegert Drive near Bonham Elementary School.
• Cook Crossing Subdivision - Phase 2 and 4 (ETJ): Proposed preliminary plan for 20 lots on 28.16 acres adjoining the south side of Hardy Weedon Road, south of its intersection with Dyess Road and Lakefront Drive.
• Windmill Hill Subdivision - Phase 1 (ETJ): Proposed preliminary plan for 20 lots on 27.87 acres at 7227 FM 1179.
• Academy Preserve Subdivision - Phase 1 and 2: Proposed final plat for 54 lots on 11.81 acres along the east side of Osborn Lane, northeast of its intersection with East Villa Maria Road.
• Green Branch Ridge Subdivision - Phase 8 (ETJ): Proposed preliminary plan for 17 lots on 35.84 acres on property at 9471 Steep Hollow Road.
• Heritage Lake Meadows Subdivision (ETJ): Proposed final plat for 13 one-acre residential lots on 15.75 acres connecting to Lorena Lane, generally located on the western side of McCrae Court.
• Rudder Pointe Subdivision - Phase 4-6: Proposed final plat for 155 lots adjoining the north side of Old Reliance Road between Rudder Pointe Parkway and Austin’s Creek Drive.
• The Traditions Subdivision - Phase 38: Proposed final plat of 35 residential lots on 12.55 acres adjoining the northeast terminus of Atlas Pear Drive, north of its intersection with HSC Parkway.
• Reliance Ridge Subdivision (ETJ): Final plat of 46 lots on 57.17 acres on the south side of Old Reliance Road, between Merka and Morgan Roads.
• Miramont Subdivision - Section 19: Proposed preliminary plan for 14 residential lots on 17.8 acres on the east side of Copperfield Drive, across from its intersection with Miravista Court.
• Mystic Oak Subdivision: Proposed preliminary plan for 20 residential lots on 3.99 acres located north of Old Hearne Road between Stevens Drive and Candy Lane.
• Miramont Subdivision - Section 18: Proposed preliminary plan for 13 residential lots on 7.7 acres on the east side of Copperfield Drive, between FM 1179 and Courtlandt Place.
• Winchester Estates Subdivision - Phase 1-3 (ETJ): Proposed master plan for 69 residential lots on 94.98 acres at 4592 Collette Lane, between Old Cameron Ranch and Tabor Road.
• Timber Oaks Subdivision: Proposed preliminary plan for 57 residential lots on 13.73 acres located behind Foxwood Crossing Subdivision, off Jones Road near its intersection with West Villa Maria Road.
• North Campus Subdivision: Replat of three lots into 10 residential lots on 2.35 acres on the west of Howdy Court, near Old College Road, at 200 and 201 Howdy Court.
• Oakmont Subdivision - Phase 4A: Proposed preliminary plan for 36 residential lots on 12.72 acres east of the Canterbury Place and Copperfield Drive intersection.
• Creekside Oaks Subdivision - Phase 1: Proposed final plat of 44 lots on 18.7 acres southeast of the intersection of East State Highway 21 and North Earl Rudder Freeway.
• Stonebrier Subdivision – Phase 2: Final plat for 25 residential lots on 6.83 acres on the northern side of FM 1179, north of its intersection with Riverstone Drive.

Planning Excellence Recognition

• The Texas Chapter of the American Planning Association recognizes cities throughout Texas for planning excellence. In FY22, for the sixth year in a row, the City of Bryan was one of only 34 Texas cities that received this recognition. 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, including a Planning Administrator, two Staff Planners, two Project Planners, and one Development Services Technician.

Innovation Corridor district rezoning

• Development Services staff are preparing for a zoning revision to the area along State Highway 47 and West State Highway 21. Three new “Innovation Corridor” zoning districts are proposed to help regulate land use and, in conjunction with revised and expanded overlay district standards, are intended to help promote high-quality development along this unique corridor connecting the BioCorridor Planned Development District and Texas A&M University’s RELLIS Campus.
• The proposed rezoning and accompanying overlay district and development standards implement the recommendations of the 2009 Southwest Bryan Highest and Best Use Study and relevant goals of Bryan’s 2016 Comprehensive Plan (Blueprint2040). A public information meeting was held on the RELLIS campus in July 2022, with more than 200 residents in attendance.
• The city’s Planning and Zoning Commission considered this item in September, and Bryan’s City Council is tentatively scheduled to consider adopting the proposal during its meeting on Oct. 11, 2022.

