FY 2025-26 Adopted Budget3
CITY OF SCHERTZ, TEXAS
ADOPTED ANNUAL BUDGET
FISCAL YEAR 2025-26
OCTOBER 1, 2025 - SEPTEMBER 30, 2026
RALPH GUTIERREZ
MAYOR
MARK DAVIS
COUNCILMEMBER
PLACE 1
MICHELLE WATSON
COUNCILMEMBER
PLACE 2
PAUL MACALUSO
COUNCILMEMBER
PLACE 3
BENJAMIN GUERRERO
COUNCILMEMBER
PLACE 4
ROBERT WESTBROOK
COUNCILMEMBER
PLACE 5
ALLISON HEYWARD
COUNCILMEMBER
PLACE 6
TIM BROWN
COUNCILMEMBER
PLACE 7
PREPARED BY
STEVE WILLIAMS, CITY MANAGER
BRIAN C. JAMES, DEPUTY CITY MANAGER
SARAH GONZALEZ, ASSISTANT CITY MANAGER
JAMES P. WALTERS, FINANCE DIRECTOR
JESSICA DYCUS, ASSISTANT FINANCE DIRECTOR
MIKE WALKDEN, FINANCIAL ANALYST
CITY OF SCHERTZ
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§CJH[]EJR{lf Z
August 19, 2025
Honorable Mayor Gutierrez and Members of the City Council
City of Schertz, Texas
1400 Schertz Pkwy
Schertz, Texas 78154
Subject: Transmittal of the Fiscal Year 25-26 Proposed Budget
Dear Mayor Gutierrez and Members of the City Council:
• • • • • •
It is my privilege to present the Proposed Budget for Fiscal Year (FY) 25-26 for the City of
Schertz in accordance with the Texas Local Government Code, Texas Tax Code, and the
City of Schertz City Charter. This document reflects our ongoing commitment to sound
financial management, excellent service delivery, and the strategic priorities established
by the City Council.
The combined FY 25-26 Adopted Budget totals $272,679,332, including an Operating
Budget of $740,762,098 and a Capital Budget of $72,517,234. I believe this represents a
balanced financial plan that maintains essential services, invests in infrastructure, and
positions the City for continued organizational and community success. For FY 25-26, the
Adopted Budget centers on five key priorities:
Staff Compensation - To attract and retain high-quality employees, the budget includes
adjustments to maintain competitive compensation levels across all departments. This
investment in our workforce recognizes the vital role City employees play in delivering
exceptional service to our community.
Street Maintenance and Repair -Maintaining the safety and quality of our
transportation infrastructure remains a core service priority. The budget dedicates
additional resources to pavement preservation, street rehabilitation, and repair projects
that enhance mobility and extend the useful life of our roadways.
Capital Improvement Program (CIP) - The budget continues to advance our multi-year
Capital Improvement Program, funding critical projects that support growth, improve
quality of life, and ensure the reliability of essential public assets. These investments
reflect a balanced approach between current infrastructure needs and future
community demands.
CITY OF SCHERTZ • • • • • •
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§CJH[]EJR{lf Z • • • • • •
Increasing Staffing Levels - As service demands and community expectations grow, the
budget strategically adds new positions in key departments to improve operational
capacity, customer service, and responsiveness. These targeted staffing increases will
enhance the City's ability to meet present and emerging needs effectively.
New and Remodeled Facilities - The budget supports planning, design, and
construction efforts for new and remodeled facilities that improve service delivery,
employee efficiency, and public accessibility. These projects underscore our commitment
to maintaining functional, modern, and safe spaces for both employees and residents.
Economic Conditions and Fiscal Challenges
Developing the FY 25-26 budget required careful consideration of current and emerging
economic conditions. Schertz continues to experience a strong and resilient local
economy, even as broader state and national trends present uncertainty. As of August
2025, the City's unemployment rate stands at 4.5%, slightly higher than the San Antonio
rate of 4.3%.
Sales tax revenues continue to remain steady, with future performance depending largely
on the continuation of strong retail development along the 1-35 corridor, as well as
consumer confidence and regional economic stability. It should be noted that in FY 24-25
that the City received two large payment adjustments from the State resulting in overall
collections that significantly exceeded the City's multi-year average. These one-time
adjustments were removed from the City's revenue forecast for FY 25-26 to ensure a
balanced and realistic financial plan.
A key fiscal challenge continues to be the Disabled Veteran's Homestead Exemption
(DVHS) program, which provides qualifying veterans with a full exemption from property
taxes. Although the City experienced lower growth in DVHS exemptions this year-8.6%
compared to the 22.0% three-year average-the total exempt property value now exceeds
$7.08 billion, representing approximately $5.5 million in foregone revenue annually, or 19%
of total property tax collections.
