08-18-2026 Agenda PacketMEETING AGENDA
City Council
REGULAR SESSION CITY COUNCIL
August 18, 2026
6:00 P.M.
HAL BALDWIN MUNICIPAL COMPLEX COUNCIL CHAMBERS
1400 SCHERTZ PARKWAY BUILDING #4
SCHERTZ, TEXAS 78154
CITY OF SCHERTZ CORE VALUES
Do the right thing
Do the best you can
Treat others the way you want to be treated
Work cooperatively as a team
AGENDA
TUESDAY, AUGUST 18, 2026 at 6:00 p.m.
Call to Order
Opening Prayer and Pledges of Allegiance to the Flags of the United States and State of Texas.
(Councilmember Westbrook)
City Events and Announcements
Announcements of upcoming City Events (B.James/S.Gonzalez)
Announcements and recognitions by the City Manager (S.Williams)
Announcements and recognitions by the Mayor (R.Rodriguez)
Hearing of Residents
This time is set aside for any person who wishes to address the City Council. Each person should fill out
the speaker’s register prior to the meeting. Presentations should be limited to no more than 3 minutes.
All remarks shall be addressed to the Council as a body, and not to any individual member thereof.
Any person making personal, impertinent, or slanderous remarks while addressing the Council may
be requested to leave the meeting.
All handouts and/or USB devices must be submitted to the City Secretary no later than noon on the
Monday preceding the meeting. Handouts will be provided to each Councilmember prior to the start
of the meeting by the City Secretary. All USB devices will be vetted by City IT staff to ensure City
property is protected from malware.
Discussion by the Council of any item not on the agenda shall be limited to statements of specific factual
August 18, 2026 City Council Agenda Page 1
Discussion by the Council of any item not on the agenda shall be limited to statements of specific factual
information given in response to any inquiry, a recitation of existing policy in response to an inquiry,
and/or a proposal to place the item on a future agenda. The presiding officer, during the Hearing of
Residents portion of the agenda, will call on those persons who have signed up to speak in the order
they have registered.
Consent Agenda Items
The Consent Agenda is considered self-explanatory and will be enacted by the Council with one motion.
There will be no separate discussion of these items unless they are removed from the Consent Agenda
upon the request of the Mayor or a Councilmember.
1.Minutes-Approval of the minutes from the August 04, 2026 Regular Council Meeting (City
Secretary Sheila Edmondson)
2.City Council Boards, Committees, and Commissions (Deputy City Secretary Sheree
Courney)
Resignations, Removals, and Expiring Terms
Historical Preservation Committee: Maria "Angie" Fain resignation effective
August 10, 2026.
3.Resolution 26-R-087 – Authorizing a task order amendment with Freeland Turk Engineering
Group, LLC for additional design and construction phase engineering services for the Bell
North Drive Sewer Extension Project (Senior Engineer Eric Schulze)
4.Resolution 26-R-090 - Approving the SSLGC Fiscal Year 2026-2027 Annual Budget and
other matters in connection therewith. (Director of Public Works Larry Busch)
5.Resolution 26-R-091 - Approving the SSLGC Fiscal Year 2026-2027 Water Rates and other
matters in connection therewith. (Director of Public Works Larry Busch)
6.Resolution 26-R-095 - Authorizing an Interlocal Agreement with the City of Selma For
Wiederstein Road Improvements (Assistant City Engineer John Nowak)
Discussion and Action Items
7.Resolution 26-R-076 - Establishing a legislative platform and priorities for the 90th legislative
session in Texas (Director of Public Affairs Krystal Haynes)
8.Ordinance 26-M-025 - Amend the City of Schertz Code of Ordinances and certain other
ordinances by amending and establishing fees for certain licenses, permits, and other
services (Finance Director James Walters)
August 18, 2026 City Council Agenda Page 2
9.Resolution 26-R-098 - Resolution accepting the state defined tax rates and setting the
preliminary 2026 tax rate (Finance Director James Walters)
10.Accepting the City of Schertz Comprehensive Economic Development Strategic Plan
(Interim Director of Economic Development Amy Madison)
11.Council Liaison Assignment for Capital Improvement Advisory Committee (Deputy City
Secretary Sheree Courney)
Public Hearings
12.Resolution 26-R-093 - Conduct a public hearing and consider a resolution accepting a
petition for voluntary annexation of approximately 10.7 acres of land, located approximately
900 feet north-west of the intersection of FM 482 and Schwab Road, more specifically known
as Comal County Property Identification Number 56613, Comal County, Texas (Senior
Planner Daisy Marquez)
13.Resolution 26-R-094 - Conduct a public hearing and consider a resolution accepting a
petition for voluntary annexation of approximately 0.19 acres of land, known as 12235 Aztec
Way, more specifically known as a portion of Bexar County Property Identification Number
308309, Bexar County, Texas (Senior Planner Daisy Marquez)
Workshop
14.Presentation of the 2026 Employee Engagement Survey Results (Director of Human
Resources Jessica Kurz)
15.Workshop regarding Current Impact Fees (City Engineer Kathryn Woodlee)
Closed Session
16.Called in accordance with Section 551.087 of the Texas Government Code,
Deliberation Regarding Economic Development Negotiations; Closed Meeting. The
governmental body is not required to conduct an open meeting (1) to discuss or deliberate
regarding commercial or financial information that the governmental body has received from a
business prospect that the governmental body seeks to locate, stay, or expand in or near the
territory of the governmental body and with which the governmental body is conducting
economic development negotiations; or (2) to deliberate the offer of a financial or other
incentive to a business prospect.
Project Holly
August 18, 2026 City Council Agenda Page 3
17.The City Council will meet in closed session in accordance with Section 551.072, Texas
Government Code deliberation regarding the purchase, exchange, lease, or value of Real
Properties for future roadways, roadway extensions, and roadway expansions; city facilities,
drainage and detention; and general municipal uses.
Reconvene into Regular Session
18.Take any action based on discussion held in Closed Session under Agenda Item # 16.
19.Take any action based on discussion held in Closed Session under Agenda Item # 17.
Information available in City Council Packets - NO DISCUSSION TO OCCUR
Requests and Announcements
Requests by Mayor and Councilmembers for updates or information from Staff
Requests by Mayor and Councilmembers that items or presentations be placed on a future City
Council agenda
City and Community Events attended and to be attended (Council)
Adjournment
CERTIFICATION
I, SHEILA EDMONDSON, CITY SECRETARY OF THE CITY OF SCHERTZ, TEXAS, DO HEREBY CERTIFY THAT
THE ABOVE AGENDA WAS PREPARED AND POSTED ON THE OFFICIAL BULLETIN BOARDS ON THIS THE
12TH DAY OF AUGUST 2026 AT 4:45 P.M., WHICH IS A PLACE READILY ACCESSIBLE TO THE PUBLIC AT
ALL TIMES AND THAT SAID NOTICE WAS POSTED IN ACCORDANCE WITH CHAPTER 551, TEXAS
GOVERNMENT CODE.
SHEILA EDMONDSON
I CERTIFY THAT THE ATTACHED NOTICE AND AGENDA OF ITEMS TO BE CONSIDERED BY THE CITY
COUNCIL WAS REMOVED BY ME FROM THE OFFICIAL BULLETIN BOARD ON ________DAY OF
___________________, 2026.
TITLE: _______________________________
This facility is accessible in accordance with the Americans with Disabilities Act. Handicapped parking spaces are
available. If you require special assistance or have a request for sign interpretative services or other services, please call
210-619-1030.
The City Council for the City of Schertz reserves the right to adjourn into closed session at any time during the
course of this meeting to discuss any of the matters listed above, as authorized by the Texas Open Meetings Act.
August 18, 2026 City Council Agenda Page 4
Closed Sessions Authorized: This agenda has been reviewed and approved by the City’s legal counsel and the
presence of any subject in any Closed Session portion of the agenda constitutes a written interpretation of Texas
Government Code Chapter 551 by legal counsel for the governmental body and constitutes an opinion by the
attorney that the items discussed therein may be legally discussed in the closed portion of the meeting considering
available opinions of a court of record and opinions of the Texas Attorney General known to the attorney. This
provision has been added to this agenda with the intent to meet all elements necessary to satisfy Texas Government
Code Chapter 551.144(c) and the meeting is conducted by all participants in reliance on this opinion.
COUNCIL COMMITTEE AND LIAISON ASSIGNMENTS
Mayor Rodriguez
Member
Audit Committee
Investment Advisory Committee
Main Street Committee
TIRZ II Board
Liaison
Board of Adjustments
Senior Center Advisory Board-Alternate
Councilmember Davis– Place 1
Member
Interview Committee
Main Street Committee - Chair
TIRZ II Board
Liaison
Parks & Recreation Advisory Board
Schertz Housing Authority Board
Transportation Safety Advisory Board
Councilmember Watson – Place 2
Member
Audit Committee
Liaison
Library Advisory Board
Senior Center Advisory Board
Cibolo Valley Local Government
Corporation (CVLGC)-Ex-Officio
Councilmember Macaluso – Place 3
Member
Interview Committee
Hal Baldwin Scholarship Committee
TIRZ II Board
Councilmember Guerrero – Place 4
Member
Hal Baldwin Scholarship Committee
Investment Advisory Committee
Liaison
Schertz Historical Preservation Committee
Councilmember Westbrook – Place 5
Member
Schertz-Seguin Local Government Corporation
(SSLGC)
Liaison
Planning and Zoning Commission
Schertz Historical Preservation Committee
Councilmember Dietz – Place 6
Member
Animal Services Advisory Committee
Audit Committee
Interview Committee
Investment Advisory Committee
Main Street Committee
Liaison
Building and Standards Commission
Councilmember Sheridan – Place 7
Member
Main Street Committee
Schertz Seguin Local Government Corporation
(SSLGC) - Alternate
Liaison
Economic Development Corporation
August 18, 2026 City Council Agenda Page 5
Senior Center Advisory Board
August 18, 2026 City Council Agenda Page 6
Agenda No. 1.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:City Secretary
Subject:Minutes-Approval of the minutes from the August 04, 2026 Regular
Council Meeting (City Secretary Sheila Edmondson)
Attachments
Draft Minutes Regular Council Meeting
2.Minutes-Approval of the minutes from the July 21, 2026 Regular Council Meeting (City
Secretary Sheila Edmondson)
3.Resolution 26-R-088 - Rejecting all Bids for the Library Foundation Repair Project
(Assistant City Engineer John Nowak)
Mayor Rodriguez asked if any items needed to be removed for separate action. No items
were removed.
Mayor Rodriguez asked for a motion to approve Consent Agenda Items #2 - 3.
Moved by Councilmember Ben Guerrero, seconded by Mayor Pro Tern Michelle
Watson
A YE: Mayor Pro Tern Michelle Watson, Councilmember Ben Guerrero,
Councilmember Robert Westbrook, Councilmember Sarah Dietz
Passed
Discussion and Action Items
4.Resolution 26-R-089 -Authorizing an Interlocal Agreement with the City of Garden
Ridge Regarding Sewer Capacity and Wheeling (Deputy City Manager Brian James)
Mayor Rodriguez recognized Deputy City Manager Brian James, who presented
Resolution 26-R-089 for Council consideration. Mr. James provided background on sewer
capacity and wastewater conveyance in the area and explained the proposed 20-year
interlocal agreement allowing Garden Ridge to connect to Schertz' s sewer system. The
agreement provides mutual benefits by maximizing existing infrastructure while
generating revenue for Schertz. Garden Ridge would receive 750 LUEs of sewer capacity
and pay annual fees based on wastewater flow, including a 3% annual increase, as well as
sewer impact fees equivalent to those paid by Schertz developments. Staff recommended
approval with a change to the termination notice period from three to five years to allow
sufficient time for Garden Ridge to establish an alternative sewer connection.
Mayor Rodriguez opened the floor to Council for discussion.
Council discussed details of the agreement, including the overall sewer capacity, annual
fees, annual increases, impact fees, and termination provisions. Mr. James emphasized
that the City retains the ability to address noncompliance, such as industrial waste
violations or failure to meet agreement terms, and expressed confidence that the
agreement provides a fair, mutually beneficial arrangement while protecting Schertz's
infrastructure and future needs.
Mayor Rodriguez asked for a motion to approve Agenda Item #4 -Resolution 26-R-089.
4
Public Hearings
7.Ordinance 26-S-017 -Conduct a public hearing and consider a request to rezone
approximately 0.26 acres of land from General Business District (GB) to Main Street
Mixed-Use District (MSMU), generally located approximately 50-feet southwest of the
intersection of Main Street and Lindbergh Ave, specifically known as Guadalupe County
Property Identification Number 67454, City of Schertz, Texas (Senior Planner Daisy
Marquez)
Mayor Rodriguez recognized Senior Planner Daisy Marquez who introduced Ordinance
26-S-017, a request to rezone approximately 0.26 acres of land from General Business
District (GB) to Main Street Mixed-Use District (MSMU). Ms. Marquez provided a map
outlining the subject property. She explained the zoning restrictions under the General
Business District designation. She stated that 15 public notices were sent on July 9, 2026,
with no responses. A public notice was published in the San Antonio Express on July 15,
2026, and a sign was placed on the property by the applicant. The Planning and Zoning
Commission met on July 22, 2026, and recommended approval with a unanimous vote.
Due to the location of the property on Main Street, its compatibility with the proposed
zoning district, and the comprehensive land use planned resulting from the zone change,
staff recommended approval of Ordinance 26-S-0 17.
The applicant was not in attendance.
Mayor Rodriguez opened the Public Hearing at 7 :28 p.m.
Ann McMaster, 3604 Elm Court, asked what the proposed property would be used for.
Mayor Rodriguez responded that the property would be used for a parking lot. Ms.
McMaster stated that she was aware of the plan from watching Y ouTube videos, but it
was not included in the presentation and wanted to make sure Council was aware.
Mayor Rodriguez closed the Public Hearing at 7:30 p.m.
Mayor Rodriguez opened the floor to Council for discussion.
Council discussed the rezoning intention and confirmed this would help the applicant
complete his project more quickly by making the property easier to develop under the
Main Street Mixed-Use District. City staff assisted him with the application and expedited
the process, including holding a special Planning and Zoning meeting on July 22.
Although no site development application has been submitted yet, staffs goal is to move
the project through the approval process as efficiently as possible.
Mayor Rodriguez asked for a motion to approve Agenda Item #7 - Ordinance 26-S-0 17.
Moved by Mayor Pro Tern Michelle Watson, seconded by Councilmember Sarah Dietz
8
Agenda No. 2.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:City Secretary
Subject:City Council Boards, Committees, and Commissions (Deputy City
Secretary Sheree Courney)
Resignations, Removals, and Expiring Terms
Historical Preservation Committee: Maria "Angie" Fain
resignation effective August 10, 2026.
BACKGROUND
In accordance with City policy and the Council Rules of Conduct and Procedure, periodic
appointments, reappointments, and resignations/removals/term-ending appointments to/from City
boards, commissions, and committees are presented for City Council consideration. The following
individuals are recommended accordingly:
Resignations
Historical Preservation Committee: Maria "Angie" Fain effective August 10, 2026
Agenda No. 3.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:Engineering
Subject:Resolution 26-R-087 – Authorizing a task order amendment with
Freeland Turk Engineering Group, LLC for additional design and
construction phase engineering services for the Bell North Drive Sewer
Extension Project (Senior Engineer Eric Schulze)
BACKGROUND
This sewer project included the construction of a gravity sewer main within Bell North Drive that will
flow toward and discharge into the main on Doerr Lane. Ten commercial properties on the west end
of Bell North Drive were served by private grinder pumps that pumped wastewater into a public
wastewater force main that discharged into a manhole near 17316 Bell North Drive.
During construction of the gravity sewer main it was discovered that two properties still utilize
on-site septic systems rather than private grinder pump lift stations like their neighbors. The
additional design services requested is to survey these properties and design sewer laterals to connect
the properties to the new public gravity main.
GOAL
The goal of Resolution 26-R-087 is to authorize an amendment to the task order with Freeland Turk
Engineering Group to complete the required design services for the sewer laterals to connect two
properties to the new sewer main.
COMMUNITY BENEFIT
Having these laterals installed and connected to the new sewer main will alleviate the need for the
septic systems and complete the conversion of the sewer system in Bell North Drive from a pressure
system to a gravity system which is significantly more reliable and less maintenance intensive.
SUMMARY OF RECOMMENDED ACTION
Staff recommends that the City Council approve Resolution 26-R-087, authorizing a task order
amendment with Freeland Turk Engineering Group, LLC, for design and construction phase
engineering services for the Bell North Drive Sewer Extension Project.
FISCAL IMPACT
Funding for the additional design work will be by the Water and Sewer Reserves and is available in
the approved CIP project budget. The new total professional services fee for the project would now
be $108,680 with an increased not to exceed amount of $120,000. The currently approved CIP project
sheet is also being modified to adjust expenditure line items between construction and professional
services. The overall project budget is not affected.
RECOMMENDATION
Approve Resolution 26-R-087
Attachments
Resolution 26-R-087 with attachments
RESOLUTION 26-R-087
A RESOLUTION BY THE CITY COUNCIL OF THE CITY
OF SCHERTZ, TEXAS AUTHORIZING A TASK
ORDER AMENDMENT WITH FREELAND TURK
ENGINEERING GROUP, LLC FOR DESIGN AND
CONSTRUCTION PHASE ENGINEERING SERVICES FOR
THE BELL NORTH DRIVE SEWER EXTENSION PROJECT
WHEREAS, the Schertz City Council approved Resolution 25-R-026 on March 18,
2025 authorizing the design, bid, and construction phase engineering services for the Bell North
Drive Sewer Extension Project; and
WHEREAS, The City staff of the City of Schertz has determined that the City requires
additional engineering-related services for the completion of the project; and
WHEREAS, the City Council has determined that it is in the best interest of the City to
amend the contract with Freeland Turk Engineering Group, LLC for the design and construction
phase services as described in the Project Agreement attached hereto as Exhibit A.
WHEREAS, the City Council previously authorized expenditures with Freeland Turk
Engineering Group, LLC for the Bell North Drive Sewer Extension Project for $85,000 with a
not to exceed amount of $95,000 for the 2024-2025 Fiscal Year, and
WHEREAS, the City of Schertz will fund the professional services through funds from
the water and sewer reserves, and
WHEREAS, the currently approved Capital Improvement Plan (CIP) project sheet for
the project will be appropriately modified to shift expenditures between Construction and
Professional Services line items while remaining within the approved project budget (Exhibit B).
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS THAT:
Section 1. The City Council hereby authorizes an amendment to the agreement with
Freeland Turk Engineering Group, LLC. in substantially the form set forth on Exhibit A
and in accordance with the original project agreement authorized by Resolution 25-R-026,
for an additional total professional service agreement amount of $23,680, a new total of
$108,680 and a new Not to Exceed amount of $120,000. An amendment to the line items
on the currently approved CIP project sheet is also duly authorized.
Section 2. The recitals contained in the preamble hereof are hereby found to be true, and
such recitals are hereby made a part of this Resolution for all purposes and are adopted as
a part of the judgment and findings of the City Council.
Section 3. All resolutions, or parts thereof, which are in conflict or inconsistent with any
provision of this Resolution are hereby repealed to the extent of such conflict, and the
provisions of this Resolution shall be and remain controlling as to the matters resolved
herein.
Section 4. This Resolution shall be construed and enforced in accordance with the laws
of the State of Texas and the United States of America.
Section 5. If any provision of this Resolution or the application thereof to any person or
circumstance shall be held to be invalid, the remainder of this Resolution and the
application of such provision to other persons and circumstances shall nevertheless be
valid, and the City Council hereby declares that this Resolution would have been enacted
without such invalid provision.
Section 6. It is officially found, determined, and declared that the meeting at which this
Resolution is adopted was open to the public and public notice of the time, place, and
subject matter of the public business to be considered at such meeting, including this
Resolution, was given, all as required by Chapter 551, Texas Government Code, as
amended.
Section 7. This Resolution shall be in force and effect from and after its final passage,
and it is so resolved.
PASSED AND APPROVED on the _______ day of _______________, 2026.
CITY OF SCHERTZ, TEXAS
________________________________
Ralph Rodriguez, Mayor
ATTEST:
_______________________________
Sheila Edmondson, TRMC
City Secretary
EXHIBIT A
Agreement
This is EXHIBIT K, consisting of 4 pages,
referred to in and part of the Agreement
between Owner and Engineer for
Professional Services – Task Order Edition
dated 1-18-25.
Amendment To Task Order No. 1 – Bell North Dr. Sewer Extension
1. Background Data:
a.
Effective Date of Task Order:
3-24-25
b.
Owner:
City of Schertz
c.
Engineer:
Freeland Turk Engineering Group, LLC
d.
Specific Project:
Bell North Dr. Sewer Extension
2. Description of Modifications
a. Engineer shall perform the following Additional Services:
The City of Schertz wants to establish gravity wastewater service to two lots located on Bell
North Drive (Refer to the attached project sketch).
• Obtain additional site design surveying on Lots 4 and 5 including cleanout elevations (per
attached Summit Geomatics proposal).
• Make additional site visits and coordinate with property owners
• Design and prepare a change order for the sewer service from an existing cleanout
(apparent back of the buildings) to the newly constructed service lines on Bell North.
Includes pavement and other site repair as needed for installation.
• Coordinate and permit additional work with the City of Schertz
• Coordinate activities including abandonment of the existing septic per TAC 285.36 and
documentation with the contracted contractor (R.L Jones).
• Assist in negotiating a change order and provide additional construction phase services as
needed.
The following items are excluded from the scope of services:
• Preparation of easement acquisition documents and easement acquisition.
• Additional bid or procurement services.
• Additional permitting outside of the City of Schertz.
b. The Scope of Services currently authorized to be performed by Engineer in accordance
with the Task Order and previous amendments, if any, is modified as follows: N/A
c. The responsibilities of Owner with respect to the Task Order are modified as follows:
• Provide right of entries, easements, Agreements, owner contact information, and
coordination assistance with property owners as necessary to complete the scope of work.
• Provide OSSF abandonment documentation (pumping records) to the property owners and
any City of Schertz documents for their use with Comal County to record the OSSF
abandonment and connection to City of Schertz public wastewater.
• Any information relating to the location of existing utilities within each lot.
d. For the Additional Services or the modifications to services set forth above, Owner shall
pay Engineer the following additional or modified compensation:
Not to exceed amount of $23,680 based on Freeland Turk’s attached 2025-2026 Billing
Rate Schedule (Hourly Rates + Expenses).
e. The schedule for rendering services under this Task Order is modified as follows:
Freeland Turk estimates the scope of service will be completed 60 days from notice to
proceed.
f. Other portions of the Task Order (including previous amendments, if any) are modified
as follows: N/A
3. Task Order Summary (Reference only)
a. Original Task Order amount: $ 85,000
b. Net change for prior amendments: $ 0
c. This amendment amount: $ 23,680
d. Adjusted Task Order amount: $108,680
The foregoing Task Order Summary is for reference only and does not alter the terms of the Task Order,
including those set forth in Exhibit C.
Owner and Engineer hereby agree to modify the above-referenced Task Order as set forth in this
Amendment. All provisions of the Agreement and Task Order not modified by this or previous Amendments
remain in effect. The Effective Date of this Amendment is ____________.
OWNER: ENGINEER:
By:
By:
Title:
Steve Williams – City Manager
Title:
Principal
Date
Signed:
Date
Signed:
5-20-26
Project Sketch
info@summit-geomatics.com (210) 971-4870
4603 N. Stahl Park, Suite 103
San Antonio, Texas 78217 www.summit-geomatics.com
Page 1 of 2
Reference: Schertz – Bell North Dr. Lots 4 and 5 Topo
Mr. Turk,
Summit Geomatics, Inc. is pleased to be able to submit this proposal that will provide surveying services on this
project as outlined below.
Scope of Services:
a. Topo/Design survey of the rear of lots 4 and 5 of Schertz Industrial Park Subdivision.
b. Locate new cleanout on front of lots, finished floor of building and septic/cleanouts in the rear
of the buildings.
Client to Provide the Following:
1. Access to the property (Right-of-Entry)
Fee: Lump Sum
Professional Land Surveying
1) Design Survey and Apparent ROW along Bell North Dr. $3,200.00
Total $3,200.00 Lump Sum
Reimbursable Expenses: The cost of all “out of house” reproductions, couriers, travel cost, and checks paid by
Summit Geomatics will be billed at cost of materials + 10%.
This proposal is subject to change after three months from this date.
Schedule: 3 weeks after receiving notice to proceed.
THOMAS N. TURK, PE
Freeland Turk Engineering Group, LLC
A : 18830 Forty Six Pkwy
Building 2, Suite B
Spring Branch, Tx 78070
E : tturk@freelandturk.com
P : 830-322-6208
May 19, 2026
info@summit-geomatics.com (210) 971-4870
4603 N. Stahl Park, Suite 103
San Antonio, Texas 78217 www.summit-geomatics.com
Page 2 of 2
Notes:
Invoices will be mailed monthly and payable upon receipt. Invoices shall be paid within 14 days of payment to
the prime by their client.
Revisions due to changes by the Client or any additional services not provided in the described services that
may be desired by the Client will be performed hourly. An estimate of the cost of the hourly services will be
provided prior to doing the work if desired by the Client.
We truly appreciate the opportunity to support you in this project. If there is anything that you would like to
discuss about this proposal, please do not hesitate to contact us. If the above outlined proposal meets with
your approval, please sign and return one copy of this letter for our files. We look forward to working with you
on this project.
Sincerely,
Robert A. Harper, RPLS/PLS Approved: Date:
President
Date: 05-19-2026
Print: Date:
Exhibit “A” – Project Area:
Freeland Turk Engineering Group, LLC | TBPE Firm F-21047 1
www.freelandturk.com
2025-2026 Billing Rate Schedule
Freeland Turk Engineering Group, LLC
The following rate schedule is in effect for the calendar year specified and is subject to change after
September 30, 2026.
Hourly Rates
Principal $ 240/hour
Senior Project Manager $ 230/hour
Project Manager $ 210 /hour
Sr. Design Engineer (P.E.) $ 190/hour
Design Engineer (P.E.) $ 175/hour
Engineering in Training - 2 $ 160/hour
Engineering in Training - 1 $ 150/hour
Sr. Design Technician $ 135/hour
Design Technician $ 120/hour
Construction Inspector $ 120/hour
Engineering Intern $ 95/hour
Administrative/Support Staff $ 95/hour
Reimbursable Expenses
Mileage – Current IRS Standard Mileage Rate times Miles Traveled
Inside Office Printing - $0.05 per page
Outside/Contract Printing & Plotting – Direct Cost plus 15%
Shipping – Direct Cost plus 15%
Other miscellaneous expenses – Direct Cost plus 15%
Overnight travel expenses (airfare, hotel, meals, rental cars, etc.) – Direct Cost plus 15%
Sub-consultants – Direct Cost plus 15%
EXHIBIT B
Capital Improvement Plan Project Sheet
CITY OF SCHERTZ
CAPITAL IMPROVEMENT PROJECT SHEET
&,7< 2) 6&+(57=
Project Type:W30
Project Title:
Project Manager:
Location Description:
Project Summary:
Start Date:Mar-25
Completion Date:Mar-26
Project Forecast
Prior
Appropriation 2025-26 2026-27 2027-28 2028-29 2029-30 2031-2035 Total Cost
Funding Source
Water/Sewer Reserves 1,000,000$ -$ -$ -$ -$ -$ -$ 1,000,000$
-$ -$ -$ -$ -$ -$ -$ -$
-$ -$ -$ -$ -$ -$ -$ -$
Total Funding Source 1,000,000$ -$ -$ -$ -$ -$ -$ 1,000,000$
Expenditure
Prior
Expenditure
Land Acquisition -$ -$ -$ -$ -$ -$ -$ -$
Professional Services 100,000$ -$ -$ -$ -$ -$ -$ 100,000$
Construction -$ 900,000$ -$ -$ -$ -$ -$ 900,000$
Total Expenditure 100,000$ 900,000$ -$ -$ -$ -$ -$ 1,000,000$
Bell North Drive
Ten commercial properties on the west end of Bell North Drive are served by private grinder pumps that pump wastewater into a public
wastewater force main that discharges into a manhole near 17316 Bell North Drive. This project is the construction of a gravity sewer main
within Bell North Drive that will flow toward and discharge into the main on Doerr Lane.
Wastewater Project Code:
Bell North Drive Gravity Sewer Main Construction
Engineering
CITY OF SCHERTZ
CAPITAL IMPROVEMENT PROJECT SHEET
&,7< 2) 6&+(57=
Agenda No. 4.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:Public Works
Subject:
Resolution 26-R-090 - Approving the SSLGC Fiscal Year 2026-2027
Annual Budget and other matters in connection therewith. (Director of
Public Works Larry Busch)
BACKGROUND
A proposed annual budget for the period commencing October 1, 2026 and ending September 30,
2027 has been prepared by the Schertz/Seguin Local Government Corporation (SSLGC) General
Manager and Staff.
Overall, FY26 expenditures are projected to come in below budgeted appropriations, with Operating
Fund expenditures estimated at $13,831,909. The budgeted FY27 expenditures prior to transfers have
increased $992,792, or 8.2%. Significant increases in expenditure include: water lease payments for
Guadalupe and Gonzales Counties (+13.7%, +8.7%), Gonzales Underground Water District fees
(+100%), chemical consumption (+2.8%), electricity (+5.1%) and regular salaries (+14.5%). The
FY27 Operating Fund also includes $130,000 for the purchase of an electric golf cart at the Gonzales
Water Treatment Plant, a utility task vehicle for the transmission pipelines, and a trailer.
Operating Fund revenues for FY26 are projected to end the year at $13,696,635, which is an increase
of $863,648, or 6.7%, compared to FY25. Revenues increased in FY26 due to increased volumes of
contracted Tier 2 water sold to San Antonio Water System. Projected FY27 Operating Fund revenues
prior to transfers represent an increase of $502,605, or 3.8%, compared to FY26.
It is the desire of SSLGC to have the FY2026-27 SSLGC Budget approved by the City of Schertz
City Council. The SSLGC Board of Directors approved the FY 2026-27 Budget on July 16, 2026.
GOAL
To approve the SSLGC FY2026-27 Annual Budget.
COMMUNITY BENEFIT
The City of Schertz is a member of the Schertz/Seguin Local Government Corporation. It is through
SSLGC that the City provides water to its citizens and businesses. Approval of the budget will ensure
that the citizens and businesses of Schertz will continue to receive this vital resource and service.
SUMMARY OF RECOMMENDED ACTION
Staff recommends approval of the Resolution approving the proposed SSLGC FY2026-27 Annual
Budget.
FISCAL IMPACT
This budget is based on SSLGC revenue.
This budget is based on SSLGC revenue.
RECOMMENDATION
Staff recommends approval.
Attachments
Resolution 26-R-090 Approving SSLGC Annual Budget FY2026-2027
RESOLUTION 26-R-090
A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS AUTHORIZING THE SCHERTZ SEGUIN LOCAL
GOVERNMENT CORPORATION (SSLGC) ANNUAL BUDGET FOR
FISCAL YEAR 2026-2027.
WHEREAS, the Schertz Seguin Local Government Corporation (SSLGC) is a
corporation for the provision of and transportation of water wholly owned by both the City of
Schertz and the City of Seguin; and
WHEREAS, SSLGC by-laws require that the corporation establish an annual budget and
said annual budget must be approved by the SSLGC Board of Directors and both the City of
Schertz and the City of Seguin; and
WHEREAS, the City staff of the City of Schertz (the "City") recommends that the City
Council approve the Schertz Seguin Local Government Corporation Fiscal Year 2026-2027
Annual Budget as depicted in Exhibit A (“SSLGC FY 2026-2027 Annual Budget”) and attached
hereto; and
WHEREAS, the proposed budget amendment for FY 2026-2027 has been approved by
the SSLGC Board of Directors at their regularly scheduled Board Meeting on July 16, 2026 as
depicted in Exhibit B (“SSLGC Resolution R26-20”) and attached hereto; and
WHEREAS, the City staff of the City of Schertz (the "City") recommends that the City
Council approve the Schertz Seguin Local Government Corporation Fiscal Year 2026-2027
Budget Amendment; and
WHEREAS, the City Council has determined that it is in the best interest of the City to
approve the budget amendment to ensure that the citizens and businesses of Schertz continue to
receive excellent and vital water service.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS THAT:
Section 1. The City Council hereby authorizes the approval of the Schertz Seguin Local
Government Corporation Fiscal Year 2026-2027 Amended Annual Budget as per Exhibit
“A”.
Section 2. The recitals contained in the preamble hereof are hereby found to be true, and
such recitals are hereby made a part of this Resolution for all purposes and are adopted as
a part of the judgment and findings of the City Council.
Section 3. All resolutions, or parts thereof, which are in conflict or inconsistent with any
provision of this Resolution are hereby repealed to the extent of such conflict, and the
provisions of this Resolution shall be and remain controlling as to the matters resolved
herein.
Section 4. This Resolution shall be construed and enforced in accordance with the laws
of the State of Texas and the United States of America.
Section 5. If any provision of this Resolution or the application thereof to any person or
circumstance shall be held to be invalid, the remainder of this Resolution and the
application of such provision to other persons and circumstances shall nevertheless be
valid, and the City Council hereby declares that this Resolution would have been enacted
without such invalid provision.
Section 6. It is officially found, determined, and declared that the meeting at which this
Resolution is adopted was open to the public and public notice of the time, place, and
subject matter of the public business to be considered at such meeting, including this
Resolution, was given, all as required by Chapter 551, Texas Government Code, as
amended.
Section 7. This Resolution shall be in force and effect from and after its final passage,
and it is so resolved.
PASSED AND ADOPTED, this ____ day of _______, 2026.
CITY OF SCHERTZ, TEXAS
________________________________
Ralph Rodriguez, Mayor
ATTEST:
_______________________________
Sheila Edmondson, City Secretary
“Exhibit A”
SSLGC FY 2026-2027 Annual Budget
FY2026-2027 BUDGET
TABLE OF CONTENTS
General Manager/Assistant General Manager’s letter .................................................................................. 1
Budget Summary .......................................................................................................................................... 4
Operating Fund ............................................................................................................................................. 5
Construction Fund ......................................................................................................................................... 9
2022 Bond Fund .......................................................................................................................................... 12
2023 Bond Fund .......................................................................................................................................... 15
2025 Bond Fund .......................................................................................................................................... 18
I&S Fund ..................................................................................................................................................... 21
Repair/Replacement Fund ........................................................................................................................... 24
Future Development Fund .......................................................................................................................... 27
Impact Fee Fund ......................................................................................................................................... 30
Reserve Fund .............................................................................................................................................. 33
Rate Stabilization ........................................................................................................................................ 35
SAWS I&S Fund ......................................................................................................................................... 38
Capital Improvement Projects/Equipment 5 -Year Plan .............................................................................. 41
TO: Board of Directors
FROM: Andrew McBride, General Manager
SUBJECT: Fiscal Year 2026-27 (“FY27”) Budget
DATE: July 16, 2026
On behalf of SSLGC staff, I am pleased to present the FY27 Budget for the Schertz/Seguin Local Government
Corporation. This annual budget provides a comprehensive review of SSLGC's operations and services for
the fiscal year beginning October 1, 2026.
I want to recognize the following individuals for their contributions to the development of the FY27 Budget:
Susan Caddell, Finance Director of the City of Seguin; Philip DeFrancesco, Assistant General Manager;
Clarissa Barrientes, Office Administrator; Robert Macias, Operations Manager; and Derrik Wesch,
Superintendent.
Each year's budget presents unique challenges in balancing SSLGC's continued delivery of quality potable
water with the goal of minimizing the impact on our customers through utility rates. The budgets that follow
are presented in detail for your review.
Review of FY2025-26 (“FY26”) Budget
Overall, FY26 expenditures are projected to come in below budgeted appropriations, with Operating Fund
expenditures estimated at $13,831,909. The largest expenditure accounts are, in order, with Year-to-Date
expenses as of July 1, 2026:
1. Water Leases – Gonzales County .................................................................................. $2,218,592
2. Transfers to Repair and Replacement Fund ................................................................... $1,534,776
3. Electricity ....................................................................................................................... $1,336,908
4. Regular Salaries ............................................................................................................. $1,081,073
5. Chemicals ......................................................................................................................... $875,911
6. Water Leases – Guadalupe County ................................................................................... $631,577
Operating Fund revenues for FY26 are projected to end the year at $13,696,635, which is an increase of
$863,648, or 6.7%, compared to FY25. Revenues increased in FY26 due to increased volumes of contracted
Tier 2 water sold to San Antonio Water System.
FY27 Operating Fund Revenues
Projected FY27 Operating Fund revenues prior to transfers represent an increase of $502,605, or 3.8%,
compared to FY26.
Page 1
FY27 Operating Fund Expenditures
The budgeted FY27 expenditures prior to transfers have increased $992,792, or 8.2%. Significant increases
in expenditure include:
• Water Leases – Guadalupe County ................................................................ $102,500 (13.7%)
This amount is due to projected increases in water lease payments for water rights held within
Guadalupe County.
• Water Leases – Gonzales County ..................................................................... $230,500 (8.7%)
This amount is due to projected increases in water lease payments for water rights held within
Gonzales County.
• Gonzales Underground Water District ........................................................... $115,000 (100%)
The Gonzales District doubled the fees for exported water in FY27.