Development Regulation Amendments

• During FY22, Development Services staff conceived, researched and successfully guided 15 amendments to the city’s development regulations to City Council approval.
  • A text amendment to Chapter 98, Signs, specifically expanding definitions for billboard signs and off-premise signs and clarifying that provisions of the chapter regulate signs within the corporate limits as well as the city’s extraterritorial jurisdiction (August 2022).
  • A text amendment to Chapter 62, Land and Site Development, adding lot standards for Midtown Districts (May 2022).
  • A text amendment to Chapter 62, Land and Site Development, reducing minimum side and rear building setback requirements from 7.5 feet to 5 feet (December 2021).
  • A text amendment to Chapter 98, Signs, clarifying sign regulations for Downtown District properties and amending allowable sign area for freestanding signs in the Midtown Districts (December 2021).
  • A text amendment to Chapter 18, Businesses, removing permit and fee requirements for garage sales (December 2021).
  • Adoption of eight codes from the 2021 Edition of the International Code Council’s Family of Codes, the 2018 International Energy Code, and the 2020 Edition of the National Electrical Code (November 2021).

Annexation

• During FY22, Development Services staff responded to, researched and successfully guided five property owner-requested annexations to City Council approval.
  • 6.7 acres of land located approximately 1,500 feet northwest of the intersection of 28th Street and West State Highway 21 (November 2021).
  • 13.44 acres of land located on the northeast side of Chick Lane approximately 150 feet southeast of its intersection with Cambria Drive (November 2021).
  • 3.07 acres of land located on the northeast side of North Earl Rudder Freeway East Frontage Road approximately 500 feet northeast of its intersection with North Harvey Mitchell Parkway (December 2021).
  • 12.19 acres of land located approximately 1,200 feet northeast of the intersection of Jones Road and Foundation Place Drive (April 2022).
  • 80.527 acres of land out located approximately 2,300 feet northeast of the intersection of Hardy Weedon Road and State Highway 30 (September 2022).
• Staff also streamlined the City of Bryan’s process for owner-requested annexations in response to amendments of Texas state law during the 85th Legislative Session. Previously, landowners submitted an annexation petition, which the City Council had to consider, before initiating annexation proceedings. Now, the landowner and city enter into a written service agreement that is presented to City Council following review by the city’s Site Development Review Committee and Planning and Zoning Commission.

Grant Program Management

• For more than 22 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 and increase sales tax and property values, while preserving and enhancing Bryan’s architectural and cultural history. In FY22, one DIP application was processed: 216 W. 26th St. (the Federal Building). The total amount eligible for funding was $73,000, and this was approved by the city Council on Aug. 9, 2022 with reimbursement to disperse upon project completion.
• The Life Safety Grant (LSG) 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 FY22, the grant program guidelines were updated in order to remain consistent with the original goal of the LSG program. On April 12, 2022, City Council revised the grant program guidelines, allowing only properties located within the Downtown boundary originally adopted in 2016 to be eligible for grease/fire/vent hood installation or replacement funding. One LSG application was processed for 112 S. Main St., the location of All The King’s Men restaurant. $16,765.34 was granted and used for the installation and operation of a new fire suppression system and installation of fire doors. All The King’s Men is expected to reopen for business soon.
• The Corridor Beautification Partnership (CBP), which was formerly limited to only Texas Avenue, focuses on exterior aesthetic improvements to the landscaping, façade, or signage of retail and commercial properties. On Oct. 12, 2021, City Council expanded the program boundaries to include properties zoned Midtown – Corridor District (MT-C). The expansion allowed 61 additional properties to become eligible for funding under this program.
• The CBP program received five applications, and three were funded:
  • 707 S. Tabor Ave. $10,670.23 was used to install new signage and awnings and improve the façade of the building (December 2021).
  • 2116 S. College Ave. $530 was used to relocate a ground-mounted sign (April 2022).
  • 717 S. Main St. $36,575 is being used to complete renovations to the exterior of the building, including new windows and doors, reflective of the building’s art-moderne architecture. Grant monies are also used to construct a parking lot and on-site landscaping (April 2022).