Staff continues to advocate for legislative changes to increase the state's aid program for
cities with disproportionately high concentrations of DVHS exemptions. However, since
2020, no adjustments have been made, and the state program currently funds only 17.5%
of total requests statewide. To address this ongoing challenge, the City has incorporated
the DVHS exemption's impact into the Five-Year Financial Forecast, aligning projected
service and program growth with property tax limitations to ensure continued fiscal
CITY OF SCHERTZ • • • • • •
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38.22 SQ.MILES
CITY AREA
CITY PROFILEAND DEMOGRAPHICS
BY THE NUMBERS
HAVE A COLLEGE DEGREE
43,969RESIDENTS
MEDIAN AGE:
MEDIAN HOUSEHOLD INCOME:$100,325
MEDIAN HOME VALUE:$323,972.05
53%
NUMBER OFHOUSEHOLDS:15,585
FOUNDED IN1958
SCHERTZ, TEXAS
The City of Schertz is a premier community
located along the I-35 and I-10 corridors. Nestled
between two of the fastest-growing metros in the
country, Schertz has been nationally recognized for its
family atmosphere, foresight and innovation, and commitment
to economic prosperity and workforce opportunities.
A welcoming community for all, Schertz is also known for
its high quality of life, safe neighborhoods, and prosperous
business industries. Founded in 1958, Schertz is home to
over 43,000 residents and hundreds of thriving businesses.
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CITY OF SCHERTZ
14
City Secretary 77
Public Affairs 79
Engineering 81
Police 83
Fire 85
Building Inspections 87
Neighborhood
Services 89
Streets 91
Parks, Recreations &
Community Services 93
Pools 95
Event Facilities 96
Library 98
Information
Technology 100
Human Resources 102
Finance 104
Purchasing & Asset
Management 106
Fleet Services 108
Facility Services 110
City Assistance 112
Court Restricted 114
Interest & Sinking Fund 115
Summary 116
Debt Summary 117
Bond Detail 119
Water & Sewer 144
Summary 145
Supplemental
Requests 146
Water & Sewer Utility
Billing 147
Water & Sewer
Administration 149
Capital Recovery Fund
(Water)151
Capital Recovery Fund
(Sewer)152
Debt Summary 153
Bond Detail 154
Drainage 166
Summary 167
Supplemental
Requests 170
Budget Structure 17-18
Vision, Mission, Values, Goals 19
Strategic Plan 20-21
Organizational Chart 22
Fund Descriptons & Fund
Structure 23-25
Budget Process 26-28
Budget Calendar 29-30
Budget Message &
Highlights 31-59
General Fund 60
Summary 61
Supplemental
Requests 63
Non Departmental 65
City Council 66
City Manager 67
Municipal Court 68
311/Customer
Relations 70
Planning & Zoning 72
Legal Services 74
Economic
Development 75
CITY OF SCHERTZ
TABLE OF CONTENTS
15
Supplemental
Requests 175
Schertz Economic
Development Corporation 176
Summary 178
Special Revenue Funds 179
Special Events 180
Public Educational,
and Government
(PEG) Access Fund
181
Supplemental
Requests 182
Hotel/Motel
Occupancy Tax 183
Supplemental
Requests 184
Park Fund 185
Tree Mitigation 186
Roadway Impact Fee
Area 1 187
Roadway Impact Fee
Area 2 188
Roadway Impact Fee
Area 3 189
Historical Committee 192
Capital Imrovements
Program 193
General Government 195
Drainage/Wastewater/
Water 198
Appendicies 200
Position Authorization 201
Position List by Grade 206
Unified Pay Table 209
Public Safety Pay
Table 210
Statistical Information 212
Financial Policies 214
Bond Rating 231
Glossary 234
Emergency Medical Services 171
Summary 172
Roadway Impact Fee
Area 4 190
Library Fund 191
CITY OF SCHERTZ
TABLE OF CONTENTS
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ORGANIZATIONAL CHART
CITY OF SCHERTZ
City Council
CityManagerSteveWilliams
MunicipalCourt JudgeDarrellDullnig
CitySecretarySheilaEdmondson
Deputy CityManagerBrian James
EMS ChiefJason Mabbitt
Assistant City ManagerSarahGonzalez
Police ChiefJim Lowery
Fire ChiefGreg Rodgers
EconomicDevelopmentScott Wayman
Planning &CommunityDevelopmentLesa Wood
Public WorksLarry Busch
EngineeringKathy Woodlee
Internal ServicesDawniecia L.Hardin
Council Appointed Officials
Executive Team
Directors
Parks &RecreationLauren Shrum
Public AffairsKrystal Haynes
HumanResourcesJessica Kurz
FinanceJames Walters
LibraryLizzi Bertoia
City of Schertz
Residents
ProsecutingAttorney CityAttorney
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25
26
27
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30
31
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CITY OF SCHERTZ
BUDGET FY 2025-26
MESSAGE & HIGHLIGHTS
The FY 2025-26 budget was put together using these resources and follows the 5 budget
priorities set by council and staff, including, in no specific order:
Staff Compensation – To attract and retain high-quality employees, the budget
includes adjustments to maintain competitive compensation levels across all
departments. This investment in our workforce recognizes the vital role City
employees play in delivering exceptional service to our community. Street
Maintenance & Repair to improve the safety of those who drive on our roads and to
improve the general appearance of the City
Street Maintenance and Repair - Maintaining the safety and quality of our
transportation infrastructure remains a core service priority. The budget dedicates
additional resources to pavement preservation, street rehabilitation, and repair
projects that enhance mobility and extend the useful life of our roadways.