• Chemicals .............................................................................................................. $45,500 (2.8%)
This amount is due to increased usage for larger amounts of treated water.
• Electrical ............................................................................................................. $125,000 (5.1%)
Due to increased price and usage for larger amounts of treated water.
• Regular Salaries ............................................................................................... $262,950 (14.5%)
This increase includes conversion of a part-time Office Assistant position to a full-time Data Analyst,
as well as two new full-time positions as an Electrical Assistant and Mechanical Assistant. The
proposed budget includes a 3% cost of living increase and up to a 2.5% merit increase for SSLGC's
City of Seguin employees.
Capital Improvement Projects
The proposed SSLGC Capital Improvement projects include the following projects that are recommended to
be funded through:
Issuance of Revenue Bonds
• Emergency Preparedness Plan Implementation ....................................................... $2,000,000
These funds will be used for the purchase and installation of emergency generators for the water
treatment plants, booster pump station, and points of delivery.
• Cowey (42″) & Elm Creek (36″) Pipeline Projects ................................................. $41,000,000
These funds will be used for the construction and inspection of the projects. (Impact fees may also be
used.)
• Gonzales Well Improvements Project ........................................................................ $2,800,000
These funds will be used for the rehabilitation of one well, including the upsizing of the pumps and
motors, as well as the replacement of SCADA components. The project schedule includes improving
one well per year in the Gonzales well field.
• Pressure Filter Rehab Project .................................................................................... $1,500,000
These funds will be used for the painting of SSLGC's pressure filters and the replacement of filter
media and valves.
• Gonzales WTP to Surge Tank .................................................................................... $1,100,000
• Upgrade Seguin PO Infrastructure ............................................................................ $2,500,000
Page 2
Repair and Replacement Fund
• Water Transmission Mains ............................................................................................ $150,000
These funds will be used for repairs on water transmission pipelines, in addition to the replacement
of valves as needed.
• Pump and Motor ............................................................................................................. $400,000
These funds will be used for the repair and replacement of the pumps and motors throughout the
water system as needed.
• Valve and Actuator ......................................................................................................... $150,000
These funds will be used for the repair and replacement of valves, actuators, and similar system
components.
• Electrical ............................................................................................................................ $50,000
These funds will be used for the repair and replacement of electrical components throughout the
system.
• Plant/Wellfield ................................................................................................................. $100,000
These funds will be used for the repair and replacement of various components/infrastructure
throughout the system.
• Existing Wellfield Fencing/Entrances and Road Improvements ............................. $1,000,000
• Pipeline Condition Assessment Phase 1 – 42” .............................................................. $150,000
Capital Equipment
The FY27 Operating Fund includes $130,000 for the purchase of an electric golf cart at the Gonzales Water
Treatment Plant, a utility task vehicle for the transmission pipelines, and a trailer.
Conclusion
The proposed FY27 Budget represents a balanced budget which will enable the Schertz/Seguin Local
Government Corporation to continue to provide quality potable water to its valued customers.
Page 3
Estimated Estimated
Working Capital Estimated Transfers Proposed Transfers Working Capital
10/1/2026 Revenues In Expenditures Out 9/30/2027
Operating Fund 4,001,496 13,839,925 - 13,139,925 700,000 4,001,496
Construction Fund 5,278,205 5,000 - 5,283,205 - 0
2022 Bond Fund 3,653,122 51,000 - 3,704,122 - 0
2023 Bond Fund 2,248,111 75,000 - 2,323,111 - 0
2025 Bond Fund 14,347,270 100,000 - 14,447,270 - 0
I&S Fund 418,446 10,776,035 - 9,361,615 - 1,832,866
Repair/Replacement Fund 8,066,177 150,025 700,000 6,150,000 - 2,766,202
Future Development Fund 4,860,366 700,695 - 230,000 - 5,331,061
Impact Fund 8,384,147 630,200 - 3,030,304 - 5,984,043
Reserve Fund 1,664,270 40,000 - - - 1,704,270
Rate Stabilization Fund 1,886,008 50,050 - - - 1,936,058
SAWS I&S Fund 162,638 1,400,725 - 1,391,725 - 171,638
SCHERTZ-SEGUIN LOCAL GOVERNMENT CORPORATION
2026-27 BUDGET
SUMMARY - ALL FUNDS
Fund
Page 4
THE CITY OF SEGUIN SSLGC OPERATING FUND - 058
2026/27 ANNUAL BUDGET SCHERTZ SEGUIN LOCAL GOVT. CORP. - 5500
_____________________________________________________________________________________
The City of Seguin is utilized for services for the Schertz/Seguin Local Government Corporation
(SSLGC) in accordance with a management services agreement between the City of Seguin, the
City of Schertz and SSLGC. The City of Seguin is the employer of record for all positions listed
below with the exception of the General Manager and Assistant General Manager. The
Schertz/Seguin Local Government Corporation reimburses the City of Schertz for all costs for the
Schertz positions. Since the City of Seguin is utilized for both financial and human resources
administration services through the management services agreement, costs for Seguin positions
are transferred directly from SSLGC accounts.
Personnel Schedule
Position Title: 24/25 25/26 26/27
General Manager 1 1 1
Assistant General Manager 1 1 1
Electrical Journeyman 1 1 1
Office Administrator 1 1 1
Operations Manager 1 1 1
Water System Superintendent 1 1 1
Part-Time Administrative Tech. 1 1 0
Utilities Data Analyst 0 0 1
Operator I 3 5 5
Operator II 8 8 8
Operator III 2 2 2
Operator IV 1 1 1
Mechanic Helper 0 0 1
Electric Helper 0 0 1
Service Worker 1 0 0
Maintenance Mechanic 0 1 1
-- -- --
Total 23 25 27
______________________________
Page 5
Account Name
SAWS Well Field Operation 99,750 102,714 51,357 102,714 105,795
99,750 102,714 51,357 102,714 105,795
Water Sales 12,531,284 13,069,416 7,565,298 13,069,416 13,564,040
12,531,284 13,069,416 7,565,298 13,069,416 13,564,040
Investment Pools Interest Earnings 35,201 20,000 24,097 43,500 35,000
Texas CLASS Interest Earnings 10,384 5,000 175 180 0
Restricted Cash 631 100 316 320 0
46,215 25,100 24,588 44,000 35,000
Miscellaneous Revenues 2,714 5,000 916 915 0
2,714 5,000 916 915 0
Grazing Leases 135,101 135,090 40,855 135,090 135,090
135,101 135,090 40,855 135,090 135,090
Transfers from SSLGC Rate Stabilization 0 344,500 0 344,500 0
0 344,500 0 344,500 0
Sale of Equipment 17,922 0 0 0 0
17,922 0 0 0 0
12,832,987 13,681,820 7,683,014 13,696,635 13,839,925
12,832,987 13,681,820 7,683,014 13,696,635 13,839,925
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC
Operating Revenues
058 - SCHERTZ-SEGUIN GOV'T CORP
Revenue
Charges for Services
058-341005
Charges for Services Totals:
Utility
058-343007
Utility Totals:
Interest Revenues
058-361002
058-361004
058-361020
Interest Revenues Totals:
Miscellaneous Revenues
058-362030
Miscellaneous Revenues Totals:
Lease Revenues
058-363060
Lease Revenues Totals:
Intragovernmental Trnsfrs
Revenue Totals:
SCHERTZ-SEGUIN GOV'T CORP Totals:
058-391057
Intragovernmental Trnsfrs Totals:
Sale of Fixed Assets
058-392020
Sale of Fixed Assets Totals:
Page 6
Account Name
Regular Salaries 1,395,727 1,811,000 583,231 1,790,250 2,073,950
Overtime/On Call 142,903 160,000 83,263 160,000 185,000
Holiday Pay 28,121 27,500 20,294 27,500 29,000
1,566,751 1,998,500 686,789 1,977,750 2,287,950
Payroll Taxes 117,923 140,600 51,873 140,600 148,210
Retirement 342,108 411,755 156,801 411,755 417,665
Health Insurance 167,985 211,800 76,778 211,800 250,000
Life Insurance 1,125 1,450 600 1,450 1,500
Workers' Compensation 20,375 18,900 7,147 18,900 20,000
Car Allowance 18,400 0 10,150 20,750 25,000
667,915 784,505 303,349 805,255 862,375
Professional Services 144,737 252,000 39,484 236,800 252,000
Annual Audit 14,500 15,000 15,200 15,200 16,500
Consultant Services 103,343 130,000 36,295 130,000 140,000
Attorney Fees 55,263 50,000 26,084 50,000 60,000
Solid Waste Contract 12,552 10,000 5,143 10,000 12,000
330,394 457,000 122,207 442,000 480,500
Gonzales Underground Water District 102,644 115,000 41,638 115,000 230,000
City Distribution Fees 42,273 15,478 5,091 15,478 16,000
GCGCD Permit Fee 205,313 220,000 102,657 215,000 220,000
GCUWCD Mitigation Fund Pymt 74,309 75,000 79,680 80,300 85,000
Testing/Inspection Fees 13,908 23,000 11,220 22,700 25,000
438,448 448,478 240,287 448,478 576,000
Electric 2,205,545 2,475,000 1,167,944 2,475,000 2,600,000
Water 750 900 390 900 950
Sewer 867 900 449 900 1,000
Gas-Centerpoint 1,123 1,400 601 1,400 1,450
Telephone-Mobile Phone 7,364 6,400 3,598 6,400 10,000
Internet Access 4,378 5,400 2,189 5,400 6,000
2,220,027 2,490,000 1,175,171 2,490,000 2,619,400
Office Maintenance-Computer 2,498 9,000 0 9,000 9,000
V&E Maint.-Motor Vehicles 13,873 20,000 11,824 20,000 25,000
V&E Maint.-Machine & Tool 13,360 15,000 3,806 15,000 20,000
V&E Maint.-Heavy Equipment 9,813 11,000 5,934 11,000 13,000
V&E Maint.-Communications 52,087 25,000 21,000 25,000 50,000
V&E Maint.-Pumps & Motors 26,789 50,000 5,463 50,000 50,000
Buildings Maintenance 22,448 30,000 14,054 30,000 35,000
L&I Maint.-WATER System 77,633 100,000 43,234 100,000 120,000
Property Maintenance 13,584 50,000 17,290 50,000 50,000
232,086 310,000 122,606 310,000 372,000
Equipment Rental 3,571 37,000 16,129 37,000 39,000
Water Leases-Guadalupe County 756,589 750,000 378,873 750,000 852,500
Water Leases-Gonzales County 2,628,608 2,659,300 1,345,533 2,659,300 2,889,800
3,388,767 3,446,300 1,740,536 3,446,300 3,781,300
058-5500-443502
44 - Rental Totals:
058-5500-436000
43 - Repair and Maintenance Totals:
44 - Rental
058-5500-441000
058-5500-443501
43 - Repair and Maintenance
058-5500-431200
058-5500-432100
058-5500-432200
058-5500-432300
058-5500-432400
058-5500-432500
058-5500-433000
058-5500-434601
34 - Technical Services Totals:
41 - Utilities Services
058-5500-411000
058-5500-412000
058-5500-413000
058-5500-414000
058-5500-415200
058-5500-415300
41 - Utilities Services Totals:
058-5500-321500
058-5500-323500
32 - Professional Services Totals:
34 - Technical Services
058-5500-342100
058-5500-342200
058-5500-342400
058-5500-342500
058-5500-343000
058-5500-123000
058-5500-123100
058-5500-124000
058-5500-126000
12 - Benefits Totals:
32 - Professional Services
058-5500-320500
058-5500-321000
058-5500-321200
55 - SSLGC
11 - Salaries
058-5500-110100
058-5500-112000
058-5500-112100
11 - Salaries Totals:
12 - Benefits
058-5500-121000
058-5500-122000
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
058 - SCHERTZ-SEGUIN GOV'T CORP
2026-27 Budget - SSLGC Operating
Expenses
Page 7
Account NameAccount Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
Building/Auto Liability 182,518 200,000 208,330 215,000 225,000
Unemployment Insurance 0 2,000 0 2,000 2,000
182,518 202,000 208,330 217,000 227,000
Publication of Notices 2,193 5,000 1,024 5,000 5,000
2,193 5,000 1,024 5,000 5,000
Office Supplies 4,194 6,000 1,693 6,000 6,000
Postage 1,076 1,200 538 1,200 1,200
Operating Supplies 7,055 6,000 2,800 6,000 8,000
Chemicals 1,295,917 1,604,500 630,365 1,603,000 1,650,000
Laboratory Supplies 15,180 20,000 7,445 20,000 25,000
Safety Supplies 9,004 6,000 3,820 6,000 8,000
Uniforms 9,640 12,000 8,492 12,000 16,000
Minor Tools and Equipment 5,248 5,000 5,625 6,500 6,000
1,347,314 1,660,700 660,778 1,660,700 1,720,200
Gasoline 25,337 28,000 17,825 28,000 31,000
25,337 28,000 17,825 28,000 31,000
Employee Recognition 928 2,750 1,182 2,750 3,000
Recruitment 57 4,000 522 4,000 4,000
986 6,750 1,705 6,750 7,000
Seminar Tuition 6,547 7,500 3,920 7,500 10,000
Certification Fees 1,450 2,000 1,613 2,000 2,200
Travel and Lodging 3,383 6,000 2,399 5,500 6,500
Meals 1,229 1,500 247 1,500 1,600
Dues 478 3,600 305 3,600 3,600
Subscriptions 0 300 0 300 300
13,086 20,900 8,484 20,400 24,200
Public Relations 4,086 4,000 3,622 4,500 6,000
4,086 4,000 3,622 4,500 6,000
Machine & Equipment - Office 0 0 151 200 0
Machine & Equipment - Small Equipment 6,639 10,000 0 9,800 10,000
Transportation-Vehicles 52,750 275,000 126,750 275,000 130,000
59,389 285,000 126,901 285,000 140,000
Transfers to Repair/Replacement Fund 600,000 1,684,776 300,000 1,684,776 700,000
600,000 1,684,776 300,000 1,684,776 700,000
Depreciation 3,296,326 0 0 0 0
3,296,326 0 0 0 0
14,375,623 13,831,909 5,719,613 13,831,909 13,839,925
Use of Retained Earnings 0 (1,084,776)0 (1,084,776)0
0 (1,084,776)0 (1,084,776)0
0 0 0 0 0
14,375,623 13,831,909 5,719,613 13,831,909 13,839,925
058-5500-981000
98 - Depreciation Totals:
55 - SSLGC Totals:
98 - Use of Fund Balance
96 - Use of Retained Earnings
058-9800-960000
96 - Use of Retained Earnings Totals:
98 - Use of Fund Balance Totals:
058 - SCHERTZ-SEGUIN GOV'T CORP Totals:
058-5500-826100
82 - Intragvrnmntl. Transfers Totals:
98 - Depreciation
67 - Public Relations
058-5500-671000
67 - Public Relations Totals:
70 - Capital Outlay
058-5500-706100
058-5500-706500
058-5500-707100
70 - Capital Outlay Totals:
82 - Intragvrnmntl. Transfers
65 - Miscellaneous Totals:
66 - Education
058-5500-661000
058-5500-662000
058-5500-665000
058-5500-665500
058-5500-666000
058-5500-667000
66 - Education Totals:
058-5500-616000
058-5500-618000
61 - General Supplies Totals:
62 - Energy and Fuel
058-5500-621000
62 - Energy and Fuel Totals:
65 - Miscellaneous
058-5500-655100
058-5500-655200
058-5500-541000
54 - Advertising Totals:
61 - General Supplies
058-5500-611000
058-5500-612000
058-5500-613000
058-5500-613300
058-5500-613500
058-5500-614300
52 - Insurance
058-5500-521000
058-5500-524000
52 - Insurance Totals:
54 - Advertising
Page 8
SSLGC SSLGC CONSTRUCTION FUND - 059
2026/27 ANNUAL BUDGET SCHERTZ/SEGUIN LOCAL GOVT. CORP.
_________________________________________________________________________________
The SSLGC Construction Fund accounts for all the proceeds from the TWDB SWIRFT Revenue
Bonds as well as the expenditures for the Guadalupe County Wellfield Project and the Parallel
Pipeline Project.
Page 9
Account Name
Texas CLASS Interest Earnings 17,616 5,000 17,295 42,500 5,000
Restricted Cash 336,000 10,000 138,823 172,000 0
353,616 15,000 156,118 214,500 5,000
353,616 15,000 156,118 214,500 5,000
353,616 15,000 156,118 214,500 5,000
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC Construction
Fund Revenues
Interest Revenues Totals:
Revenue Totals:
SCHERTZ/SEGUIN LGC-CONSTR Totals:
059 - SCHERTZ/SEGUIN LGC-CONSTR
Revenue
Interest Revenues
059-361004
059-361020
Page 10
Account Name
Improvements Other Than Building 5,570 5,970,000 660,376 854,192 5,283,205
5,570 5,970,000 660,376 854,192 5,283,205
5,570 5,970,000 660,376 854,192 5,283,205
Use of Retained Earnings 0 (5,955,000)0 (639,692)(5,278,205)
0 (5,955,000) 0 (639,692) (5,278,205)
0 (5,955,000) 0 (639,692) (5,278,205)
5,570 15,000 660,376 214,500 5,000
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC Construction
Fund Expenses
059 - SCHERTZ/SEGUIN LGC-CONSTR
90 - Non Departmental
70 - Capital Outlay
059-9000-703000
70 - Capital Outlay Totals:
98 - Use of Fund Balance Totals:
059 - SCHERTZ/SEGUIN LGC-CONSTR Totals:
90 - Non Departmental Totals:
98 - Use of Fund Balance
96 - Use of Retained Earnings
059-9800-960000
96 - Use of Retained Earnings Totals:
Page 11
SSLGC SSLGC 2022 BOND FUND - 067
2026/27 ANNUAL BUDGET SCHERTZ/SEGUIN LOCAL GOVT. CORP.
_________________________________________________________________________________
The SSLGC 2022 Bond Fund accounts for all the proceeds from the 2022 Revenue Bonds as well as
the expenditures for the Cowey and Elm Creek project and the Senate Bill 3 Emergency
Preparedness Plan project.
Page 12
Account Name
Investment Pools Interest Earnings 11,744 2,000 1,223 2,200 1,000
Texas CLASS Interest Earnings 207,806 50,000 78,009 140,000 50,000
219,550 52,000 79,232 142,200 51,000
219,550 52,000 79,232 142,200 51,000
219,550 52,000 79,232 142,200 51,000
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC 2022 Bond
Fund Revenues
Interest Revenues Totals:
Revenue Totals:
SSLGC BOND FUND Totals:
067 - SSLGC BOND FUND
Revenue
Interest Revenues
067-361002
067-361004
Page 13
Account Name
Improvements Other Than Building - 4,344,684 535,767 646,972 3,704,122
- 4,344,684 535,767 646,972 3,704,122
- 4,344,684 535,767 646,972 3,704,122
Use of Retained Earnings - (4,292,684) - (504,772) (3,653,122)
- (4,292,684) - (504,772) (3,653,122)
- (4,292,684) - (504,772) (3,653,122)
- 52,000 535,767 142,200 51,000
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC 2022 Bond
Fund Expenses
067 - SSLGC BOND FUND
90 - Non Departmental
70 - Capital Outlay
067-9000-703000
70 - Capital Outlay Totals:
98 - Use of Fund Balance Totals:
067 - SSLGC BOND FUND Totals:
90 - Non Departmental Totals:
98 - Use of Fund Balance
96 - Use of Retained Earnings
067-9800-960000
96 - Use of Retained Earnings Totals:
Page 14
SSLGC SSLGC 2023 BOND FUND - 150
2026/27 ANNUAL BUDGET SCHERTZ/SEGUIN LOCAL GOVT. CORP.
_________________________________________________________________________________
The SSLGC 2023 Bond Fund accounts for all the proceeds from the 2023 Revenue Bonds as well as
the expenditures for the Gonzales wells, the rehabilitation of pressure filter vessels, condition
assessment of the original pipeline, Nockenut erosion mitigation, and continued funds towards the
Cowey and Elm Creek pipeline project.
Page 15
Account Name
Investment Pools Interest Earnings 221,492 100,000 70,087 118,500 75,000
221,492 100,000 70,087 118,500 75,000
221,492 100,000 70,087 118,500 75,000
221,492 100,000 70,087 118,500 75,000
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC 2023 Bond
Fund Revenues
Revenue Totals:
SSLGC 2023 Revenue Improvement Bond Totals:
150 - SSLGC 2023 Revenue Improvement Bond
Revenue
Interest Revenues
150-361002
Interest Revenues Totals:
Page 16
Account Name
Improvements Other Than Building 55,834 4,710,278 1,191,273 1,700,280 2,323,111
55,834 4,710,278 1,191,273 1,700,280 2,323,111
55,834 4,710,278 1,191,273 1,700,280 2,323,111
Use of Retained Earnings - (4,610,278) - (1,581,780) (2,248,111)
- (4,610,278) - (1,581,780) (2,248,111)
- (4,610,278) - (1,581,780) (2,248,111)
55,834 100,000 1,191,273 118,500 75,000
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC 2023 Bond
Fund Expenses
150 - SSLGC 2023 Revenue Improvement Bond
90 - Non Departmental
70 - Capital Outlay
150-9000-703000
70 - Capital Outlay Totals:
98 - Use of Fund Balance Totals:
150 - SSLGC 2023 Revenue Improvement Bond Totals:
90 - Non Departmental Totals:
98 - Use of Fund Balance
96 - Use of Retained Earnings
150-9800-960000
96 - Use of Retained Earnings Totals:
Page 17
SSLGC SSLGC 2025 BOND FUND - 140
2026/27 ANNUAL BUDGET SCHERTZ/SEGUIN LOCAL GOVT. CORP.
_________________________________________________________________________________
The SSLGC 2025 Bond Fund accounts for all the proceeds from the 2025 Revenue Bonds as well as
the expenditures for the FM 1103 TxDOT project, SCADA integration, train #2 building foundation
repairs, Gonzales wells, the rehabilitation of pressure filter, condition assessment of the original
pipeline, and Guadalupe wellfield two new wells.
Page 18
Account Name
Investment Pools Interest Earnings 212,880 40,000 282,745 500,000 100,000
212,880 40,000 282,745 500,000 100,000
Transfers from I&S 14,495,650 - - - -
14,495,650 - - - -
14,708,531 40,000 282,745 500,000 100,000
14,708,531 40,000 282,745 500,000 100,000
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC 2025 Bond
Fund Revenues
140 - SSLGC 2025 Revenue Improvement Bond
Revenue
Interest Revenues
140-361002
Interest Revenues Totals:
Intragovernmental Trnsfrs
140-391600
Intragovernmental Trnsfrs Totals:
Revenue Totals:
SSLGC 2025 Revenue Improvement Bond Totals:
Page 19
Account Name
Improvements Other Than Building 17,229 13,555,541 342,252 416,209 14,447,270
17,229 13,555,541 342,252 416,209 14,447,270
17,229 13,555,541 342,252 416,209 14,447,270
Use of Retained Earnings - (13,515,541) - - (14,347,270)
- (13,515,541) - - (14,347,270)
- (13,515,541) - - (14,347,270)
17,229 40,000 342,252 416,209 100,000
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC 2025 Bond
Fund Expenses
140 - SSLGC 2025 Revenue Improvement Bond
90 - Non Departmental
70 - Capital Outlay
140-9000-703000
70 - Capital Outlay Totals:
98 - Use of Fund Balance Totals:
140 - SSLGC 2025 Revenue Improvement Bond Totals:
90 - Non Departmental Totals:
98 - Use of Fund Balance
96 - Use of Retained Earnings
140-9800-960000
96 - Use of Retained Earnings Totals:
Page 20
SSLGC SSLGC I&S FUND - 060
2026/27 ANNUAL BUDGET SCHERTZ/SEGUIN LOCAL GOVT. CORP.
_________________________________________________________________________________
The SSLGC I&S Fund accounts for all water sale proceeds from the debt service rates charged along
with the payment of principal and interest of corporation debt other than the SAWS Revenue Bonds.
Page 21
Account Name
Water Sales 7,626,557 9,247,253 5,869,904 9,247,253 10,745,835
7,626,557 9,247,253 5,869,904 9,247,253 10,745,835
Investment Pools Interest Earnings 16,271 1,000 18,164 37,000 10,000
Texas CLASS Interest Earnings 88,882 40,000 25,092 36,500 20,000
Restricted Cash 345 200 185 250 200
105,498 41,200 43,441 73,750 30,200
7,732,055 9,288,453 5,913,344 9,321,003 10,776,035
7,732,055 9,288,453 5,913,344 9,321,003 10,776,035
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC I&S Fund
Revenues
060 - SCHERTZ/SEGUIN LGC-I&S
Revenue
Utility
060-343007
Utility Totals:
Revenue Totals:
SCHERTZ/SEGUIN LGC-I&S Totals:
Interest Revenues
060-361002
060-361004
060-361020
Interest Revenues Totals:
Page 22
Account Name
Transfers to 2025 SSLGC Revenue Improvement Bds14,495,650 - - - -
14,495,650 - - - -
14,495,650 - - - -
2025 Revenue Improvement - 100,000 - 100,000 100,000
2022A SSLGC Revenue Improvement Bonds - 25,000 - 25,000 25,000
2023 Revenue Imp Bonds - 20,000 - 20,000 20,000
2022 Revenue Refunding Bonds - 2,090,000 - 2,090,000 2,125,000
2016 Revenue Bds-SWIRFT Funding - 1,315,000 - 1,315,000 1,335,000
2018 Revenue Refunding - 680,000 - 680,000 715,000
- 4,230,000 - 4,230,000 4,320,000
2025 Revenue Improvement 260,417 747,500 375,000 747,500 742,500
2022A SSLGC Revenue Improvement Bonds 210,675 209,425 105,025 209,425 208,175
2023 Revenue Imp Bonds 269,613 269,013 134,806 269,013 267,813
2022 Revenue Refunding Bonds 1,053,980 1,014,599 518,183 1,014,599 969,106
2001 Revenue Bonds 520,000 520,000 260,000 520,000 520,000
2016 Revenue Bds-SWIRFT Funding 926,361 909,201 454,600 909,201 890,659
2018 Revenue Refunding 676,850 643,600 330,300 643,600 608,725
2016 SWIRFT-Board Participation 579,696 703,916 351,958 703,916 828,137
4,497,590 5,017,254 2,529,873 5,017,254 5,035,115
Fiscal Agent Fees 3,510 6,500 3,916 6,500 6,500
3,510 6,500 3,916 6,500 6,500
18,996,751 9,253,754 2,533,789 9,253,754 9,361,615
18,996,751 9,253,754 2,533,789 9,253,754 9,361,615
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC I&S Fund
Expenses
060 - SCHERTZ/SEGUIN LGC-I&S
90 - Non Departmental
82 - Intragvrnmntl. Transfers
060-9000-821900
82 - Intragvrnmntl. Transfers Totals:
90 - Non Departmental Totals:
92 - Debt Service
90 - Principal Payments
060-9200-902100
060-9200-904100
060-9200-904300
060-9200-905100
060-9200-908800
060-9200-909200
90 - Principal Payments Totals:
91 - Interest Payments
060-9200-912100
060-9200-914100
060-9200-914300
060-9200-915100
060-9200-915500
060-9200-918800
060-9200-919200
060-9200-919400
91 - Interest Payments Totals:
92 - Fiscal Agent Fees
060-9200-920000
92 - Fiscal Agent Fees Totals:
92 - Debt Service Totals:
060 - SCHERTZ/SEGUIN LGC-I&S Totals:
Page 23
SSLGC SSLGC REPAIR AND REPLACEMENT FUND - 061
2026/27 ANNUAL BUDGET SCHERTZ/SEGUIN LOCAL GOVT. CORP.
_________________________________________________________________________________
The SSLGC Repair and Replacement Fund is utilized for the repair and replacement of SSLGC’s
water system infrastructure. Funds are transferred annually to this fund from O&M water rate
revenues and retained earnings.
Page 24
Account Name
Investment Pools Interest Earnings 206,241 100,000 53,797 97,500 50,000
Texas CLASS Interest Earnings 200,904 50,000 105,860 200,000 100,000
Restricted Cash 79 50 11 40 25
407,224 150,050 159,668 297,540 150,025
Miscellaneous Revenues 164 - 76 76 -
164 - 76 76 -
Transfers from SSLGC Operating Fund 600,000 1,684,776 300,000 1,684,776 700,000
600,000 1,684,776 300,000 1,684,776 700,000
1,007,388 1,834,826 459,744 1,982,392 850,025
1,007,388 1,834,826 459,744 1,982,392 850,025
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC
Repair/Replacement Revenues
061 - SSLGC-REPAIR/REPL FUND
Revenue
Interest Revenues
061-361002
061-361004
061-361020
Interest Revenues Totals:
Miscellaneous Revenues
061-362030
Miscellaneous Revenues Totals:
Intragovernmental Trnsfrs
061-391058
Intragovernmental Trnsfrs Totals:
Revenue Totals:
SSLGC-REPAIR/REPL FUND Totals:
Page 25
Account Name
Improvements Other Than Building 626,424 7,634,334 916,682 2,047,711 6,150,000
626,424 7,634,334 916,682 2,047,711 6,150,000
626,424 7,634,334 916,682 2,047,711 6,150,000
Use of Retained Earnings - (5,799,508) - (65,319) (5,299,975)
- (5,799,508) - (65,319) (5,299,975)
- (5,799,508) - (65,319) (5,299,975)
626,424 1,834,826 916,682 1,982,392 850,025
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC
Repair/Replacement Expenses
061 - SSLGC-REPAIR/REPL FUND
90 - Non Departmental
70 - Capital Outlay
061-9000-703000
70 - Capital Outlay Totals:
98 - Use of Fund Balance Totals:
061 - SSLGC-REPAIR/REPL FUND Totals:
90 - Non Departmental Totals:
98 - Use of Fund Balance
96 - Use of Retained Earnings
061-9800-960000
96 - Use of Retained Earnings Totals:
Page 26
SSLGC SSLGC FUTURE DEVELOPMENT FUND - 062
2026/27 ANNUAL BUDGET SCHERTZ/SEGUIN LOCAL GOVT. CORP.
_________________________________________________________________________________
The SSLGC Future Development Fund was a fund created prior to SSLGC collecting Impact Fees.
The Future Development Fund is now utilized for items contributing to the development and
improvement of the SSLGC water system that do not qualify for Repair and Replacement Fund use
or Impact Fee Fund use.
Page 27
Account Name
Investment Pools Interest Earnings 3,662 200 5,750 12,500 5,000
Texas CLASS Interest Earnings 157,599 50,000 67,103 116,000 50,000
Restricted Cash 35 - 50 52 -
161,296 50,200 72,903 128,552 55,000
Solar Power Project 451,716 426,975 - 645,695 645,695
451,716 426,975 - 645,695 645,695
613,011 477,175 72,903 774,247 700,695
613,011 477,175 72,903 774,247 700,695
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC Future
Development Revenues
062 - SSLGC FUTURE DEVELOPMENT
Revenue
Interest Revenues
062-361002
062-361004
Revenue Totals:
SSLGC FUTURE DEVELOPMENT Totals:
062-361020
Interest Revenues Totals:
Miscellaneous Revenues
062-362078
Miscellaneous Revenues Totals:
Page 28
Account Name
Professional Services 44,485 (45,300) 38,800 38,800 -
44,485 (45,300) 38,800 38,800 -
Improvements to Buildings - 252,786 35,109 47,327 -
Improvements Other Than Building - 2,312,800 1,950 36,008 230,000
- 2,565,586 37,059 83,335 230,000
44,485 2,520,286 75,859 122,135 230,000
Use of Retained Earnings - (2,043,111) - - -
- (2,043,111) - - -
- (2,043,111) - - -
44,485 477,175 75,859 122,135 230,000
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/2
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC Future
Development Expenses
062 - SSLGC FUTURE DEVELOPMENT
90 - Non Departmental
32 - Professional Services
062-9000-320500
32 - Professional Services Totals:
70 - Capital Outlay
062-9000-702500
062-9000-703000
70 - Capital Outlay Totals:
90 - Non Departmental Totals:
062 - SSLGC FUTURE DEVELOPMENT Totals:
98 - Use of Fund Balance
96 - Use of Retained Earnings
062-9800-960000
96 - Use of Retained Earnings Totals:
98 - Use of Fund Balance Totals:
Page 29
SSLGC SSLGC IMPACT FEE FUND - 065
2026/27 ANNUAL BUDGET SCHERTZ/SEGUIN LOCAL GOVT. CORP.
_________________________________________________________________________________
The SSLGC Impact Fee fund is utilized to help pay for the expansion and additional capacity
required of water supply, treatment facilities, pump stations and storage tanks. Impact fees are
collected through a one-time charge imposed on new development in the City of Schertz and the
City of Seguin to help recover capital costs associated with SSLGC providing the infrastructure and
other required improvements to provide service to that new development. Land use assumptions and
capital improvements to be included in the impact fee calculations are updated and reviewed every
five years with the last update being in 2018.
Page 30
Account Name
Water Impact Fee 1,309,352 450,000 503,342 825,000 500,000
1,309,352 450,000 503,342 825,000 500,000
Investment Pools Interest Earnings 63,648 25,000 32,240 60,500 30,000
Texas CLASS Interest Earnings 314,384 100,000 125,060 241,000 100,000
Restricted Cash 648 200 205 360 200
378,680 125,200 157,505 301,860 130,200
1,688,032 575,200 660,847 1,126,860 630,200
1,688,032 575,200 660,847 1,126,860 630,200
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC Impact Fund
Revenues
065 - SSLGC IMPACT FUND
Revenue
Utility
065-343013
Utility Totals:
Revenue Totals:
SSLGC IMPACT FUND Totals:
Interest Revenues
065-361002
065-361004
065-361020
Interest Revenues Totals:
Page 31
Account Name
Professional Services 166,759 (4,065) 17,634 32,634 -
166,759 (4,065) 17,634 32,634 -
Improvements Other Than Building 65,408 4,458,299 52,333 95,970 3,030,304
65,408 4,458,299 52,333 95,970 3,030,304
232,168 4,454,234 69,967 128,604 3,030,304
Use of Retained Earnings - (3,879,034) - - (2,400,104)
- (3,879,034) - - (2,400,104)
- (3,879,034) - - (2,400,104)
232,168 575,200 69,967 128,604 630,200
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC Impact Fund
Expenses
065 - SSLGC IMPACT FUND
90 - Non Departmental
32 - Professional Services
065-9000-320500
32 - Professional Services Totals:
70 - Capital Outlay
065-9000-703000
70 - Capital Outlay Totals:
90 - Non Departmental Totals:
98 - Use of Fund Balance
96 - Use of Retained Earnings
065-9800-960000
96 - Use of Retained Earnings Totals:
98 - Use of Fund Balance Totals:
065 - SSLGC IMPACT FUND Totals:
Page 32
SSLGC SSLGC RESERVE FUND - 066
2026/27 ANNUAL BUDGET SCHERTZ/SEGUIN LOCAL GOVT. CORP.
_________________________________________________________________________________
The SSLGC Reserve Fund was established to maintain according to bond covenants. The covenants
require a balance of the annual average debt service payment of the earlier bonds issued.
Page 33
Account Name
Investment Pools Interest Earnings 53,932 30,000 24,454 45,000 30,000
Texas CLASS Interest Earnings 22,873 10,000 7,936 15,000 10,000
Restricted Cash 0 - 0 - -
76,804 40,000 32,390 60,000 40,000
76,804 40,000 32,390 60,000 40,000
76,804 40,000 32,390 60,000 40,000
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC Reserve Fund
Revenues
066-361020
Interest Revenues Totals:
Revenue Totals:
SSLGC RESERVE FUND Totals:
066 - SSLGC RESERVE FUND
Revenue
Interest Revenues
066-361002
066-361004
Page 34
SSLGC SSLGC RATE STABILIZATION FUND - 057
2026/27 ANNUAL BUDGET SCHERTZ/SEGUIN LOCAL GOVT. CORP.
_________________________________________________________________________________
The SSLGC Rate Stabilization Fund was created in 2017 by the SSLGC Board of Directors to be
used in order to prepare for volatile periods which can greatly impact the rates of SSLGC water
customers are charged and can be used to avoid passing along pricing peaks to these customers.
These funds can only be used based upon staff recommendation and Board of Directors approval.
The fund balance for the rate stabilization fund will be evaluated annually and any adjustments due
to anticipated needs may be made by the Board of Directors.
Page 35
Account Name
Investment Pools Interest Earnings - - - - -
Treasuries Interest Earnings - - - - -
Texas CLASS Interest Earnings 101,175 50,000 42,827 78,000 50,000
Restricted Cash 165 50 99 105 50
101,341 50,050 42,926 78,105 50,050
Transfers from SSLGC Operating Fund - - - - -
Transfers from SSLGC Operating Fund - - - - -
- - - - -
101,341 50,050 42,926 78,105 50,050
101,341 50,050 42,926 78,105 50,050
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC Rate
Stabilization Revenues
057 - SSLGC Rate Stabilization Fund
Revenue
Interest Revenues
057-361002
057-361003
057-391063
Intragovernmental Trnsfrs Totals:
Revenue Totals:
SSLGC Rate Stabilization Fund Totals:
057-361004
057-361020
Interest Revenues Totals:
Intragovernmental Trnsfrs
057-391058
Page 36
Account Name
Transfers to SSLGC Operating Fund - 344,500 - 344,500 -
- 344,500 - 344,500 -
- 344,500 - 344,500 -
Use of Retained Earnings - (344,500) - (266,395) -
- (344,500) - (266,395) -
- (344,500) - (266,395) -
- - - 78,105 -
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC Rate
Stabilization Expenses
057 - SSLGC Rate Stabilization Fund
90 - Non Departmental
82 - Intragvrnmntl. Transfers
057-9000-825800
82 - Intragvrnmntl. Transfers Totals:
98 - Use of Fund Balance Totals:
057 - SSLGC Rate Stabilization Fund Totals:
90 - Non Departmental Totals:
98 - Use of Fund Balance
96 - Use of Retained Earnings
057-9800-960000
96 - Use of Retained Earnings Totals:
Page 37
SSLGC SAWS I&S FUND - 069
2026/27 ANNUAL BUDGET SCHERTZ/SEGUIN LOCAL GOVT. CORP.