Preservation Plan

• In 1989, the City of Bryan adopted the Historic Preservation Plan for Bryan, Texas, which was envisioned as a guiding document for the Historic Landmark Commission (HLC)’s future preservation efforts. The plan included six goals that would set the framework for recommended tasks to be completed over the course of a couple of years. The plan calls for regularly occurring HLC reviews of the status of tasks, and if needed, amendments to or updates to the plan as a whole.
• It has been 32 years since the 1989 Historic Preservation Plan for Bryan, Texas was adopted. This year, the HLC made it their mission to update this plan. A Preservation Plan subcommittee consisting of three commissioners was established, and, to date, there have been four subcommittee meetings. City staff assists the subcommittee by completing the plan update in house, without the assistance of a consulting firm. The subcommittee provides regular progress to the full HLC during their regular meetings. With a recommendation from the full HLC, staff anticipate that the updated Historic Preservation Plan will be presented to the City Council for adoption in early 2023.

Certified Local Government

• The Certified Local Government (CLG) program is a local, state, and federal government partnership to empower local communities to better protect historic resources by identifying local priorities, meeting recognized historic preservation standards and providing access to financial and technical services to further the identification, evaluation, designation and protection of buildings, sites, districts, structures and objects. The CLG program institutionalizes historic preservation and gives it legitimacy as a function of local government.
• There are several benefits that come with being a CLG, including access to technical assistance from CLG program staff, a network of local preservation commissioners and historic preservation officers from around the state, workshops and other trainings specific to local preservation challenges, and the annual CLG Grant Program. The City of Bryan participated as a CLG city for several years prior to official membership. Although not a recognized member city, due to the adoption of the initial historic preservation ordinance and the establishment of the Eastside Historic District in 1982, the Texas Historical Commission awarded a CLG grant to the City of Bryan for the purpose of funding the 1986 Historic Resources Survey. Upon the adoption of the Zoning Ordinance in 1990, Bryan was officially recognized a CLG on Oct. 30, 1990.
• CLGs are expected to meet several requirements to maintain this status. The Texas Historical Commission and the National Park Service require that member cities:
  • Enforce appropriate state or local legislation for the designation and protection of historic properties.
  • Establish an adequate and qualified historic preservation review commission under state or local legislation.
  • Provide annual training to the appointed officials serving on the Historic Landmark Commission.
  • Provide adequate public participation in the local historic preservation program.
  • Maintain a system for the survey and inventory of local historic properties.
  • Provide a qualified Historic Preservation Officer.
  • Participate in providing the Texas Historical Commission and National Park Service documentation of preservation local activities, e.g. HLC meeting minutes and training records.
• Development Services staff works diligently each year to make sure Bryan maintains its CLG status.

Redevelopment

• In FY22, the Development Services Department processed and inspected 265 redevelopment (change of owner, use or tenant) applications, which resulted in the paving of three driveways, removal of two non-compliant driveways, paving of one parking lot and an ADA-accessible ramp, the removal of two abandoned signs, the striping of more than 30 parking stalls, and the installation of 45 trees and shrubs. These incremental improvements initiated through this process are an important contributor that help create aesthetically pleasing properties with the goal of creating and maintain stable value.

Online Permitting Software Implementation

• In late 2021, the Development Services and IT Departments released a new Request for Proposals for a software solution that can support the administration of the city’s building permitting and inspections activities with the hope that this online platform would make the city’s building permitting and inspection processes simpler to understand, more convenient to use, more efficient and more predictable. Development Services requires a software that will allow for online submittal of plans, permit applications, inspection requests and fee payment.
• Through this process, the city selected Online Solutions, LLC (DBA CitizenServe). City Council approved the contract in June 2022 and city staff began implementing the new online portal in July 2022. The software goes through rigorous testing to ensure it has all the desired functionality and is user-friendly before it is released for public use. Development Services staff is working diligently to ensure that the new online platform will enhance the customer experience and provide convenience through use of the online portal. The anticipated release of the new software to the public is May 2023.

2020 Census Count Question Resolution program

• The 2020 Census Count Question Resolution (CQR) program provides a mechanism for governmental units to request a review of their official 2020 Census results and to help ensure that housing and population counts are correctly allocated to 2020 Census tabulation blocks. Development Services Department staff is participating in the program and continues to research and quantify population discrepancies between the city’s 2020 projected population and the provided 2020 Census population.
• The CQR process will not change the City of Bryan’s 2020 Census population numbers, but, if approved, survey populations will be updated to reflect any changes. Deadline for CQR submittals is June 30, 2023 and the deadline for the Census Bureau to inform all impacted governmental units of results is Sept. 30, 2023.