Capital Improvement Program (CIP) - The budget continues to advance our multi-
year Capital Improvement Program, funding critical projects that support growth,
improve quality of life, and ensure the reliability of essential public assets. These
investments reflect a balanced approach between current infrastructure needs and
future community demands.
Increasing Staffing Levels - As service demands and community expectations grow,
the budget strategically adds new positions in key departments to improve
operational capacity, customer service, and responsiveness. These targeted staffing
increases will enhance the City's ability to meet present and emerging needs
effectively.
New and Remodeled Facilities - The budget supports planning, design, and
construction efforts for new and remodeled facilities that improve service delivery,
employee efficiency, and public accessibility. These projects underscore our
commitment to maintaining functional, modern, and safe spaces for both employees
and residents.
Citywide, the budget funds the Merit program for non-uniformed public safety personnel
and the Step program for non-uniformed. These programs move employees within their
pay range but do not affect the starting wages of new employees. Non-uniformed
employees will be eligible for a 0-4% increase based on performance, and uniformed
public safety employees could receive a 4% increase based on the tenure schedule. These
changes are planned to take effect midyear and cost $784,000.
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CITY OF SCHERTZ
BUDGET FY 2025-26
MESSAGE & HIGHLIGHTS
Staff also proposed a change in medical insurance provider, along with a plan change
that prevents any increase in premiums for 2026, allowing for additional expenditures to
be placed on other funding requests.
Street maintenance and improvements are scheduled and prioritized based on road
conditions and the funding available. Large projects are identified individually due to the
size and scope of the project, and are more challenging to raise funding for. Smaller
maintenance-type projects are grouped together for contract and funding purposes.
Projects in this group fall into the Streets Preservation and Maintenance program, or
SPAM.
The General Fund has $650,000 budgeted for street maintenance and staff plans to
utilize $53,889,496 of existing bond funds, SEDC contributions, and grants to complete
the following:
2024 SPAM list of roads
Lookout Road reconstruction
Main Street improvements
Lower Seguin Road reconstruction
2025 SPAM projects
Kramer Farm Subdivision rehabilitation
Boenig Drive rehabilitation
New street projects to start based on available funding include 2026 SPAM streets,
Northcliffe’s Country Club Blvd, and Savannah Drive.
The Capital Improvements Program (CIP) that includes Streets, Parks, Facilities,
Water/Wastewater, and Drainage projects is updated and adopted by Council along with
the budget. Streets, Parks, and Facilities are funded by property and sales taxes, while
Drainage, Water, and Wastewater are funded by fees related to those services. Staff
selects and schedules projects to minimize fluctuations to the tax rate. These assets
included land, buildings, roads, bridges, and water and sewer infrastructure. The City of
Schertz gathers information via traffic counts and water & sewer usage regularly to
monitor aging infrastructure and plan for future capital projects.
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CITY OF SCHERTZ
BUDGET FY 2025-26
MESSAGE & HIGHLIGHTS
Water/Wastewater and Drainage projects and debt are funded by the Water, Sewer, and
Drainage fees, respectively. These fees are reviewed and 5-year rate plans are adopted by
Council in order to fund operations and the CIP projects. These rate plans are often
updated annually in order to utilize the most accurate information and minimize rate
increases.
The full CIP can be found at the end of this budget document.
For equipment, vehicles, small land purchases, and other assets or improvements over
$5,000 that are too small to be in the CIP, the City budgets these capital expenditures in
each of the operating funds from which the assets will be used and funded by annual
revenues or reserves. However, there are some purchases done by lease agreements
when staff determine it is beneficial for the city to do so.
The City added 26 positions for FY 2025-26. These included 10 for the General Fund, 6 for
the Water & Sewer Fund, 4 for the EMS Fund, and 6 for the Drainage Fund.
The General Fund added 6 Firefighters to complete the staffing at the upcoming Fire
Station 4, an Assistant City Secretary to assist with the existing operations, a Senior
Center Supervisor with the transition of the Senior Center operations to the City, and an
Athletics Coordinator and Recreation Specialist with the transition of the Maske Road
Soccer Complex operations to the City.
The Water & Sewer Fund added another crew, which consists of 3 Worker I’s, a Worker II,
and a Crew Leader. Also added was an additional Worker I that could act as a floater
position to assist any crew that is short that day.
The EMS Fund added 4 EMTs to operate the Medic 8 and Medic 9 ambulances during
peak hours to ensure lower response times and additional public safety.
The Drainage Fund added another crew that includes 3 Worker I’s, a Worker II, and a
Crew Leader to increase maintenance of existing drainage ways to reduce the threat of
flooding. Also added was a Floodplain Manager to help with mandated drainage
reporting to state and federal agencies as well as to manage the long-term plans to
increase the drainage system capacity in the City and reduce the risk of flooding and loss
of life and property.
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CITY OF SCHERTZ
BUDGET FY 2025-26
MESSAGE & HIGHLIGHTS
Overall, staff identified several challenges in meeting these budget goals. They include
the loss of property value in residential homesteads in Guadalupe County, funding not
keeping pace with growth in service demand for the Schertz Emergency Medical
Services (EMS), and a Drainage Fee that does not raise the amount of funds required to
maintain the existing drainage channels and extend or create new channels necessary to
protect the city.