_________________________________________________________________________________
The SAWS I&S Fund accounts for contributions from San Antonio Water Systems toward the
payment of principal and interest of the SSLGC Contract Revenue Refunding Bonds, Series 2019.
Page 38
Account Name
Interlocal Agreement / San Antonio 1,388,294 1,392,206 433,379 1,392,206 1,390,725
1,388,294 1,392,206 433,379 1,392,206 1,390,725
Texas CLASS Interest Earnings 23,024 2,000 13,705 16,000 10,000
Restricted Cash 111 100 (17) (50) -
23,135 2,100 13,687 15,950 10,000
1,411,429 1,394,306 447,066 1,408,156 1,400,725
1,411,429 1,394,306 447,066 1,408,156 1,400,725
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
2026-27 Budget - SSLGC SAWS I&S
Revenues
069 - SSLGC I&S - SAWS
Revenue
Interlocal Agreement
069-331690
Interlocal Agreement Totals:
SSLGC I&S - SAWS Totals:
Interest Revenues
069-361004
069-361020
Interest Revenues Totals:
Revenue Totals:
Page 39
Account Name
2019 SSLGC Refunding Bonds-SAWS - 725,000 - 725,000 740,000
- 725,000 - 725,000 740,000
2019 SSLGC Refunding Bonds-SAWS 683,294 667,206 337,681 667,206 650,725
683,294 667,206 337,681 667,206 650,725
Fiscal Agent Fees - 1,000 400 1,000 1,000
- 1,000 400 1,000 1,000
683,294 1,393,206 338,081 1,393,206 1,391,725
683,294 1,393,206 338,081 1,393,206 1,391,725
92 - Fiscal Agent Fees Totals:
92 - Debt Service Totals:
069 - SSLGC I&S - SAWS Totals:
2026-27 Budget - SSLGC SAWS I&S
Expenses
91 - Interest Payments
069-9200-919500
91 - Interest Payments Totals:
92 - Fiscal Agent Fees
069-9200-920000
069 - SSLGC I&S - SAWS
92 - Debt Service
90 - Principal Payments
069-9200-909500
90 - Principal Payments Totals:
Account Number FY2025
Actual
FY2026
Budget
FY2026
03/31/26
FY2026
Estimates
FY2027
Budget
Page 40
FY Project Projected Cost Approved Funding Fund Source
2027
1 Cowey (42" Guadalupe WTP to Surge Tank) & Elm
Creek (36" 467 Vault to Hal Baldwin Pump Station)
Parallel Pipeline Projects (Construction)
41,000,000$ 41,000,000$ Bonds/IF
2 Gonzales Well improvements project (1 wells)2,800,000$ 2,800,000$ Bonds
3 Pressure filter rehab project 1,500,000$ 1,500,000$ Bonds
4 Emergency Preparedness Plan Implementation -
Emergency Generators/GVEC Electric Feeds 2,000,000$ 2,000,000$ Bonds
5 Gonzales WTP train #2 gravity filter media
replacement project 1,000,000$ 1,000,000$ RR
6 Existing wellfield fencing/entrances and road
improvements 150,000$ 150,000$ RR
7 Pipeline Condition Assessment Phase 1- 42"
Gonzales WTP to Surge Tank 1,100,000$ 1,100,000$ Bonds
8 Upgrade Seguin POD infrastructure 2,500,000$ 2,500,000$ Bonds
Recurring Capital line items
9 Pump and motor 400,000$ 400,000$ RR
10 Valve and actuator 150,000$ 150,000$ RR
11 Electrical 50,000$ 50,000$ RR
12 Plant/Wellfield 100,000$ 100,000$ RR
13 Water Transmission mains 150,000$ 150,000$ RR
TOTAL 52,900,000$ 52,900,000$
FY Project Projected Cost Approved Funding Fund Source
2028
1 Gonzales Well improvements project (1 well)3,000,000$ 3,000,000$ Bonds
2 Hal Baldwin BPS Small HSP station rehab 3,000,000$ 3,000,000$ Bonds
3 Gonzales WTP train #2 filter media replacement 2,000,000$ 2,000,000$ Bonds
4 Emergency Preparedness Plan Implementation -
Emergency Generators/GVEC Electric Feeds 2,000,000$ 2,000,000$ Bonds
5 Pipeline Condition Assessment Phase 2 - 42" and
36" Surge Tank to Hal Badwin Pump Station 1,000,000$ 1,000,000$ Bonds
Recurring Capital line items
6 Pump and motor 400,000$ 400,000$ RR
7 Valve and actuator 150,000$ 150,000$ RR
8 Electrical 50,000$ 50,000$ RR
9 Plant/Wellfield 100,000$ 100,000$ RR
10 Water Transmission mains 150,000$ 150,000$ RR
TOTAL 11,850,000$ 11,850,000$
FY Project Projected Cost Approved Funding Fund Source
2029
1 Gonzales Well improvements project (1 wells)3,000,000$ 3,000,000$ Bonds
2 Gonzales Water Treatment Plant Clearwell 1
Painting 750,000$ 750,000$ RR
3 BPS Tank 2 Painting 750,000$ 750,000$ RR
4 Emergency Preparedness Plan Implementation -
Emergency Generators/GVEC Electric Feeds 2,000,000$ 2,000,000$ Bonds
5 Pipeline Condition Assessment Phase 3 - 30" FM
467 Vault to Seguin 500,000$ 500,000$ Bonds
Recurring Capital line items
6 Pump and motor 400,000$ 400,000$ RR
7 Valve and actuator 150,000$ 150,000$ RR
8 Electrical 50,000$ 50,000$ RR
9 Plant/Wellfield 100,000$ 100,000$ RR
10 Water Transmission mains 150,000$ 150,000$ RR
FY2027-2031
Capital Improvement Projects/Equipment 5-Year Plan
Page 41
FY Project Projected Cost Approved Funding Fund Source
FY2027-2031
Capital Improvement Projects/Equipment 5-Year Plan
TOTAL 7,850,000$ 7,850,000$
FY Project Projected Cost Approved Funding Fund Source
2030
1 Additional Surge/Storage Tank 4,000,000$ 4,000,000$ Bonds
2 Emergency Preparedness Plan Implementation -
Emergency Generators/GVEC Electric Feeds 2,000,000$ 2,000,000$ Bonds
3 Pipeline Condition Assessment Phase 4 - 36" Hal
Baldwin Pump Station to Marion 1,000,000$ 1,000,000$ Bonds
4 Gonzales Well improvements project (1 wells)3,000,000$ 3,000,000$ Bonds
Recurring Capital line items
5 Pump and motor 400,000$ 400,000$ RR
6 Valve and actuator 150,000$ 150,000$ RR
7 Electrical 50,000$ 50,000$ RR
8 Plant/Wellfield 100,000$ 100,000$ RR
9 Water Transmission mains 150,000$ 150,000$ RR
TOTAL 10,850,000$ 10,850,000$
FY Project Projected Cost Approved Funding Fund Source
2031
1 Gonzales WTP Train #1 HSP Rehabilitation 4,000,000$ 4,000,000$ Bonds
2 Gonzales Well improvements project (1 wells)3,000,000$ 3,000,000$ Bonds
3 Gonzales WTP train #2 filter media replacement 2,000,000$ 2,000,000$ Bonds
4 Emergency Preparedness Plan Implementation -
Emergency Generators/GVEC Electric Feeds 2,000,000$ 2,000,000$ Bonds
Recurring Capital line items
5 Pump and motor 400,000$ 400,000$ RR
6 Valve and actuator 150,000$ 150,000$ RR
7 Electrical 50,000$ 50,000$ RR
8 Plant/Wellfield 100,000$ 100,000$ RR
9 Water Transmission mains 150,000$ 150,000$ RR
TOTAL 11,850,000$ 11,850,000$
FY2026-2030 Total 95,300,000$ 95,300,000$
SSLGC = Schertz/Seguin Local Government Corporation
Bonds - New Utility Revenue Bond Issue
SWIFT Bonds - TWDB Existing Bond Funding
FY27 - Current Year Funding
IF - Water Impact Fund
RR- Repair & Replacement Fund
Page 42
“Exhibit B”
SSLGC Resolution R26-20
Agenda No. 5.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:Public Works
Subject:
Resolution 26-R-091 - Approving the SSLGC Fiscal Year 2026-2027
Water Rates and other matters in connection therewith. (Director of
Public Works Larry Busch)
BACKGROUND
In order for the City’s corporate partner, the Schertz/Seguin Local Government Corporation (SSLGC)
to provide water at the lowest rate possible, SSLGC utilizes the services of Willdan Financial
Services as a rate consultant to evaluate and advance its model annually. This helps to keep rate
increases minimal and to keep SSLGC revenue appropriate for current and future operations.
The proposed water rates for FY 2026-27 are $1.780 per 1,000 gallons. This is an increase of 3.4%
from the FY 2025-26 rate of $1.720 per 1,000 gallons. This increase is due to higher nominal
production and operation costs as well as $50,000,000 in debt to be issued in FY 2026-27.
It is the desire of SSLGC to have the FY2026-27 SSLGC Water Rates approved by the City of
Schertz City Council. The SSLGC Board of Directors approved the FY2026-27 Water Rates on July
16, 2026.
GOAL
To approve the SSLGC FY2026-27 Water Rates.
COMMUNITY BENEFIT
The City of Schertz is a member of the Schertz/Seguin Local Government Corporation. In part, it is
through the SSLGC that the City provides water to its citizens and businesses. Approval of the water
rates will ensure that the citizens and businesses of Schertz will continue to receive this vital service.
SUMMARY OF RECOMMENDED ACTION
Staff recommends approval of the Resolution adopting the SSLGC FY2026-2027 water rates.
FISCAL IMPACT
Water expenditures for the City of Schertz for FY2026-2027 is expected to be $3,491,800, which is a
$91,800 increase when considering water usage and the proposed rate change.
RECOMMENDATION
Staff recommends approval of the SSLGC proposed water rates for FY 2026-27.
Attachments
Resolution 26-R-091 SSLGC Water Rates FY2026-2027
RESOLUTION 26-R-091
A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS AUTHORIZING THE SCHERTZ SEGUIN LOCAL
GOVERNMENT CORPORATION (SSLGC) FISCAL YEAR 2026-2027
WATER RATES, AND OTHER MATTERS IN CONNECTION
THEREWITH.
WHEREAS, the Schertz Seguin Local Government Corporation (SSLGC) is a
corporation for the provision of and transportation of water wholly owned by both the City of
Schertz and the City of Seguin; and
WHEREAS, SSLGC by-laws require that the corporation establish an annual budget and
said annual budget must be approved by the SSLGC Board of Directors and both the City of
Schertz and the City of Seguin; and
WHEREAS, the City staff of the City of Schertz recommends that the City Council
approve the proposed SSLGC Fiscal Year 2026-2027 Water Rates as adopted by the SSLGC
Board of Directors in Resolution SSLGC R26-21 (Exhibit “A”) and attached hereto; and
WHEREAS, the City Council has determined that it is in the best interest of the City to
approve the budget amendment to ensure that the citizens and businesses of Schertz continue to
receive excellent and vital water service.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS THAT:
Section 1. The City Council hereby authorizes the approval of the Schertz Seguin Local
Government Corporation Fiscal Year 2026-2027 Water Rates as proposed in Exhibit “B”.
Section 2. The recitals contained in the preamble hereof are hereby found to be true, and
such recitals are hereby made a part of this Resolution for all purposes and are adopted as
a part of the judgment and findings of the City Council.
Section 3. All resolutions, or parts thereof, which are in conflict or inconsistent with any
provision of this Resolution are hereby repealed to the extent of such conflict, and the
provisions of this Resolution shall be and remain controlling as to the matters resolved
herein.
Section 4. This Resolution shall be construed and enforced in accordance with the laws
of the State of Texas and the United States of America.
Section 5. If any provision of this Resolution or the application thereof to any person or
circumstance shall be held to be invalid, the remainder of this Resolution and the
application of such provision to other persons and circumstances shall nevertheless be
valid, and the City Council hereby declares that this Resolution would have been enacted
without such invalid provision.
Section 6. It is officially found, determined, and declared that the meeting at which this
Resolution is adopted was open to the public and public notice of the time, place, and
subject matter of the public business to be considered at such meeting, including this
Resolution, was given, all as required by Chapter 551, Texas Government Code, as
amended.
Section 7. This Resolution shall be in force and effect from and after its final passage,
and it is so resolved.
PASSED AND ADOPTED, this ____ day of _______, 2026.
CITY OF SCHERTZ, TEXAS
________________________________
Ralph Rodriguez, Mayor
ATTEST:
_______________________________
Sheila Edmondson, City Secretary
Exhibit “A”
SSLGC Resolution SSLGC R26-21
Exhibit “B”
SSLGC WATER RATES FOR FY2026-2027
SSLGC WATER RATES FOR FY2026-2027
Effective October 1, 2026
SSLGC BOARD APPROVED: 07-16-2026
Date/Time Printed: 7/21/2026 3:57:10 PM
1. Water Rate for Schertz and Seguin
Operations and Maintenance $1.050
Water Leases $0.730
Rate per 1,000 gallons $1.780
2. Water Rate for Selma (Selma Contract #1) and Universal City
Operations and Maintenance $1.050
Water Leases $0.730
Transportation $0.600
Rate per 1,000 gallons $2.380
3. Water Rate for Springs Hill
Operations & Maintenance $1.050
Water Leases $0.730
Rate per 1,000 gallons $1.780
4. Water Rate for Selma 2016 (Selma Contract #2)
Operations & Maintenance $1.050
Water Leases $0.730
Transportation $0.600
Cities Distribution $0.300
Rate per 1,000 gallons $2.680
5. Water Rate for SAWS – T1
Operations & Maintenance $1.050
Rate per 1,000 gallons $1.050
6. Water Rate for SAWS – T2
Operations and Maintenance $1.050
Water Leases $0.730
Rate per 1,000 gallons $1.780
Agenda No. 6.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:Engineering
Subject:Resolution 26-R-095 - Authorizing an Interlocal Agreement with the
City of Selma For Wiederstein Road Improvements (Assistant City
Engineer John Nowak)
BACKGROUND
The City of Selma has developed a project to make improvements to their portion of Wiederstein
Road (from FM 1518 to just west of Dietz Creek). A small portion of Wiederstein Road, between the
Selma City Limits and Dietz Creek is within the City of Schertz. This small portion is in poor
condition and needs to be improved. There is also a private development that is re-building
Wiederstein Road from Schertz Parkway to about Dietz Creek. The Selma project and the
development project will result in the vast majority of Wiederstein Road being improved, leaving a
short section in poor condition, if the City of Schertz doesn't improve the short piece between the
Selma City Limits and Dietz Creek.
Because this segment is so small, it would be more efficient to have the needed improvements
bundled with a larger project. This would allow for economies of scale and a more uniform finished
project than if Schertz did a small project to address the short section independently. Selma was
willing to include the Schertz section in their project if Schertz would reimburse them the costs of
improving the Schertz segment. Staff worked with Selma to confirm the proposed improvements in
their project were sufficient for the Schertz section.
Selma has bid the project and the bid prices for the Schertz section came in lower than the Engineer's
estimate. In order to have Selma award the Schertz portion of the work and get the work completed,
an Interlocal Agreement needs to be approved. Staff created an Agreement to allow for this and for
the City of Schertz to reimburse Selma for the improvements to the Schertz section. Staff
recommends approval of the agreement so the section of Wiederstein Road between the Selma City
limits and Dietz Creek can be improved.
GOAL
To approve an Interlocal Agreement with the City of Selma to improve Widerstein Road between the
Selma City Limits and Dietz Creek.
COMMUNITY BENEFIT
The improvements to Widersteian Road will provide a more durable, new driving surface for area
residents. By bundling the improvements with the larger Selma project, the cost for the
improvements are less than they would be if Schertz did a small, independent project.
SUMMARY OF RECOMMENDED ACTION
Approval of a resolution authorizing an Interlocal Agreement with the City of Selma to improve
Approval of a resolution authorizing an Interlocal Agreement with the City of Selma to improve
Wiederstein Road between the Selma City Limits and Dietz Creek.
FISCAL IMPACT
Funding for the proposed improvements to Wiederstein Road is available from the Roadway Impact
Fee account for Service Area 2. The estimated maximum improvement costs are $35,000, based on
the bid prices Selma received. This maximum amount includes the bid amount ($28,671.00) plus
some contingency. This amount is reflected as the maximum reimbursement Schertz will provide to
Selma in the proposed Interlocal Agreement and a budget adjustment will be sent to Council in
September to amend the budget and approve the funding.
RECOMMENDATION
Approve Resolution 26-R-095
Attachments
Resolution 26-R-095 with attachment
RESOLUTION 26-R-095
A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF SCHERTZ,
TEXAS AUTHORIZING AN INTERLOCAL AGREEMENT WITH THE CITY OF
SELMA FOR WIEDERSTEIN ROAD IMPROVEMENTS
WHEREAS, the City of Schertz desires to improve Wiederstein Road between the Selma
City Limits and Dietz Creek (the “Schertz Section”); and
WHEREAS, the City of Selma has created a Wiederstein Road improvements project and
was willing to include the Schertz Section in their project; and
WHEREAS, the City of Schertz will need to reimburse the City of Selma for the
improvements cost for the Schertz Section; and
WHEREAS, the City of Selma has bid the Wiederstein Road improvements in accordance
with public entity procurement rules; and
WHEREAS, the City of Schertz agrees with the lowest responsible bid for the Schertz
Section; and
WHEREAS, an Interlocal Agreement needs to be executed for proceeding with the
improvements for the Schertz Section and providing for reimbursement of the Schertz Section
improvements costs to the City of Selma; and
WHEREAS, the City Council has determined that it is in the best interest of the City to
enter into an Interlocal Agreement with the City of Selma to improve the Schertz Section of
Wiederstein Road.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS THAT:
Section 1. The City Council hereby authorizes the City Manager to execute the Interlocal
Agreement with the City of Selma in substantially the same form as attached for the
Wiederstein Road improvements to the Schertz Section.
Section 2. The recitals contained in the preamble hereof are hereby found to be true, and
such recitals are hereby made a part of this Resolution for all purposes and are adopted as a
part of the judgment and findings of the City Council.
Section 3. All resolutions, or parts thereof, which are in conflict or inconsistent with any
provision of this Resolution are hereby repealed to the extent of such conflict, and the
provisions of this Resolution shall be and remain controlling as to the matters resolved
herein.
Section 4. This Resolution shall be construed and enforced in accordance with the laws of
the State of Texas and the United States of America.
Section 5. If any provision of this Resolution or the application thereof to any person or
circumstance shall be held to be invalid, the remainder of this Resolution and the application
of such provision to other persons and circumstances shall nevertheless be valid, and the
City Council hereby declares that this Resolution would have been enacted without such
invalid provision.
Section 6. It is officially found, determined, and declared that the meeting at which this
Resolution is adopted was open to the public and public notice of the time, place, and subject
matter of the public business to be considered at such meeting, including this Resolution,
was given, all as required by Chapter 551, Texas Government Code, as amended.
Section 7. This Resolution shall be in force and effect from and after its final passage, and
it is so resolved.
PASSED AND ADOPTED, this _______ day of ________________, 2026.
CITY OF SCHERTZ, TEXAS
________________________________
Ralph Rodriguez, Mayor
ATTEST:
_______________________________
Sheila Edmondson, TRMC
City Secretary
50234811.1
EXHIBIT A
INTERLOCAL AGREEMENT WITH THE CITY OF SELMA FOR WIEDERSTEIN
ROAD IMPROVEMENTS
1
INTERLOCAL COOPERATION AGREEMENT BETWEEN THE CITY OF SCHERTZ,
TEXAS AND THE CITY OF SELMA TEXAS, REGARDING WIEDERSTEIN ROAD
IMPROVEMENTS
This Interlocal Agreement regarding the shared costs of Wiederstein Road improvements between
FM 1518 and Dietz Creek (the “Agreement”), is entered into between the City of Schertz
(“Schertz”) a Texas municipal corporation acting by and through its City Council, and the City of
Selma (“Selma”) a Texas municipal corporation acting by and through its respective City Council,
pursuant to authority granted under the Interlocal Cooperation Act, Chapter 791, Texas
Government Code, as the same may be amended from time to time, to be effective as of the date
on which the last Party signs this Agreement (the “Effective Date”). Schertz and Selma are
collectively referred to herein as the “Parties” and are each a “Party”.
WITNESSETH:
WHEREAS, Chapter 791 of the Texas Government Code, as amended, titled Interlocal
Cooperation Contracts, authorizes contracts between political subdivisions for the performance of
governmental functions and services; and,
WHEREAS, the City of Schertz and the City of Selma wish to collectively make improvements
to Wiederstein Road between FM 1518 and Dietz Creek; and,
WHEREAS, Selma has developed a project to improve Wiederstein Road in their jurisdiction;
and
WHEREAS, Schertz wishes to have their portion of Wiederstein Road between Selma’s
City Limits and Dietz Creek improved as part of Sema’s project; and,
WHEREAS, Schertz will provide reimbursement to Selma for constructing the
improvements to the Schertz section of Wiederstein Road; and,
NOW THEREFORE, in consideration of the mutual covenants and agreements herein contained,
the sufficiency of which are acknowledged, and subject to the terms and conditions hereinafter set
forth, the Parties agree as follows:
I. Purpose and Scope
1.1 To improve the existing roadway, by replacing portions of the existing pavement section with
new materials. A new asphalt driving surface will be provided, which will improve driving
conditions through the project area.
1.2 Selma will bid and manage the project and pay the contractor for the work completed.
2
1.3 Schertz will provide reimbursement for the improvement costs in the Schertz section of
Wiederstein Road.
II. Term of the Agreement
2.1 The term of this Agreement shall begin upon approval by the governing bodies of the Parties
and full execution by the designated officials.
2.2 This Agreement shall terminate when the Project is completed, and the documented Project
costs for the Schertz section of Wiederstein Road reimbursed to Selma by Schertz, or [insert
months] months, whichever is sooner. This Agreement may be extended if additional time is
necessary to complete the Project and as agreed upon by the Parties.
2.3 Any Party may terminate this Agreement upon thirty (30) days written notice to the other
Parties. Notice must be received no less than 30 days before the release of the formal solicitation
for the Project construction. If Schertz terminates this Agreement all documented Project costs
accrued on the date of communication to the other Parties shall be submitted to Schertz and will
be due from Schertz to Selma.
III. Responsibilities of Selma
3.1 Act as the entity responsible for all aspects of project management, including contracting for
the Project as well as vendor management and payment through Project completion.
3.2 Hold regular Project meetings with Schertz to inform of Project progress and notify Schertz
at least 24 hours in advance of any inspections needed for the work in the Schertz section of the
roadway.
3.3 Provide to Schertz evidence of paid invoices for all documented Project costs.
3.4 Upon request, provide Schertz additional Project updates via email.
3.5 Accept reimbursement from Schertz.
IV. Responsibilities of Schertz
5.1 Provide approval of Project cost through written communication from Steve Williams, City
Manager, which in no event shall exceed $35,000.00 and is estimated to be $28,671.00.
5.2 If the approval per 5.1 is not given, provide Selma notice of termination of the project.
5.3 Perform inspections of the work done on the Schertz section of the roadway. Provide copies
of the inspection reports to Selma, including any punch list items.
3
5.4 Upon submission of a request for payment from Selma, reimburse Selma the Project costs
within 90 calendar days.
V. Binding Effect; Benefiting Parties
6.1 This Agreement shall bind and benefit the respective Parties and their legal successors, but
shall not otherwise be assignable, in whole or in part, by any Party without first obtaining the
written consent of the other Parties.
6.2 This Agreement inures to the benefit of and obligates only the Parties. No term or provision of
this Agreement shall benefit or obligate any person or entity not a Party to the Agreement. The
Parties shall cooperate fully in opposing any attempt by any third person or entity to claim any
benefit, protection, release, or other consideration under this Agreement.
VI. Governmental Functions; Liability; No Waiver of Immunity or Defenses
7.1 Notwithstanding any provision to the contrary herein, this Agreement is a contract for and
with respect to the performance of governmental functions by governmental entities.
7.1.1 The services provided for herein are governmental functions, and the Cities shall be
engaged in the conduct of a governmental function while providing and/or performing any
service pursuant to this Agreement.
7.1.2 The relationship of the Cities shall, with respect to that part of any service or function
undertaken as a result of or pursuant to this Agreement, be that of independent
contractors.
7.1.3 Nothing contained herein shall be deemed or construed by the Parties, or by any
third party, as creating the relationship of principal and agent, partners, joint ventures, or
any other similar such relationship between the Parties.
7.2 Each Party reserves and does not waive any defense available to it at law or in equity as to any
claim or cause of action whatsoever that may arise or result from or in connection with this
Agreement. This Agreement shall not be interpreted nor construed to give to any third party the
right to any claim or cause of action, and no Party shall be held legally liable for any claim or cause
of action arising pursuant to or in connection with this Agreement except as specifically provided
herein or by law.
7.3 No Party waives or relinquishes any immunity or defense on behalf of itself, its
Councilmembers, officers, employees, and agents as a result of the execution of this Agreement
and the performance of the covenants and agreements contained herein.
4
7.4 Any party paying for the performance of governmental functions or services will make those
payments from current revenues available to the paying party.
VIII. Notices
8.1 All correspondence and communications concerning this Agreement shall be directed to:
SCHERTZ: City of Schertz
1400 Schertz Parkway
Schertz, Texas 78154
Attention: City Manager
SELMA: City of Selma
9375 Corporation Drive
Selma, Texas 78154
Attention: City Administrator
With a copy to: Denton Navarro Rodriguez Bernal Santee & Zech, P.C.
2517 N. Main Avenue
San Antonio, Texas 78212
Attention: Daniel Santee
[insert Selma’s City Attorney information]
Notices required hereunder shall be hand-delivered or sent by prepaid certified mail, return receipt
requested.
IX. Severability
9.1 If any provision of this Agreement shall be deemed void or invalid, such provision shall be
severed from the remainder of this Agreement, which shall remain in force and effect to the extent
that it does not destroy the benefit of the bargain.
X. Entire Agreement
10.1 This Agreement is the entire agreement between the Parties as to the subject matter
hereof and supersedes any prior understanding or written or oral agreement relative to the subject
matter hereof. This Agreement may be amended only by written instrument duly approved and
executed by both Parties in accordance with the formalities of this Agreement. Any funds
necessary for the completion of this Agreement have been or will be allocated in a manner
authorized by law and in compliance with municipal budgeting principles.
XI. Governing Law; Venue
5
11.1 All Parties agree that this Agreement shall be construed under the laws of the State of Texas,
and obligations under the Agreement shall be performed in [insert county] County, Texas. In the
event that any legal proceeding is brought to enforce this Agreement or any provision hereof, the
same shall be brought in the State Courts of [insert county] County, Texas. The Parties agree to
submit to the jurisdiction of said court.
[ Signatures and acknowledgements on the following pages ]
SIGNATURE PAGE TO INTERLOCAL COOPERATION AGREEMENT BETWEEN
THE CITIES OF SCHERTZ AND SELMA, TEXAS REGARDING THE WIEDERSTEIN
ROAD IMPROVEMENTS
The Parties hereto have executed this Agreement as of the dates set forth below to be effective as
of the Effective Date.
CITY OF SCHERTZ, TEXAS
By: _______________________________
Steve Williams,
City Manager
THE STATE OF TEXAS §
§
COUNTY OF GUADALUPE §
This instrument was acknowledged before me on the ____ day of __________________, 2026,
by Steve Williams, the City Manager of the City of Schertz, Texas, a Texas municipal corporation,
on behalf of said City.
[ Seal ]
Notary Public in and for the State of Texas
S-1
SIGNATURE PAGE TO INTERLOCAL COOPERATION AGREEMENT BETWEEN
THE CITIES OF SCHERTZ AND SELMA, TEXAS REGARDING THE WIEDERSTEIN
ROAD IMPROVEMENTS
CITY OF SELMA
By:
Johnny Casias,
City Administrator
THE STATE OF TEXAS §
§
COUNTY OF GUADALUPE §
This instrument was acknowledged before me on the ____ day of __________________, 2026,
by Johnny Casias, City Administrator of Selma, a political subdivision of the State of Texas, on
behalf of said entity.
[ Seal ]
Notary Public in and for the State of Texas
S-2
Agenda No. 7.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:Public Affairs
Subject:
Resolution 26-R-076 - Establishing a legislative platform and priorities
for the 90th legislative session in Texas (Director of Public Affairs
Krystal Haynes)
BACKGROUND
The 90th Legislative Session of the Texas Legislature will convene on January 12, 2027. Ahead of
this legislative session, it is important for the City of Schertz to establish a legislative platform and set
clear priorities to effectively advocate for the interests and needs of our city. The 2027 Legislative
Agenda focuses on supporting additional resources for vital projects, supporting policies that
empower local decision-making, and opposing legislation that undermines municipal authority or
imposes financial burdens on the City. The agenda includes a listing of broad areas that city staff
believe are key priorities.
Approving this resolution does not limit elected officials' ability to advocate during the legislative
session, but serves as a guide and communication tool for city staff when working with the Texas
Municipal League (TML) and our legislators. The City is still able to take action to support or oppose
bills as they are introduced during the session, regardless if they are mentioned in this Resolution.
GOAL
To support and advocate for legislation that empowers local government, ensures fiscal responsibility,
and promotes sustainable growth for Schertz.
COMMUNITY BENEFIT
With this legislative agenda, the City seeks to secure and protect the resources and authority necessary
to continue delivering high-quality services to its residents.
SUMMARY OF RECOMMENDED ACTION
Staff recommends approval of Resolution 26-R-076, establishing a legislative platform and priorities
for the 90th legislative session in Texas.
RECOMMENDATION
Staff recommends approval of Resolution 26-R-076
Attachments
Resolution 26-R-076 with attachment
RESOLUTION 26-R-076
A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS ESTABLISHING A LEGISLATIVE PLATFORM AND
PRIORITIES FOR THE 90TH LEGISLATIVE SESSION IN TEXAS
WHEREAS, the State of Texas 90th legislative session begins January 12, 2027; and
WHEREAS, the City Council recognizes the importance of partnering with the State of
Texas to make our community even greater; and
WHEREAS, the City Council believes that active legislative engagement is an effective
way to work with our state partners to ensure the interests of Schertz residents and businesses are
represented and protected; and
WHEREAS, the City Council finds that it is in the public interest to provide clear
legislative direction and take positions on certain issues that may arise during the 90th Texas
Legislative Session; and
WHEREAS, the City Council has identified the following priorities and issues of
concern as being worthy of advocacy on behalf of the people of the City of Schertz.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS THAT:
Section 1. The City Council adopts Attachment A as the 2027 Legislative Agenda for
the City of Schertz.
Section 2. The City Manager, along with other designated city officials, is directed to
actively advocate for the priorities outlined in the 2027 Legislative Agenda. Advocacy
efforts may include, but are not limited to, direct communication with state legislators,
participation in relevant hearings and meetings, and collaborating with other
municipalities and organizations.
Section 3. This Resolution shall be in force and effect from and after its final passage,
and it is so resolved.
PASSED AND APPROVED on the _______ day of _______________, 2026.
CITY OF SCHERTZ, TEXAS
________________________________
Ralph Rodriguez, Mayor
ATTEST:
_______________________________
Sheila Edmondson, TRMC
City Secretary
Attachment A
City of Schertz 2027 Legislative Agenda
This agenda serves as a guiding document for advocacy efforts during the 2027 legislative session.
Legislation the City of Schertz Supports
A. Funding for Disabled Veterans Homestead Exemption (DVHS) Program
• Advocate for dedicated state funding to offset local revenue losses caused by the DVHS
program, which, while essential for disabled veterans, has placed a financial strain on our
community by reducing property tax revenue needed for critical services.
B. Funding or Additional Resources for Local Transportation/Infrastructure Projects
• Support enhanced transportation and infrastructure funding to support growth, economic
development, and improved quality of life for residents.
C. Funding or Additional Resources for Parks and Trails Development
• Support increased state grants and expanded use of Hotel Occupancy Tax (HOT) funds for
park and trail improvements to foster community engagement and wellness.
D. State Grant Funding for Water Resources
• Support additional state funding to the Texas Water Development Board, as identified in the
State Water Plan, to advance critical water conservation and infrastructure projects.
Legislation the City of Schertz Opposes
A. Unfunded Mandates
• Oppose partially or full unfunded mandates that place additional financial burdens on local
budgets and divert resources away from local priorities.
B. Erosion of Zoning Authority and Local Development Tools
• Oppose legislation that diminishes a cities ability to determine lot sizes, parking, and density
requirements in the city limits.
• Oppose legislation that restricts the city’s ability to regulate land use, including short-term
rentals.
• Oppose legislation that limits the time or authority the City has to review site plans and
plats.
C. Measures that undermine Economic Development
• Oppose legislation that would hinder local economic development tools, including
incentives or other support mechanisms critical for attracting and retaining businesses.
D. Preemption of Local Control
• Oppose legislation that erodes local control or weakens the ability of locally elected leaders
to address unique challenges and opportunities.
• Oppose legislation that limits city authority over extraterritorial jurisdiction (ETJ), including
boundary changes, annexations, and disannexations.
• Oppose legislation that preempts local authority to regulate activities affecting density,
zoning, permitting, and inspections
E. Restrictions on advocacy
• Oppose efforts to restrict advocacy by the Texas Municipal League or similar organizations
that advocate on behalf of local governments in Texas.
CITY OF SCHERTZ 2027LEGISLATIVE PRIORITIES
Advocate for dedicated state funding for the Disabled Veterans Homestead Exemption
(DVHS) Program to offset local revenue losses that impact funding for critical city
services.
Oppose unfunded mandates that place financial burdens on local governments and
divert resources away from community priorities.
INFRASTRUCTURE AND SUSTAINABLE DEVELOPMENT
FISCAL RESPONSIBILITY AND REVENUE PROTECTION
LOCAL CONTROL AND GOVERNANCE
ECONOMIC GROWTH & BUSINESS DEVELOPMENT
ADVOCACY & MUNICIPAL REPRESENTATION
Support increased funding for
Local transportation
Infrastructure projects
Improved quality of life for residents
Support increased state grants and expanded use of Hotel Occupancy Tax (HOT) funds.
Support additional state funding to the Texas Water Development Board.
Oppose legislation that erodes local control or weakens the ability of locally elected
leaders to address unique challenges and opportunities.
Oppose legislation that preempts local authority to regulate activities affecting density,
zoning, permitting, and inspections.
Oppose legislation that limits the time or authority the City has to review site plans and
plats.
Oppose legislation that limits city authority over extraterritorial jurisdiction (ETJ),
including boundary changes, annexations, and disannexations.
Oppose legislation that would hinder local economic development tools, including
incentives or other support mechanisms critical for attracting and retaining businesses.
Oppose efforts to restrict the ability of the Texas Municipal League (TML) and similar
organizations f rom advocating on behalf of local governments in Texas.
2020 2021 2022 2023 2024 2025 20260
1000000
2000000
3000000
4000000
5000000
6000000
7000000
2020 2021 2022 2023 2024 2025 20260
200000000
400000000
600000000
800000000
1000000000
1200000000
$5.2M$5.2M $5.2M
$33.5M$33.5M$33.5M
CITY OF SCHERTZ 2027DISABLED VETERANS HOMESTEAD(DVHS) EXEMPTION IMPACTS
1 IN 4 HOMES IS 100% EXEMPT FROMPROPERTY TAX
ADDT’L FACTS
MORE THAN 1 IN 2 HOMES IN
SCHERTZ HAVE SOME VETERAN
OR MILITARY EXEMPTION
SCHERTZ’S ESTIMATED REVENUE
IMPACT FROM THE DVHS
EXEMPTION HAS MORE THAN
QUADRUPLED SINCE 2020.
TOTAL REVENUE LOSS SINCE
2018 IS MORE THAN $33.5M
STATE AID HAS ONLY
REIMBURSED $5.2M
AVG CITY IN TX LOSES < 2% OF THEIR TOTALASSESSIBLE VALUE
LOST LEVY
TOTAL EXEMPTED PROPERTY VALUE
SCHERTZ LOSES 21%TAV
CURRENT LOSSES
FROM THE DVHS
EXEMPTION
EQUAL 11.3 CENTS
ON OUR TAX RATE
OR $6.3M IN REVENUE LOSSOR $6.3M IN REVENUE LOSSOR $6.3M IN REVENUE LOSS
$2.2M
$2.8M
$3.4M
$4M
$4.8M
$4M
$2M
M= MILLION
B= BILLION
$1B
$800M
$600M
$400M
$200M
$5.5M
$6.3M$6M
$1M
$3M
$5M
$1.2B
$7M
Agenda No. 8.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:Finance
Subject:Ordinance 26-M-025 - Amend the City of Schertz Code of Ordinances and
certain other ordinances by amending and establishing fees for certain licenses,
permits, and other services (Finance Director James Walters)
BACKGROUND
City Departments collect a wide variety of fees for permits, services, fines and other charges that are all
part of everyday operations of municipal government. Since September 2008, the fees have been
incorporated into a single fee schedule. Ordinance 08-M-43 established the consolidated fee schedule
and allows for the modification of existing fees to be done by resolution while new fees are established
or added to the Fee Schedule by ordinance.