The Bryan Police Department works hard to provide the best policing services possible for the residents of Bryan. We always seek to be better. Accomplishments in FY2022 include:

Community

• The Bryan Police Department (BPD) participated in several community events, which have started to bounce back from the COVID restrictions of last year.
• In a partnership with Axon, the department initiated a quality control/survey program called My90, related to the level of service 911 callers receive. For certain types of requests for police services, the caller is contacted after the incident and takes a very short survey given by an independent third party. The department is excited about My90 because it will be a good measure of BPD’s service to help ensure excellent service to the community.
• BPD participated in National Night Out with the community and attended numerous related neighborhood gatherings.
• The Neighborhood Enforcement Team (NET) continues to communicate with neighborhoods and groups online through Nextdoor and utilizes problem solving to help resolve neighborhood issues.
• In 2020, the department formed an alliance with I Heart Bryan, an organization ran by citizens who want to work closely with the community and the police department. One of the events was “Walk a Mile in My Shoes,” where police officers were paired with community members to walk a mile holding a conversation. This was very well received by participants. BPD participated in the second “Walk a Mile in My Shoes” in 2021 and has scheduled the event again in 2022.
• Worked with I Heart Bryan to have police officers and community volunteers deliver more than 75 Christmas meals.
• Officers participated in several community events, including Food for Families and the Juneteenth parade. Officers attended a number of neighborhood meetings where community members could share their concerns with the police department.

Schools

• BPD School Resource Officers (SROs) receive active shooter training every year and work with the school district to train their staff on how handle and react to an active shooter.
• Regularly deployed regular officers in addition to SROs to Bryan schools during the start and end of school days. If there are threats made to the school, additional resources are used to track down the threat and take appropriate action to identify the person making the threats.

Technology

• Partnered with the city’s Information Technology Department to replace the department’s records management system to improve reporting and data retrieval. We are working through a few details but the system is in full use at this time.
• Created a Digital Evidence Technician position in 2022 to put together digital evidence in preparation for court or other legal purposes. This position, staffed by a highly trained technician, has proven to be an efficient use of resources.

Accreditation

• BPD is accredited through the national Commission on Accreditation for Law Enforcement Agencies (CALEA). The department is in its fifth four-year accreditation cycle. BPD received the prestigious “With Excellence” distinction with its last accreditation. Only 3 percent of U.S. police agencies are accredited through CALEA.
• We also continue to be accredited through the Texas Police Chief’s Texas Best Practices. Only 3.7% of Texas agencies are accredited through the Best Practices program.

Officer health

• Nearly every BPD officer completed the FitLife program to determine their cardiovascular healthEach officer has the opportunity to discuss the results with a physician and take appropriate action, if needed.
• BPD has a Peer Support Team made up of officers and non-sworn staff who have been trained to provide confidential counseling support for their peers. Officers who have greater counseling needs are able to anonymously see a professional. The program is completely voluntary.

Training

• The BPD Police Academy graduated its first class of 10 recruits in November 2018. The second class of 10 recruits graduated in August 2019. The third Academy graduated in August 2020 and was composed of 11 BPD recruits. The fourth Academy class graduated 8 recruits, and the fifth Academy, with 15 recruits, graduated at the end of September 2022. BPD’s in-house academy allows BPD staff to train the department’s own recruits from start to finish, giving a stronger, better prepared cadet.
• BPD’s firearms range, built in partnership with BVSMA and the City of College Station in 2016 continues to serve both Bryan and College Station. BPD’s police academy is primarily conducted at this facility.
• This year, the department started using virtual reality training with officers. This allows the department to choose between thousands of scenarios to expose officers to a wide variety of situations they may meet in the field.
• The Regional Mobile Field Force is in place and all Bryan PD officers have been trained in its tactics and procedures. The Mobile Field Force was placed on standby several times this past year and it includes officers from all of the countywide agencies.
• The training unit conducted nearly 2,000 hours of training on topics including active shooter, knife defense, ground fighting, firearms, de-escalation and shoot-don’t-shoot scenarios.