To address these identified challenges, the budget proposal looks to make up the
decrease in property values by delaying some capital replacement until FY 2026-27.
These replacements that were delayed have all been reviewed and approved by Fleet, as
staff reviews the existing replacement timelines to be more efficient. The EMS Director
has approached each of their contracted service areas and has negotiated additional
funding to help make up the existing operating deficit. The Drainage Fee is proposed to
increase to cover the additional personnel required to maintain the existing drainage
system and plan for expansions.
From the original Proposed Budget to the Adopted, Council approved a 1% increase in
the pay table that would affect all employees’ wages, effective October 2025. The final
budget also includes a one-time additional $415,000 for traffic safety projects and
sidewalk improvements. These programs were funded by a tax rate increase of 1.1% to
$0.5118 per $100 of valuation.
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CITY OF SCHERTZ
BUDGET FY 2025/2026
General Fund
Interest &
Sinking Fund
Water & Sewer
Fund Drainage Fund EMS Fund SEDC Fund
Special
Revenue Funds Grand Total
REVENUE SUMMARY
Property Tax $ 21,734,288 $ 10,270,000 $ -$ -$ -$ -$-$ 32,004,288
Sales Tax 15,485,000 - - - - 7,668,608 -$ 23,153,608
Other Tax 88,020 - - - - -1,100,000 $ 1,188,020
Franchises 2,692,000 -350,000 - - - 64,000 $ 3,106,000
Permits & Licenses 2,065,700 - - 6,000 - - - $ 2,071,700
Fees 2,429,489 -33,896,500 2,260,000 11,511,704 -2,724,000 $ 52,821,693
Fines 407,840 - - - - - - $ 407,840
Inter-jurisdictional 2,349,706 - - - 5,406,682 - - $ 7,756,388
Inter-Fund Transfers 3,493,398 -180,000 18,283 - - 10,750 $ 3,702,431
Investment Income 950,000 105,000 520,000 32,000 -1,260,000 340,515 $ 3,207,515
Miscellaneous 1,119,975 100,000 444,978 -142,000 -484,900 $ 2,291,853
TOTAL REVENUES 52,815,416 10,475,000 35,391,478 2,316,283 17,060,386 8,928,608 4,724,165 131,711,336
Beginning Fund Balances 16,920,631 1,249,280 33,011,225 1,139,153 (329,199) 26,808,879 21,870,032 100,670,001
Total Available Resouces $ 69,736,047 $ 11,724,280 $ 68,402,703 $ 3,455,436 $ 16,731,187 $ 35,737,487 $ 26,594,197 $ 232,381,337
EXPENDITURE SUMMARY
General Government 8,998,128$ 4,200$ 1,603,726$ -$ -$ 16,701,463$ 185,675$ 27,493,192$
Public Safety 25,853,310 - - - - - - 25,853,310$
Public Works 3,036,616 - 30,281,466 2,823,740 17,234,721 - 118,000 53,494,543$
Parks & Recreation 4,347,752 - -- - - 185,000 4,532,752$
Cultural 1,558,704 - -- - - 90,750 1,649,454$
Internal Service 10,406,736 - -- - - - 10,406,736$
Miscellaneous/Projects 285,687 2,250,000 64,000 2,599,687$
Debt Service:
Principal -7,055,000 1,700,000 - - - - 8,755,000$
Interest -4,486,012 891,412 - - - - 5,377,424$
TOTAL EXPENDITURES 54,486,933 11,545,212 36,726,604 2,823,740 17,234,721 16,701,463 643,425 140,162,098
Ending Fund Balance 15,249,113 179,068 31,676,099 631,696 (503,534) 19,036,024 25,950,772 92,219,239
Total Fund Commitments 69,736,047$ 11,724,280$ 68,402,703$ 3,455,436$ 16,731,187$ 35,737,487$ 26,594,197$ 232,381,337$
CONSOLIDATED BUDGET SUMMARY BY FUND GROUP
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45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
DEPARTMENT: 151 CITY MANAGER
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The City Manager serves under the policy direction of the City Council and provides the leadership for implementation of the City Council's policies to ensure residents, businesses, and visitors receive exceptional City services and that
Schertz maintains a high quality of life. The City Manager's Office facilitates the
coordination and implementation of City Council policy direction, provides
administration of the organization, and develops methods for the effective and efficient delivery of services to the community.
GOALS FOR FY 2025-26
BUDGET FY 2025/2026 • • • • • •
•Goal 1 : Staff Compensation
•Goal 2: Street Maintenance & Repair•Goal 3: Capital Improvement Program•Goal 4: Increase Staffing Levels•Goal 5: New/Remodeled Facilities
BUDGET HIGHLIGHTS
No departmental changes in 2025-26.