The Fee Schedule ordinance provides a single document with all City fees that directly affect the users.
The changes to the fees ensure the continued operation of public utilities, provides for essential services
to the community and to adequately maintain the investment in existing infrastructure. All changes to
the fee schedule will have an effective date of October 1, 2026.
City Secretary
For convenience, staff recommends posting the entire state license list that Schertz should charge. The
fees listed previously were those that were most common in Schertz, however staff believes including
all types of fees would prevent confusion when new situations arise. All of these fees are set by the
state and are only listed here for easy reference.
Library
The library will add a section for Lost & Damaged Materials related to Technology. Fees charged will
be the cost to replace the items. The Toddler Tote Bag will no longer be offered and is removed from
the Fee Schedule.
Event Facilities
The Community Centers' fees are recommended to change based on the rental day. The per hour fee for
the low times, Sunday through Thursday, will be moved to Monday through Friday. The weekend rates
will be updated to Half Day and Full Day, and the daily maximum charge will be removed from the Fee
Schedule. The Damage Deposit will also be removed for Community Centers' Fees and any damages
will be billed to the customer directly. Finally, the Community Center at 1400 Schertz Parkway will
include a new set of room rates for the Conference room and fees for Audio/Visual support are now
included in those rates.
Parks
Parks will be adding rental fees for the Schertz Area Senior Center. Fees are set to match current
offerings from Schertz and surrounding comparable rental spaces. This will allow the facility to be used
whenever space is available in between senior programs.
Animal Services
Animal Adoption fees for Dogs and Cats are recommended to decrease $10 each to $50 and $25,
respectively. This fee decrease is meant to encourage additional adoption rates for these pets.
Neighborhood Services
Mobile Vendor registration and fees expired July 1, 2026. Since then, the State has started licensing
mobile vendors in accordance with HB 2844. Related fees can no longer be charged and are removed
from the fee schedule.
Emergency Medical Service (EMS)
EMS proposes to increase Response Services by $50 each. These are for transports that require
ambulance medical services and not simply transportation to a hospital. This increase is estimated to
generate an additional $500,000 in revenue for the EMS Fund and is part of the recommendation to
bring the fund out of its deficit. Standby rates are also recommended to increase by $25 to better match
the cost of providing an ambulance or other staff at School or other events.
Water & Sewer
Water rates are proposed to increase 8% and Sewer rates by 8% for residential and commercial
accounts. These rates are to match the upcoming capital projects identified in the Capital
Improvements Plan (CIP) in addition to the Southern Wastewater Treatment Plan Expansion in
coordination with Cibolo Creek Municipal Authority, the City of Cibolo, and the Guadalupe Valley
Special Utility District. These proposed rate increases are directly tied to these projects which are
necessary for the continued growth seen in the community.
Garbage rates will increase 3.8% after a formal notice from Frontier Waste Solutions. The rate increase
was to match the Consumer Price Index (CIP), US City Average, All Urban Consumers, Garbage and
Trash Collection, Not Seasonally Adjusted, for the twelve-month period ending May 31, 2026. The
letter is provided to this agenda item for reference.
Based on these increases, the average consumer with 10,000 gallons of water use, 5,000 gallons of
wastewater/sewer, and no additional trash bins, could see a combined increase of $7.91 monthly.
GOAL
To pdate the Adopted Fee Schedule for FY 2026-27.
COMMUNITY BENEFIT
Provide a single place for information on City fees.
SUMMARY OF RECOMMENDED ACTION
Staff recommends council approve the proposed changes to the fees schedule.
FISCAL IMPACT
The overall impact of the Library, Event Facilities, Animal Services, Parks, and Neighborhood
Services will be minimal to the General Fund and mostly offset the specific charges they target.
The EMS fee changes could add $500,000 in additional revenue for the fund which is needed to meet
rising costs of providing services.
The Water and Sewer changes would generate $2,072,000 in additional revenue to offset the capital
costs identified in the CIP.
The Garbage Fee increase would be passed on to Frontier Waste Solutions and is estimated to generate
$152,000 from residential customers.
RECOMMENDATION
Adopt Ordinance 26-M-025 and updated fees for FY 2026-27
Attachments
Ordinance 26-M-025 Amending the Fee Schedule with attachment
FY 2026-27 Proposed Fee Schedule Redline Copy
Frontier Waste Solution Rate Letter
ORDINANCE NO. 26-M-025
AN ORDINANCE BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS AMENDING THE CITY OF SCHERTZ CODE
OF ORDINANCES AND CERTAIN OTHER ORDINANCES BY
AMENDING AND ESTABLISHING FEES FOR CERTAIN
LICENSES, PERMITS, AND OTHER SERVICES PROVIDED BY
THE CITY OF SCHERTZ; AND PROVIDING AN EFFECTIVE
DATE.
WHEREAS, the City of Schertz (the “City”) has established by ordinances and
resolutions for fees for licenses, permits, and services provided by the City; and
WHEREAS, the City Council has authorized a review and a consolidation of
certain fees for licenses, permits, and services provided by the City; and
WHEREAS, the Schedule of Fees attached as Exhibit A reflects revisions to
certain fees, a restatement of certain fees not revised, and a consolidation of all such fees;
and
WHEREAS, the City Council of the City of Schertz has determined that it is in the
best interest of the City to adjust fees for services as more fully set forth in this Ordinance.
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY
OF SCHERTZ, TEXAS THAT:
Section 1. All persons, firms, or corporations applying for licenses or permits or
receiving other City services described on Exhibit A that require the payment of a
fee incident to such application or service shall pay the fees as prescribed in the Fee
Schedule attached hereto as Exhibit A and made a part of hereof. It shall be a
violation of this Ordinance to conduct any activity or commence any use or receive
any service for which payment of a fee described herein is required until such fee
has been paid (if required to be paid in advance) or to fail to pay such fee when
properly billed.
Section 2. This Ordinance shall be cumulative of all provisions of ordinances and
of the Code of Ordinances of the City of Schertz, Texas as to the fees set forth on
Exhibit A effect on the effective date of this Ordinance, except where the provisions
of this Ordinance are in direct conflict with the provisions of such ordinances and
such Code, in which event the conflicting provisions of such ordinances and such
Code are hereby repealed.
Section 3. The City Council may, from time to time, by ordinance add to the fees
set forth on Exhibit A, and the fees now or hereafter set forth on Exhibit A may be
modified from time to time by resolution of the City Council.
Section 4. It is hereby declared to be the intention of the City Council that the
phrases, clauses, sentences, paragraphs, and sections of this Ordinance are
severable, and if any phrase, clause, sentence, paragraph, or section of this
Ordinance shall be declared unconstitutional by the valid judgment or decree of any
court of competent jurisdiction, such unconstitutionality shall not affect any of the
remaining phrases, clauses, sentences, paragraphs, and sections of this Ordinance,
since the same would have been enacted by the City Council without the
incorporation in this Ordinance of any such unconstitutional
phrase, clause, sentence, paragraph, or section.
Section 5. Subject to the last sentence of this Section, any person, firm, or
corporation who violates, disobeys, omits, neglects, or refuses to comply with or
who resists the enforcement of any of provisions of this Ordinance shall be fined
not more than Five Hundred Dollars ($500.00) for each offense. Each day that a
violation is permitted to exist shall constitute a separate offense. If any other
ordinance, including the Code of Ordinances, establishes a different penalty for the
failure to pay any fee on Exhibit A, the provisions of such other ordinance or the
Code of Ordinances shall control with respect to such penalty.
Section 6. All rights and remedies of the City are expressly saved as to any and all
violations of the provisions of the Code of Ordinances in effect on the effective date
of this Ordinance and modified by this Ordinance or any other ordinances in effect
on the effective date of this Ordinance and modified by this Ordinance and
requiring the payment of fees for licenses, permits, and other services provided by
the City which have accrued on the effective date of this Ordinance; and any and
all accrued violations and all pending litigation, both civil and criminal, whether
pending in court or not, under such ordinances, shall not be affected by this
Ordinance but may be prosecuted until final disposition by the courts.
Section 7. This Ordinance shall be in full force and effect from and after its final
passage and any publication required by law.
PASSED AND APPROVED on the _______ day of _______________ 2026.
CITY OF SCHERTZ, TEXAS
____________________________________
Ralph Rodriguez, Mayor
ATTEST:
___________________________________
Sheila Edmondson, City Secretary
EXHIBIT A
SCHEDULE OF FEES
City of Schertz
Schedule of Fees
Effective October 1, 2026
City of Schertz
Schedule of Fees
All Departments 2026-27
Records Requests
Standard paper copy, per page 0.10$
(front and back is 2 pages)
Nonstandard-size copy:
Oversize paper copy (11” X 17”)0.50$
Specialty paper (Mylar, blueprint, blue line, map, photographic) Actual
Certified Copy- Each Certification 5.00$
Diskette 1.00$
Magnetic tape - actual cost Actual
Data cartridge -actual cost Actual
Tape cartridge - actual cost Actual
Rewritable CD (CD-RW)1.00$
Non-rewritable CD (CD-R)1.00$
Digital video disc (DVD)3.00$
JAZ drive - actual cost Actual
Other electronic media - actual cost Actual
Miscellaneous supplies - actual cost Actual
Postage and shipping charge actual cost Actual
Photographs - actual cost Actual
Maps - actual cost Actual
Labor charge:
For locating, compiling, and 15.00$
reproducing, per hour (if documents are
NOT located in the immediate area and over 50 pages)
Overhead charge - % of labor charge 20%
Remote document retrieval charge Actual
No Sales Tax shall be applied to copies of public information.
*set by state
Notary Fees
Acknowledgement, Certified Copies, Jurat's, Oaths and Affirmation 6.00$
Protests- Per Document 5.00$
*set by state
Convenience Fees
Credit Card Payment Over Phone 1.00$
Return Check Fee 25.00$
2
City of Schertz
Schedule of Fees
City Secretary 2026-27
Candidate Filing Fee $25.00
BW Brewer's License $750.00
D Distiller's and Rectifier's Permit $750.00
G Winery Permit $37.50
DS Out-of-State Winery Direct Shipper's Pemit N/A
BN Nonresident Brewer's License N/A
S Nonresident Seller's Permit $75.00
BB General Distributor's License $150.00
W Wholesaler's Permit $937.50
X General Class B Wholesaler's Permit $150.00
MB Mixed Beverage Permit and Mixed Beverage w/Food & Beverage Certificate (FB) required (MB) $375.00
BGG Every county EXCEPT Bexar, Dallas, Harris, and Tarrant counties $87.50
BGO ORIGINAL in Bexar, Dallas, Harris, and Tarrant counties $500.00
BG RENEWAL in Bexar, Dallas, Harris, and Tarrant counties $375.00
BQ Wine and Malt Beverage Retailer's Off-Premise Permit $30.00
BE Every county EXCEPT Bexar, Dallas, Harris, and Tarrant counties $75.00
BEO ORIGINAL in Bexar, Dallas, Harris, and Tarrant counties $500.00
BER RENEWAL in Bexar, Dallas, Harris, and Tarrant counties $375.00
BF (Malt Beverage) Retail Dealer's Off-Premise License $30.00
N Private Club Registration Permit Exempt
NB Private Club Malt Beverage and Wine Permit Exempt
NE Private Club Exemption Certificate Exempt
P Package Store Permit $250.00
Q Wine-Only Package Store Permit $37.50
TR Passenger Transportation Permit Exempt
CD Consumer Delivery Permit No Fee
J/JD Bonded Warehouse Permit $75.00
AW Manufacturer's Agent's Warehousing Permit $375.00
C Carrier's Permit Exempt
PR Promotional Permit $150.00
ET Third-Party Local Cartage Permit Exempt
BC Branch Distributor's License $37.50
FC Forwarding Center Authority Not a Permit
SD Brewer's Self-Distribution License $300.00
BP Brewpub License $250.00
FB Food and Beverage Certificate Not a Permit
LH Late Hours Certificate Not a Permit
LP Local Distributor's Permit $50.00
WP Water Park Permit $15.00
Wine and Malt Beverage Retailer's Permit (BG)
(Malt Beverage) Retail Dealers's On-Premise License (BE)
3
City of Schertz
Schedule of Fees
2026-27
Non-Resident user fee- Library Card $15.00
Meeting Room Fee- Non-Schertz residents, 4 hours $50.00
Meeting Room Fee- After hour fee, per hour $25.00
Meeting Room Cleaning Fee (Spot Cleaning)$50.00
Meeting Room Cleaning Fee (Whole Room)Actual
Additional Fee for After Hours Cleaning, per hour $25.00
Inter-Library Loans Materials (ILL Materials)
Lost or damaged ILL items - Cost of item as billed by the lending library
(may include additional fines or fees assessed by the lending library)
Actual
Inter-Library Loan items per day (3 day grace period)-$
Max overdue amount per ILL item 0
Return Postage Fee--for ILL items never picked up by customer after arrival 5.00$
Overdue Fines (3 day grace period)
All Items per day (except ILL items)-$
Max amount that can be charged -$
Replacement Library Card $1.00
Copier, per standard page
(2-sided copies are the same as 2 pages; oversized copies are the same as 2 pages)
Black and White 0.15$
Color 0.50$
Printing, per standard page
(2-sided copies are the same as 2 pages; oversized copies are the same as 2 pages)
Black and White 0.15$
Color 0.50$
Outgoing Fax, 1st page 1.00$
Per each succeeding page 0.25$
Lost & Damaged Materials - Cost of item
plus a processing fee 5.00$
Damaged DVD Case 1.00$
Damaged or Missing Barcode 1.00$
Damaged or Missing RFID Tag 1.00$
Damaged or Missing DVD/Video Cover 3.00$
(if replaceable) plus processing fee
Game & Experience Kit totes and parts (if replaceable)Actual
Videogames (plus processing fee)Actual
Juvenile Audiobook Bag -$
Materials Recovery Fee 10.00$
(per account sent to collections)
Lost & Damaged Materials - Technology
Hotspot Unit Actual
Hotspot Case Actual
Hotspot Charge Cable Actual
Laptop Unit Actual
Laptop Bag Actual
Laptop Charger Actual
Library
Note: If an item is lost and paid for, any overdue fines assessed against the item are
waived. If part of an item is lost and not replaceable, the item as a whole is considered
lost and the full cost of the item is charged to the patron. Again, any overdue fines
assessed against the item are waived if the item is paid for. Refunds for items that
were paid for and subsequently found and returned to the library are available for up to
60 days after payment and require the original receipt. Processing fees are non-
refundable. No refunds will be given after 60 days.
4
City of Schertz
Schedule of Fees
Schertz Magazine 2026-27
Display Ads:
Eighth Page for 6 mo., per month 325.00$
Eighth Page for 12 mo., per month 300.00$
Quarter Page for 6 mo., per month 600.00$
Quarter Page for 12 mo., per month 450.00$
Half Page for 6 mo., per month 1,100.00$
Half Page for 12 mo., per month 775.00$
Full Page for 6 mo., per month 1,650.00$
Full Page for 12 mo., per month 1,325.00$
Special placement fee 100.00$
Artwork ownership fee 95.00$
Late payment fee 25.00$
Ad cancellation fee 25.00$
Contract termination fee 50.00$
Design Change Overage Fee, per hour 120.00$
Premium Placement:
Back Cover for 6 mo., per month 2,000.00$
Back Cover for 12 mo., per month 1,650.00$
Churches, governmental entities, 501 (c) 3 and civic groups
who provide a service to the residents of Schertz will
receive a 25% discount on the above facility rental rates.
5
City of Schertz
Schedule of Fees
Event Facilities 2026-27
Vendor/Ancillary Fees
Late Departure 200.00$
Ice, one bin (80lbs)20.00$
Ice, unlimited 50.00$
Beverage Service (for 50 people)75.00$
Beverage Linen per table 6.00$
Portable Bar 150.00$
Cocktail Tables (up to 5)50.00$
Uplighting, per light 20.00$
Uplighting package, 10 lights 150.00$
Pipe for Back Drop 25.00$
Drape per linear ft.2.00$
Cleaning Fee, kitchen 150.00$
Beverage Tub 75.00$
Private Suite 150.00$
Wireless Microphone $50.00
Lapel Microphone $75.00
Podium $25.00
Easel - Decorative Iron $25.00
Discount/Special Rates
Non-Profits 15% discount - rental only 15%
Schertz Residents Renter only- 20% with proof of residency, rental only 20%
Military - 15% with ID - rental only 15%
All comp'd requests will require approval from City Manager
H.O.A. Meeting Fee (3 Hour Maximum)100.00$
Funeral Reception Only in Bluebonnet Hall/Community Centers (3 hr maximum)100.00$
Gym Use Fee (Community Center/per hour)25.00$
Facility Security
Security Coordination Fee 25.00$
Regular- per officer, per hour (4 hour minimum)60.00$
Holiday- per officer, per hour (4 hour minimum)100.00$
Ancillary - Civic Center
Small Stage (12'x16')200.00$
AV Package: Screen/Projector/Audio/Mic/Podium 150.00$
Audio/Visual Panel Access 100.00$
Cleaning Fee- Civic Center 300.00$
Civic Center - Grand Ballroom- (7,198 sq. ft)
Regular Rentals (room only)
Sunday, Full day 1,050.00$
Sunday, Half day 600.00$
Monday - Thursday, Full day 750.00$
Monday - Thursday, Half day 400.00$
Friday, Full Day 1,900.00$
Friday, Half Day 1,200.00$
Saturday, Full day (half day not available)2,200.00$
Reservation Fee 200.00$
Additional Hours, per hour 150.00$
6
City of Schertz
Schedule of Fees
Event Facilities 2026-27
Banquet Package -Ballroom, Tables, Chairs, Kitchen, (2) Easels, AV Panel Access,
Microphone, Podium, Unlimited Ice, Private Suite, Portable Bar, Cocktail Tables,
Uplighting (10), Beverage Tub
Friday Full Day (half day not available)2,700.00$
Saturday, Full day (half day not available)3,000.00$
Sunday Full Day (half day not available)1,850.00$
Civic Center Cut-Off Hall (Larger portion of Ballroom - (4,172 sq ft)
Regular Rentals
Sunday, Full day 825.00$
Monday - Thursday, Full day 575.00$
Monday - Thursday, Half day 275.00$
Friday, Full Day (half day not available)1,575.00$
Saturday, Full day (half day not available)1,775.00$
Reservation Fee 200.00$
Banquet Package - Cut-Off Hall, Tables, Chairs, Kitchen, (2) Easels, AV Panel
Access, Microphone, Podium, Unlimited Ice, Private Suite, Portable Bar, Cocktail
Tables, Uplighting (10), Beverage Tub
Friday Full day (half day not available)2,375.00$
Saturday, Full day (half day not available)2,575.00$
Civic Center Conference Hall (Smaller portion of Ballroom - (3,026 sq ft)
Regular Rentals
Friday/Sunday, Full day 550.00$
Monday - Thursday, Full day 325.00$
Monday - Thursday, Half day 175.00$
Reservation Fee, applied to event 100.00$
Civic Center - Bluebonnet Hall- (2,500 sq ft)
Regular Rentals
Friday/Sunday, Full day 600.00$
Friday/Sunday, Half day 375.00$
Monday - Thursday, Full day 525.00$
Monday - Thursday, Half day 275.00$
Saturday, Full day (half day not available)850.00$
Additional Hours, per hour 75.00$
Reservation Fee 100.00$
Cleaning Fee 150.00$
Banquet Package - includes hall rental, kitchen, tables/chairs, cocktail tables (3),
AV panel access, ice, uplights, portable bar, private suite:
Friday/Sunday, Full day 1,050.00$
Saturday, Full day (half day not available)1,400.00$
Community Center North- 3501 Morning Dr- (2,006 sq ft)
Monday - Friday per hour, 3 hour minimum 25.00$
Saturday and Sunday Half Day $250.00
Saturday and Sunday Full Day $375.00
7
City of Schertz
Schedule of Fees
Event Facilities 2026-27
Community Center Central (2,940 sq ft)
Monday - Friday per hour, 3 hour minimum 50.00$
Saturday and Sunday Half Day 300.00$
Saturday and Sunday Full Day 475.00$
Community Center Conference Room (418 sq ft), Includes TV/AV Access
Half Day Rental: 8 AM - 3 PM / 4 PM - 11 PM 150.00$
Full Day Rental: 8 AM-11PM 275.00$
8
City of Schertz
Schedule of Fees
Event Fee 2026-27
Daddy Daughter/Mother Son Dances
Adult 18.00$
Child (17 and under)12.00$
Kick Cancer 1k/5k
1K Kids Run 20.00$
5K Timed Run/Walk 35.00$
5K Non-Timed Run/Walk
Signs of Love 20.00$
Jubilee
Food Vendor 300.00$
Carnival 6,000.00$
Craft Vendor 50.00$
Business Parade Entry 50.00$
Umpired Leagues (Softball)
Individual 35.00$
Late Fee Per Individual 10.00$
Umpired Leagues (Kickball)
Individual 25.00$
Late Fee Per Individual 10.00$
Non-Umpired Leagues (Pickleball, Cornhole)
Individual 20.00$
Late Fee Per Individual 10.00$
Schertz Hometown Harvest
Farmers/Ranchers/Produce Booth Fee -$
Booth Fee 35.00$
Power Wheels Derby
Per Entry 15.00$
50.00$
50.00$
Breakfast with Santa 10.00$
Craft Vendor
Holidazzle
Food Vendor
9
City of Schertz
Schedule of Fees
Event Fee 2026-27
Murder Mystery Party $40.00
Per Individual
5 Day, 2 Hour Camps
Per Individual 60.00$
5 Day, 3 Hour Camps
Per couple 70.00$
Parent & Me Programs
Per Couple 10.00$
Archery Month Series (Seniors/After School)
Per Individual 20.00$
Archery 101 (1 Day)
Per Individual 20.00$
10
City of Schertz
Schedule of Fees
Planning and Zoning 2026-27
Plat recording service:
Fees assessed are due prior to recording:
Plat recording fee is equal to the fee charged by the County Clerks Office
Annexation Petition by Property Owner - Plus all related fees 750.00$
Zone Change
Zone change for 0 to 2 acres 650.00$
Zone change for 2+ to 5 acres $1,000.00
Zone change for 5+ to 20 acres $2,000.00
Zone change for 20+ to 50 acres $3,500.00
Zone change for 50+ to 100 acres $4,000.00
Zone change for 100+ acres $6,000.00
Specific Use Permit (SUP) - plus other applicable items (i.e. Site Plan)
Specific Use Permit (SUP) for 0 to 2 acres 650.00$
Specific Use Permit (SUP) for 2+ to 5 acres $ 1,000.00
Specific Use Permit (SUP) for 5+ to 20 acres 2,000.00$
Specific Use Permit (SUP) for 20+ to 50 acres 3,500.00$
Specific Use Permit (SUP) for 50+ to 100 acres 4,000.00$
Specific Use Permit (SUP) for 100+ acres 6,000.00$
Building addition of a current/legal SUP 500.00$
Master Development Plan
All phased developments and PDD's 1,500.00$
Master Development Plan Amendment (minor revision)500.00$
Preliminary Plat
0 to 50 acres 2,000.00$
greater than 50 acres 3,000.00$
Final Record Plat or Re-plat
0 to 50 acres 1,500.00$
greater than 50 acres 2,000.00$
Revised Final Plat (minor)500.00$
Amended Plat 1,500.00$
Minor Plat 1,500.00$
Vacate Plat 1,500.00$
Plat Time Extension - plus all related fees 250.00$
Street and Subdivision Name Changes 1,500.00$
11
City of Schertz
Schedule of Fees
Planning and Zoning 2026-27
Site Plan 1,500.00$
Amended Site Plan (minor)500.00$
Park Fees - Residential
Land Dedication: one (1) acre per 100 dwelling unit
Fee in Lieu of Land Dedication: per dwelling unit 350.00$
Park Development Fee: Per Dwelling unit 650.00$
Park Fees - Multi-Family
Land Dedication: one (1) acre per 100 dwelling unit
Fee in Lieu of Land Dedication; per dwelling unit:350.00$
Park Development Fee: Per Dwelling unit 650.00$
Miscellaneous
Tree Mitigation, inch of DBH - Plus all related fees 100.00$
Legal Review (i.e. Improvement Agreements)Actual
Zoning Verification Letter - Single tract of land per Tract 150.00$
Certificate of Determination - Single Tract of Land per Tract 150.00$
Postponement of any Public Hearing by the Applicant 350.00$
Appeals and requests for amendments
Considered by City Council, the Planning & Zoning Commission, the Building and
Standards Commission, or the Board of Adjustment as allowed by the Unified
Development Code, to include requested amendments to the Comprehensive Land Use
Plan 500.00$
Floodplain Development Review Fee 150.00$
Variance and/or Waivers
Unified Development Code, ea.500.00$
Building Code, ea.500.00$
Driveway width waiver requests will not be assessed with the waiver fee
Copies, Plans, and Maps:
Unified Development Code 50.00$
Public Works Specification Manual 50.00$
Staff Review - Application completeness review, internal SDR (staff)
review & meeting with applicant to review application package.
Fee included in all applications.
12
City of Schertz
Schedule of Fees
Parks and Recreation 2026-27
Small Pavilion (Resident)
Weekday Full Day (Mon-Thur) 42.50$
Weekend Half Day (Fri-Sun) 55.00$
Weekend Full Day (Fri-Sun) 85.00$
Small Pavilion (Non-Resident)
Weekday Full Day (Mon-Thur) 67.50$
Weekend Half Day (Fri-Sun) 90.00$
Weekend Full Day (Fri-Sun) 135.00$
Large Pavilion (Resident)
Weekday with facilities (Mon-Thur) 126.00$
Weekend with facilities (Fri-Sun) 251.00$
Large Pavilion (Non-Resident)
Weekday with facilities (Mon-Thur) 176.00$
Weekend with facilities (Fri-Sun) 350.00$
Group Picnic Areas (Resident)
Weekday Full Day (Mon-Thur) 15.00$
Weekend Half Day (Fri-Sun) 20.00$
Weekend Full Day (Fri-Sun) 30.00$
Group Picnic Areas (Non-Resident)
Weekday Full Day (Mon-Thur) 22.50$
Weekend Half Day (Fri-Sun) 35.00$
Weekend Full Day (Fri-Sun) 45.00$
Spike ball
Spike ball nets with balls 15.00$
Basketball
Set of Half Dozen Basketballs 15.00$
Pickleball
Pickleball Net (Paddles and Balls are Included)40.00$
Veteran's Memorial Plaza Pavers
Per Paver 75.00$
Senior Center Membership
Per Person 36.00$
Per Couple 65.00$
13
City of Schertz
Schedule of Fees
Parks and Recreation 2026-27
Schertz Area Senior Center Rentals
Full Center- Weekend Full Day (Sat/Sun)600.00$
Full Center- Weekend Half Day (Sat/Sun)375.00$
Full Center- Weekday (M-F) per hour, 2 hour minimum 100.00$
Right Side (Grey & Peach Rooms)- Weekend Full Day 250.00$
Right Side (Grey & Peach Rooms)- Weekend Half Day 150.00$
Left Side (Lunchroom, Blue & Green Rooms)- Weekend Full Day 450.00$
Left Side (Lunchroom, Blue & Green Rooms)- Weekend Half Day 275.00$
Green Room- Weekday (M-F) per hour, 2 hour minimum 50.00$
Blue Room- Weekday (M-F) per hour, 2 hour minimum 50.00$
Grey Room- Weekday (M-F) per hour, 2 hour minimum 75.00$
Pools
Daily Rates
Per swimmer per entry 2.00$
Daily pass 3.00$
Admission is free for children under the age of 2 years.
Float & Fireworks 3.00$
Paws in the Pool 3.00$
Watermelon Day 3.00$
Season Rates-Maximum per season pass is six (6) members
Schertz Residents
Individual rate 40.00$
2 member rate 50.00$
3 member rate 60.00$
4 member rate 70.00$
5 member rate 80.00$
6 member rate 90.00$
Non-Schertz Residents
Individual rate 70.00$
2 member rate 80.00$
3 member rate 90.00$
4 member rate 100.00$
5 member rate 110.00$
6 member rate 120.00$
Regular Preschool/Child Care Center
Teacher/Child Care Attendant and 5
students per pass.
In City 80.00$
Out of City 120.00$
14
City of Schertz
Schedule of Fees
Parks and Recreation 2026-27
Swimming lessons rate
Schertz Residents - per child **
Non- Residents - per child **
Pool Reservations
Schertz Residents
1 to 50 People **
51 to 100 People **
101 to 150 People **
151 to 200 People **
201 to 250 People **
251 to 293 People **
Non-Residents
1 to 50 People **
51 to 100 People **
101 to 150 People **
151 to 200 People **
201 to 250 People **
251 to 293 People **
Northcliffe Pool
Schertz Residents
1 to 50 People (2 hours maximum)**
50 to 100 People (2 hours maximum)**
Non-Residents
1 to 50 People (2 hours maximum)**
50 to 100 People (2 hours maximum)**
**THESE RATES NOW SET BY CONTRACTOR**
**THESE RATES NOW SET BY CONTRACTOR**
15
City of Schertz
Schedule of Fees
Animal Services 2026-27
Animal Adoption
Dog 50.00$
Cat 25.00$
Adoption pricing may be discounted for adoption events or during special promotions
Permits - A permit shall be issue after payment of application
fee:
Kennel authorized to house 10 or less dogs or cats 75.00$
Kennel authorized to house more than 10 but less than 50 150.00$
Kennel authorized to house 50 or more 200.00$
Pet Shop 100.00$
Grooming Shop 30.00$
Commercial Riding Stable 10 or less 75.00$
Commercial Riding Stable 11-50 150.00$
Commercial Riding Stable 51 or more 200.00$
Annual Crescent Bend Riding Permit, per horse 100.00$
Auction 100.00$
Zoological Park 200.00$
Animal Exhibition/Circus/Petting Zoo 100.00$
Guard Dog Training Center 200.00$
Obedience Training Center 50.00$
Commercial Establishment Using a Guard Dog 75.00$
Commercial Annual Sellers Permit 150.00$
Dangerous Dog Permit 200.00$
Temporary Permit* - not to exceed 7 days $15
*Good for Crescent Bend Riding (per horse), Animal
Exhibition/Circus/Petting Zoo, and Auction Permits
Temporary Animal Sales Permit (Pet Expos), not to exceed 3 days $30
16
City of Schertz
Schedule of Fees
Animal Services 2026-27
Impoundment Fee: An impoundment fee must be paid for
each captured animal
Dog/Cat Impoundment
Within a 1 year period
1st Offense
Neutered 30.00$
Un-neutered 45.00$
2nd Offense
Neutered 50.00$
Un-neutered 70.00$
3rd Offense
Neutered 100.00$
Un-neutered 120.00$
4th Offense
Neutered 150.00$
Un-neutered 170.00$
Each Additional Offense
Base- Neutered 150.00$
Base- Un-neutered 170.00$
Per Additional Offense 50.00$
Fowl or other small animal 30.00$
Livestock 75.00$
Zoological/Circus animal 200.00$
Boarding Fee: A boarding fee must be paid for each animal
Dog/Cat, per day 15.00$
Fowl or other small animal, per day 10.00$
Reptile, per day 30.00$
Livestock, per day 50.00$
Zoological/Circus animal, per day 200.00$
Surrender Fee: Charge per animal with proof of Schertz residency
Fowl/Reptile/Small Animal Remove per ACO- No longer in use
Dog/Cat neutered/spayed /current rabies cert./heartworm negative Remove per ACO- No longer in use
Dog/Cat all other surrenders Remove per ACO- No longer in use
Small Livestock Remove per ACO- No longer in use
Large Livestock Remove per ACO- No longer in use
Zoological or Circus Remove per ACO- No longer in use
Litter Fee (3 or more animals under 2 months old)Remove per ACO- No longer in use
Quarantine Fee:
Dog/Cat 50.00$
Plus Daily Charge per animal for boarding 15.00$
Micro Chipping 15.00$
Trap Rental Fee:
Trap Deposit, refundable when trap is returned Remove per ACO- No longer in use
Trap Rental Fee, per day Remove per ACO- No longer in use
17
City of Schertz
Schedule of Fees
Neighborhood Service 2026-27
Health and Sanitation Division
Food Establishment Fees (annual):
Non-Profit Organizations (regardless of number of employees)100.00$
1 - 10 Employees 300.00$
11 or more Employees 773.00$
Temporary Food and/or Beverage Establishment 50.00$
Temporary Food and/or Beverage Establishment - Multiple Events (annual)200.00$
Re-inspection fees 75.00$
Sanitation Inspection Fees (annual)
Public School Inspections - 2 Inspections per year 250.00$
Private School Permit/Renewal/Change of Ownership 250.00$
Daycare Inspections 125.00$
Public and HOA Swimming Pool License 110.00$
Foster Care 50.00$
Nuisance Abatement Administrative Fee
First abatement 100.00$
Second abatement 200.00$
Third and subsequent abatements 500.00$
18
City of Schertz
Schedule of Fees
Police Department 2026-27
Alarm Permit Fees
Residential - Annually 10.00$
Tier 1 Commercial 25.00$
Tier 2 Commercial site alarm system required 50.00$
under local, state or national code
Alarm Service Fees: Other than Burglar Alarms
4TH False Alarm within 12 Mo. Period 100.00$
5TH False Alarm within 12 Mo. Period 150.00$
6TH False Alarm within 12 Mo. Period 200.00$
7TH False Alarm within 12 Mo. Period 250.00$
8TH False Alarm within 12 Mo. Period 500.00$
Others After 8TH within 12 Mo. Period 500.00$
Burglar Alarm Service Fees:
4TH False Alarm within 12 Mo. Period 50.00$
5TH False Alarm within 12 Mo. Period 50.00$
6TH False Alarm within 12 Mo. Period 75.00$
7TH False Alarm within 12 Mo. Period 75.00$
8TH False Alarm within 12 Mo. Period 100.00$
Others After 8TH within 12 Mo. Period 100.00$
Miscellaneous Fees
Accident Reports, each 6.00$
Fingerprints, per set 10.00$
Solicitor/Peddler Permit 50.00$
Background Check Fee 10.00$
BODY CAM VIDEO ($1.00 per minute +$10.00)10.00$
19
City of Schertz
Schedule of Fees
Fire Department and Haz-Mat Fees 2026-27
Licenses & Permits
Certificate of Occupancy - Inspections (CO)50.00$
License Inspections N/A
Adult Daycare 200.00$
Licensed Nursing Care Center 200.00$
Licensed Hospital Inspection 250.00$
Licensed Institutional Inspection 250.00$
Licensed In-Home Facilities 50.00$
Emergency Responder Radio Coverage System 500.00$
High Piled/Rack Storage System 400.00$
Above Ground Storage Tanks (all sizes) - commercial 250.00$
Above Ground Storage Tanks (all sizes) - residential 150.00$
Below Ground Storage Tanks (per tank) - commercial 250.00$
Below Ground Storage Tanks (per tank) - residential 150.00$
Access Control Systems (per system)150.00$
Limited Access Security Gates and Perimeter Fencing (per system)185.00$
Solar 250.00$
Open or Control Burn - Commercial 150.00$
Open or Control Burn - Non-commercial 25.00$
Fireworks display permit 450.00$
Tents and Membranes (per event)75.00$
Tents and Membranes (annually)400.00$
Cutting and Welding 50.00$
Explosives 50.00$
Flammable Storage 50.00$
Carnivals and Fairs 50.00$
Food Booth (per booth, per event)25.00$
Mobile Food Establistments (annual)25.00$
Battery Systems 50.00$
Combustible Dust Product Options 50.00$
Cryogenic Fluids 50.00$
Haz-mat 50.00$
Lumberyards 50.00$
Spraying and Dipping 50.00$
Storage of Tires 50.00$
Short Term Rental Annual Inspection 125.00$
Fire Suppression System Permits
Fire Sprinkler System (1-10 heads)200.00$
Fire Sprinkler System (11-200 heads)250.00$
Additional heads (beyond 200)1.00$
Sprinkler System Modification (no heads involved)150.00$
False Alarm, per occurance (after 2 in an annual period)50.00$
Fire Alarms Installation (1-20 Devices)200.00$
Fire Alarms Installation (21-200 Devices)250.00$
Additional installation charge, per initiating or notification device (beyond 200)1.00$
Fire Alarm Remodel (Less than 10 Devices)75.00$
Fire Alarm Remodel (11-25 Devices)150.00$
Fire Alarm Remodel (26-100 Devices)225.00$
Fire Alarm Remodel (101-200 Devices)300.00$
Fire Alarm Remodel (201+ Devices)375.00$
Fire Alarm Panel Replacement (1-9 effected Devices)100.00$
Fire Alarm panel Replacement (10+ effected Devices)200.00$
Kitchen Hood Suppression System 400.00$
20
City of Schertz
Schedule of Fees
Fire Department and Haz-Mat Fees 2026-27
Underground Fire Line (per line)250.00$
Fixed Pipe Systems (per system)150.00$
Gaseous Suppression Systems (per system)300.00$
Standpipe 200.00$
Additional Standpipes (beyond 1)150.00$
Spray Paint Booth (per booth)300.00$
Other Fire Systems 100.00$
Inspection & Plan Review
Inspection Fees
Re-Inspection, after the 1st 150.00$
After hours fee, per hour per inspector 75.00$
(beyond the hours of 8:00 a.m. to 5:00 p.m.)