Policing Activities

• BPD officers provided professional and effective services for the residents of Bryan. The department responded to nearly 60,000 calls for service this past year.
• The Part I crime rate is down more than 50 percent since 2009.
• BPD conducted numerous successful investigations during the past years. The department made a wide variety of arrests, ranging from drug possession to violent felonies. They also proactively attacked crime using criminal intelligence and the Compstat process, successfully arresting burglars, tire and rim thieves, robbers and other felons.
• In an effort to meet community needs, the Bryan Police Department formed a Mental Health Unit in April 2021. Across the country, there has been a significant increase in the awareness of law enforcement interactions with people suffering from mental illness. These interactions often turn violent based on a lack of trust from the mental health consumer with law enforcement. The Mental Health Unit officers have obtained extensive training and are equipped to deescalate a situation to prevent a violent confrontation between a mental health consumer and law enforcement. BPD officers work collaboratively with the community and local mental Health authorities to divert people experiencing a mental health crisis from jails to behavioral health treatment facilities.
• ntal Health Unit officers have responded to more than 140 direct calls for service that involve mental health consumers who are experiencing a crisis. Additionally, these officers build a bond with mental health consumers through occasional home visits and follow-up phone contacts, and have made more than 750 follow-up visits or phone calls. The department hopes that by taking a proactive approach, it can reduce the number of police interactions with mental health consumers who are experiencing a crisis in the community.

The Public Works Call Center fields questions and complaints from residents about streets, water, wastewater and solid waste services. Accomplishments from FY2022 included:

• Completed 17,703 job orders.
• Answered 52,061 calls.
• Distributed mosquito dunks to residents.
• Implemented new caller functions for the Call Center:
  • During high call volume, callers may leave a voice message instead of waiting in the queue.
  • Calls are recorded to improve customer service, operational efficiency, and quality assurance/quality control.
  • Set up a messaging service to manage calls for after-hours call outs or in an event of major outages/emergencies.

The City of Bryan’s Fleet Services Operations is responsible for the entire scheduled preventive maintenance, non-scheduled in-shop repairs and emergency roadside service as requested or required on more than 500 vehicles and equipment of various types and configurations. These include all city-owned fire apparatus and ambulances, trash and sewer trucks, construction and infrastructure maintenance equipment, standard vehicles and police patrol vehicles (excludes Bryan Texas Utilities units and golf carts/course equipment). In FY2022, Fleet:

• Worked with Solid Waste to implement a tire management program for Solid Waste vehicles.
• Serviced more than 500 vehicles and equipment of various types and configurations for scheduled preventative maintenance, non-scheduled in-shop repairs and emergency roadside service as requested. This included all city-owned fire apparatus and ambulances, refuse and sewer trucks, construction in infrastructure maintenance equipment, police patrol vehicles and standard vehicles (excluding BTU and golf course units and equipment)
• Repaired all small engine equipment, including saws, weed trimmers, mowers, pumps, etc.
• Provided service to Fleet Service Operations customers during 50 business hours per work week. Hours were 7 a.m. to 5 p.m. Monday through Friday, with personnel overlapping in split shifts (additional hours and emergency call out as necessary).
• Processed approximately 8,000 work orders.

Bryan’s Risk Management Department manages the casualty and property insurance programs and the employee benefit programs for the city. In FY2022, the department:

• Transitioned to a new property & casualty broker to include specialized coverages for Bryan Texas Utilities and to enhance the city’s insurance program.
• Introduced a new “wellness” hub within the city’s benefit portal.
• Added additional lab work to the biometric screening process to potentially detect other chronic diseases early and while they are more likely to be treated or managed.
• Increased the number of participants in the High Deductible Health Plan by 24.
• Affordable Care Act (ACA) compliance: The 2021 ACA file was submitted to the IRS two months before the deadline, and the 1095C was sent to employees one month before the deadline; the Patient Centered Outcomes Research Institute (PCORI) fee was calculated and payment was submitted on time.
• Conducted a dependent audit to ensure enrollees on the city’s health plan are eligible to be covered.
• Continued offering a telehealth option through the Employee Health Center.
• Maintained 96% participation in the Healthy Lifestyles program.
• Coordinated a men’s health event to encourage compliance with preventive care measures.
• Coordinated an on-site clinic for Public Works to vaccinate against Hepatitis B and Tetanus and worked with the Employee Health Center to incorporate future vaccines into the onboarding process.
• Continued offering benefit-related webinars on a monthly basis as part of the “Be Well, Be Wise” healthcare consumer campaign.
• Updated the city’s Insurance Requirement Manual.
• Responded to employee health and safety risks through targeted programs, including flu vaccine clinics, defensive driving courses and online and in-person safety/wellness trainings.
• Converted the internal claims procedure to DocuSign in order to expedite the process.
• Researched and provided information to departments on the new Entry-Level Driver (ELDT) Program to ensure compliance. The ELDT Policy was adopted in March 2022 and added to the Safety Procedures Manual.
• Formed an internal disaster team and created a plan, which will be used post-disaster to report damage immediately and to the appropriate agency.
• Worked with the Police Department to receive approval and procure covered parking to mitigate future weather damage to the department’s fleet.
• Hired a Risk Management Generalist.
• Maintained the financial integrity of the Self-Insurance Fund with workers’ compensation and liability payments with net workers’ compensation and liability costs remaining below the actuary’s projections.