2022-23
Budget Actual
Personnel $1,268,219
Supplies and Equipment 1,464
Operating Expenses 1,786
Professional Services 0
Capital Outlay 0
Total $1,271,469
Authorized Positions 4
CITY OF SCHERTZ • • • • • •
2023-24
Actual
$1,133,903
661
2,697
0
0
$1,137,261
4
2024-25 2025-26
Estimate Budget
$1,067,488 $1,026,058
1,470 1,470
2,177 4,960
0 0
85 0
$1,071,220 $1,032,488
4 4
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68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
BUDGET FY 2025/2026
CITY OF SCHERTZ
DEPARTMENT: PLANNING AND COMMUNITY
DEVELOPMENT
DIVISION: 258 BUILDING INSPECTIONS
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The Building Inspections Division assists customers seeking permits and
inspections for various residential and commercial construction projects. The
Division is responsible for maintaining the health, safety, and welfare of the
community through professional review of permits, building plans and performing
inspections to ensure a safe and attractive community that is consistent with the
City’s adopted codes and ordinances while providing a courteous, professional
and positive customer service experience.
GOALS FOR FY 2025-26
•The Building Inspections Division supports the Strategic Goal of Safe and
Livable Community by completing life safety and building code plan reviews
on all commercial and residential construction projects to ensure public
safety and welfare by completing 90% of all building plan reviews before the
required deadline.
•The Building Inspections Division supports the Strategic Goal of Safe and
Livable Community by completing life safety and building code inspections
on all commercial and residential construction projects to ensure public
safety and welfare by performing 100% of all requested building inspections
received by the department no later than 6:00 am within 1 business day.
•The Building Inspections Division supports the Strategic Goal of Sense of
Community by actively engaging and communicating with the community
on building safety in the Annual National Building Safety Month Campaign
through proclamation, social media and in-person through 12 events.
BUDGET HIGHLIGHTS
No departmental changes in 2025-26.
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BUDGET FY 2025/2026
CITY OF SCHERTZ
Budget
2022-23
Actual
2023-24
Actual
2024-25
Estimate
2025-26
Budget
Personnel Services $1,056,532 $1,261,620 $1,388,161 $1,402,137
Supplies and Equipment 9,486 4,282 5,460 5,460
Utility Services 8,118 9,270 7,200 7,200
Operating Expenses 248 284 887 10,850
Professional Services 20,250 27,450 70,000 70,000
Capital Outlay 46,612 0 49,000 0
Total $1,141,246 $1,302,906 $1,502,708 $1,495,647
Activity Measures
Building Safety Month –
Events/Activities
8 11 11 12
% of Building Inspections
completed by due date
100% 100% 100% 100%
% of Building Plan reviews
completed before due date
89.48% 93.23 97.73% 90%
New Residential
Construction permits
issued
296 383 400 400
New Commercial
Construction permits
issued
12 25 30 30
All other permits 2,984 2,755 2,900 3,000
Inspections/Reinspection 12,405 14,120 25,000 20,000
Authorized Positions 14 14 14 14
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89
90
91
92
BUDGET FY 2025/2026 • • • • • •
DEPARTMENT: 460 PARKS, RECREATION AND
COMMUNITY SERVICES
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The Parks, Recreation, and Community Services department oversees the
maintenance and management of park land, to include the maintenance of
municipal facilities, creek ways, swimming pools, splashpads, park irrigation
systems, trails, restrooms, pavilions, open space, playground equipment, benches, picnic tables, lighting, landscaping, trees, and oversight of athletic field
maintenance by sports associations (Buffalo Valley Youth Association and Schertz
Youth Soccer Alliance). Acquires, designs, constructs, and renovates existing and
additional park land and facilities. It provides citizen input and communication
venues utilizing the Parks and Recreation Advisory Board, community surveys, and community meetings. It plans and implements special events, recreation
programs, and parades.
GOALS FOR FY 2025-26 •To support the Sense of Community goal of the strategic plan by hosting
events that create a sense of place and community, we will plan and
implement various special events, parades, park grand openings, marketing
campaigns, nature education programs, and youth and adult sports.•To support the Safe and Livable Community goal of the strategic plan by
promoting environmental stewardship and health, we will publish a Parks &
Recreation FUN Guide three times a year to promote available programs to
residents.
BUDGET HIGHLIGHTS
The FY 2025-26 Budget will increase 12.8% from the FY 2024-25 year-end
estimate. This increase is due to transition of full operations for the Schertz Soccer
Complex and Schertz Senior Center to Parks department.
CITY OF SCHERTZ • • • • • • 93
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BUDGET FY 2025/2026
CITY OF SCHERTZ
DEPARTMENT: PARKS, RECREATION, AND
COMMUNITY SERVICES
DIVISION: 463 POOLS
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The management and maintenance of two (2) outdoor pools and one splash pad
including the maintenance of swimming facilities, pumping systems, and related
aquatic programs designed to encourage safe use and professional management
of these facilities. Provide contractual oversight of the management, programming,
and maintenance of the Schertz Aquatics Center. Provide citizen input and
communication venues utilizing the Parks and Recreation Advisory Board,
surveys, and community meetings.
GOALS FOR FY 2025-26
•To support the Sense of Community goal of the strategic plan by creating a
sense of place and community with the operations of the public pool with a
goal of annual attendance of 11,600 entries.
BUDGET HIGHLIGHTS
No departmental changes in 2025-26.