Plan Review Fees, per hour, minimum 2 hours 100.00$
Plan Review Rush, Outsource - Sent out by Fire Marshal Cost
SFR After Hours Plan Review Rush (per hour, 2 hour minimum)200.00$
Smoke Control System Plan (per system)400.00$
Hazardous materials operations service fees.
The current replacement cost shall be charged for the use of consumable
haz-mat supplies and firefighting agents ACTUAL
If any protective equipment or firefighting equipment is damaged or
contaminated, the current replacement cost shall be charged.ACTUAL
Fire Watch 75.00$
Fire Watch with Pumper Apparatus (per hour) - MInimum 2 hours 150.00$
21
City of Schertz
Schedule of Fees
EMS 2026-27
Response Services
Aid Call (A0998)$250.00
Air Medical Assist Call $800.00
Basic Life Support Non- Emergency (A0428)$1,390.00
Basic Life Support Emergency (A0429)$1,510.00
Advanced Life Support Non Emergency (A0426)$1,530.00
Advanced Life Support Emergency (A0427)$1,740.00
Advanced Life Support Emergency (ALS 2) and Specialty Care (SCT) (A0433/A0434)$1,900.00
Mileage, per mile (A0888/A0425)$25.00
Other Services
Ambulance Standby, per hour $175.00
Gator Standby, per hour $125.00
AED Supplies Actual
CPR Class and Supplies Actual
System Continuing Education Actual
Vaccinations Actual
EMT Class $1,300.00
Passport to Care - Single (insured)50.00$
Passport to Care - Family (insured)60.00$
Passport to Care - Single (Not insured)65.00$
Passport to Care - Family (Not insured)75.00$
22
City of Schertz
Schedule of Fees
Inspections 2026-27
Residential Building Permit Fees
Minimum permit fee 50.00$
New Single Family Residential (one & two family dwellings) per square foot 0.50$
New Assessory structures per square foot 0.50$
Flatwork/Deck 100.00$
Patio/Patio Cover 225.00$
Roof Replacement 200.00$
Window Replacement 150.00$
Foundation Repair 225.00$
No plan check fee applies to residential flatwork/deck permits
A building permit is required for swimming pools greater than 24 inches (24") in depth.
Swimming Pools - In ground 500.00$
Swimming Pools - Above Ground (where a permit is required)25.00$
No permit required for prefabricated pools less than 24"
A residential plan review fee of 50%of the building permit fee is assessed to all permits for
the review of construction documents and plans associated with a permit.50%
See trade permit and technology fees associated with residential permits below.
Commercial Building Permit Fees
Building Permit Fees
New Construction - Commercial (see Cost table below)Cost
Plan review fees for projects with a cost of $5,000 or greater,are assessed review fees
based on a percentage (%) of Permit Fee 50%
Permit Fees:
Cost of Construction (Cost)
$0.00 to $1,000.00 50.00$
$1,001.00 to $15,000.00, for each additional $1,000 and fraction thereof 8.00$
$15,001.00 to $50,000.00, for each additional $1,000 and fraction thereof 7.00$
$50,001 and up, for each additional $1,000 and fraction thereof 6.00$
Following Use The Cost of Construction (Cost) Table above:
Non - residential Flatwork/Deck Cost
Non - residential Accessory Buildings Cost
Non - residential Patio/Patio Cover Cost
Non - residential Roof Replacement Cost
Non - residential Window Replacement Cost
Non - residential Swimming Pools in Ground Cost
Non - residential Foundation Repair Cost
Sign Cost
23
City of Schertz
Schedule of Fees
Inspections 2026-27
All other permit fees (Residential & Commercial):
Fence (New and Replacement)50.00$
Siding/Fascia 75.00$
Temporary Building or Structure 50.00$
Moving Permit Fee 100.00$
Demolition Permit Fee 60.00$
Mobile Home Permit Fee (plus sub-trades as necessary)25.00$
Certificate of Occupancy 50.00$
Pre Certificate of Occupancy Inspection 200.00$
Failure to Obtain Certificate of Occupancy 200.00$
Compliance Inspection, each trade 50.00$
Temporary Sign 30.00$
Development Sign 100.00$
Banner 25.00$
Street Span Banner 25.00$
Home Occupation Permit (annually)35.00$
Construction beginning without permit, pay additional:200.00$
Failure to Request Inspection, per trade 100.00$
Failure to Obtain Contractors License/Provide Insurance 100.00$
Electrical Permit Fees
Electrical Repair/Replacement 60.00$
New Construction per building/unit 100.00$
Solar 100.00$
Mechanical Permit Fees
Mechanical Repair/Replacement 60.00$
New Construction per building/unit 100.00$
Plumbing Permit Fees
Plumbing Repair/Replacement 60.00$
New Construction per building/unit 100.00$
Irrigation Permit Fees
Permit Fee 60.00$
plus per sprinkler head 1.00$
plus per backflow or RPZ 3.00$
subsequent to the installation of the piping or equipment served, each
Re-Inspection Fees*
Each re-inspection, per trade 75.00$
Re-inspections after first, per trade 150.00$
Re-inspections after second and all subsequent, per trade 500.00$
No permit fees will be charged for sites located on Main St. (All departments)
No permit fees will be charged to the Schertz Housing Authority (All departments)
Technology Fees
Commercial Construction (new, additions, remodels)25.00$
New Residential Construction 25.00$
All other permits 10.00$
24
City of Schertz
Schedule of Fees
Inspections 2026-27
Licenses/Registrations:
General Contractor (Initial and Renewal)N/C
Master Electrician (Initial) State of Texas Issued N/C
Apprentice/Wireman Electrician (Annually) State of Texas Issued N/C
Electrical Contractor (Annually) State of Texas Issued N/C
Mechanical Contractor (Annually) State of Texas Issued N/C
Plumbing Contractor (Annually)* State of Texas Issued N/C
Irrigation (Annually) State of Texas Issued N/C
Backflow Tester - State of Texas Issued N/C
Sign Contractor (Initial)N/C
Sign Contractor (Renewal)N/C
Electrical Sign Contractor (Initial) State of Texas Issued N/C
Electric Sign Journeyman Electrician (Annually) State of Texas Issued N/C
Electric Sign Apprentice/Wireman Electrician (Annually) State of Texas Issued N/C
Utility Contractor (Annually)N/C
Mobile Home Park (Annually)N/C
*N/C - No Charge for license
*Re-Inspection fees include Engineering inspections.
25
City of Schertz
Schedule of Fees
Engineering 2026-27
Grading and Clearing Permit - Acreage
For non-agricultural purposes
Below 5 acres 100.00$
5 to 20 acres 250.00$
Per acre over 20, plus base charge for 20 acres 3.00$
Over 100 acres 490.00$
Grading and Clearing Permit Fees are waived for applicants representing Home Owner's
Associations proposing maintenance activities in drainage easements.
Public Improvement Permit Fees
Construction Plan Review
Base Fee #######
Water, per 100 linear foot of main 8.52$
Wastewater, per 100 linear foot of main 12.78$
Street and Drainage, per 100 linear foot of street 8.52$
Drainage, per 100 linear feet of street + 100 linear feet of off-street facility 12.78$
Wastewater Lift Station #######
OR
Actual Cost of third party plan review Actual
Construction Inspection
Base Fee #######
Water, per 100 linear foot of main 67.73$
Wastewater, per 100 linear foot of main 84.66$
Street and Drainage, per 100 linear foot of street 67.73$
Drainage, per 100 linear feet of street + 100 linear feet of off-street facility 84.66$
Wastewater Lift Station #######
OR
Actual Cost of third party inspection Actual
26
City of Schertz
Schedule of Fees
Drainage Fees 2026-27
Charge Per Residence 8.00$
Commercial, per LUE 8.00$
Floodplain Permit, New Residential Structure 50.00$
Floodplain Permit, New Commercial Structure 150.00$
27
City of Schertz
Schedule of Fees
2026-27
Residential 19.93
Once a week pick up Garbage
Every other week pick up Recycling
Every other week pick up bulk items and brush
Hazardous Waste pick up on request
Extra Garbage Carts, each 9.6
Extra Recycling Carts, each 5.19
Unusual Accumulation Waste Collection
Rate per hour 103.8
Deposital fee per yard collected 51.9
Commercial
Small Commercial
Once a week pick up 46.71$
Twice per week pick up 93.42$
Commercial Containers
CONTRACTOR will provide commercial containers
to those customers who desire to use them in lieu
of garbage cans. The use of such CONTRACTOR
provided containers is required by this contract.
Rates for containers and pickup will be based
on the following table:
Garbage Collection Fees
City of Schertz
Schedule of Fees
2026-27Garbage Collection Fees
FY 2026-27 On Call
Frequency of Pickup 1 2 3 4 5 6 Additional
Container Size:
2 cu. Yard 88.40$ 150.52$ 181.83$ 207.86$ 233.83$ 259.80$ 77.85$
3 cu. Yard 106.54$ 192.20$ 265.01$ 303.90$ 342.93$ 381.87$ 77.85$
4 cu. Yard 132.43$ 228.67$ 342.87$ 376.67$ 441.68$ 506.62$ 77.85$
6 cu. Yard 187.12$ 311.73$ 428.68$ 545.64$ 662.41$ 779.36$ 77.85$
8 cu. Yard 220.86$ 402.68$ 558.50$ 714.41$ 871.40$ 1,026.20$ 77.85$
10 cu. Yard 241.62$ 413.06$ 568.88$ 724.79$ 871.40$ 1,036.58$ 77.85$
2 cu. Yard Recycle 82.26$ 140.07$ 169.19$ 193.42$ 217.60$ 241.75$ 77.85$
4 cu. Yard Recycle 99.14$ 178.85$ 246.61$ 282.79$ 319.11$ 355.35$ 77.85$
6 cu. Yard Recycle 174.11$ 290.08$ 398.90$ 507.73$ 616.41$ 725.23$ 77.85$
8 cu. Yard Recycle 205.51$ 374.71$ 519.70$ 664.79$ 810.88$ 954.92$ 77.85$
Roll-Off available in 20, 30, and 40 cubic yards
Delivery 155.70$
Haul Rate 404.82$
Disposal, per ton 62.22$
Temporary, rate per day (not charged on permant placement)3.11$
Compactors
FY 2026-27 On Call
Frequency of Pickup 1 2 3 4 5 6 Additional
Container Size
2 cu. Yard compactor 265.19$ 451.56$ 545.48$ 623.58$ 701.49$ 779.40$ 311.40$
4 cu. Yard compactor 397.28$ 686.01$ 935.20$ 1,130.01$ 1,325.04$ 1,519.85$ 311.40$
6 cu. Yard compactor 561.36$ 935.20$ 1,286.05$ 1,636.91$ 1,987.23$ 2,338.08$ 311.40$
City of Schertz
Schedule of Fees
2026-27Garbage Collection Fees
Compactor Rental, per month 519.00$
Casters, per month 7.79$
Locks,per collection 2.60$
Enclosures, per month 5.19$
Roll Off Compactor
20 yard and 30 yard self contained
Rental, per month 778.50$
Haul Rate 487.86$
Disposal, per ton 62.22$
40 Yard Receiving Container
Rental 259.50$
Haul Rate 487.86$
Disposal, per ton 62.22$
Disaster management Rates
Roll Off Truck and Container, per hour 207.60$
Grapple Truck, per hour 207.60$
Rear Load Truck and Crew, per hour 337.35$
Disposal, per ton 62.22$
Commercial Recycle Hauling Permit 25.95$
10%
To address non standard requests, the solid waste contractor can negotiate a fee with the
The City franchise fee collected from the Solid Waste Provider
City of Schertz
Schedule of Fees
2026-27
WATER IMPACT FEE
Meter Size Meter Type
5/8"MULTI-JET 1.0 8,814.00$
3/4"MULTI-JET 1.3 11,458.20$
1"MULTI-JET 2.0 17,628.00$
2"ULTRASONIC 16.7 147,193.80$
3"ULTRASONIC 33.3 293,506.20$
4"ULTRASONIC 66.7 587,893.80$
6"ULTRASONIC 106.7 940,453.80$
8"ULTRASONIC 186.7 1,645,573.80$
10"ULTRASONIC 366.7 3,232,093.80$
12"ULTRASONIC 366.7 3,232,093.80$
SEWER COLLECTION IMPACT FEE
Meter Size Meter Type
5/8"MULTI-JET 1.0 5,556.00$
3/4"MULTI-JET 1.3 7,222.80$
1"MULTI-JET 2.0 11,112.00$
2"ULTRASONIC 16.7 92,785.20$
3"ULTRASONIC 33.3 185,014.80$
4"ULTRASONIC 66.7 370,585.20$
6"ULTRASONIC 106.7 592,825.20$
8"ULTRASONIC 186.7 1,037,305.20$
10"ULTRASONIC 366.7 2,037,385.20$
12"ULTRASONIC 366.7 2,037,385.20$
These are only City of Schertz impact fees.
Other Utility Impact Fees - Fees Not Governed by the City of Schertz
Cibolo Creek Municipal Authority (CCMA)
South Basin Impact Fee Per LUE:2,200.00$
North Basin Impact Fee Per LUE:2,300.00$
*Sewer based on LUE: LUE = 155 gallons per day
These are only CCMA impact fees.
Schertz Seguin Local Government Corporation (SSLGC)
Meter Size Meter Type
5/8"MULTI-JET 1.0 587.24$
3/4"MULTI-JET 1.3 763.41$
1"MULTI-JET 2.0 1,174.48$
2"ULTRASONIC 16.7 9,806.91$
3"ULTRASONIC 33.3 19,555.09$
4"ULTRASONIC 66.7 39,168.91$
6"ULTRASONIC 106.7 62,658.51$
8"ULTRASONIC 186.7 109,637.71$
10"ULTRASONIC 366.7 215,340.91$
12"ULTRASONIC 366.7 215,340.91$
LUEs
Capital Recovery Impact Fees
31
City of Schertz
Schedule of Fees
2026-27Capital Recovery Impact Fees
ROADWAY IMAPACT FEE
Residential Home through 3/26/2021 2,696.00$
Residential Home between 3/27/2021 and 3/26/2022 3,033.00$
Residential Home after 3/26/2022 3,370.00$
Nonresidential through 3/26/2021, per service unit*100.00$
Nonresidential after 3/26/2021, per service unit*175.00$
*The number of service units are based on the use of the property. A fee
calculator is available on the City Website under the Engineering page
32
City of Schertz
Schedule of Fees
2026-27
Water & Wastewater Deposit
In City 125.00$
In City, with no water service 75.00$
Out of City 150.00$
Commercial 100.00$
or 2.5 times estimated monthly billing 2.5x
Disconnect Fee 20.00$
Extension Fee 5.00$
2 free extensions
Transfer Fee 10.00$
Garbage Deposit
Residential 25.00$
Commercial 100.00$
or 2 1/2 times estimated monthly billing 2.5x
Meter Flow Test
After Hours Disconnect/Reconnect 50.00$
City Field Test 10.00$
City Meter Bench Flow Test 25.00$
Schertz Seguin Water Customers 4.00$
Non-Schertz Seguin Customer 15.00$
Extended Absence Charge 10.00$
Re-Installation Fee, per hour 50.00$
Fire Hydrant Fee
Deposit 200.00$
Service Fee 50.00$
Utility Billing
33
City of Schertz
Schedule of Fees
2026-27
Permit Fees - All Right of Way Permits 25.00$
Fire Line Type Nos. 1 and 2 - (non-metered), in City per year
4-inch service line connection or smaller 175.00$
6 inch 235.00$
8 inch 290.00$
10 inch 340.00$
12 inch 405.00$
Fire Line - (non-metered), Outside City per year
4-inch service line connection or smaller 225.00$
6 inch 305.00$
8 inch 375.00$
10 inch 440.00$
12 inch 525.00$
Meter Size
5/8" X 3/4"330.00$
3/4" X 3/4"345.00$
1" X 1"450.00$
2" X 2"1,940.00$
*2" turbine Cost + Labor
*3" or larger Cost + Labor
Public Works
Meter Installation Fees - Inside the City
34
City of Schertz
Schedule of Fees
2026-27Public Works
Meter Installation Fees - Outside the City
Meter Size
5/8" X 3/4"340.00$
3/4" X 3/4"355.00$
1" X 1"460.00$
2" X 2"1,950.00$
*2" turbine Cost + Labor
*3" or larger Cost + Labor
Fire Hydrant Meter for Construction
Deposit (refundable)200.00$
Service Charge 50.00$
Bulk Water Sales - 10 Commercial Place
Deposit (refundable)90.00$
Service Charge 50.00$
Base Monthly fee - initial 10,000 gallons 132.83$
Usage fee - per thousand gallon after initial 10.59$
Wholesale Water Distribution Rate
Base Rate, per month
3 Inch Meter 501.87$
4 Inch Meter 878.28$
6 Inch Meter 1,923.84$
8 Inch Meter 3,346.63$
10 Inch Meter 5,229.10$
12 Inch Meter 6,902.42$
Network Nodes
Application 500.00$
Additional for each node over 5 on the application (up to 30)100.00$
Annual Public Right of Way 250.00$
Node Support Pole Application Fee 1,000.00$
Collection Fee for Network Nodes on City Service Poles, per pole, per month20.00$
Transport Facilities
Application 500.00$
Additional for each node over 5 on the application (up to 30)100.00$
Rental Fee for Transport Facilities, per device per month 28.00$
Annual Public Right of Way Fee 250.00$
Permit Fees will be due at the time of the permit submission.
Permit will not be accepted if the permit fee is not attached.
Other fees will be assessed at the time of permit approval
Available by agreement to distributors with a self-
maintained water distribution service, Military Bases, and
for temporary use until reuse water is made available in a
particular area.
35
City of Schertz
Schedule of Fees
Sewer Rates 2026-27
Residential Rates (Single Family)
Base Rate-per month 17.71$
Per 1,000 gal Charge, Per Month
City line Maintenance fee plus Franchise fee 1.01$
User Charge based on 100% of avg consumption mo.4.56$
User avg. based on Nov, Dec, and Jan, min. 500 gals.
Per 1,000 gal charge Total- 12,000 gallons or less 5.57$
greater than 12,000 gallons 13.37$
Business and Multi-family Dwelling Units:
Base Rate per month 22.29$
The base rate shall be assessed in terms of connection equivalents
which shall be as follows: the customer's previous 12 month water
consumption as determined at the annual re-rating in February
divided by 365, with the results of such division then
divided by 245 gallons. The figure arrived at by the second
division shall be the customer's "connection equivalent". Each
business shall be assessed a base rate.
Per 1,000 gal Charge, Per Month
Per 1,000 gal charge Total- 12,000 gallons or less 5.97$
greater than 12,000 gallons 13.37$
YMCA
Per 1,000 gal Charge, Per Month 3.93$
36
City of Schertz
Schedule of Fees
Public Works - Water Rates Residential 2026-27
GALLONS SOLD BY METER SIZE (RESIDENTIAL & SMALL COMMERCIAL)
Base Monthly Fee, based on meter size
5/8 IN 29.62$
3/4 IN 44.38$
1.0 IN 73.99$
2 IN 296.00$
3 IN 710.42$
4 IN 1,243.21$
6 IN 2,723.23$
8 IN 4,784.13$
10 IN 7,475.19$
12 IN 9,867.26$
Usage Fee, rate per 1,000 gallons
- 6,000 3.65$
6,001 12,000 4.09$
12,001 18,000 4.79$
18,001 30,000 5.84$
30,001 Above 7.43$
37
City of Schertz
Schedule of Fees
Public Works - Water Rates Residential 2026-27
GALLONS SOLD BY METER SIZE (LARGE COMMERCIAL)
Base Monthly Fee, based on meter size
5/8 IN 30.17$
3/4 IN 45.21$
1.0 IN 75.36$
1 1/2 IN 150.75$
2IN (TURBINE)301.48$
3 IN 723.57$
4 IN 1,266.23$
6 IN 2,773.66$
8 IN 4,872.73$
10 IN 7,613.62$
12 IN 10,049.99$
Usage Fee, rate per 1,000 gallons
- 18,000 3.72$
18,001 36,000 4.17$
36,001 54,000 4.88$
54,001 90,000 5.95$
90,001 Above 7.56$
Fire Hydrant Meter
Base Monthly Fee 143.25$
Usage Fee, per 1,000 gals 11.42$
Cibolo Wholesale Water Rate 3.82$
38
City of Schertz
Schedule of Fees
Drought Contingency Surcharges 2026-27
For the first 1,000 gallons over allocation*2.00$
For the second 1,000 gallons over allocation*3.00$
For the third 1,000 gallons over allocation*4.00$
For each additional 1,000 gallons over allocation*5.00$
Drought Contingency Violation Fines, up to 200.00$
*Refer to the Conservation Ordinance for all allocations
39
City of Schertz
Schedule of Fees
Effective October 1, 2026
City of Schertz
Schedule of Fees
Summary of Changes 2025-26 2026-27
City Secretary
Licenses
Package Store 250.00$
Package Store Tasing 12.50$
Wine & Beer Retailers 87.50$
Wine & Beer Retailers - Off premises 30.00$
Late Hours 125.00$
Beer on Premises 75.00$
Wine Only - Package Store 37.50$
Mix Beverage Permit 375.00$
Mix Beverage Late Hours 75.00$
Caterer's Permit 250.00$
Retail Dealer On-Premises - Late Hours 125.00$
Local Cartage 10.00$
Brewer's License 750.00$
Distiller's and Rectifier's Permit 750.00$
Winery Permit 37.50$
Out-of-State Winery Direct Shipper's Pemit N/A
Nonresident Brewer's License N/A
Nonresident Seller's Permit 75.00$
General Distributor's License 150.00$
Wholesaler's Permit 937.50$
General Class B Wholesaler's Permit 150.00$
Mixed Beverage Permit and Mixed Beverage w/Food & Beverage Certificate (FB) required (MB) 375.00$
Every county EXCEPT Bexar, Dallas, Harris, and Tarrant counties 87.50$
ORIGINAL in Bexar, Dallas, Harris, and Tarrant counties 500.00$
RENEWAL in Bexar, Dallas, Harris, and Tarrant counties 375.00$
Wine and Malt Beverage Retailer's Off-Premise Permit 30.00$
Every county EXCEPT Bexar, Dallas, Harris, and Tarrant counties 75.00$
ORIGINAL in Bexar, Dallas, Harris, and Tarrant counties 500.00$
RENEWAL in Bexar, Dallas, Harris, and Tarrant counties 375.00$
(Malt Beverage) Retail Dealer's Off-Premise License 30.00$
Private Club Registration Permit Exempt
Private Club Malt Beverage and Wine Permit Exempt
Private Club Exemption Certificate Exempt
Package Store Permit 250.00$
Wine-Only Package Store Permit 37.50$
Passenger Transportation Permit Exempt
Consumer Delivery Permit No Fee
Bonded Warehouse Permit 75.00$
Manufacturer's Agent's Warehousing Permit 375.00$
Carrier's Permit Exempt
Promotional Permit 150.00$
Third-Party Local Cartage Permit Exempt
Branch Distributor's License 37.50$
Local Distributor's Permit 50.00$
Water Park Permit 15.00$
Wine and Malt Beverage Retailer's Permit (BG)
(Malt Beverage) Retail Dealers's On-Premise License (BE)
2
City of Schertz
Schedule of Fees
Summary of Changes 2025-26 2026-27
Library
Lost & Damaged Materials - Technology
Hotspot Unit -$ Actual
Hotspot Charge Cable -$ Actual
Laptop Unit -$ Actual
Laptop Bag -$ Actual
Laptop Charger -$ Actual
Videogames (plus processing fee)-$ Actual
Toddler Tote Bag 2.50$ -$
Event Facilities
Community Center North- 3501 Morning Dr- (2,006 sq ft)
Sunday - Thursday per hour, 2 hour minimum 25.00$
Friday - Saturday per hour, 4 hour minimum 50.00$
Monday - Friday per hour, 3 hour minimum 25.00$
Saturday and Sunday Half Day $250.00
Saturday and Sunday Full Day $375.00
Daily Maximum (up to 12 hours) REMOVE 375.00$
Damage Deposit 200.00$
Community Center Central (2,940 sq ft)
Sunday - Thursday per hour, 2 hour minimum 50.00$
Friday - Saturday per hour, 4 hour minimum 75.00$
Monday - Friday per hour, 3 hour minimum 50.00$
Saturday and Sunday Half Day 300.00$
Saturday and Sunday Full Day 475.00$
Daily Maximum (up to 12 hours) REMOVE 475.00$
Projector and Screen 75.00$
Microphone and Speaker 75.00$
Damage Deposit 200.00$
Community Center Conference Room (418 sq ft), Includes TV/AV Access
Half Day Rental: 8 AM - 3 PM / 4 PM - 11 PM 150.00$
Full Day Rental: 8 AM-11PM 275.00$
Parks
Schertz Area Senior Center Rentals
Full Center- Weekend Full Day (Sat/Sun)600.00$
Full Center- Weekend Half Day (Sat/Sun)375.00$
Full Center- Weekday (M-F) per hour, 2 hour minimum 100.00$
Right Side (Grey & Peach Rooms)- Weekend Full Day 250.00$
Right Side (Grey & Peach Rooms)- Weekend Half Day 150.00$
Left Side (Lunchroom, Blue & Green Rooms)- Weekend Full Day 450.00$
Left Side (Lunchroom, Blue & Green Rooms)- Weekend Half Day 275.00$
Green Room- Weekday (M-F) per hour, 2 hour minimum 50.00$
Blue Room- Weekday (M-F) per hour, 2 hour minimum 50.00$
Grey Room- Weekday (M-F) per hour, 2 hour minimum 75.00$
Animal Services
Animal Adoption
Dog 60.00$ 50.00$
Cat 35.00$ 25.00$
3
City of Schertz
Schedule of Fees
Summary of Changes 2025-26 2026-27
Neighborhood Services
Mobile Vendors, registration 250.00$
Mobile Vendors, registration (existing permit from another government agency)25.00$
Mobile Vendors registration and fees will expire July 1, 2026 at which time the State of Texas will start licensing
mobile vendors in accordance with HB 2844.
EMS
Response Services
Basic Life Support Non- Emergency (A0428)1,340.00$ $1,390.00
Basic Life Support Emergency (A0429)1,460.00$ $1,510.00
Advanced Life Support Non Emergency (A0426)1,480.00$ $1,530.00
Advanced Life Support Emergency (A0427)1,690.00$ $1,740.00
Advanced Life Support Emergency (ALS 2) and Specialty Care (SCT) (A0433/A0434)1,850.00$ $1,900.00
Other Services
Ambulance Standby, per hour 150.00$ $175.00
Gator Standby, per hour 100.00$ $125.00
Sewer
Residential Rates (Single Family)
Base Rate-per month 16.40$ 17.71$
Per 1,000 gal Charge, Per Month
City line Maintenance fee plus Franchise fee 0.93$ 1.01$
User Charge based on 100% of avg consumption mo.4.47$ 4.56$
User avg. based on Nov, Dec, and Jan, min. 500 gals.
Per 1,000 gal charge Total- 12,000 gallons or less 5.40$ 5.57$
greater than 12,000 gallons 12.38$ 13.37$
Business and Multi-family Dwelling Units:
Base Rate per month 20.63$ 22.29$
The base rate shall be assessed in terms of connection equivalents
which shall be as follows: the customer's previous 12 month water
consumption as determined at the annual re-rating in February
divided by 365, with the results of such division then
divided by 245 gallons. The figure arrived at by the second
division shall be the customer's "connection equivalent". Each
business shall be assessed a base rate.
Per 1,000 gal Charge, Per Month
Line Maintenance-Commercial/Industrial users plus Franchise fee
User Charge-based on 100% of water consumed
Per 1,000 gal charge Total- 12,000 gallons or less 5.53$ 5.97$
greater than 12,000 gallons 12.38$ 13.37$
YMCA
Per 1,000 gal Charge, Per Month 3.64$ 3.93$
4
City of Schertz
Schedule of Fees
2025-26 2026-27
Residential 19.20$ 19.93
Once a week pick up Garbage
Every other week pick up Recycling
Every other week pick up bulk items and brush
Hazardous Waste pick up on request
Extra Garbage Carts, each 9.25$ 9.6
Extra Recycling Carts, each 5.00$ 5.19
Unusual Accumulation Waste Collection
Rate per hour 100.00$ 103.8
Deposital fee per yard collected 50.00$ 51.9
Commercial
Small Commercial
Once a week pick up 45.00$ 46.71$
Twice per week pick up 90.00$ 93.42$
Commercial Containers
CONTRACTOR will provide commercial containers
to those customers who desire to use them in lieu
of garbage cans. The use of such CONTRACTOR
provided containers is required by this contract.
Rates for containers and pickup will be based
on the following table:
FY 2025-26 On Call
Frequency of Pickup 1 2 3 4 5 6 Additional
Container Size:
2 cu. Yard 85.16$ 145.01$ 175.17$ 200.25$ 225.27$ 250.29 75.00$
3 cu. Yard 102.64$ 185.16$ 255.31$ 292.77$ 330.38$ 367.89$ 75.00$
4 cu. Yard 127.58$ 220.30$ 330.32$ 362.88$ 425.51$ 488.07$ 75.00$
6 cu. Yard 180.27$ 300.32$ 412.99$ 525.66$ 638.16$ 750.83$ 75.00$
8 cu. Yard 212.77$ 387.94$ 538.05$ 688.26$ 839.50$ 988.63$ 75.00$
10 cu. Yard 232.77$ 397.94$ 548.05$ 698.26$ 839.50$ 998.63 75.00$
2 cu. Yard Recycle 79.25$ 134.94$ 163.00$ 186.34$ 209.63$ 232.9 75.00$
4 cu. Yard Recycle 95.51$ 172.30$ 237.58$ 272.44$ 307.43$ 342.34 75.00$
6 cu. Yard Recycle 167.74$ 279.46$ 384.30$ 489.14$ 593.84$ 698.68 75.00$
8 cu. Yard Recycle 197.99$ 360.99$ 500.67$ 640.45$ 781.19$ 919.96 75.00$
Garbage Collection Fees
City of Schertz
Schedule of Fees
2025-26 2026-27Garbage Collection Fees
FY 2026-27 On Call
Frequency of Pickup 1 2 3 4 5 6 Additional
Container Size:
2 cu. Yard 88.40$ 150.52$ 181.83$ 207.86$ 233.83$ 259.80$ 77.85$
3 cu. Yard 106.54$ 192.20$ 265.01$ 303.90$ 342.93$ 381.87$ 77.85$
4 cu. Yard 132.43$ 228.67$ 342.87$ 376.67$ 441.68$ 506.62$ 77.85$
6 cu. Yard 187.12$ 311.73$ 428.68$ 545.64$ 662.41$ 779.36$ 77.85$
8 cu. Yard 220.86$ 402.68$ 558.50$ 714.41$ 871.40$ 1,026.20$ 77.85$
10 cu. Yard 241.62$ 413.06$ 568.88$ 724.79$ 871.40$ 1,036.58$ 77.85$
2 cu. Yard Recycle 82.26$ 140.07$ 169.19$ 193.42$ 217.60$ 241.75$ 77.85$
4 cu. Yard Recycle 99.14$ 178.85$ 246.61$ 282.79$ 319.11$ 355.35$ 77.85$
6 cu. Yard Recycle 174.11$ 290.08$ 398.90$ 507.73$ 616.41$ 725.23$ 77.85$
8 cu. Yard Recycle 205.51$ 374.71$ 519.70$ 664.79$ 810.88$ 954.92$ 77.85$
Roll-Off available in 20, 30, and 40 cubic yards
Delivery 150.00$ 155.70$
Haul Rate 390.00$ 404.82$
Disposal, per ton 59.94$ 62.22$
Temporary, rate per day (not charged on permant placement)3.00$ 3.11$
Compactors
FY 2025-26 On Call
Frequency of Pickup 1 2 3 4 5 6 Additional
Container Size
2 cu. Yard compactor 255.48$ 435.03$ 525.51$ 600.75$ 675.81$ 750.87$ 300.00$
4 cu. Yard compactor 382.74$ 660.90$ 900.96$ 1,088.64$ 1,276.53$ 1,464.21$ 300.00$
6 cu. Yard compactor 540.81$ 900.96$ 1,238.97$ 1,576.98$ 1,914.48$ 2,252.49$ 300.00$
FY 2026-27 On Call
Frequency of Pickup 1 2 3 4 5 6 Additional
Container Size
2 cu. Yard compactor 265.19$ 451.56$ 545.48$ 623.58$ 701.49$ 779.40$ 311.40$
4 cu. Yard compactor 397.28$ 686.01$ 935.20$ 1,130.01$ 1,325.04$ 1,519.85$ 311.40$
6 cu. Yard compactor 561.36$ 935.20$ 1,286.05$ 1,636.91$ 1,987.23$ 2,338.08$ 311.40$
City of Schertz
Schedule of Fees
2025-26 2026-27Garbage Collection Fees
Compactor Rental, per month 500.00$ 519.00$
Casters, per month 7.50$ 7.79$
Locks,per collection 2.50$ 2.60$
Enclosures, per month 5.00$ 5.19$
Roll Off Compactor
20 yard and 30 yard self contained
Rental, per month 750.00$ 778.50$
Haul Rate 470.00$ 487.86$
Disposal, per ton 59.94$ 62.22$
40 Yard Receiving Container
Rental 250.00$ 259.50$
Haul Rate 470.00$ 487.86$
Disposal, per ton 59.94$ 62.22$
Disaster management Rates
Roll Off Truck and Container, per hour 200.00$ 207.60$
Grapple Truck, per hour 200.00$ 207.60$
Rear Load Truck and Crew, per hour 325.00$ 337.35$
Disposal, per ton 59.94$ 62.22$
Commercial Recycle Hauling Permit 25.00$ 25.95$
10%10%
To address non standard requests, the solid waste contractor can negotiate a fee with the
The City franchise fee collected from the Solid Waste Provider
City of Schertz
Schedule of Fees
Public Works - Water Rates Residential 2025-26 2026-27
GALLONS SOLD BY METER SIZE (RESIDENTIAL & SMALL COMMERCIAL)
Base Monthly Fee, based on meter size
5/8 IN 27.42$ 29.62$
3/4 IN 41.10$ 44.38$
1.0 IN 68.51$ 73.99$
2 IN 274.07$ 296.00$
3 IN 657.79$ 710.42$
4 IN 1,151.12$ 1,243.21$
6 IN 2,521.51$ 2,723.23$
8 IN 4,429.75$ 4,784.13$
10 IN 6,921.47$ 7,475.19$
12 IN 9,136.36$ 9,867.26$
Usage Fee, rate per 1,000 gallons
- 6,000 3.38$ 3.65$
6,001 12,000 3.79$ 4.09$
12,001 18,000 4.43$ 4.79$
18,001 30,000 5.41$ 5.84$
30,001 Above 6.88$ 7.43$
8
City of Schertz
Schedule of Fees
Public Works - Water Rates Residential 2025-26 2026-27
GALLONS SOLD BY METER SIZE (LARGE COMMERCIAL)
Base Monthly Fee, based on meter size
5/8 IN 27.42$ 30.17$
3/4 IN 41.10$ 45.21$
1.0 IN 68.51$ 75.36$
1 1/2 IN 137.04$ 150.75$
2IN (TURBINE)274.07$ 301.48$
3 IN 657.79$ 723.57$
4 IN 1,151.12$ 1,266.23$
6 IN 2,521.51$ 2,773.66$
8 IN 4,429.75$ 4,872.73$
10 IN 6,921.47$ 7,613.62$
12 IN 9,136.35$ 10,049.99$
Usage Fee, rate per 1,000 gallons
- 18,000 3.38$ 3.72$
18,001 36,000 3.79$ 4.17$
36,001 54,000 4.43$ 4.88$
54,001 90,000 5.41$ 5.95$
90,001 Above 6.88$ 7.56$
Fire Hydrant Meter
Base Monthly Fee 130.23$ 143.25$
Usage Fee, per 1,000 gals 10.38$ 11.42$
Cibolo Wholesale Water Rate 3.47$ 3.82$
9
City of Schertz
Schedule of Fees
All Departments 2025-26 2026-27
Records Requests
Standard paper copy, per page 0.10$ 0.10$
(front and back is 2 pages)
Nonstandard-size copy:
Oversize paper copy (11” X 17”)0.50$ 0.50$
Specialty paper (Mylar, blueprint, blue line, map, photographic) Actual Actual
Certified Copy- Each Certification 5.00$ 5.00$
Diskette 1.00$ 1.00$
Magnetic tape - actual cost Actual Actual
Data cartridge -actual cost Actual Actual
Tape cartridge - actual cost Actual Actual
Rewritable CD (CD-RW)1.00$ 1.00$
Non-rewritable CD (CD-R)1.00$ 1.00$
Digital video disc (DVD)3.00$ 3.00$
JAZ drive - actual cost Actual Actual
Other electronic media - actual cost Actual Actual
Miscellaneous supplies - actual cost Actual Actual
Postage and shipping charge actual cost Actual Actual
Photographs - actual cost Actual Actual
Maps - actual cost Actual Actual
Labor charge:
For locating, compiling, and 15.00$ 15.00$
reproducing, per hour (if documents are
NOT located in the immediate area and over 50 pages)
Overhead charge - % of labor charge 20%20%
Remote document retrieval charge Actual Actual
No Sales Tax shall be applied to copies of public information.