Training and Development

• All staff met 2021 certification requirements in the City’s Talent & Development program and are on track for 2022 certification.
• Department leadership transition: the Risk Manager retired after about 43 years of service and the Risk Supervisor transitioned to become the Risk Manager.
• Staff participated in numerous educational opportunities, including the BenTek Summit, State and Local Government Benefits Association, Texas Workers’ Compensation Conference and Public Risk Management Association.
• One staff member represents the city on a professional association’s Board of Directors: Risk Manager Lesley Ward is the Past President of the Texas Chapter of the Public Risk Management Association (TXPRIMA).

The city’s Solid Waste Department provides the community with safe, timely, cost-effective and environmentally conscious solid waste collection and disposal. In FY2022, the department:

• Maintained solid waste rates at $13.50/month for all residential customers.
• Audited permitted waste haulers for compliance and vendor procurement.
• Participated and coordinated annual events such as the Household Hazardous Waste Disposal Event, Texas Trash-off, and other downtown events.
• Developed a relational database for analysis of all daily routes to help project future growth and operational impacts.
• Repaired the carwash facility at the Public Works Municipal Service Center.
• Enhanced the Downtown area by actively collecting litter, maintaining dumpster enclosures, sweeping sidewalks and streets by performing weekly downtown clean ups

Bryan’s Street and Drainage Department works hard to provide the community a well-maintained and aesthetically pleasing thoroughfare system. In FY2022, the department:

• Removed silt from creek and tributary channels throughout the city, including Dean Street, Hideout Cove, Bullinger Creek, Copperfield and Beck/Silkwood .
• Repaired guard rails at Mumford Road, Silver Hill Road and Meadow Lane.
• Removed a turn island at F&B Road and Wellborn Road intersection to improve traffic flow.
• Installed an ADA ramp at Old Hearne Road and Willhelm Street.
• Removed and replaced bridges in Sue Haswell Park.
• Installed inlet boxes at Finfeather/32nd Street, gabion baskets behind 3203 Turtle Grove, and a box culvert on Cedarwood Street.
• Repaired 218 utility cuts with hot mix asphalt.
• Assisted the Traffic Department install flood gauge detectors in various locations.
• Maintained the mowing contract for the city’s major thoroughfares and rights-of-way.
• Provided street maintenance repairs to approximately 80 roadways through the concrete, asphalt, and sealcoat street maintenance contracts.

Bryan’s Traffic Operations Department works to provide a safe and efficient transportation system in the city. Accomplishments in FY2022 included:

• Reconstructed signals at 29th Street and Carter Creek Road and 29th Street and Broadmoor Street intersections.
• Installed new maroon downtown street name signs over signals along William Joel Bryan Parkway.
• Completed full operation of new Midtown Park traffic signal on Villa Maria Road.
• Developed updated signal timing plans for various corridors (in-house and by a consultant).
• Continued design on the Villa Maria shared-use path (previous Transportation Alternatives Set Aside grant) with design anticipated to be complete by fall 2022.
• Implemented the city’s Local Area Traffic Management Program. Completed the sixth year of applications and started the seventh year of applications.
• Assisted Destination Bryan with all road closures and parking for First Friday events.
• Designed and implemented traffic control plans for street maintenance, the water department and special events.
• Negotiated numerous access management solutions with Texas Department of Transportation and developers.
• Completed traffic signal warrant studies for multiple intersections.
• Represented Bryan on the Bryan College Station Metropolitan Planning Organization (MPO) Technical Advisory Committee and advised the Policy Board. Attend 100% of Technical Advisory Committee and Policy Board meetings.
• Attend Regional Mobility Authority meetings to coordinate with MPO activities and support Bryan’s interests.
• Represented on the MPO Regional Bicycle / Pedestrian Advisory Panel.
• Updated the city’s Thoroughfare Plan multiple times related to development projects.
• Upgraded nine school flashing assemblies using cellular modems to improve wireless communication.