Budget
2022-23
Actual
2023-24
Actual
2024-25
Estimate
2025-26
Budget
$13,337 $39,358 $36,000 $33,000
40,316 63,789 35,000 36,345
508,412 568,624 597,023 597,023
Supplies and Equipment
Utility Services
Repairs and Maintenance
Total $562,064 $671,771 $668,023 $666,368
Activity Measures
2022-23
Actual
2023-24
Actual
2024-25
Estimate
2025-26
Budget
$22,024 $22,024 $22,024 $22,000
$6,495 $6,495 $6,495 $4,000
11,651 11,651 11,651 11,600
78,000 78,000 78,000 78,000
$14.25 $14.25 $14.25 $13.16
Single Entry Pool Fees
Season Pool Pass Sales
Total Attendance Pickrell
Pool
Total Attendance Schertz
Aquatics Ctr
Cost per resident for Pool
Operations
(Includes Schertz Aquatics
Center)
95
96
97
BUDGET FY 2025/2026
CITY OF SCHERTZ
DEPARTMENT: 665 LIBRARY
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The Schertz Public Library supports life-long learning, literacy and recreation for library
materials in print, audiovisual and digital formats for users of all ages. It encourages the
love of reading and learning by providing story time, special event programs, and various
other literacy-based programs for infants, children and teens, and enriches the lives of
adults by providing instructional and recreational programming in high-interest areas such
as technology, health and fitness, financial planning, and crafts. The library acts as a
community hub by providing meeting and study spaces to individuals and community
groups, and provides public access to technology including computers, the Internet, wi-fi
and printers, as well as to online employment, business and educational resources. The
library’s primary service area includes more than 126,000 people in the Cities of Schertz,
Cibolo and Selma, and Guadalupe County.
GOALS FOR 2025-26
•The Library supports the Strategic Goal of Sense of Community’s objective of
growing quality of life programs by increasing total circulation by enhancing patron
engagement with the library’s purchased eResources. The goal is to achieve a
10% increase in customer activity based on tracked sessions and checkouts over
the next year.
•The Library supports the Strategic Goal of Sense of Community’s objective of
growing quality of life programs by emphasizing literacy programming and
services, with a goal of increasing reading challenge completions by 8%.
•The Library supports the Strategic Goal of Sustainable Government’s objective of
recruiting, developing, and retaining a qualified, competent, and diverse municipal
workforce by expanding our volunteer opportunities for adult volunteers with a goal
of training and onboarding 15 new volunteers annually.
•The Library supports the Strategic Goal of Sense of Community’s objective of
actively engaging and communicating with our residents and stakeholders by
increasing marketing of the library and its resources and actively connecting with
patrons on social media, with a goal of increasing interactions on social media by
10%.
BUDGET HIGHLIGHTS
The FY 2025-26 Budget will increase 4.9% over the FY 2024-25 year-end estimate
due to capital outlay in 2025-26.
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108
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BUDGET FY 2025/2026
CITY OF SCHERTZ
DEPARTMENT: INTERNAL SERVICES
DIVISION: 878 Facility Services
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
Facility Services supports and maintains City facilities. In addition, Facility
Services provides set up for events such as Parks Events (Jubilee, Christmas Tree
lighting, parades), Employee Memorial Ceremony, City Council, Planning and
Zoning, various Boards and Commissions, Department meetings, Municipal Court,
training seminars, elections, groundbreaking ceremonies, and other special
events.
GOALS FOR FY 2025-26
•The Facility Services Division supports the Strategic Goal of Infrastructure
Investment by supporting strategic investment in city facilities by performing
routine scheduled maintenance of city facilities with a goal of reducing
emergency work orders (keeping emergency and miscellaneous work
orders to 1000 or less).
•The Facility Services Division supports the Strategic Goal of Infrastructure
Investment by supporting strategic investment in city facilities by converting
fluorescent lighting to LED lights and replacing old HVAC equipment with
more energy efficient equipment, to reduce the watt usage in the City.
•The Facility Services Division supports the Strategic Goal of having a Safe
and Livable city by managing the cleaning contract for city buildings and
making sure routine cleanings are taking place, trash is being removed from
buildings and emergency cleanings occur in a timely manner.
BUDGET HIGHLIGHTS
No departmental changes in 2025-26.
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113
BUDGET FY 2025/2026
CITY OF SCHERTZ
DEPARTMENT: 910 COURT RESTRICTED FUNDS
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The court security fee and court technology fees are revenues that are restricted
on use. The court technology must only be used to purchase new or replacement
devices to improve or maintain the efficiency of the Municipal Court. Approved
purchases are computers, servers where court files are stored and computerized
ticket writers. The court security fee can only be used to add or enhance security
measures to the court room for the safety of staff and citizens.
BUDGET HIGHLIGHTS
The FY 2025-26 Budget will remain the same as the FY 2024-25 estimate.
2022-23 2023-24 2024-25 2025-26
Budget Actual Actual Estimate Budget
$521 $1,380 $84,000 $84,000
0 0 9,000 9,000
Supplies and Equipment
Operating Expenses
Total $521 $1,380 $93,000 $93,000
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BUDGET FY 2025/2026
CITY OF SCHERTZ
FUND: 505 INTEREST & SINKING FUND
DESCRIPTION
This fund is used to account for the accumulation of resources for and the
payment of general long term debt principal and interest on city debt. The
Interest & Sinking (I&S) portion of the property taxes are directly deposited by the
County Tax Assessor’s Office into this fund.