*set by state
Notary Fees
Acknowledgement, Certified Copies, Jurat's, Oaths and Affirmation 6.00$ 6.00$
Protests- Per Document 5.00$ 5.00$
*set by state
Convenience Fees
Credit Card Payment Over Phone 1.00$ 1.00$
Return Check Fee 25.00$ 25.00$
10
City of Schertz
Schedule of Fees
City Secretary 2025-26 2026-27
Candidate Filing Fee 25.00$ $25.00
Licenses
Package Store Permit 250.00$
Wine and Malt Beverage Retailer's Permit - Bexar County 500.00$
Wine and Malt Beverage Retailer's Permit - Bexar County Renewal 375.00$
Wine and Malt Beverage Retailer's Permit - All Other Counties 87.50$
Wine and Malt Beverage Retailer's Off Premises Permit 30.00$
(Malt Beverage) Retail Dealer's On-Premise License - Bexar County 500.00$
(Malt Beverage) Retail Dealer's On-Premise License - Bexar County Renewal 375.00$
(Malt Beverage) Retail Dealer's On-Premise License - All Other Counties 75.00$
Wine-Only Package Store Permit 37.50$
Mixed Beverage Permit 375.00$
Wholesaler's Permit 937.50$
Branch's Distributor's License 37.50$
(Malt Beverage) Retail Dealer's Off-Premise License 30.00$
Local Distributor's Permit 50.00$
Winery Permit 37.50$
*No charge if there is a food establishment permit issued for address
*For information purposes only. All rates set by TABC
BW Brewer's License $750.00
D Distiller's and Rectifier's Permit $750.00
G Winery Permit $37.50
DS Out-of-State Winery Direct Shipper's Pemit N/A
BN Nonresident Brewer's License N/A
S Nonresident Seller's Permit $75.00
BB General Distributor's License $150.00
W Wholesaler's Permit $937.50
X General Class B Wholesaler's Permit $150.00
MB Mixed Beverage Permit and Mixed Beverage w/Food & Beverage Certificate (FB) required (MB) $375.00
BGG Every county EXCEPT Bexar, Dallas, Harris, and Tarrant counties $87.50
BGO ORIGINAL in Bexar, Dallas, Harris, and Tarrant counties $500.00
BG RENEWAL in Bexar, Dallas, Harris, and Tarrant counties $375.00
BQ Wine and Malt Beverage Retailer's Off-Premise Permit $30.00
BE Every county EXCEPT Bexar, Dallas, Harris, and Tarrant counties $75.00
BEO ORIGINAL in Bexar, Dallas, Harris, and Tarrant counties $500.00
BER RENEWAL in Bexar, Dallas, Harris, and Tarrant counties $375.00
BF (Malt Beverage) Retail Dealer's Off-Premise License $30.00
N Private Club Registration Permit Exempt
NB Private Club Malt Beverage and Wine Permit Exempt
NE Private Club Exemption Certificate Exempt
P Package Store Permit $250.00
Q Wine-Only Package Store Permit $37.50
TR Passenger Transportation Permit Exempt
Wine and Malt Beverage Retailer's Permit (BG)
(Malt Beverage) Retail Dealers's On-Premise License (BE)
11
City of Schertz
Schedule of Fees
City Secretary 2025-26 2026-27
CD Consumer Delivery Permit No Fee
J/JD Bonded Warehouse Permit $75.00
AW Manufacturer's Agent's Warehousing Permit $375.00
C Carrier's Permit Exempt
PR Promotional Permit $150.00
ET Third-Party Local Cartage Permit Exempt
BC Branch Distributor's License $37.50
FC Forwarding Center Authority Not a Permit
SD Brewer's Self-Distribution License $300.00
BP Brewpub License $250.00
FB Food and Beverage Certificate Not a Permit
LH Late Hours Certificate Not a Permit
LP Local Distributor's Permit $50.00
WP Water Park Permit $15.00
12
City of Schertz
Schedule of Fees
2025-26 2026-27
Non-Resident user fee- Library Card $15.00 $15.00
Meeting Room Fee- Non-Schertz residents, 4 hours $50.00 $50.00
Meeting Room Fee- After hour fee, per hour $25.00 $25.00
Meeting Room Cleaning Fee (Spot Cleaning)$50.00 $50.00
Meeting Room Cleaning Fee (Whole Room)Actual Actual
Additional Fee for After Hours Cleaning, per hour $25.00 $25.00
Inter-Library Loans Materials (ILL Materials)
Lost or damaged ILL items - Cost of item as billed by the lending library
(may include additional fines or fees assessed by the lending library)
Actual Actual
Inter-Library Loan items per day (3 day grace period)-$ -$
Max overdue amount per ILL item -$ 0
Return Postage Fee--for ILL items never picked up by customer after arrival 5.00$ 5.00$
Overdue Fines (3 day grace period)
All Items per day (except ILL items)-$ -$
Max amount that can be charged -$ -$
Replacement Library Card 1.00$ $1.00
Copier, per standard page
(2-sided copies are the same as 2 pages; oversized copies are the same as 2 pages)
Black and White 0.15$ 0.15$
Color 0.50$ 0.50$
Printing, per standard page
(2-sided copies are the same as 2 pages; oversized copies are the same as 2 pages)
Black and White 0.15$ 0.15$
Color 0.50$ 0.50$
Outgoing Fax, 1st page 1.00$ 1.00$
Per each succeeding page 0.25$ 0.25$
Lost & Damaged Materials - Cost of item
plus a processing fee 5.00$ 5.00$
Damaged DVD Case 1.00$ 1.00$
Damaged or Missing Barcode 1.00$ 1.00$
Damaged or Missing RFID Tag 1.00$ 1.00$
Damaged or Missing DVD/Video Cover 3.00$ 3.00$
(if replaceable) plus processing fee
Game & Experience Kit totes and parts (if replaceable)Actual Actual
Videogames (plus processing fee)-$ Actual
Toddler Tote Bag 2.50$ -$
Juvenile Audiobook Bag -$ -$
Materials Recovery Fee 10.00$ 10.00$
(per account sent to collections)
Lost & Damaged Materials - Technology
Hotspot Unit -$ Actual
Hotspot Case -$ Actual
Hotspot Charge Cable -$ Actual
Laptop Unit -$ Actual
Laptop Bag -$ Actual
Laptop Charger -$ Actual
Library
Note: If an item is lost and paid for, any overdue fines assessed against the item are
waived. If part of an item is lost and not replaceable, the item as a whole is considered
lost and the full cost of the item is charged to the patron. Again, any overdue fines
assessed against the item are waived if the item is paid for. Refunds for items that were
paid for and subsequently found and returned to the library are available for up to 60
days after payment and require the original receipt. Processing fees are non-refundable.
No refunds will be given after 60 days.
13
City of Schertz
Schedule of Fees
Schertz Magazine 2025-26 2026-27
Display Ads:
Eighth Page for 6 mo., per month 325.00$ 325.00$
Eighth Page for 12 mo., per month 300.00$ 300.00$
Quarter Page for 6 mo., per month 600.00$ 600.00$
Quarter Page for 12 mo., per month 450.00$ 450.00$
Half Page for 6 mo., per month 1,100.00$ 1,100.00$
Half Page for 12 mo., per month 775.00$ 775.00$
Full Page for 6 mo., per month 1,650.00$ 1,650.00$
Full Page for 12 mo., per month 1,325.00$ 1,325.00$
Special placement fee 100.00$ 100.00$
Artwork ownership fee 95.00$ 95.00$
Late payment fee 25.00$ 25.00$
Ad cancellation fee 25.00$ 25.00$
Contract termination fee 50.00$ 50.00$
Design Change Overage Fee, per hour 120.00$ 120.00$
Premium Placement:
Back Cover for 6 mo., per month 2,000.00$ 2,000.00$
Back Cover for 12 mo., per month 1,650.00$ 1,650.00$
Churches, governmental entities, 501 (c) 3 and civic groups
who provide a service to the residents of Schertz will
receive a 25% discount on the above facility rental rates.
14
City of Schertz
Schedule of Fees
Event Facilities 2025-26 2026-27
Vendor/Ancillary Fees
Late Departure 200.00$ 200.00$
Ice, one bin (80lbs)20.00$ 20.00$
Ice, unlimited 50.00$ 50.00$
Beverage Service (for 50 people)75.00$ 75.00$
Beverage Linen per table 6.00$ 6.00$
Portable Bar 150.00$ 150.00$
Cocktail Tables (up to 5)50.00$ 50.00$
Uplighting, per light 20.00$ 20.00$
Uplighting package, 10 lights 150.00$ 150.00$
Pipe for Back Drop 25.00$ 25.00$
Drape per linear ft.2.00$ 2.00$
Cleaning Fee, kitchen 150.00$ 150.00$
Beverage Tub 75.00$ 75.00$
Private Suite 150.00$ 150.00$
Wireless Microphone $50.00 $50.00
Lapel Microphone $75.00 $75.00
Podium $25.00 $25.00
Easel - Decorative Iron $25.00 $25.00
Discount/Special Rates
Non-Profits 15% discount - rental only 15%15%
Schertz Residents Renter only- 20% with proof of residency, rental only 20%20%
Military - 15% with ID - rental only 15%15%
All comp'd requests will require approval from City Manager
H.O.A. Meeting Fee (3 Hour Maximum)100.00$ 100.00$
Funeral Reception Only in Bluebonnet Hall/Community Centers (3 hr maximum)100.00$ 100.00$
Gym Use Fee (Community Center/per hour)25.00$ 25.00$
Facility Security
Security Coordination Fee 25.00$ 25.00$
Regular- per officer, per hour (4 hour minimum)60.00$ 60.00$
Holiday- per officer, per hour (4 hour minimum)100.00$ 100.00$
Ancillary - Civic Center
Small Stage (12'x16')200.00$ 200.00$
AV Package: Screen/Projector/Audio/Mic/Podium 150.00$ 150.00$
Audio/Visual Panel Access 100.00$ 100.00$
Cleaning Fee- Civic Center 300.00$ 300.00$
Civic Center - Grand Ballroom- (7,198 sq. ft)
Regular Rentals (room only)
Sunday, Full day 1,050.00$ 1,050.00$
Sunday, Half day 600.00$ 600.00$
Monday - Thursday, Full day 750.00$ 750.00$
Monday - Thursday, Half day 400.00$ 400.00$
Friday, Full Day 1,900.00$ 1,900.00$
Friday, Half Day 1,200.00$ 1,200.00$
Saturday, Full day (half day not available)2,200.00$ 2,200.00$
Reservation Fee 200.00$ 200.00$
Additional Hours, per hour 150.00$ 150.00$
15
City of Schertz
Schedule of Fees
Event Facilities 2025-26 2026-27
Banquet Package -Ballroom, Tables, Chairs, Kitchen, (2) Easels, AV Panel Access,
Microphone, Podium, Unlimited Ice, Private Suite, Portable Bar, Cocktail Tables,
Uplighting (10), Beverage Tub
Friday Full Day (half day not available)2,700.00$ 2,700.00$
Saturday, Full day (half day not available)3,000.00$ 3,000.00$
Sunday Full Day (half day not available)1,850.00$ 1,850.00$
Civic Center Cut-Off Hall (Larger portion of Ballroom - (4,172 sq ft)
Regular Rentals
Sunday, Full day 825.00$ 825.00$
Monday - Thursday, Full day 575.00$ 575.00$
Monday - Thursday, Half day 275.00$ 275.00$
Friday, Full Day (half day not available)1,575.00$ 1,575.00$
Saturday, Full day (half day not available)1,775.00$ 1,775.00$
Reservation Fee 200.00$ 200.00$
Banquet Package - Cut-Off Hall, Tables, Chairs, Kitchen, (2) Easels, AV Panel
Access, Microphone, Podium, Unlimited Ice, Private Suite, Portable Bar, Cocktail
Tables, Uplighting (10), Beverage Tub
Friday Full day (half day not available)2,375.00$ 2,375.00$
Saturday, Full day (half day not available)2,575.00$ 2,575.00$
Civic Center Conference Hall (Smaller portion of Ballroom - (3,026 sq ft)
Regular Rentals
Friday/Sunday, Full day 550.00$ 550.00$
Monday - Thursday, Full day 325.00$ 325.00$
Monday - Thursday, Half day 175.00$ 175.00$
Reservation Fee, applied to event 100.00$ 100.00$
Civic Center - Bluebonnet Hall- (2,500 sq ft)
Regular Rentals
Friday/Sunday, Full day 600.00$ 600.00$
Friday/Sunday, Half day 375.00$ 375.00$
Monday - Thursday, Full day 525.00$ 525.00$
Monday - Thursday, Half day 275.00$ 275.00$
Saturday, Full day (half day not available)850.00$ 850.00$
Additional Hours, per hour 75.00$ 75.00$
Reservation Fee 100.00$ 100.00$
Cleaning Fee 150.00$ 150.00$
Banquet Package - includes hall rental, kitchen, tables/chairs, cocktail tables (3),
AV panel access, ice, uplights, portable bar, private suite:
Friday/Sunday, Full day 1,050.00$ 1,050.00$
Saturday, Full day (half day not available)1,400.00$ 1,400.00$
Community Center North- 3501 Morning Dr- (2,006 sq ft)
Sunday - Thursday per hour, 2 hour minimum 25.00$
Friday - Saturday per hour, 4 hour minimum 50.00$
Monday - Friday per hour, 3 hour minimum 25.00$
Saturday and Sunday Half Day $250.00
Saturday and Sunday Full Day $375.00
Daily Maximum (up to 12 hours) REMOVE 375.00$
Damage Deposit 200.00$
16
City of Schertz
Schedule of Fees
Event Facilities 2025-26 2026-27
17
City of Schertz
Schedule of Fees
Event Facilities 2025-26 2026-27
Community Center Central (2,940 sq ft)
Sunday - Thursday per hour, 2 hour minimum 50.00$
Friday - Saturday per hour, 4 hour minimum 75.00$
Monday - Friday per hour, 3 hour minimum 50.00$
Saturday and Sunday Half Day 300.00$
Saturday and Sunday Full Day 475.00$
Daily Maximum (up to 12 hours) REMOVE 475.00$
Projector and Screen 75.00$
Microphone and Speaker 75.00$
Damage Deposit 200.00$
Community Center Conference Room (418 sq ft), Includes TV/AV Access
Half Day Rental: 8 AM - 3 PM / 4 PM - 11 PM 150.00$
Full Day Rental: 8 AM-11PM 275.00$
18
City of Schertz
Schedule of Fees
Event Fee 2025-26 2026-27
Daddy Daughter/Mother Son Dances
Adult 18.00$ 18.00$
Child (17 and under)12.00$ 12.00$
Kick Cancer 1k/5k
1K Kids Run 20.00$ 20.00$
5K Timed Run/Walk 35.00$ 35.00$
5K Non-Timed Run/Walk
Signs of Love 20.00$ 20.00$
Jubilee
Food Vendor 300.00$ 300.00$
Carnival 6,000.00$ 6,000.00$
Craft Vendor 50.00$ 50.00$
Business Parade Entry 50.00$ 50.00$
Umpired Leagues (Softball)
Individual 35.00$ 35.00$
Late Fee Per Individual 10.00$ 10.00$
Umpired Leagues (Kickball)
Individual 25.00$ 25.00$
Late Fee Per Individual 10.00$ 10.00$
Non-Umpired Leagues (Pickleball, Cornhole)
Individual 20.00$ 20.00$
Late Fee Per Individual 10.00$ 10.00$
Schertz Hometown Harvest
Farmers/Ranchers/Produce Booth Fee -$ -$
Booth Fee 35.00$ 35.00$
Power Wheels Derby
Per Entry 15.00$ 15.00$
50.00$ 50.00$
50.00$ 50.00$
Breakfast with Santa 10.00$ 10.00$
Craft Vendor
Holidazzle
Food Vendor
19
City of Schertz
Schedule of Fees
Event Fee 2025-26 2026-27
Murder Mystery Party $40.00 $40.00
Per Individual
5 Day, 2 Hour Camps
Per Individual 60.00$ 60.00$
5 Day, 3 Hour Camps
Per couple 70.00$ 70.00$
Parent & Me Programs
Per Couple 10.00$ 10.00$
Archery Month Series (Seniors/After School)
Per Individual 20.00$ 20.00$
Archery 101 (1 Day)
Per Individual 20.00$ 20.00$
20
City of Schertz
Schedule of Fees
Planning and Zoning 2025-26 2026-27
Plat recording service:
Fees assessed are due prior to recording:
Plat recording fee is equal to the fee charged by the County Clerks Office
Annexation Petition by Property Owner - Plus all related fees 750.00$ 750.00$
Zone Change
Zone change for 0 to 2 acres 650.00$ 650.00$
Zone change for 2+ to 5 acres $1,000.00 $1,000.00
Zone change for 5+ to 20 acres $2,000.00 $2,000.00
Zone change for 20+ to 50 acres $3,500.00 $3,500.00
Zone change for 50+ to 100 acres $4,000.00 $4,000.00
Zone change for 100+ acres $6,000.00 $6,000.00
Specific Use Permit (SUP) - plus other applicable items (i.e. Site Plan)
Specific Use Permit (SUP) for 0 to 2 acres 650.00$ 650.00$
Specific Use Permit (SUP) for 2+ to 5 acres $ 1,000.00 $ 1,000.00
Specific Use Permit (SUP) for 5+ to 20 acres 2,000.00$ 2,000.00$
Specific Use Permit (SUP) for 20+ to 50 acres 3,500.00$ 3,500.00$
Specific Use Permit (SUP) for 50+ to 100 acres 4,000.00$ 4,000.00$
Specific Use Permit (SUP) for 100+ acres 6,000.00$ 6,000.00$
Building addition of a current/legal SUP 500.00$ 500.00$
Master Development Plan
All phased developments and PDD's 1,500.00$ 1,500.00$
Master Development Plan Amendment (minor revision)500.00$ 500.00$
Preliminary Plat
0 to 50 acres 2,000.00$ 2,000.00$
greater than 50 acres 3,000.00$ 3,000.00$
Final Record Plat or Re-plat
0 to 50 acres 1,500.00$ 1,500.00$
greater than 50 acres 2,000.00$ 2,000.00$
Revised Final Plat (minor)500.00$ 500.00$
Amended Plat 1,500.00$ 1,500.00$
Minor Plat 1,500.00$ 1,500.00$
Vacate Plat 1,500.00$ 1,500.00$
Plat Time Extension - plus all related fees 250.00$ 250.00$
Street and Subdivision Name Changes 1,500.00$ 1,500.00$
21
City of Schertz
Schedule of Fees
Planning and Zoning 2025-26 2026-27
Site Plan 1,500.00$ 1,500.00$
Amended Site Plan (minor)500.00$ 500.00$
Park Fees - Residential
Land Dedication: one (1) acre per 100 dwelling unit
Fee in Lieu of Land Dedication: per dwelling unit 350.00$ 350.00$
Park Development Fee: Per Dwelling unit 650.00$ 650.00$
Park Fees - Multi-Family
Land Dedication: one (1) acre per 100 dwelling unit
Fee in Lieu of Land Dedication; per dwelling unit:350.00$ 350.00$
Park Development Fee: Per Dwelling unit 650.00$ 650.00$
Miscellaneous
Tree Mitigation, inch of DBH - Plus all related fees 100.00$ 100.00$
Legal Review (i.e. Improvement Agreements)Actual Actual
Zoning Verification Letter - Single tract of land per Tract 150.00$ 150.00$
Certificate of Determination - Single Tract of Land per Tract 150.00$ 150.00$
Postponement of any Public Hearing by the Applicant 350.00$ 350.00$
Appeals and requests for amendments
Considered by City Council, the Planning & Zoning Commission, the Building and
Standards Commission, or the Board of Adjustment as allowed by the Unified
Development Code, to include requested amendments to the Comprehensive Land Use
Plan 500.00$ 500.00$
Floodplain Development Review Fee 150.00$ 150.00$
Variance and/or Waivers
Unified Development Code, ea.500.00$ 500.00$
Building Code, ea.500.00$ 500.00$
Driveway width waiver requests will not be assessed with the waiver fee
Copies, Plans, and Maps:
Unified Development Code 50.00$ 50.00$
Public Works Specification Manual 50.00$ 50.00$
Staff Review - Application completeness review, internal SDR (staff)
review & meeting with applicant to review application package.
Fee included in all applications.
22
City of Schertz
Schedule of Fees
Parks and Recreation 2025-26 2026-27
Small Pavilion (Resident)
Weekday Full Day (Mon-Thur) 42.50$ 42.50$
Weekend Half Day (Fri-Sun) 55.00$ 55.00$
Weekend Full Day (Fri-Sun) 85.00$ 85.00$
Small Pavilion (Non-Resident)
Weekday Full Day (Mon-Thur) 67.50$ 67.50$
Weekend Half Day (Fri-Sun) 90.00$ 90.00$
Weekend Full Day (Fri-Sun) 135.00$ 135.00$
Large Pavilion (Resident)
Weekday with facilities (Mon-Thur) 125.00$ 126.00$
Weekend with facilities (Fri-Sun) 250.00$ 251.00$
Large Pavilion (Non-Resident)
Weekday with facilities (Mon-Thur) 175.00$ 176.00$
Weekend with facilities (Fri-Sun) 350.00$ 350.00$
Group Picnic Areas (Resident)
Weekday Full Day (Mon-Thur) 15.00$ 15.00$
Weekend Half Day (Fri-Sun) 20.00$ 20.00$
Weekend Full Day (Fri-Sun) 30.00$ 30.00$
Group Picnic Areas (Non-Resident)
Weekday Full Day (Mon-Thur) 22.50$ 22.50$
Weekend Half Day (Fri-Sun) 35.00$ 35.00$
Weekend Full Day (Fri-Sun) 45.00$ 45.00$
Spike ball
Spike ball nets with balls 15.00$ 15.00$
Basketball
Set of Half Dozen Basketballs 15.00$ 15.00$
Pickleball
Pickleball Net (Paddles and Balls are Included)40.00$ 40.00$
Veteran's Memorial Plaza Pavers
Per Paver 75.00$ 75.00$
Senior Center Membership
Per Person 36.00$ 36.00$
Per Couple 65.00$ 65.00$
23
City of Schertz
Schedule of Fees
Parks and Recreation 2025-26 2026-27
Schertz Area Senior Center Rentals
Full Center- Weekend Full Day (Sat/Sun)600.00$
Full Center- Weekend Half Day (Sat/Sun)375.00$
Full Center- Weekday (M-F) per hour, 2 hour minimum 100.00$
Right Side (Grey & Peach Rooms)- Weekend Full Day 250.00$
Right Side (Grey & Peach Rooms)- Weekend Half Day 150.00$
Left Side (Lunchroom, Blue & Green Rooms)- Weekend Full Day 450.00$
Left Side (Lunchroom, Blue & Green Rooms)- Weekend Half Day 275.00$
Green Room- Weekday (M-F) per hour, 2 hour minimum 50.00$
Blue Room- Weekday (M-F) per hour, 2 hour minimum 50.00$
Grey Room- Weekday (M-F) per hour, 2 hour minimum 75.00$
Pools
Daily Rates
Per swimmer per entry 2.00$ 2.00$
Daily pass 3.00$ 3.00$
Admission is free for children under the age of 2 years.
Float & Fireworks 3.00$ 3.00$
Paws in the Pool 3.00$ 3.00$
Watermelon Day 3.00$ 3.00$
Season Rates-Maximum per season pass is six (6) members
Schertz Residents
Individual rate 40.00$ 40.00$
2 member rate 50.00$ 50.00$
3 member rate 60.00$ 60.00$
4 member rate 70.00$ 70.00$
5 member rate 80.00$ 80.00$
6 member rate 90.00$ 90.00$
Non-Schertz Residents
Individual rate 70.00$ 70.00$
2 member rate 80.00$ 80.00$
3 member rate 90.00$ 90.00$
4 member rate 100.00$ 100.00$
5 member rate 110.00$ 110.00$
6 member rate 120.00$ 120.00$
Regular Preschool/Child Care Center
Teacher/Child Care Attendant and 5
students per pass.
In City 80.00$ 80.00$
Out of City 120.00$ 120.00$
24
City of Schertz
Schedule of Fees
Parks and Recreation 2025-26 2026-27
Swimming lessons rate
Schertz Residents - per child ****
Non- Residents - per child ****
Pool Reservations
Schertz Residents
1 to 50 People ****
51 to 100 People ****
101 to 150 People ****
151 to 200 People ****
201 to 250 People ****
251 to 293 People ****
Non-Residents
1 to 50 People ****
51 to 100 People ****
101 to 150 People ****
151 to 200 People ****
201 to 250 People ****
251 to 293 People ****
Northcliffe Pool
Schertz Residents
1 to 50 People (2 hours maximum)****
50 to 100 People (2 hours maximum)****
Non-Residents
1 to 50 People (2 hours maximum)****
50 to 100 People (2 hours maximum)****
**THESE RATES NOW SET BY CONTRACTOR**
**THESE RATES NOW SET BY CONTRACTOR**
25
City of Schertz
Schedule of Fees
Animal Services 2025-26 2026-27
Animal Adoption
Dog 60.00$ 50.00$
Cat 35.00$ 25.00$
Adoption pricing may be discounted for adoption events or during special promotions
Permits - A permit shall be issue after payment of application
fee:
Kennel authorized to house 10 or less dogs or cats 75.00$ 75.00$
Kennel authorized to house more than 10 but less than 50 150.00$ 150.00$
Kennel authorized to house 50 or more 200.00$ 200.00$
Pet Shop 100.00$ 100.00$
Grooming Shop 30.00$ 30.00$
Commercial Riding Stable 10 or less 75.00$ 75.00$
Commercial Riding Stable 11-50 150.00$ 150.00$
Commercial Riding Stable 51 or more 200.00$ 200.00$
Annual Crescent Bend Riding Permit, per horse 100.00$ 100.00$
Auction 100.00$ 100.00$
Zoological Park 200.00$ 200.00$
Animal Exhibition/Circus/Petting Zoo 100.00$ 100.00$
Guard Dog Training Center 200.00$ 200.00$
Obedience Training Center 50.00$ 50.00$
Commercial Establishment Using a Guard Dog 75.00$ 75.00$
Commercial Annual Sellers Permit 150.00$ 150.00$
Dangerous Dog Permit 200.00$ 200.00$
Temporary Permit* - not to exceed 7 days 15.00$ $15
*Good for Crescent Bend Riding (per horse), Animal
Exhibition/Circus/Petting Zoo, and Auction Permits
Temporary Animal Sales Permit (Pet Expos), not to exceed 3 days 30.00$ $30
26
City of Schertz
Schedule of Fees
Animal Services 2025-26 2026-27
Impoundment Fee: An impoundment fee must be paid for
each captured animal
Dog/Cat Impoundment
Within a 1 year period
1st Offense
Neutered 30.00$ 30.00$
Un-neutered 45.00$ 45.00$
2nd Offense
Neutered 50.00$ 50.00$
Un-neutered 70.00$ 70.00$
3rd Offense
Neutered 100.00$ 100.00$
Un-neutered 120.00$ 120.00$
4th Offense
Neutered 150.00$ 150.00$
Un-neutered 170.00$ 170.00$
Each Additional Offense
Base- Neutered 150.00$ 150.00$
Base- Un-neutered 170.00$ 170.00$
Per Additional Offense 50.00$ 50.00$
Fowl or other small animal 30.00$ 30.00$
Livestock 75.00$ 75.00$
Zoological/Circus animal 200.00$ 200.00$
Boarding Fee: A boarding fee must be paid for each animal
Dog/Cat, per day 15.00$ 15.00$
Fowl or other small animal, per day 10.00$ 10.00$
Reptile, per day 30.00$ 30.00$
Livestock, per day 50.00$ 50.00$
Zoological/Circus animal, per day 200.00$ 200.00$
Surrender Fee: Charge per animal with proof of Schertz residency
Fowl/Reptile/Small Animal 10.00$ Remove per ACO- No longer in use
Dog/Cat neutered/spayed /current rabies cert./heartworm negative 35.00$ Remove per ACO- No longer in use
Dog/Cat all other surrenders 65.00$ Remove per ACO- No longer in use
Small Livestock 50.00$ Remove per ACO- No longer in use
Large Livestock 100.00$ Remove per ACO- No longer in use
Zoological or Circus 200.00$ Remove per ACO- No longer in use
Litter Fee (3 or more animals under 2 months old)75.00$ Remove per ACO- No longer in use
Quarantine Fee:
Dog/Cat 50.00$ 50.00$
Plus Daily Charge per animal for boarding 15.00$ 15.00$
Micro Chipping 15.00$ 15.00$
Trap Rental Fee:
Trap Deposit, refundable when trap is returned 75.00$ Remove per ACO- No longer in use
Trap Rental Fee, per day 5.00$ Remove per ACO- No longer in use
27
City of Schertz
Schedule of Fees
Neighborhood Service 2025-26 2026-27
Health and Sanitation Division
Food Establishment Fees (annual):
Non-Profit Organizations (regardless of number of employees)100.00$ 100.00$
1 - 10 Employees 300.00$ 300.00$
11 or more Employees 773.00$ 773.00$
Temporary Food and/or Beverage Establishment 50.00$ 50.00$
Temporary Food and/or Beverage Establishment - Multiple Events (annual)200.00$ 200.00$
Re-inspection fees 75.00$ 75.00$
Mobile Vendors, registration 250.00$
Mobile Vendors, registration (existing permit from another government agency)25.00$
Mobile Vendors registration and fees will expire July 1, 2026 at which time the State of Texas will start licensing
mobile vendors in accordance with HB 2844.
Sanitation Inspection Fees (annual)
Public School Inspections - 2 Inspections per year 250.00$ 250.00$
Private School Permit/Renewal/Change of Ownership 250.00$ 250.00$
Daycare Inspections 125.00$ 125.00$
Public and HOA Swimming Pool License 110.00$ 110.00$
Foster Care 50.00$ 50.00$
Nuisance Abatement Administrative Fee
First abatement 100.00$ 100.00$
Second abatement 200.00$ 200.00$
Third and subsequent abatements 500.00$ 500.00$
28
City of Schertz
Schedule of Fees
Police Department 2025-26 2026-27
Alarm Permit Fees
Residential - Annually 10.00$ 10.00$
Tier 1 Commercial 25.00$ 25.00$
Tier 2 Commercial site alarm system required 50.00$ 50.00$
under local, state or national code
Alarm Service Fees: Other than Burglar Alarms
4TH False Alarm within 12 Mo. Period 100.00$ 100.00$
5TH False Alarm within 12 Mo. Period 150.00$ 150.00$
6TH False Alarm within 12 Mo. Period 200.00$ 200.00$
7TH False Alarm within 12 Mo. Period 250.00$ 250.00$
8TH False Alarm within 12 Mo. Period 500.00$ 500.00$
Others After 8TH within 12 Mo. Period 500.00$ 500.00$
Burglar Alarm Service Fees:
4TH False Alarm within 12 Mo. Period 50.00$ 50.00$
5TH False Alarm within 12 Mo. Period 50.00$ 50.00$
6TH False Alarm within 12 Mo. Period 75.00$ 75.00$
7TH False Alarm within 12 Mo. Period 75.00$ 75.00$
8TH False Alarm within 12 Mo. Period 100.00$ 100.00$
Others After 8TH within 12 Mo. Period 100.00$ 100.00$
Miscellaneous Fees
Accident Reports, each 6.00$ 6.00$
Fingerprints, per set 10.00$ 10.00$
Solicitor/Peddler Permit 50.00$ 50.00$
Background Check Fee 10.00$ 10.00$
BODY CAM VIDEO ($1.00 per minute +$10.00)10.00$ 10.00$
29
City of Schertz
Schedule of Fees
Fire Department and Haz-Mat Fees 2025-26 2026-27
Licenses & Permits
Certificate of Occupancy - Inspections (CO)50.00$ 50.00$
License Inspections N/A N/A
Adult Daycare 200.00$ 200.00$
Licensed Nursing Care Center 200.00$ 200.00$
Licensed Hospital Inspection 250.00$ 250.00$
Licensed Institutional Inspection 250.00$ 250.00$
Licensed In-Home Facilities 50.00$ 50.00$
Emergency Responder Radio Coverage System 500.00$ 500.00$
High Piled/Rack Storage System 400.00$ 400.00$
Above Ground Storage Tanks (all sizes) - commercial 250.00$ 250.00$
Above Ground Storage Tanks (all sizes) - residential 150.00$ 150.00$
Below Ground Storage Tanks (per tank) - commercial 250.00$ 250.00$
Below Ground Storage Tanks (per tank) - residential 150.00$ 150.00$
Access Control Systems (per system)150.00$ 150.00$
Limited Access Security Gates and Perimeter Fencing (per system)185.00$ 185.00$
Solar 250.00$ 250.00$
Open or Control Burn - Commercial 150.00$ 150.00$
Open or Control Burn - Non-commercial 25.00$ 25.00$
Fireworks display permit 450.00$ 450.00$
Tents and Membranes (per event)75.00$ 75.00$
Tents and Membranes (annually)400.00$ 400.00$
Cutting and Welding 50.00$ 50.00$
Explosives 50.00$ 50.00$
Flammable Storage 50.00$ 50.00$
Carnivals and Fairs 50.00$ 50.00$
Food Booth (per booth, per event)25.00$ 25.00$
Mobile Food Establistments (annual)25.00$ 25.00$
Battery Systems 50.00$ 50.00$
Combustible Dust Product Options 50.00$ 50.00$
Cryogenic Fluids 50.00$ 50.00$
Haz-mat 50.00$ 50.00$
Lumberyards 50.00$ 50.00$
Spraying and Dipping 50.00$ 50.00$
Storage of Tires 50.00$ 50.00$
Short Term Rental Annual Inspection 125.00$ 125.00$
Fire Suppression System Permits
Fire Sprinkler System (1-10 heads)200.00$ 200.00$
Fire Sprinkler System (11-200 heads)250.00$ 250.00$
Additional heads (beyond 200)1.00$ 1.00$
Sprinkler System Modification (no heads involved)150.00$ 150.00$
False Alarm, per occurance (after 2 in an annual period)50.00$ 50.00$
Fire Alarms Installation (1-20 Devices)200.00$ 200.00$
Fire Alarms Installation (21-200 Devices)250.00$ 250.00$
Additional installation charge, per initiating or notification device (beyond 200)1.00$ 1.00$
Fire Alarm Remodel (Less than 10 Devices)75.00$ 75.00$
Fire Alarm Remodel (11-25 Devices)150.00$ 150.00$
Fire Alarm Remodel (26-100 Devices)225.00$ 225.00$
Fire Alarm Remodel (101-200 Devices)300.00$ 300.00$
Fire Alarm Remodel (201+ Devices)375.00$ 375.00$
Fire Alarm Panel Replacement (1-9 effected Devices)100.00$ 100.00$
Fire Alarm panel Replacement (10+ effected Devices)200.00$ 200.00$
Kitchen Hood Suppression System 400.00$ 400.00$
30
City of Schertz
Schedule of Fees
Fire Department and Haz-Mat Fees 2025-26 2026-27
Underground Fire Line (per line)250.00$ 250.00$
Fixed Pipe Systems (per system)150.00$ 150.00$
Gaseous Suppression Systems (per system)300.00$ 300.00$
Standpipe 200.00$ 200.00$
Additional Standpipes (beyond 1)150.00$ 150.00$
Spray Paint Booth (per booth)300.00$ 300.00$
Other Fire Systems 100.00$ 100.00$
Inspection & Plan Review
Inspection Fees
Re-Inspection, after the 1st 150.00$ 150.00$
After hours fee, per hour per inspector 75.00$ 75.00$
(beyond the hours of 8:00 a.m. to 5:00 p.m.)
Plan Review Fees, per hour, minimum 2 hours 100.00$ 100.00$
Plan Review Rush, Outsource - Sent out by Fire Marshal Cost Cost
SFR After Hours Plan Review Rush (per hour, 2 hour minimum)200.00$ 200.00$
Smoke Control System Plan (per system)400.00$ 400.00$
Hazardous materials operations service fees.
