Texas Bond Review Board Strategic Plan: Fiscal Years 2013-2017 Page: 11
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The current number of approved positions is 8.0, and the agency currently is staffed with 6.5 FTEs
including the Executive Director, four Financial Analysts, Accountant VII and one part-time
Accounting Technician. The agency currently has 1.5 positions vacant due to budget reductions.
Office organization is divided into three functional areas: state debt, local debt and private activity
bond allocation with a member of the professional staff leading each area. For the most part, the
remaining staff divides their time in support of these main functions. Financial analyst workgroups
meet weekly to discuss matters relating to workload distribution, data maintenance and cross-
training.
An in-depth staffing analysis and workforce plan (Appendix E) describes anticipated challenges in
maintaining exemplary service to our customers.
Fiscal Aspects
Agency appropriations for fiscal years 2010 and 2011 totaled $612,540 and $612,541, respectively.
Budget reductions for the fiscal 2010-2011 biennium totaled $76,568. Agency appropriations for
fiscal years 2012 and 2013 totaled $486,967 for each year.
Although the agency is funded solely from the state's general revenue fund, it generates revenue
through the receipt of application fees associated with the Private Activity Bond Allocation Program
(PAB). During fiscal years 2010 and 2011 the state received as unappropriated general revenue
$548,985 and $507,076, respectively in application fees associated with the PAB. As of June 2012 the
program had provided a total of $349,686 in unappropriated general revenue, and application fees
for fiscal 2012 and 2013 are not anticipated to exceed prior levels.
During calendar year 2004, the 78h Legislature mandated the BRB to increase its fees associated
with PAB multifamily housing applications. The larger fee is to be distributed with a $1-$4 split
between the BRB and the Texas Department of Housing and Community Affairs (TDHCA),
respectively. The BRB's portion is to be swept into general revenue while TDHCA's portion is to be
used to fund a study on affordable housing. To date no funds have been appropriated for a study.
The agency's appropriation is highly personnel sensitive with approximately 93% of its budget
allocated for salaries. Cost reductions have been achieved by disseminating the agency's information
on the web to reduce printing and mailing costs, reducing staff, not filling authorized positions,
scaling back training and travel costs and reducing general operating costs wherever possible.
Although the BRB strives to work as efficiently as possible, the impact of possible limitations on
funding for training, travel and professional fees must be analyzed in terms of staff turnover,
customer service and internal efficiencies. Appendix E includes a discussion about salary
requirements for a responsive workforce. Recovery of risk-management costs due other agencies,
the statewide cost allocation plan and e-procurement costs all raise additional budgetary concerns.
Service Population Demographics
Studies indicate that Texas will experience continuing significant population growth over the next
five years. State and local requirements for infrastructure needs are driving future capital financing
projections. While the basic indicator of infrastructure spending is population growth, the11
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Texas Bond Review Board. Texas Bond Review Board Strategic Plan: Fiscal Years 2013-2017, book, July 2, 2012; Austin, Texas. (https://texashistory.unt.edu/ark:/67531/metapth531984/m1/14/?q=%22%22~1&rotate=270: accessed July 16, 2024), University of North Texas Libraries, The Portal to Texas History, https://texashistory.unt.edu.; crediting UNT Libraries Government Documents Department.