BUDGET HIGHLIGHTS
Revenues: Revenues for FY 2025-26 Budget increased 9.7% from the FY 2024-
25 estimate with higher property values and an increase in the I&S tax rate.
Expenses: The FY 2025-26 Budget will increase 11.3% from the FY 2024-25
year-end estimate following the existing debt payment schedule.
Budget
2022-23
Actual
2023-24
Actual
2024-25
Estimate
2025-26
Budget
$7,710,299
3
105,397
181,935
$8,917,461
104,407
195,912
221,135
$9,250,000
0
111,000
100,000
$10,270,000
0
105,000
100,000
$7,997,634 $9,438,915 $9,461,000 $10,475,000
$4,200 $5,000
8,483,985 8,517,861
0 0
$4,200
10,237,433
0
$4,200
11,541,012
0
Revenue
Taxes
Fund Charges/Transfers
Investment Income
Miscellaneous
Total
Expenses
Professional Services
Debt Service
Refund Debt
Total
Over/-Under
$8,488,185
-$490,551
$8,522,861
$916,055
$10,241,633
-$780,633
$11,545,212
-$1,070,212
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BUDGET FY 2025/2026
CITY OF SCHERTZ
Date Principal Coupon Interest Debt Service Fiscal Total
02/01/26 635,000 2.120%20,564.00 655,564.00
08/01/26 13,833.00 13,833.00
09/30/26 669,397.00
02/01/27 645,000 2.120%13,833.00 658,833.00
08/01/27 6,996.00 6,996.00
09/30/27 665,829.00
02/01/28 660,000 2.120%6,996.00 666,996.00
08/01/28 - -
09/30/28 666,996.00
1,940,000$ 62,222.00$ 2,002,222.00$ 2,002,222.00$
CITY OF SCHERTZ
General Obligation Refunding, Series 2018
Original Issue Amount $6,035,000
General Fund
Purpose: Refunding Bonds Certificates of Obligation 2007, General Obligation and Refunding Bonds 2009, and
General Obligation and Refunding Bonds 2010
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BUDGET FY 2025/2026
CITY OF SCHERTZ
FUND: 106 SPECIAL EVENTS
DESCRIPTION
The Special Events Fund is designated to monitor and manage funds appropriated
to host community events, sponsored or co-sponsored, by the City of Schertz.
Events include Kick Cancer/Walk for Life and the Hal Baldwin Scholarship
Program.
BUDGET HIGHLIGHTS
Revenue: Revenue budget is now set at $55,000 each year and any additional
covers event expenses.
Expenses: The Special Events Fund FY 2025-26 Budget is set at $55,000 with no
change in operations.
2022-23 2023-24 2024-25 2025-26
Budget Actual Actual Estimate Budget
$147 $1,074 $0 $0
891 1,074 0 0
22,194 24,190 19,645 20,000
40,020 47,461 35,000 35,000
$63,253 $71,800 $54,645 $55,000
$22,195 $24,190 $19,645 $20,000
25,555 30,214 50,000 35,000
Revenues
Fund Charges/Transfers
Investment Income
Kick Cancer
Hal Baldwin Scholarship
Total
Expenses
Kick Cancer
Hal Baldwin Scholarship
Total $47,749 $54,404 $69,645 $55,000
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BUDGET FY 2025/2026
CITY OF SCHERTZ
FUND: 110 Public, Educational, and
Government (PEG) Access Fund
DESCRIPTION
The PEG Fund is dedicated to providing communication infrastructure in the City.
This will allow the City to better reach the citizens with necessary information.
This fund is commonly used for public access television and institutional network
capacity. Currently the level of funding from the collected fees is not great
enough to warrant a public access channel but could be used so in the future.
BUDGET HIGHLIGHTS
Revenue: Revenues for FY 2025-26 Budget are expected to to stay the same
from the FY 2024-25 year-end estimates.
Expenses: The PEG Fund FY 2025-26 Budget stayed the same $64,000 with
the continued implementation of the communication master plan.
Budget
2022-23
Actual
2023-24
Actual
2024-25
Estimate
2025-26
Budget
Revenues
$74,016 $63,969 $64,000 $64,000
$74,016 $63,969 $64,000 $64,000
$821,654 $65,286 $64,000 $64,000
Franchises
Total
Expenses
Misc & Projects
Total $821,654 $65,286 $64,000 $64,000
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184
BUDGET FY 2025/2026
CITY OF SCHERTZ
FUND: 317 PARK FUND
DESCRIPTION
The Park Fund is a special fund designated to monitor and manage funds for the
management of the City of Schertz Urban Forest and capital improvements of the
City of Schertz Park System. The Fund is composed of parkland dedication
revenues. Revenues are derived from developer fees (in lieu of parkland
dedication), local citizen groups, state, local nonprofit neighborhood associations,
homeowners’ associations (HOA’s), regional non-profit grants, and donations.
BUDGET HIGHLIGHTS
Revenue: The revenue for FY 2025-26 Budget is expected to be $154,750 in
anticipation of a new development which will pay into the fund.