The current replacement cost shall be charged for the use of consumable
haz-mat supplies and firefighting agents ACTUAL ACTUAL
If any protective equipment or firefighting equipment is damaged or
contaminated, the current replacement cost shall be charged.ACTUAL ACTUAL
Fire Watch 75.00$ 75.00$
Fire Watch with Pumper Apparatus (per hour) - MInimum 2 hours 150.00$ 150.00$
31
City of Schertz
Schedule of Fees
EMS 2025-26 2026-27
Response Services
Aid Call (A0998)250.00$ $250.00
Air Medical Assist Call 800.00$ $800.00
Basic Life Support Non- Emergency (A0428)1,340.00$ $1,390.00
Basic Life Support Emergency (A0429)1,460.00$ $1,510.00
Advanced Life Support Non Emergency (A0426)1,480.00$ $1,530.00
Advanced Life Support Emergency (A0427)1,690.00$ $1,740.00
Advanced Life Support Emergency (ALS 2) and Specialty Care (SCT) (A0433/A0434)1,850.00$ $1,900.00
Mileage, per mile (A0888/A0425)25.00$ $25.00
Other Services
Ambulance Standby, per hour 150.00$ $175.00
Gator Standby, per hour 100.00$ $125.00
AED Supplies Actual Actual
CPR Class and Supplies Actual Actual
System Continuing Education Actual Actual
Vaccinations Actual Actual
EMT Class 1,300.00$ $1,300.00
Passport to Care - Single (insured)50.00$ 50.00$
Passport to Care - Family (insured)60.00$ 60.00$
Passport to Care - Single (Not insured)65.00$ 65.00$
Passport to Care - Family (Not insured)75.00$ 75.00$
32
City of Schertz
Schedule of Fees
Inspections 2025-26 2026-27
Residential Building Permit Fees
Minimum permit fee 50.00$ 50.00$
New Single Family Residential (one & two family dwellings) per square foot 0.50$ 0.50$
New Assessory structures per square foot 0.50$ 0.50$
Flatwork/Deck 100.00$ 100.00$
Patio/Patio Cover 225.00$ 225.00$
Roof Replacement 200.00$ 200.00$
Window Replacement 150.00$ 150.00$
Foundation Repair 225.00$ 225.00$
No plan check fee applies to residential flatwork/deck permits
A building permit is required for swimming pools greater than 24 inches (24") in depth.
Swimming Pools - In ground 500.00$ 500.00$
Swimming Pools - Above Ground (where a permit is required)25.00$ 25.00$
No permit required for prefabricated pools less than 24"
A residential plan review fee of 50%of the building permit fee is assessed to all permits for
the review of construction documents and plans associated with a permit.50%50%
See trade permit and technology fees associated with residential permits below.
Commercial Building Permit Fees
Building Permit Fees
New Construction - Commercial (see Cost table below)Cost Cost
Plan review fees for projects with a cost of $5,000 or greater,are assessed review fees
based on a percentage (%) of Permit Fee 50%50%
Permit Fees:
Cost of Construction (Cost)
$0.00 to $1,000.00 50.00$ 50.00$
$1,001.00 to $15,000.00, for each additional $1,000 and fraction thereof 8.00$ 8.00$
$15,001.00 to $50,000.00, for each additional $1,000 and fraction thereof 7.00$ 7.00$
$50,001 and up, for each additional $1,000 and fraction thereof 6.00$ 6.00$
Following Use The Cost of Construction (Cost) Table above:
Non - residential Flatwork/Deck Cost Cost
Non - residential Accessory Buildings Cost Cost
Non - residential Patio/Patio Cover Cost Cost
Non - residential Roof Replacement Cost Cost
Non - residential Window Replacement Cost Cost
Non - residential Swimming Pools in Ground Cost Cost
Non - residential Foundation Repair Cost Cost
Sign Cost Cost
33
City of Schertz
Schedule of Fees
Inspections 2025-26 2026-27
All other permit fees (Residential & Commercial):
Fence (New and Replacement)50.00$ 50.00$
Siding/Fascia 75.00$ 75.00$
Temporary Building or Structure 50.00$ 50.00$
Moving Permit Fee 100.00$ 100.00$
Demolition Permit Fee 60.00$ 60.00$
Mobile Home Permit Fee (plus sub-trades as necessary)25.00$ 25.00$
Certificate of Occupancy 50.00$ 50.00$
Pre Certificate of Occupancy Inspection 200.00$ 200.00$
Failure to Obtain Certificate of Occupancy 200.00$ 200.00$
Compliance Inspection, each trade 50.00$ 50.00$
Temporary Sign 30.00$ 30.00$
Development Sign 100.00$ 100.00$
Banner 25.00$ 25.00$
Street Span Banner 25.00$ 25.00$
Home Occupation Permit (annually)35.00$ 35.00$
Construction beginning without permit, pay additional:200.00$ 200.00$
Failure to Request Inspection, per trade 100.00$ 100.00$
Failure to Obtain Contractors License/Provide Insurance 100.00$ 100.00$
Electrical Permit Fees
Electrical Repair/Replacement 60.00$ 60.00$
New Construction per building/unit 100.00$ 100.00$
Solar 100.00$ 100.00$
Mechanical Permit Fees
Mechanical Repair/Replacement 60.00$ 60.00$
New Construction per building/unit 100.00$ 100.00$
Plumbing Permit Fees
Plumbing Repair/Replacement 60.00$ 60.00$
New Construction per building/unit 100.00$ 100.00$
Irrigation Permit Fees
Permit Fee 60.00$ 60.00$
plus per sprinkler head 1.00$ 1.00$
plus per backflow or RPZ 3.00$ 3.00$
subsequent to the installation of the piping or equipment served, each
Re-Inspection Fees*
Each re-inspection, per trade 75.00$ 75.00$
Re-inspections after first, per trade 150.00$ 150.00$
Re-inspections after second and all subsequent, per trade 500.00$ 500.00$
No permit fees will be charged for sites located on Main St. (All departments)
No permit fees will be charged to the Schertz Housing Authority (All departments)
Technology Fees
Commercial Construction (new, additions, remodels)25.00$ 25.00$
New Residential Construction 25.00$ 25.00$
All other permits 10.00$ 10.00$
34
City of Schertz
Schedule of Fees
Inspections 2025-26 2026-27
Licenses/Registrations:
General Contractor (Initial and Renewal)N/C N/C
Master Electrician (Initial) State of Texas Issued N/C N/C
Apprentice/Wireman Electrician (Annually) State of Texas Issued N/C N/C
Electrical Contractor (Annually) State of Texas Issued N/C N/C
Mechanical Contractor (Annually) State of Texas Issued N/C N/C
Plumbing Contractor (Annually)* State of Texas Issued N/C N/C
Irrigation (Annually) State of Texas Issued N/C N/C
Backflow Tester - State of Texas Issued N/C N/C
Sign Contractor (Initial)N/C N/C
Sign Contractor (Renewal)N/C N/C
Electrical Sign Contractor (Initial) State of Texas Issued N/C N/C
Electric Sign Journeyman Electrician (Annually) State of Texas Issued N/C N/C
Electric Sign Apprentice/Wireman Electrician (Annually) State of Texas Issued N/C N/C
Utility Contractor (Annually)N/C N/C
Mobile Home Park (Annually)N/C N/C
*N/C - No Charge for license
*Re-Inspection fees include Engineering inspections.
35
City of Schertz
Schedule of Fees
Engineering 2025-26 2026-27
Grading and Clearing Permit - Acreage
For non-agricultural purposes
Below 5 acres 100.00$ 100.00$
5 to 20 acres 250.00$ 250.00$
Per acre over 20, plus base charge for 20 acres 3.00$ 3.00$
Over 100 acres 490.00$ 490.00$
Grading and Clearing Permit Fees are waived for applicants representing Home Owner's
Associations proposing maintenance activities in drainage easements.
Public Improvement Permit Fees
Construction Plan Review
Base Fee 1,065.00$ #######
Water, per 100 linear foot of main 8.52$ 8.52$
Wastewater, per 100 linear foot of main 12.78$ 12.78$
Street and Drainage, per 100 linear foot of street 8.52$ 8.52$
Drainage, per 100 linear feet of street + 100 linear feet of off-street facility 12.78$ 12.78$
Wastewater Lift Station 2,130.00$ #######
OR
Actual Cost of third party plan review Actual Actual
Construction Inspection
Base Fee 3,386.40$ #######
Water, per 100 linear foot of main 67.73$ 67.73$
Wastewater, per 100 linear foot of main 84.66$ 84.66$
Street and Drainage, per 100 linear foot of street 67.73$ 67.73$
Drainage, per 100 linear feet of street + 100 linear feet of off-street facility 84.66$ 84.66$
Wastewater Lift Station 5,079.60$ #######
OR
Actual Cost of third party inspection Actual Actual
36
City of Schertz
Schedule of Fees
Drainage Fees 2025-26 2026-27
Charge Per Residence 8.00$ 8.00$
Commercial, per LUE 8.00$ 8.00$
Floodplain Permit, New Residential Structure 50.00$ 50.00$
Floodplain Permit, New Commercial Structure 150.00$ 150.00$
37
City of Schertz
Schedule of Fees
2025-26 2026-27
Residential 19.20$ 19.93
Once a week pick up Garbage
Every other week pick up Recycling
Every other week pick up bulk items and brush
Hazardous Waste pick up on request
Extra Garbage Carts, each 9.25$ 9.6
Extra Recycling Carts, each 5.00$ 5.19
Unusual Accumulation Waste Collection
Rate per hour 100.00$ 103.8
Deposital fee per yard collected 50.00$ 51.9
Commercial
Small Commercial
Once a week pick up 45.00$ 46.71$
Twice per week pick up 90.00$ 93.42$
Commercial Containers
CONTRACTOR will provide commercial containers
to those customers who desire to use them in lieu
of garbage cans. The use of such CONTRACTOR
provided containers is required by this contract.
Rates for containers and pickup will be based
on the following table:
FY 2025-26 On Call
Frequency of Pickup 1 2 3 4 5 6 Additional
Container Size:
2 cu. Yard 85.16$ 145.01$ 175.17$ 200.25$ 225.27$ 250.29 75.00$
3 cu. Yard 102.64$ 185.16$ 255.31$ 292.77$ 330.38$ 367.89$ 75.00$
4 cu. Yard 127.58$ 220.30$ 330.32$ 362.88$ 425.51$ 488.07$ 75.00$
6 cu. Yard 180.27$ 300.32$ 412.99$ 525.66$ 638.16$ 750.83$ 75.00$
8 cu. Yard 212.77$ 387.94$ 538.05$ 688.26$ 839.50$ 988.63$ 75.00$
10 cu. Yard 232.77$ 397.94$ 548.05$ 698.26$ 839.50$ 998.63 75.00$
2 cu. Yard Recycle 79.25$ 134.94$ 163.00$ 186.34$ 209.63$ 232.9 75.00$
4 cu. Yard Recycle 95.51$ 172.30$ 237.58$ 272.44$ 307.43$ 342.34 75.00$
6 cu. Yard Recycle 167.74$ 279.46$ 384.30$ 489.14$ 593.84$ 698.68 75.00$
8 cu. Yard Recycle 197.99$ 360.99$ 500.67$ 640.45$ 781.19$ 919.96 75.00$
Garbage Collection Fees
City of Schertz
Schedule of Fees
2025-26 2026-27Garbage Collection Fees
FY 2026-27 On Call
Frequency of Pickup 1 2 3 4 5 6 Additional
Container Size:
2 cu. Yard 88.40$ 150.52$ 181.83$ 207.86$ 233.83$ 259.80$ 77.85$
3 cu. Yard 106.54$ 192.20$ 265.01$ 303.90$ 342.93$ 381.87$ 77.85$
4 cu. Yard 132.43$ 228.67$ 342.87$ 376.67$ 441.68$ 506.62$ 77.85$
6 cu. Yard 187.12$ 311.73$ 428.68$ 545.64$ 662.41$ 779.36$ 77.85$
8 cu. Yard 220.86$ 402.68$ 558.50$ 714.41$ 871.40$ 1,026.20$ 77.85$
10 cu. Yard 241.62$ 413.06$ 568.88$ 724.79$ 871.40$ 1,036.58$ 77.85$
2 cu. Yard Recycle 82.26$ 140.07$ 169.19$ 193.42$ 217.60$ 241.75$ 77.85$
4 cu. Yard Recycle 99.14$ 178.85$ 246.61$ 282.79$ 319.11$ 355.35$ 77.85$
6 cu. Yard Recycle 174.11$ 290.08$ 398.90$ 507.73$ 616.41$ 725.23$ 77.85$
8 cu. Yard Recycle 205.51$ 374.71$ 519.70$ 664.79$ 810.88$ 954.92$ 77.85$
Roll-Off available in 20, 30, and 40 cubic yards
Delivery 150.00$ 155.70$
Haul Rate 390.00$ 404.82$
Disposal, per ton 59.94$ 62.22$
Temporary, rate per day (not charged on permant placement)3.00$ 3.11$
Compactors
FY 2025-26 On Call
Frequency of Pickup 1 2 3 4 5 6 Additional
Container Size
2 cu. Yard compactor 255.48$ 435.03$ 525.51$ 600.75$ 675.81$ 750.87$ 300.00$
4 cu. Yard compactor 382.74$ 660.90$ 900.96$ 1,088.64$ 1,276.53$ 1,464.21$ 300.00$
6 cu. Yard compactor 540.81$ 900.96$ 1,238.97$ 1,576.98$ 1,914.48$ 2,252.49$ 300.00$
FY 2026-27 On Call
Frequency of Pickup 1 2 3 4 5 6 Additional
Container Size
2 cu. Yard compactor 265.19$ 451.56$ 545.48$ 623.58$ 701.49$ 779.40$ 311.40$
4 cu. Yard compactor 397.28$ 686.01$ 935.20$ 1,130.01$ 1,325.04$ 1,519.85$ 311.40$
6 cu. Yard compactor 561.36$ 935.20$ 1,286.05$ 1,636.91$ 1,987.23$ 2,338.08$ 311.40$
City of Schertz
Schedule of Fees
2025-26 2026-27Garbage Collection Fees
Compactor Rental, per month 500.00$ 519.00$
Casters, per month 7.50$ 7.79$
Locks,per collection 2.50$ 2.60$
Enclosures, per month 5.00$ 5.19$
Roll Off Compactor
20 yard and 30 yard self contained
Rental, per month 750.00$ 778.50$
Haul Rate 470.00$ 487.86$
Disposal, per ton 59.94$ 62.22$
40 Yard Receiving Container
Rental 250.00$ 259.50$
Haul Rate 470.00$ 487.86$
Disposal, per ton 59.94$ 62.22$
Disaster management Rates
Roll Off Truck and Container, per hour 200.00$ 207.60$
Grapple Truck, per hour 200.00$ 207.60$
Rear Load Truck and Crew, per hour 325.00$ 337.35$
Disposal, per ton 59.94$ 62.22$
Commercial Recycle Hauling Permit 25.00$ 25.95$
10%10%
To address non standard requests, the solid waste contractor can negotiate a fee with the
The City franchise fee collected from the Solid Waste Provider
City of Schertz
Schedule of Fees
2025-26 2026-27
WATER IMPACT FEE
Meter Size Meter Type
5/8"MULTI-JET 1.0 8,814.00$ 8,814.00$
3/4"MULTI-JET 1.3 11,458.20$ 11,458.20$
1"MULTI-JET 2.0 17,628.00$ 17,628.00$
2"ULTRASONIC 16.7 147,193.80$ 147,193.80$
3"ULTRASONIC 33.3 293,506.20$ 293,506.20$
4"ULTRASONIC 66.7 587,893.80$ 587,893.80$
6"ULTRASONIC 106.7 940,453.80$ 940,453.80$
8"ULTRASONIC 186.7 1,645,573.80$ 1,645,573.80$
10"ULTRASONIC 366.7 3,232,093.80$ 3,232,093.80$
12"ULTRASONIC 366.7 3,232,093.80$ 3,232,093.80$
SEWER COLLECTION IMPACT FEE
Meter Size Meter Type
5/8"MULTI-JET 1.0 5,556.00$ 5,556.00$
3/4"MULTI-JET 1.3 7,222.80$ 7,222.80$
1"MULTI-JET 2.0 11,112.00$ 11,112.00$
2"ULTRASONIC 16.7 92,785.20$ 92,785.20$
3"ULTRASONIC 33.3 185,014.80$ 185,014.80$
4"ULTRASONIC 66.7 370,585.20$ 370,585.20$
6"ULTRASONIC 106.7 592,825.20$ 592,825.20$
8"ULTRASONIC 186.7 1,037,305.20$ 1,037,305.20$
10"ULTRASONIC 366.7 2,037,385.20$ 2,037,385.20$
12"ULTRASONIC 366.7 2,037,385.20$ 2,037,385.20$
These are only City of Schertz impact fees.
Other Utility Impact Fees - Fees Not Governed by the City of Schertz
Cibolo Creek Municipal Authority (CCMA)
South Basin Impact Fee Per LUE:2,200.00$ 2,200.00$
North Basin Impact Fee Per LUE:2,300.00$ 2,300.00$
*Sewer based on LUE: LUE = 155 gallons per day
These are only CCMA impact fees.
Schertz Seguin Local Government Corporation (SSLGC)
Meter Size Meter Type
5/8"MULTI-JET 1.0 1,607.24$ 587.24$
3/4"MULTI-JET 1.3 2,410.86$ 763.41$
1"MULTI-JET 2.0 4,018.10$ 1,174.48$
2"ULTRASONIC 16.7 12,857.92$ 9,806.91$
3"ULTRASONIC 33.3 25,715.84$ 19,555.09$
4"ULTRASONIC 66.7 40,181.00$ 39,168.91$
6"ULTRASONIC 106.7 80,362.00$ 62,658.51$
8"ULTRASONIC 186.7 128,579.20$ 109,637.71$
10"ULTRASONIC 366.7 184,832.60$ 215,340.91$
12"ULTRASONIC 366.7 530,389.20$ 215,340.91$
LUEs
Capital Recovery Impact Fees
41
City of Schertz
Schedule of Fees
2025-26 2026-27Capital Recovery Impact Fees
ROADWAY IMAPACT FEE
Residential Home through 3/26/2021 2,696.00$ 2,696.00$
Residential Home between 3/27/2021 and 3/26/2022 3,033.00$ 3,033.00$
Residential Home after 3/26/2022 3,370.00$ 3,370.00$
Nonresidential through 3/26/2021, per service unit*100.00$ 100.00$
Nonresidential after 3/26/2021, per service unit*175.00$ 175.00$
*The number of service units are based on the use of the property. A fee
calculator is available on the City Website under the Engineering page
42
City of Schertz
Schedule of Fees
2025-26 2026-27
Water & Wastewater Deposit
In City 125.00$ 125.00$
In City, with no water service 75.00$ 75.00$
Out of City 150.00$ 150.00$
Commercial 100.00$ 100.00$
or 2.5 times estimated monthly billing 2.5x 2.5x
Disconnect Fee 20.00$ 20.00$
Extension Fee 5.00$ 5.00$
2 free extensions
Transfer Fee 10.00$ 10.00$
Garbage Deposit
Residential 25.00$ 25.00$
Commercial 100.00$ 100.00$
or 2 1/2 times estimated monthly billing 2.5x 2.5x
Meter Flow Test
After Hours Disconnect/Reconnect 50.00$ 50.00$
City Field Test 10.00$ 10.00$
City Meter Bench Flow Test 25.00$ 25.00$
Schertz Seguin Water Customers 4.00$ 4.00$
Non-Schertz Seguin Customer 15.00$ 15.00$
Extended Absence Charge 10.00$ 10.00$
Re-Installation Fee, per hour 50.00$ 50.00$
Fire Hydrant Fee
Deposit 200.00$ 200.00$
Service Fee 50.00$ 50.00$
Utility Billing
43
City of Schertz
Schedule of Fees
2025-26 2026-27
Permit Fees - All Right of Way Permits 25.00$ 25.00$
Fire Line Type Nos. 1 and 2 - (non-metered), in City per year
4-inch service line connection or smaller 175.00$ 175.00$
6 inch 235.00$ 235.00$
8 inch 290.00$ 290.00$
10 inch 340.00$ 340.00$
12 inch 405.00$ 405.00$
Fire Line - (non-metered), Outside City per year
4-inch service line connection or smaller 225.00$ 225.00$
6 inch 305.00$ 305.00$
8 inch 375.00$ 375.00$
10 inch 440.00$ 440.00$
12 inch 525.00$ 525.00$
Meter Size
5/8" X 3/4"330.00$ 330.00$
3/4" X 3/4"345.00$ 345.00$
1" X 1"450.00$ 450.00$
2" X 2"1,940.00$ 1,940.00$
*2" turbine Cost + Labor Cost + Labor
*3" or larger Cost + Labor Cost + Labor
Public Works
Meter Installation Fees - Inside the City
44
City of Schertz
Schedule of Fees
2025-26 2026-27Public Works
Meter Installation Fees - Outside the City
Meter Size
5/8" X 3/4"340.00$ 340.00$
3/4" X 3/4"355.00$ 355.00$
1" X 1"460.00$ 460.00$
2" X 2"1,950.00$ 1,950.00$
*2" turbine Cost + Labor Cost + Labor
*3" or larger Cost + Labor Cost + Labor
Fire Hydrant Meter for Construction
Deposit (refundable)200.00$ 200.00$
Service Charge 50.00$ 50.00$
Bulk Water Sales - 10 Commercial Place
Deposit (refundable)90.00$ 90.00$
Service Charge 50.00$ 50.00$
Base Monthly fee - initial 10,000 gallons 130.23$ 132.83$
Usage fee - per thousand gallon after initial 10.38$ 10.59$
Wholesale Water Distribution Rate
Base Rate, per month
3 Inch Meter 492.03$ 501.87$
4 Inch Meter 861.06$ 878.28$
6 Inch Meter 1,886.12$ 1,923.84$
8 Inch Meter 3,281.01$ 3,346.63$
10 Inch Meter 5,126.57$ 5,229.10$
12 Inch Meter 6,767.07$ 6,902.42$
Network Nodes
Application 500.00$ 500.00$
Additional for each node over 5 on the application (up to 30)100.00$ 100.00$
Annual Public Right of Way 250.00$ 250.00$
Node Support Pole Application Fee 1,000.00$ 1,000.00$
Collection Fee for Network Nodes on City Service Poles, per pole, per month20.00$ 20.00$
Transport Facilities
Application 500.00$ 500.00$
Additional for each node over 5 on the application (up to 30)100.00$ 100.00$
Rental Fee for Transport Facilities, per device per month 28.00$ 28.00$
Annual Public Right of Way Fee 250.00$ 250.00$
Permit Fees will be due at the time of the permit submission.
Permit will not be accepted if the permit fee is not attached.
Other fees will be assessed at the time of permit approval
Available by agreement to distributors with a self-
maintained water distribution service, Military Bases, and
for temporary use until reuse water is made available in a
particular area.
45
City of Schertz
Schedule of Fees
Sewer Rates 2025-26 2026-27
Residential Rates (Single Family)
Base Rate-per month 16.40$ 17.71$
Per 1,000 gal Charge, Per Month
City line Maintenance fee plus Franchise fee 0.93$ 1.01$
User Charge based on 100% of avg consumption mo.4.47$ 4.56$
User avg. based on Nov, Dec, and Jan, min. 500 gals.
Per 1,000 gal charge Total- 12,000 gallons or less 5.40$ 5.57$
greater than 12,000 gallons 12.38$ 13.37$
Business and Multi-family Dwelling Units:
Base Rate per month 20.63$ 22.29$
The base rate shall be assessed in terms of connection equivalents
which shall be as follows: the customer's previous 12 month water
consumption as determined at the annual re-rating in February
divided by 365, with the results of such division then
divided by 245 gallons. The figure arrived at by the second
division shall be the customer's "connection equivalent". Each
business shall be assessed a base rate.
Per 1,000 gal Charge, Per Month
Per 1,000 gal charge Total- 12,000 gallons or less 5.53$ 5.97$
greater than 12,000 gallons 12.38$ 13.37$
YMCA
Per 1,000 gal Charge, Per Month 3.64$ 3.93$
46
City of Schertz
Schedule of Fees
Public Works - Water Rates Residential 2025-26 2026-27
GALLONS SOLD BY METER SIZE (RESIDENTIAL & SMALL COMMERCIAL)
Base Monthly Fee, based on meter size
5/8 IN 27.42$ 29.62$
3/4 IN 41.10$ 44.38$
1.0 IN 68.51$ 73.99$
2 IN 274.07$ 296.00$
3 IN 657.79$ 710.42$
4 IN 1,151.12$ 1,243.21$
6 IN 2,521.51$ 2,723.23$
8 IN 4,429.75$ 4,784.13$
10 IN 6,921.47$ 7,475.19$
12 IN 9,136.36$ 9,867.26$
Usage Fee, rate per 1,000 gallons
- 6,000 3.38$ 3.65$
6,001 12,000 3.79$ 4.09$
12,001 18,000 4.43$ 4.79$
18,001 30,000 5.41$ 5.84$
30,001 Above 6.88$ 7.43$
47
City of Schertz
Schedule of Fees
Public Works - Water Rates Residential 2025-26 2026-27
GALLONS SOLD BY METER SIZE (LARGE COMMERCIAL)
Base Monthly Fee, based on meter size
5/8 IN 27.42$ 30.17$
3/4 IN 41.10$ 45.21$
1.0 IN 68.51$ 75.36$
1 1/2 IN 137.04$ 150.75$
2IN (TURBINE)274.07$ 301.48$
3 IN 657.79$ 723.57$
4 IN 1,151.12$ 1,266.23$
6 IN 2,521.51$ 2,773.66$
8 IN 4,429.75$ 4,872.73$
10 IN 6,921.47$ 7,613.62$
12 IN 9,136.35$ 10,049.99$
Usage Fee, rate per 1,000 gallons
- 18,000 3.38$ 3.72$
18,001 36,000 3.79$ 4.17$
36,001 54,000 4.43$ 4.88$
54,001 90,000 5.41$ 5.95$
90,001 Above 6.88$ 7.56$
Fire Hydrant Meter
Base Monthly Fee 130.23$ 143.25$
Usage Fee, per 1,000 gals 10.38$ 11.42$
Cibolo Wholesale Water Rate 3.47$ 3.82$
48
City of Schertz
Schedule of Fees
Drought Contingency Surcharges 2025-26 2026-27
For the first 1,000 gallons over allocation*2.00$ 2.00$
For the second 1,000 gallons over allocation*3.00$ 3.00$
For the third 1,000 gallons over allocation*4.00$ 4.00$
For each additional 1,000 gallons over allocation*5.00$ 5.00$
Drought Contingency Violation Fines, up to 200.00$ 200.00$
*Refer to the Conservation Ordinance for all allocations
49
Agenda No. 9.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:Finance
Subject:
Resolution 26-R-098 - Resolution accepting the state defined tax rates
and setting the preliminary 2026 tax rate (Finance Director James
Walters)
BACKGROUND
On July 25, 2026 the City received the certified property tax rolls from the Guadalupe, Comal, and
Bexar appraisal districts. The Guadalupe Tax Assessor-Collector used this information, and
information provided by the City of Schertz, to calculate the No-new-revenue and Voter-approval tax
rates for the 2026 Tax Year.
The No-new-revenue rate is a calculated rate that would provide the city with same amount of
revenue it received the year before on properties taxed in both years. The Voter Approval Rate is a
calculated maximum rate allowed by law without voter approval. If Council adopts a rate higher than
the Voter Approval Rate, the tax rate will automatically be on the November 2026 ballot.
The 2026 No-new-revenue Rate is $0.5296 per $100 of valuation and the 2026 Voter-Approval Rate
is $0.5593 per $100 of valuation. Staff is recommending setting a preliminary maximum property tax
rate of $0.5296 per $100.
In accordance with Chapter 26.05(d) of the State’s Property Tax Code, a governing body must hold a
public hearing on the tax rate if the proposed tax rate exceeds the lower of the No-new-revenue or
Unused Increment Tax Rate. In this case, the hearing is not required as the proposed rate does not
exceed the No-new-revenue rate. Staff recommends holding the public hearing anyway on September
1st and encourages citizen participation and input in the adoption process.
A one-quarter page “Notice of Public Hearing on Tax Increase” must be published in the local
newspaper and online in compliance with the Tax Code 26.06. The notice will contain information
based upon a preliminary tax rate to be determined by the City Council and the dates of the public
hearings.
During the final tax rate adoption process, Council can approve a lower rate at that time; however,
they will not be able to approve a higher rate without republishing the notices and holding additional
public hearings.
The Public Hearing date is proposed for September 1st with final adoption at this meeting.
GOAL
To set a preliminary tax rate and start the budget adoption process.
COMMUNITY BENEFIT
Setting a maximum tax rate will provide for discussion on funding programs and projects that would
best service residents. The maximum allowed rate is listed in this resolution to allow for discussion of
the full range of tax possibilities, but does not have to be adopted on September 1st and a lower rate
may be adopted instead.
SUMMARY OF RECOMMENDED ACTION
Per the Texas Tax Code Chapter 26, City Council will need to accept the calculated tax rates and set
a preliminary maximum tax rates to use in the public notices, which Council will do by resolution.
This resolution is set to the highest possible rate that does not require an election for discussion
purposes only. Council can change the rate in the resolution by motion to a lower rate. This rate
should be set at the highest Council would be willing to consider in the tax rate and budget adoption
process. The final adopted rate can be lower than the rate set tonight but it cannot be higher without
reposting a notice and setting a new public hearing date.
FISCAL IMPACT
The proposed maximum rate maintains quality service to residents and businesses and provides
growth in service offerings based on the classification and compensation study, staffing study and
City priorities. The current property tax rate is $0.5118 per $100 valuation. The proposed maximum
tax rate is $0.5296 per $100 valuation.
The M&O portion of the property tax rate will increase to $0.3615 from $0.3437 per $100 valuation.
The I&S portion will remain the same at $0.1681 per $100 valuation.
There would be no annual impact on the average taxable home value of $327,222 at the proposed rate.
RECOMMENDATION
Staff recommends Council approve resolution 26-R-098, accepting the No-new-revenue and
Voter-approval rates as submitted by the Guadalupe Tax Assessor Collector, setting a preliminary tax
rate, and scheduling the public hearing.
Attachments
Resolution 26-R-098 Accepting the State Defined Tax Rates and Setting the Preliminary Rate
RESOLUTION NO. 26-R-098
A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS AUTHORIZING A PRELIMINARY MAXIMUM TAX
RATE FOR FISCAL YEAR 2026-27, AND OTHER MATTERS IN
CONNECTION THEREWITH
WHEREAS, the Guadalupe Tax Assessor Collector calculates the No-new-revenue and
the Voter-approval Tax Rates using the Certified Tax Rolls received from the Appraisal Districts
of Guadalupe, Comal, and Bexar Counties; and
WHEREAS, the Texas Tax Code Chapter 26 outlines the rate calculations and adoption
requirements of a tax rate set by the City Council based on the No-new-revenue and Voter-
approval Rates; and
WHEREAS, the City staff of the City of Schertz (the “City”) has recommended that the
City Council accept the No-new-revenue and Voter-approval Tax Rates as submitted by the
Guadalupe Tax Assessor Collector; and
WHEREAS, the City staff of the City of Schertz (the “City”) has recommended that the
City Council approve a preliminary maximum tax rate for Fiscal Year 2026-27; and
WHEREAS, the City Council has determined that it is in the best interest of the City to
establish a preliminary maximum tax rate.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS THAT:
Section 1. The City Council hereby accepts the Voter-Approval Increment Tax Rate
of $0.5593 per $100 of valuation and the No-New-Revenue Tax Rate of $0.5296 as
submitted by the Guadalupe Tax Assessor Collector.
Section 2. The City Council hereby authorizes a preliminary maximum tax rate of
$.5296 per $100 valuation which is composed of the Maintenance & Operation Tax Rate
of $0.3615 and the Interest & Sinking Tax Rate of $0.1681.
Section 3. The City Council sets a public hearing on the tax rate to be held during the
regular Council Meeting dates of September 1st, 2026.
Section 4. The recitals contained in the preamble hereof are hereby found to be true,
and such recitals are hereby made a part of this Resolution for all purposes and are
adopted as a part of the judgment and findings of the City Council.
Section 5. All resolutions, or parts thereof, which are in conflict or inconsistent with
any provision of this Resolution are hereby repealed to the extent of such conflict, and the
50506221.1 - 2 -
provisions of this Resolution shall be and remain controlling as to the matters resolved
herein.
Section 6. This Resolution shall be construed and enforced in accordance with the
laws of the State of Texas and the United States of America.
Section 7. If any provision of this Resolution or the application thereof to any person
or circumstance shall be held to be invalid, the remainder of this Resolution and the
application of such provision to other persons and circumstances shall nevertheless be
valid, and the City Council hereby declares that this Resolution would have been enacted
without such invalid provision.
Section 8. It is officially found, determined, and declared that the meeting at which
this Resolution is adopted was open to the public and public notice of the time, place, and
subject matter of the public business to be considered at such meeting, including this
Resolution, was given, all as required by Chapter 551, Texas Government Code, as
amended.
Section 9. This Resolution shall be in force and effect from and after its final
passage, and it is so resolved.
PASSED AND APPROVED, this ____ day of ________, 2026.
CITY OF SCHERTZ, TEXAS
Ralph Rodriguez, Mayor
ATTEST:
Sheila Edmondson, City Secretary
Agenda No. 10.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:Economic Development Corporation
Subject:
Accepting the City of Schertz Comprehensive Economic Development
Strategic Plan (Interim Director of Economic Development Amy
Madison)
BACKGROUND
The authority of the Board and SEDC Staff to oversee the financing and implementation of the
Comprehensive Economic Development Strategic plan (CEDS) resides in the Bylaws, Article IV:
Functional Corporate Duties and Requirements, Section 4.1. Final approval of the plan is required by
the City Council. The first Comprehensive Economic Development Strategic Plan (CEDS 1.0) was
completed in 2006, followed by CEDS 2.0 developed in 2010. Both plans have served the City of
Schertz as a roadmap for economic development, but many aspects of the 2010 plan needed revisions
due to the growth of the city, changes in business and industry, rapidly evolving technologies and
growing challenges to provide a talented workforce to support the local eco-system for economic
development.
GOAL
The goal of the project was to engage in a contract for professional services to develop a new
comprehensive economic development strategic plan for consideration and final approval by the City
Council. On January 22, 2026, the City of Schertz Economic Development Board approved a
contract with TIP Strategies, Inc. to develop a three-year plan to guide SEDC’s next phase of growth
and vision for Schertz’s economic future. The consultant led discussions to develop a shared vision
for Schertz developed during five site visits, 21 personal interviews with key stakeholders and city
leaders, 10 roundtable sessions and over 50 individual stakeholder participants that included an
Advisory Committee, SEDC and Planning staff members, the SEDC Board of Directors, and small
business and major employers.
In addition to community engagement, the comprehensive strategic plan helped focus available
resources to achieve three main goals following an economic assessment, workforce and educational
institution analysis, target industry analysis, business and industrial park strategies, marketing
strategies and a three-year implementation plan.
COMMUNITY BENEFIT
The main benefit of a comprehensive economic development plan is the creation of a community
roadmap for economic development based on research, interactions with leaders, elected and
appointed officials, small business, stakeholders and regional partners. Having a CEDS plan
contributes to long-term fiscal sustainability by ensuring a diversified tax base through retention and
attraction of businesses. It focuses on data-informed growth that allows policy decisions that produce
measurable wins, and structures future growth based on distinct regional commercial real estate
advantages that exist, such as large facility mega sites. It provides continued focus on infrastructure,
shovel-ready sites and enhancement of small business programs to create a strategic posture for future
opportunities and challenges.
SUMMARY OF RECOMMENDED ACTION
During the regular meeting of the Schertz Economic Development Board on June 25, the Board
reviewed a final presentation by TIP Strategies of the plan and voted unanimously (5-0) requesting
that the SEDC Staff forward a recommendation to City Council for approval of the Schertz
Comprehensive Economic Development Plan.
FISCAL IMPACT
No current impacts. All fiscal impacts will be budgeted on an annual basis.
RECOMMENDATION
The SEDC Board and Staff recommend the acceptance of the 2026 Comprehensive Economic
Development Plan.
Attachments
EDC Strategic Plan
Slide Presentation
ACKNOWLEDGMENTS
TIP Strategies, Inc., (TIP) would like to thank the staff and leadership of the Schertz Economic Development
Corporation (SEDC) for their guidance and contributions to the planning process. The TIP team is also grateful to the
many community stakeholders who shared their perspectives and contributed insights during the planning process.
SEDC Board of Directors
Bill Dixon
President
Matt Clingo
Director
Eryn McElroy
Vice President
Sharon Denson
Director
Rey Chavez
Treasurer
John Faubush III
Director
Bryan Jones
Secretary
Allison Heyward
Director
Advisory Committee
Becki Babcock
Executive Director
Texas Tri-County Chamber of Commerce
Stefanie Moore
Coordinator, Rural Services
Workforce Solutions Alamo
Lewis Borgfeld
Board of Directors
Guadalupe Valley Electric Cooperative
Brian Orr
Retail Business Banker
First United Bank
Michael Carpenter
Former Commissioner
Guadalupe County
Daisy Scheske Freeman
Director, Economic Development
Guadalupe Valley Electric Cooperative
Dr. Linda Flores
Assistant Dean
Wayland Baptist University San Antonio
Josh Schneuker
Senior Vice President, Economic Competitiveness
greater:SATX
Verne Futagawa
Account Executive, Skills Development Fund Grants
Alamo Colleges
Richard Sifuentes
Director
UT San Antonio Small Business Development Center
Phillip Gage
General Manager
Green Valley Special Utility District
Shayne Sinor
Director, Business Development
Schertz Bank & Trust
Marshal Hoak
Coordinator
Bexar County Economic Development
Denise Stewart
Executive Assistant
Guadalupe Valley Electric Cooperative
Victor Kalata
Director, Student Services
Wayland Baptist University San Antonio
Brooke Stiles
Marketing Associate
Schertz Cibolo Emergency Clinic
Amy Massey
Director, CTE Program
Schertz-Cibolo-Universal City ISD
Maggie Titterington
President/CEO
The Chamber (Schertz-Cibolo-Selma Area)
Erin Matlock
Manager (retired), Civic Center
City of Schertz
Tre Valadez
Business and Economic Development
CPS Energy
CONTENTS
Project Summary ............................................................................................................................................................... 1
Action Plan ......................................................................................................................................................................... 2
Goal 1. Business Attraction, Retention, and Development .......................................................................................... 2
Goal 2. Talent and Workforce Development ................................................................................................................ 5
Goal 3. Quality of Place ................................................................................................................................................. 7
Appendix: Planning Context .............................................................................................................................................. 9
Background Review ....................................................................................................................................................... 9
Economic Context....................................................................................................................................................... 10
Engagement Process ................................................................................................................................................. 16
SWOT Analysis ............................................................................................................................................................ 17
Implementation ........................................................................................................................................................... 18
TIP Strategies, Inc., is a privately held Austin-based
firm providing consulting and advisory services to
public and private sector clients. Established in 1995,
the firm’s core competencies are strategic planning
for economic development, talent strategies,
organizational development, resiliency planning, and
equity initiatives.