Bryan's Water Services Department manages the pumps that produce more than 20 million gallons of water a day during peak water usage months. In FY2022, the department:

• Replaced a water line on Florida Street.
• Replaced a water line on Valley Oaks Drive.
• Replaced a water line on Bomber Drive and Williamson Drive.
• Replaced water lines on Palasota Drive, Phase 2.
• Replaced a water line along Texas Avenue for a Texas Department of Transportation project.
• Replaced a water line along Old Hearne Road.
• Completed the design of new 2 MG elevated storage tank in west Bryan.
• Continued the proactive valve program.
• Initiated the customer service functionality of the Automated Meter Infrastructure installation.
• Expanded database for Customer Service Inspector/Backflow Prevention Assembly Tester (CSI/BPAT).
• Improved fire flows in areas with flows below 1,000 gallons per minute.
• Flow tested fire hydrants.
• Purchased property for a future 5 MG ground storage reservoir addition.
• Enhanced water quality control measures.
• Bid the electrical conversion for Well 11 and Well 19.
• Completed installation of the backup electrical generation at the Main Street pump station.
• Designed and sourced a replacement unit for Pump 2 at the Wellfield pump.
• Designed and bid Phase 2 of infrastructure along West State Highway 21 and State Highway 47 to convert Bryan customers from Wellborn Special Utility District.
• Engineered a master meter solution for high-service production facilities.
• Continued ongoing register replacements for the end-of-life-cycle transition for Omni meters greater than 1 inch.

Bryan’s Wastewater Services Department operates three activated sludge plants to treat the community’s wastewater. In FY2022, the department:

• Replaced a sewer main on Florida Street.
• Replaced sewer taps on Valley Oaks Drive
• Rerouted a sewer main along Prairie Drive for development.
• Replaced a sewer main along Palasota Drive, Phase 2.
• Replaced a sewer main along Bomber Drive.
• Replaced a sewer main along Old Hearne Road.
• Bid the replacement of 18,500 linear feet of wastewater line after a pipe burst.
• Upgraded the Supervisory Control and Data Acquisition (SCADA) network to ensure ongoing operation and function of the system
• Amended the pretreatment program with the Texas Commission on Environmental Quality to protect surface water quality and safeguard employee safety .
• Expanded system capacity by evaluating existing plants and permitting a new facility.
• Completed an arc flash study for wastewater and water treatment plants. Work will improve employee safety for personnel working within these systems
• Decreased dependency on potable water use within wastewater treatment plants ( WWTPs).
• Updated site signage at WWTPs and lift stations.
• Monitored the effectiveness of odor-control technologies and explored further odor-reduction technologies.
• Increased the aesthetics and appearance of WWTPs.
• Continued efforts to eliminate sources of inflow and infiltration from private and public sources.
• Executed 100 miles of the city’s proactive cleaning plan.
• Researched communication options for lift stations.
• Upgraded WWTP SCADA network software, application software and hardware.
• Continued efforts to secure a discharge permit for a future WWTP.
• Designed sewer mains for future development on the west side of Bryan along State Highway 47.
• Designed a sewer main for future development in North Bryan along State Highway 6.
• Continued a wastewater collection study for the Still Creek WWTP Basin with Pipeline Analysis.
• Began migration of a programmable logic controller for SCADA and I/O card migration design.
• Completed the Burton Creek Condition Assessment and Remedial Measures Plan.
• Launched the Still Creek Condition Assessment and Remedial Measures Plan.
• Explored preliminary screening or alternative technologies for the Jones Road lift station.
• Launched study efforts to rehabilitate the grease plant.
• Installed new raw lift pumps to the Burton Creek WWTP.
• Purchase land behind Still Creek WWTP to allow for necessary repair.