Expenses: The FY 2025-26 Budget is set at $100,000 to utilize incoming funds
for park improvements.
Budget
2022-23
Actual
2023-24
Actual
2024-25
Estimate
2025-26
Budget
$203,500 $446,138 $150,000 $150,000
9,058 8,975 4,750 4,750
$212,558 $455,112 $154,750 $154,750
$0 $0 $0 $0
387,069 0 100,000 100,000
$387,069 $0 $100,000 $100,000
Revenue
Fees
Investment Income
Total
Expenses
Professional Services
Capital Outlay
Total
Over/-Under -$174,511 $455,122 $54,750 $54,750
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BUDGET FY 2025/2026
CITY OF SCHERTZ
FUND: 319 TREE MITIGATION
DESCRIPTION
Tree mitigation fund is a special fund that is derived from revenue from permits for
tree removal issued in connection with a building permit, subdivision plan, and site
plan. These funds are used to replace trees on City Parks, City owned property,
public lands, and SCUCISD school property.
BUDGET HIGHLIGHTS
Revenue: The revenue for the FY 2025-26 Budget is expected to stay the same
from 2024-25 year-end estimate.
Expenses: The FY 2025-26 Budget stays the same from FY 2024-25 year-end
estimate.
Budget
2022-23
Actual
2023-24
Actual
2024-25
Estimate
2025-26
Budget
$48,065 $555,380 $100,000 $100,000
35,599 62,728 49,250 49,250
$83,664 $618,108 $149,250 $149,250
$93,030 $81,429 $85,000 $85,000
$93,030 $81,429 $85,000 $85,000
Revenue
Fees
Investment Income
Total
Expenses
Maintenance Services
Total
Over/-Under -$9,365 $536,679 $64,250 $64,250
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CAPITAL IMPROVEMENTS
PROGRAM
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CAPITAL IMPROVEMENTS PROGRAM
Additional project information and projections on future projects can be found in the
FY 2025-26 Adopted CIP document.
Operating Impacts:
Fire Station 4 has had an operating impact as the City hires the new firefighters in
groups in advance of the new station opening. Total staffing for the new station will
be 12 employees: 3 Firefighters, 3 Fire Apparatus Operators (FAO), 2 Lieutenants, and
a Battalion Chief. FY 2025-26 will see the hiring of the final 6 positions, all Firefighters,
since the FAO promotions were done the previous year. These final positions will be
hired toward the end of the year, with a grand total impact of $1,300,000 annually to
open the new station.
The additional Park acreage will be added to the existing mowing contract. Current
estimates would be an additional $28,000 annually, including both parks.
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Drainage Projects
Drainage will have 2 projects going in FY 2025-26. Wendy Swan Drainage Improvements
at $1,100,000 and FM 1518 City Park Underground Drainage Upgrade for $45,000. Both
projects funding for the year will come from the Drainage Fund Reserve and will have no
material operating impacts.
Water and Wastewater Projects
CAPITAL IMPROVEMENTS
PROGRAM
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FINANCIAL POLICIES
Covenant Compliance
The City will comply with all covenants stated in the bond ordinance, including providing
for annual disclosure information and providing for material event notices.
Arbitrage Rebate Monitoring and Reporting
Arbitrage is the interest earned on the investment of bond proceeds above the interest
paid on the debt. The City will maintain a system of recordkeeping and reporting to meet
the arbitrage rebate compliance requirement of the IRS regulation. The recordkeeping
shall include tracking project expenditures, interest earned on the bonds, calculating
rebate payments, and remitting any rebatable earnings to the federal government in a
timely manner in order to preserve the tax-exempt status of the outstanding debt.
Arbitrage rebate calculations will be performed annually on all debt issues and the liability
recorded for any positive arbitrage. Due to the specialized nature of the calculations, this
function will typically be outsourced.
Lease/Purchase Agreements
The City will use lease/purchase agreements for the acquisition of equipment when it is
cost-effective and provides for attractive terms. All lease purchase agreements will be
approved by City Council no matter the dollar amount.
CASH MANAGEMENT AND INVESTMENTS
To maintain the City’s cash in such a manner so as to ensure the absolute safety of
principal, to meet the liquidity needs of the City, and to achieve the highest possible yield.
Investment Management
1. All aspects of cash/investment management shall be designed to ensure safety and
integrity of the City’s financial assets.
2. Cash/Investment management activities shall be conducted in full compliance with
prevailing local, state, and federal regulations. (See City’s Investment Policy and
Strategy)
3. The City will utilize competitive quotes from approved broker/dealers, affording no
special advantage to any individual or corporate member of the financial or investment
community.
4. The City will only do business with City authorized broker/dealers and/or financial
institutions as approved by Council and who have executed a written certification of
their review of the City’s Investment Policy.
5. The City shall design and establish policies relating to a variety of cash/investment
management issues, such as the eligibility and selection of various broker/dealers,
safekeeping requirements, collateral requirements, delivery versus payment
requirements, weighted average maturity requirements and other such aspects of the
program, which necessitate standard setting in pursuit of appropriate prudence and
enhanced protection of assets. (See City’s Investment Policy)
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