Contact
TIP Strategies
13492 N Hwy 183, Suite 120-254, Austin, TX 78750
PH: +1 512 3439113
www.tipstrategies.com
Project Contributors
Tom Stellman, CEO/Founder
Alexis Angelo, Consultant
All photos included in this report were provided courtesy of the Schertz Economic Development Corporation.
SCHERTZ ECONOMIC DEVELOPMENT CORPORATION
COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIC PLAN | 1
PROJECT SUMMARY
The City of Schertz (City) lies along the I-35 corridor between San Antonio and Austin and along I-10 between
San Antonio and Houston. Spanning Guadalupe, Comal, and Bexar Counties, Schertz benefits from its location
in the San Antonio–New Braunfels metropolitan statistical area (San Antonio MSA) while remaining a distinct
community. As one of the largest suburban communities in the MSA, Schertz has grown its industrial base to
offset the tax burden on its residents. In order to sustain and grow its commercial and industrial tax base to
provide premier services and ensure a high quality of life, a comprehensive strategy is needed.
In early 2026, the Schertz Economic Development Corporation (SEDC) engaged TIP Strategies (TIP) to develop a
Comprehensive Economic Development Strategic Plan (CEDS) to guide the SEDC’s next phase of growth and
investment. The TIP planning team collaborated with SEDC staff and community stakeholders to build a shared
vision for Schertz’s economic future. This planning process (detailed on page 9) informed a strengths,
weaknesses, opportunities, and threats analysis for Schertz. Key strengths include its strategic location, access to
the I-35 and I-10 corridors, and a strong industrial base. Conversely, infrastructure needs, dependence on
warehousing, and the impact of tax exemptions on City revenues present barriers to growth. Opportunities exist to
diversify the economic base, support entrepreneurs, and invest in redevelopment. However, regional competition,
business climate uncertainty, and retail leakage remain constraints.
This Comprehensive Economic Development Strategic Plan responds directly to these conditions. By focusing on
targeted industry growth, infrastructure investment, and marketing, Schertz can grow its economy and enhance
its competitiveness. The CEDS provides an actionable framework to strengthen the economy by attracting
businesses, developing the workforce, and enhancing the quality of place for residents, businesses, and visitors.
As outlined in Figure 1, plan recommendations advance the SEDC’s vision to be a premier Texas community that
promotes a family atmosphere, is sustained by foresight and innovation, and continues a long-standing
commitment to economic prosperity and workforce opportunities.
Figure 1. Comprehensive Economic Development Strategic Plan Overview
Source(s): TIP Strategies, Inc.
GOAL 1
Business Attraction,
Retention, and Development
STRATEGIES
1.1. Businesses Retention and
Expansion. Enhance and expand
business retention and expansion efforts.
1.2. Targeted Marketing. Recruit new
businesses to Schertz with a focus on
the target industries.
1.3. Small Businesses and
Entrepreneurship. Heighten
programming to advance small
business formation and growth in
coordination with the chambers.
1.4. Site Development. Identify sites
for future growth opportunities and
support efforts to prepare shovel-ready
sites for expected industries.
GOAL 2
Talent and Workforce
Development
STRATEGIES
2.1. Supply and Demand
Alignment. Coordinate among
higher education partners and
employers to build a future
workforce pipeline.
2.2. Education and Career
Exploration. Build awareness of in-
demand occupations.
2.3. Talent Development. Attract
and retain skilled talent to enhance
the talent base supporting Schertz
employers.
GOAL 3
Quality of Place
STRATEGIES
3.1. Retail Development. Ensure
infrastructure capacity to meet
commercial retail growth.
3.2. Community Destinations.
Support retail, entertainment, and
mixed-use development and
redevelopment projects in key
corridors.
3.3. Community Amenities. Increase
and improve the accessibility and
walkability amenities around outdoor
recreation sites.
SCHERTZ ECONOMIC DEVELOPMENT CORPORATION
COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIC PLAN | 2
ACTION PLAN
The following three goals and their corresponding strategies provide SEDC leaders with a practical guide to
attract and retain businesses, develop the workforce, and improve the community’s quality of place. Informed by
qualitative and quantitative data, each strategy includes a specific rationale and anticipated benefits. A separate
implementation matrix details the actions necessary to track progress and execute the plan. The strategies are
not listed in priority order. Instead, it is incumbent upon the SEDC team to prioritize strategies annually.
Goal 1. Business Attraction, Retention, and Development
Ensure a sustainable and diversified commercial and industrial tax base.
The business attraction, retention, and development goal
outlines a proactive approach to economic growth that
addresses the full business lifecycle. Located within a dynamic
metropolitan area, Schertz's economic future is inherently linked
to the broader San Antonio region. By recognizing this regional
interconnectedness, the SEDC can position the City to capture
spillover growth, align with major regional industry clusters, and
market its unique real estate assets. Treating existing
companies as vital economic partners, while deliberately
preparing sites for regional industry expansion, helps ensure
long-term economic resilience.
To retain and expand existing businesses, the SEDC must
continue to maintain its robust business visitation program.
Helping the current business base succeed requires
understanding their workforce challenges and connecting
them with support services. Continuing the use of its existing
centralized customer relationship management system to
track visits and feedback allows the SEDC to better
understand the existing business base and create
programming to meet its unique needs.
To recruit new businesses, the SEDC must gather intelligence
on target industries. Critical marketing efforts include maintaining business-friendly messaging, establishing a
strong web presence, attending events, and focusing on foreign investment opportunities.
Although the SEDC has not historically played a prominent role in small business and entrepreneurship support,
collaboration in this area can yield a significant impact. The organization should work with area partners to map
existing resources, connect small businesses with networking opportunities, host events, and engage with
veteran and military-affiliated businesses.
Finally, cities and economic developers face a growing demand for shovel-ready sites. Because lead times to
deliver infrastructure and utilities to sites have increased dramatically, projects often prioritize turnkey properties.
Schertz offers a thriving economic climate supported by infrastructure, available sites, and shovel-ready industrial
parks—such as Park 35, Schertz35 Business Park, and Core5 Logistics Center—that collectively provide millions
of square feet of modern manufacturing and distribution space. Schertz must continue to prioritize investing in
infrastructure, convening partners to secure shovel-ready sites, identifying sites for future growth, and building
regional partnerships.
STRATEGIES
1.1. Business Retention and Expansion.
Enhance and expand business retention
and expansion efforts.
1.2. Targeted Marketing. Recruit new
businesses to Schertz with a focus on the
target industries: Advanced Manufacturing,
Defense Technology & Aerospace Supply
Chain, Food Manufacturing, IT &
Professional Services, and Power & Energy.
(See Figure 2.)
1.3. Small Businesses & Entrepreneurship.
Heighten programming to advance small
business formation and growth in
coordination with the chambers.
1.4. Site Development. Identify sites for future
growth opportunities and support efforts
to prepare shovel-ready sites for expected
industries.
SCHERTZ ECONOMIC DEVELOPMENT CORPORATION
COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIC PLAN | 3
Figure 2. Target Industries
Source(s): TIP Strategies, Inc.
ADVANCED MANUFACTURING
Automotive • Near-shoring logistics • Lightweight materials • Medical devices • Pharmaceuticals
The San Antonio region is considered a manufacturing hub with a particular strength in automotive and heavy
equipment development. The regional presence of companies like Toyota Motor Manufacturing Texas,
Caterpillar, International Motors, JCB, and HOLT CAT makes Schertz an ideal location for related businesses.
Likewise, the regional presence of a life science cluster supports the expansion into medical-related
manufacturing in Schertz.
DEFENSE TECHNOLOGY AND AEROSPACE SUPPLY CHAIN
Electric vertical takeoff & landing • Communication, navigation, & surveillance • Additive manufacturing (3D printing)
With Joint Base San Antonio-Randolph and Port San Antonio, Schertz has the potential to attract supply chain
related advanced manufacturing businesses that serve the airbase and affiliated businesses in the innovative
aerospace sector seeking affordability and connectivity in the region.
FOOD MANUFACTURING
Production • Consumer packaged goods • Cold storage • Distribution
The strong food and beverage cluster in the region creates a large demand for manufacturing, packaging,
warehousing, and distributing goods. This cluster is anchored by food retail and manufacturing giant, HEB, but
also includes major employers in Schertz, like Republic National Distributing Company, Sysco, and Ace Mart
Restaurant Supply.
POWER AND ENERGY
Transformers • Electric vehicle fleet charging hubs • Data center materials
With the increased power demand placed on communities throughout the state, Schertz can position itself as
a hub for technology and manufacturing of infrastructure that manages and distributes power related to data
centers, grid modernization efforts, and reshoring. Additionally, the industry offers high-wage technical jobs
and high property tax valuations due to the heavy specialized equipment that is required.
IT AND PROFESSIONAL SERVICES
Cybersecurity • Regional HQs • Engineering services • Fintech
The region is a global cybersecurity leader, which allows Schertz to capture satellite operations and
specialized technical niches. Often, operations and support businesses in this sector, like back-office
professional services, do not require proximity to downtown San Antonio.
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Why It Matters for Schertz
• Long-Term Fiscal Sustainability. Ensuring a diversified commercial and industrial tax base through retention and
attraction of businesses provides a stable financial foundation, securing the revenue necessary to support City
growth and reduce reliance on any single sector.
• Data-Informed Growth. By utilizing a centralized customer relationship management system, the City moves
from anecdotal feedback to concrete data, allowing leadership to make informed policy decisions that produce
measurable wins.
• Regional Commercial Real Estate Advantage. Owning two of the region's few 500,000+ square foot mega-sites
positions Schertz as a primary destination for large-scale advanced manufacturing operations in the San
Antonio MSA, turning a shared regional future into a distinct local competitive advantage.
• Strategic Growth Capacity. Preparing shovel-ready sites and enhancing small business programming shifts the
SEDC from a reactive posture to a strategic one, allowing leadership to efficiently capture expected industry
growth and foster new business formation.
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Goal 2. Talent and Workforce Development
Enhance Schertz’s economic competitiveness for business development.
The City of Schertz is home to a highly educated population,
with nearly 40 percent of residents holding a bachelor’s degree
or higher. The median household income in Schertz is nearly
$100,000, above that of the San Antonio MSA, the state, and
the US. Served by highly regarded public schools in the
Schertz-Cibolo-Universal City Independent School District (ISD)
and near more than 30 colleges and universities in the San
Antonio–Austin corridor, Schertz offers a highly sought-after
workforce for employers. Furthermore, this strategic location
gives Schertz access to a larger regional labor pool.
To grow this talent-based competitive advantage, the SEDC
must support education partners to align program offerings
with the skills employers need. The organization is well-
positioned to convene higher education partners and employers to help meet future workforce demands. Through
business site visits, the SEDC can collect information about local workforce needs and skills gaps. The SEDC
should share these findings with regional postsecondary partners, inform business-education partnerships, and
promote pathways to in-demand jobs in Schertz. Expanding on these postsecondary efforts, the SEDC must also
promote career awareness even earlier by partnering with the ISD to guarantee K–12 programming—such as
internships, career and technical education (CTE) programs, soft skills training, and career fairs—meets the needs
of local employers.
Providing employers with a skilled workforce requires attracting and retaining talent. The SEDC should
understand local and regional efforts targeting specific groups, like veterans and young leaders, to ensure they
have the resources and leadership opportunities to advance their careers in Schertz. The SEDC can further
support jobseekers by offering a job board that connects candidates to employment opportunities. As part of a
larger region and its associated labor pool, Schertz should collaborate with regional partners to promote
opportunities for adult workers.
Why It Matters for Schertz
• Expanded Local Employment Opportunities. Promoting career pathways and supporting local talent
development help convert Schertz’s large commuter population into a more locally employed workforce.
• Improved Business Engagement. Accessible points of connection and regular updates make it easier for
employers to navigate the local workforce, thus enhancing relations between businesses and the SEDC.
• Unified Regional Voice. Engaging actively in regional partnerships ensures Schertz’s value proposition is
amplified across the San Antonio region, making the City a top-of-mind choice for site selectors and major
employers.
STRATEGIES
2.1. Supply and Demand Alignment.
Coordinate among higher education
partners and employers to build a future
workforce pipeline.
2.2. Education and Career Exploration. Build
awareness of in-demand occupations.
2.3. Talent Development. Attract and retain
skilled talent to enhance the talent base
supporting Schertz employers.
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Talent and Workforce Development Best Practices
Fort Hood Region Veterans Inventory Initiative
In 2006, the city of Killeen, Texas, and the Greater Killeen Chamber of Commerce partnered with TIP Strategies to
craft a regional plan (named Operation Economic Transformation) that would reduce the region’s military-related
economic dependency while simultaneously building on the region’s growth opportunities associated with Fort
Hood. One outcome of this plan was the creation of the Fort Hood Region Veterans Inventory Initiative survey,
which continues to be administered on a quarterly basis. The veterans inventory captures information from
soldiers who are about to separate from the military. The survey asks questions about their educational levels,
skills, post-separation career plans for them and their spouses, and suggestions to improve the area’s quality of
place. Once compiled, the results are sent to local partners so they can highlight the incoming talent pool for
economic development marketing and in responding to investment requests for proposals.
Since 2007, the initiative has surveyed over 50,000 transitioning and retiring soldiers, creating a robust database
of Central Texas’s military talent pipeline. Data from the initiative shows the share of exiting servicemembers
who intend to stay in the region upon separation (39.8 percent in the Q2 FY26 report) and those who would
choose to stay if desirable local employment opportunities were available (48.9 percent in the Q2 2026 report).
In addition to surveying the servicemembers, the inventory also captures the skills and career aspirations of
military spouses, expanding the regional talent pool for prospective employers. The inventory allows
communities within the Fort Hood orbit to prove the existence of an immediate, disciplined workforce with
quarterly counts of available personnel by skills, experience, and clearance levels.
Next Generation Sector Partnerships
The Next Generation Sector Partnerships Training Manual includes step-by-step guidance for regional teams to
work together to build successful industry-led sector partnerships that are applicable for both rural and urban
regions alike.
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Goal 3. Quality of Place
Cultivate physical assets that establish a sense of community.
Schertz has intentionally invested in quality-of-place amenities
that strengthen its appeal to both residents and businesses.
From outdoor recreation, such as the Schertz Soccer Complex
and an extensive trail network, to retail destinations like the multi-
use development at Schertz Station, the City provides spaces that
promote connectivity. Given anticipated growth, leaders must
continue to prioritize these amenities and develop key corridors.
Expansion to the south necessitates the growth of commercial
retail offerings to serve new residents. To achieve this, the
SEDC must foster relationships with retail developers and
attend industry events. The City should prioritize retail
recruitment in key growth corridors, such as I-10 and South
Schertz, by actively targeting developers who specialize in
lifestyle centers and site-appropriate retail. Focus on high-
demand amenities, like dining and services sought by local workers and residents, is critical. To support these
recruitment efforts, establish a database of strategic sites paired with traffic counts, household income data, and
mobile location analytics to give Schertz the market intelligence needed to pitch and secure the right commercial
partners.
To attract businesses, talent, and visitors, a community must have a distinct identity featuring destinations that
individuals and families seek out. Schertz can develop community destinations by redeveloping Main Street,
including building a physical entrepreneurship hub where small businesses can access events, support services,
and resources for brick-and-mortar operations. Developing a city center, anchored by city hall or another asset,
would further define Schertz’s identity. Furthermore, creating more mixed-use developments throughout the City,
like Schertz Station, provides more residential and entertainment options beyond the I-35 corridor.
Finally, continued investments in quality-of-life amenities, such as improving accessibility and walkability around
outdoor recreation, are important to attract residents and maintain Schertz’s image as a family-friendly place to
live and work. Schertz’s outdoor offerings already distinguish it from its regional peers. Continuing to improve and
expand the parks and trail network remains a crucial advantage in the region. Creating walkable public spaces,
such as connecting the city hall complex to Main Street, would activate sites used to bring people to a curated
city center. The SEDC should work with the 2024 Schertz Parks, Recreation, Open Space and Trails Master Plan to
develop cultural districts around parks and trails and enhance their entertainment and recreational options.
Why It Matters for Schertz
• Improved Workforce Attraction and Retention. A more walkable, amenity-rich environment supports
employers, helps attract new residents and retain existing residents, and enhances quality of life.
• Reduced Retail Leakage. By prioritizing retail development and attraction, the City captures sales tax revenue
that is currently being spent in neighboring municipalities.
• Enhances Schertz’s Identity. Focusing investment on a city center and mixed-use developments creates the
dense core necessary to foster a community gathering space and generates a cohesive visual and physical
environment reinforcing the City’s brand.
STRATEGIES
3.1. Retail Development. Ensure
infrastructure capacity to meet
commercial retail growth.
3.2. Community Destinations. Support retail,
entertainment, and mixed-use
development and redevelopment
projects in key corridors.
3.3. Community Amenities. Increase and
improve the accessibility and walkability
amenities around outdoor recreation sites.
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• Preservation through Modern Design. Collaborating with developers to incorporate public-facing amenities,
such as plazas and art, ensures that new residential and mixed-use growth enhances the City's aesthetic
appeal without compromising its small-town feel.
• Recreational Connectivity. Integrating the City’s trail and park systems with commercial clusters maximizes
the economic value of Schertz’s natural assets, encouraging recreation-adjacent business growth, such as
cafes and patio bars.
Quality-of-Place Best Practices
Alpharetta, Georgia
In 2011, Alpharetta proposed a plan to redevelop its property holdings with the goal of creating a city center
that would serve as a gathering place for citizens and an attractive setting for businesses. This project
involved a public-private partnership where the city collaborated with private developers. The development
includes a new city hall, a Fulton County library, a five-acre park, a town green, and commercial spaces. The
city provided infrastructure improvements and created development guidelines to attract private investment,
resulting in a pedestrian-friendly district with residential, retail, and dining options. This project won multiple
awards for its context-sensitive development and excellence in town center development.
Grow DeSoto
The Grow DeSoto marketplace is a 26,000-square-foot microbusiness hub in the southwest Dallas-Fort Worth
area. Once an ACE Hardware, the city and the DeSoto EDC collaborated with the building owner to repurpose it
into 60 stalls, creating a retail space where small businesses could start and grow. The DeSoto EDC funded
the venture through sales tax revenue and master-leased the space from the owner. After a successful
entrepreneurial pitch day in 2017, the EDC started offering leases at a reduced rent and providing tenants with
business and marketing training. The marketplace now spans a variety of local businesses, including food,
health, beauty, and professional services. Its proximity to the city’s major public assets, like K–12 schools and
the DeSoto Community Outreach Center, allows the marketplace to serve as a central gathering space for
residents.
StartUp Spokane
Created in 2012 by Greater Spokane Inc., StartUp Spokane has supported the Spokane, Washington, small
business and entrepreneurial community through business events, resources, and networking. In 2023,
Spokane Public Library received a grant and acquired StartUp Spokane, expanding its brand and services
through the public library system. Spokane Public Library users are integrated into the StartUp Spokane
business resource network, which provides access to entrepreneurial expertise through TeamUp Mentors and
information on business formation, market research, and consulting services.
Lampasas Attractions
Lampasas has successfully created a distinct identity by leveraging its outdoor amenities and rich history. The
city emphasizes its heritage through marketing efforts that promote features like Hancock Springs, the oldest
free flow pool in Texas. These pools and the surrounding parks drove Lampasas’s reputation as a healing
resort town in the nineteenth century. The community continues to celebrate its beginnings through events like
the Spring Ho Festival. Similarly, Schertz can craft a strong brand by embracing its own roots and outdoor
recreation offerings.
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APPENDIX: PLANNING CONTEXT
To explore Schertz’s competitive position, identify challenges and opportunities, and shape the action plan, TIP
used its three-phase discovery-opportunity-implementation planning model, which combines quantitative and
qualitative research. This section summarizes the process, culminating with an analysis of the SEDC’s strengths,
weaknesses, opportunities, and threats (known as a SWOT analysis) and a sample of the detailed implementation
matrix that was provided separately to the SEDC.
Background Review
At the outset of the engagement, TIP reviewed existing economic development-related plans and studies for
Schertz. This section summarizes the plans reviewed, demonstrating how the initiatives of this Comprehensive
Economic Development Strategic Plan were informed by the priorities and strategies previously identified by the
City and its regional stakeholders.
Schertz’s CEDS is intentionally aligned with the 2024 City of Schertz Comprehensive Plan, which will guide
development and manage growth in the City over the next 20 years through land use and economic strategies. The
CEDS takes relevant components of the comprehensive plan that apply to economic development and offers near-
term, actionable strategies to achieving them. These areas of interest include infrastructure investments, Main Street
redevelopment efforts, mixed-use opportunities, expansion of public spaces, and commercial development. For
further contextualization, TIP also reviewed the 2024 Schertz Parks, Recreation, Open Space and Trails Master Plan;
Main Street incentive programs; and Schertz Capital Improvement Projects.
The CEDS leverages a broader body of work at the regional and state level by aligning its strategies with existing
infrastructure investments, regional business attraction efforts, and statewide initiatives to support business
growth and job creation. Together, these plans provided a cohesive foundation, ensuring that Schertz’s economic
development actions are coordinated, forward‑looking, and grounded in the City and the region’s long‑term vision.
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Economic Context
TIP conducted a strategic analysis of Schertz’s competitive position with comparisons to Guadalupe County,
Comal County, Bexar County, the San Antonio MSA, Texas, and the US, as well as a selection of peer
communities. Peers were selected based on surrounding communities, similar size communities with proximity
to major Texas markets, and similar size communities with proximity to a military installation. Peers included
Cibolo, Texas; Universal City, Texas; Georgetown, Texas; New Braunfels, Texas; Hutto, Texas; Kyle, Texas;
Burleson, Texas; Seguin, Texas; Cedar Park, Texas; San Marcos, Texas; Fountain, Colorado; O’Fallon, Illinois;
Bellevue, Nebraska; Lacey, South Carolina; and Goose Creek, South Carolina. Initial data collection began in March
2026 during TIP’s discovery phase and the analytical work continued into the final phase of the engagement. The
in-depth strategic analysis was delivered to the SEDC in April 2026 in an interactive data visualization, the menu of
which is shown in Figure 3. There are several data takeaways included on the following pages that capture some
of the many findings from the strategic analysis.
Figure 3. Interactive Deliverable Menu
Job trends make a case for more industry diversification.
Since the Great Recession (2007–2009), Schertz’s relative employment growth (57.5 percent) has exceeded that of
the San Antonio MSA and Bexar County but has not kept pace with Guadalupe County (66.1 percent), Comal County
(100.6 percent), and most of its peer cities. Over a three-year period, Schertz represented just 2 percent of all job
postings in the San Antonio MSA. As shown in Figure 4, local hiring demand has remained concentrated in Retail
Trade, Wholesale Trade, and Construction, with the demand for healthcare driven largely by Methodist Health
System (8.2 percent of postings). In contrast, data indicates relatively low demand for Professional Services,
Finance & Insurance, and Educational Services jobs. Although these are important employment opportunities, local
industry clusters do not offer the same level of economic diversification or fiscal stability associated with a broader
mix of traded industry clusters.
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The City's existing traded industry base provides a strong foundation for industry diversification efforts. As
indicated in Figure 5, each of Schertz’s top traded clusters has seen major relative growth since 2001, including
Distribution & E-Commerce (730.2 percent), Business Services (769.5 percent), Transportation & Logistics (437
percent), and Plastics (968.5 percent). This growth demonstrates the City’s ability to compete for and support
export-oriented industries, creating an opportunity to capture a larger share of regional growth while building on
established economic strengths. The City's commercial and industrial real estate assets further reinforce this
position. Relegated almost entirely to the City’s northwest corner, Schertz has represented the majority of the
MSA’s industrial completions in a calendar year twice over the past two decades: in 2013 (55 percent) and 2025
(51 percent) and local industrial rents remain somewhat lower than the MSA. Over the past several years, local
rents for office, retail, and flex properties have surged to be higher than the MSA-wide rates, on average. Despite
periodic spikes in construction over this period, office vacancy rates have remained low in Schertz since 2015.
This strong demand for commercial space positions Schertz to pursue business expansion and attract new
investment to broaden its tax base and support long-term fiscal sustainability.
Figure 4. Job Posting Analysis | Demand
Based on an analysis of three years of job postings, March 2023–February 2026
Source(s): US Bureau of Labor Statistics (BLS); Lightcast 2026.1—Quarterly Census of Employment and Wages (QCEW) Employees, Non-QCEW
Employees, and Self-Employed; TIP Strategies, Inc.
Note(s): Bars show percentage share of unique job postings each region by industry sectors. Job postings include non-staffing, unique, newly
posted job postings for permanent full-time, part-time, and flexible positions, excluding internships, between March 2023 and February 2026.
Only includes top 15 industry sectors by job postings per region.
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Figure 5. Industry Employment | Job Count
Schertz, Texas, jobs by industry cluster, 2025
TRADED CLUSTERS
• Serve outside markets
• Free to choose where they locate
• Tend to be highly concentrated in few regions that have
specific advantages
LOCAL CLUSTERS
• Primarily serve local markets
• Present in virtually every market
• Location is not dependent upon competitive advantage
Source(s): BLS; Lightcast 2026.1—QCEW Employees, Non-QCEW Employees, and Self-Employed; US Economic Development Administration,
Institute for Strategy and Competitiveness, Harvard Business School; TIP Strategies, Inc.
Note(s): Only includes clusters with at least 10 jobs in Schertz, Texas, in 2025. Schertz, Texas, is defined by the following ZIP Code: 78154.
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Aligning talent supply with industry demand helps to diversify the local economy.
Compared to its benchmark regions, most Schertz job postings from March 2023 to February 2026 typically
required less stringent experience and education qualifications. As illustrated in Figure 6, more than 80 percent of
Schertz job postings require an associate’s degree, a high school diploma, or GED—far outpacing the MSA, state,
and national averages. Local school districts and other training providers have grown the pipelines for many of
these jobs with lower barriers to entry. The numbers of both CTE students and CTE graduates at Schertz-Cibolo-
Universal City, Comal, and East Central ISDs climbed significantly over the past several years of available data:
16,078 students in 2020–2021 to 19,800 students in 2023–2024; 5,086 graduates in 2020–2021 to 7,019
graduates in 2023–2024. Figure 7 illustrates the change in CTE students over time for Schertz-Cibolo-Universal
City ISD. This strong secondary pipeline is mirrored regionally by the San Antonio MSA's apprentice pool, which
more than doubled between 2013 and 2024, climbing from 2,236 to 4,928.
However, this job mix contrasts with the local talent base: nearly 4 in 10 Schertz residents possess a bachelor’s
degree or higher. The City also has a higher unemployment rate than all but one of its geographic peers. The
makeup of the existing local workforce, credentialing institutions, job mix, and industry base suggest ample
opportunities to strengthen talent pipelines and business development efforts. Promoting clear career
pathways, coordinating regional partnerships, and leveraging Schertz's rich labor supply—including its peer-
leading veteran population—will help generate job opportunities for residents while closing localized hiring and
skill gaps. Over time, better alignment between talent supply and industry demand can help diversify the local
economy, attract new investment, and strengthen the commercial and industrial tax base that underpins the
City's long-term fiscal sustainability.
Figure 6. Job Posting Analysis | Qualifications
Based on an analysis of three years of job postings, March 2023–February 2026
Source(s): BLS; Lightcast 2026.1—QCEW Employees, Non-QCEW Employees, and Self-Employed; TIP Strategies, Inc.
Note(s): Job postings include non-staffing, unique, newly posted job postings for permanent full-time, part-time, and flexible positions,
excluding internships, between March 2023 and February 2026.
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Figure 7. Education & Training | Career & Technical Education
CTE Programs in Schertz-Cibolo-Universal City ISD high schools, 2020–2024
Source(s): Texas Education Agency; TIP Strategies, Inc.
Note(s): Intermediate CTE students or graduates are those who have completed and passed two or more CTE courses and have at least two
credits within the same program of study but are not advanced CTE students or graduates. Advanced CTE students or graduates are those
who have completed and passed three or more CTE courses and have at least four credits, including at least one upper-level course, within the
same program of study. Students and graduates are not exclusive to a single program as they may enroll in multiple. Courses may also count
toward multiple program credentials. The San Antonio MSA consists of Atascosa, Bandera, Bexar, Comal, Guadalupe, Kendall, Medina, and
Wilson Counties, Texas. The full list of career clusters and programs is available through the interactive Economic Assessment.
Investments in quality-of-place amenities are critical as the City grows.
Several priority sites across Schertz—the city hall complex/future park, Main Street, and Schertz Station—
represent high-impact opportunities for mixed-use development and redevelopment. Through quality-of-place
investments that improve the accessibility and walkability of amenities, these areas can become desirable and
connected community destinations. Efforts focused on intentionally shaping priority sites will deliver the vibrant,
pedestrian-friendly neighborhoods required to elevate local quality of place.
This targeted approach to quality-of-place improvements is supported by Schertz’s retail market. As shown in
Figure 8, the City’s average retail rent is somewhat higher than the San Antonio MSA ($25.93 vs. $19.81), while its
vacancy rate is significantly lower (1.1 percent versus 3.8 percent). These tight market dynamics are further
underscored by historical growth, with Schertz accounting for an average of 2.2 percent of all regional retail
completions from 2005 to 2025. Together, these trends highlight an opportunity for the City to ensure
infrastructure capacity matches commercial growth along major corridors, like FM 78, FM 3009, and I-10, while
strategically channeling retail and entertainment demand into the City’s priority mixed-use sites.
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Figure 8. Retail | Average Rent
Source(s): CoStar Group; TIP Strategies, Inc.
Note(s): All data are estimated by CoStar as of February 2026. For retail property, rent periods are annual and the spatial unit of analysis is
square feet (SF).
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Engagement Process
Input from community leaders across private, public, and nonprofit sectors is critical to the success of any
visioning process. Over 50 participants contributed to the development of this plan. Community input was
particularly important for developing the plan’s strategies, as its priorities and their associated responsibilities
impact multiple organizations and chart a course for Schertz’s economic prosperity. At the beginning of the
strategic planning process, TIP worked with the SEDC to design the approach to stakeholder engagement, which
involved several methods (see Figure 9). Central to the stakeholder engagement process was a project advisory
committee, which convened at major milestones.
Figure 9. Engagement Process Overview
50+
STAKEHOLDER
PARTICIPANTS
10
ROUNDTABLE
SESSIONS
21
PERSONAL
INTERVIEWS
5
SITE
VISITS
Advisory Committee ● SEDC Staff ●
Planning Department ● SEDC Board of
Directors ● Small Business Major Employers
City Council ● Mayor ● City Manager
● Deputy City Manager ● Parks and
Recreation Director ● SEDC Board of
Directors Members ● Education ●
Real Estate greater:SATX
In-person trips, including site tours
of the City, business parks, Main
Street, City complex, retail corridors,
and developable land.
Advisory Committee Stakeholder Organizations
• Alamo Colleges
• Bexar County Economic Development
• The Chamber (Schertz-Cibolo-Selma Area)
• City of Schertz
• CPS Energy
• First United Bank
• greater:SATX
• Green Valley Special Utility District
• Guadalupe County
• Guadalupe Valley Electric Cooperative
• Schertz Bank & Trust
• Schertz Cibolo Emergency Clinic
• Schertz-Cibolo-Universal City ISD
• Texas Tri-County Chamber of Commerce
• UT San Antonio Small Business Development Center
• Wayland Baptist University San Antonio
• Workforce Solutions Alamo
Source(s): TIP Strategies, Inc.
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SWOT Analysis
During the discovery phase of the project, the consulting team gathered qualitative and quantitative input to
understand the SEDC’s competitive position in the region. The results of these efforts informed the following
strengths, weaknesses, opportunities, and threats (SWOT) analysis.
• Strengths: Assets that can be built on to grow, strengthen, and diversify the local/regional economy.
• Weaknesses: Liabilities and barriers to economic development that could limit economic growth potential.
• Opportunities: Competitive advantages and positive trends that hold significant potential for the attraction of
new businesses, investments, and skilled workers.
• Threats: Unfavorable factors and trends (often external) that could negatively affect the local/regional economy.
Figure 10. Summary of SWOT Analysis for the SEDC
Strengths Weaknesses
• Accessibility to I-10 and I-35
• Supply of industrial real estate
• Highly educated workforce
• Military installations & personnel and veteran population
• Relative affordability
• Safe, family-centric community
• Parks and trails systems & connectivity
• Business friendly compared to neighbors
• Southern logistical hub for the US
• Strong local and regional partners
• Position in the Austin–San Antonio corridor
• Keeping pace with infrastructure needs (water/sewer,
power)
• Traffic congestion
• Dependence on warehousing
• Geographic divisions (counties, school districts, utility
providers, airbase)
• Property tax exemption impact on City revenues
• Lacking a brand story
• Floodplain restraints to development
Opportunities Threats
• Advanced manufacturing recruitment
• Foreign direct investment
• Marketing of EDC and planning department coordination
• Redevelopment opportunities (Main Street, city center)
• Small business supports
• Entrepreneur ecosystem development
• Leveraging partners to meet talent needs
• Commercial development (i.e., 1518, I-10, near 1604, Roy
Richards Drive, Community Circle Park, and Hubertus Road)
• Educating the community about economic development
efforts
• Regional competition (e.g., Port San Antonio, Brooks
Development Authority, and other corridor communities)
• Not diversifying the tax base
• Risk of unmanaged growth
• Tale of two cities (North vs. South Schertz
developments)
• Aging infrastructure
• Future retail leakage
• Business climate uncertainty
Source(s): TIP Strategies, Inc.
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Implementation
Transforming vision into reality requires a deliberate implementation framework for action, resource alignment,
and accountability. This section outlines the staffing capacity, performance metrics, and action-oriented matrix
needed for the SEDC to execute the plan’s recommendations effectively.
Staffing
Implementing the CEDS will result in increased activity levels, particularly because of the needs of a rapidly
growing community. The CEDS also includes recommendations for new activities in target attraction research,
entrepreneurship ecosystem relations, and placemaking efforts for retail development and redevelopment
opportunities. In addition to the staff needed to support efforts that exclusively fall to the SEDC, there is also the
potential need for shared staff through formal partnerships, for example in collaboration with the chamber or in
the case of a public-private partnership.
EDC Funding Structure
Economic development in Texas is governed by a legal framework for how local communities can incentivize
growth. While state law grants local economic development corporations (EDCs) the power to invest public funds
into the community, it also imposes strict statutory boundaries on what types of projects those tax revenues are
legally eligible to support. The following overview outlines the historical authority and legal guardrails that define
the capabilities and restrictions guiding the SEDC’s investment decisions.
Texas Economic Development Corporations
The Development Corporation Act of 1979 (the Act) authorized Texas communities to create nonprofit
corporations to promote local business development using private funds. A 1989 amendment to the Act
authorized eligible communities to fund these organizations through the adoption of a voter-approved local
option sales tax. The new entities were known as Type A corporations after the newly created section of the
Act. In 1991, the Act was expanded to permit the use of these revenues to fund corporations, known as Type B
corporations, which could invest in a wider range of civic and commercial projects. Depending on their tax
structure, eligible communities can elect to form either Type A or Type B corporations or both. Each
corporation type has unique restrictions for what types of projects these tax revenues are eligible to fund.
Metrics of Success
The performance metrics used to measure success are an important part of the CEDS. These are the numbers
that tell the story of the CEDS’s impact. However, it is important to acknowledge that the SEDC does not operate
alone. External factors ranging from supply chain disruptions and geopolitical conflicts to financial and real estate
market volatility affect economic performance at the local level. An understanding of the broader economic
landscape allows the SEDC to maintain a realistic view of progress, while focusing on strategies where it can
most directly impact positive change in the local economy.
1. Inputs. Activities directed by the SEDC team.
a. Businesses visited/surveyed as part of business and retention program
b. Website traffic and social media impressions
c. Outreach to site selectors and real estate professionals
SCHERTZ ECONOMIC DEVELOPMENT CORPORATION
COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIC PLAN | 19
2. Impacts. Economic benefits from the SEDC’s work as evidenced by direct outcomes (jobs, investment, and
new real estate development).
a. Capital investment from business recruitment/expansion projects
b. Jobs retained from SEDC-supported projects
c. New high-wage jobs created from SEDC-supported projects
d. New industrial and commercial space from SEDC-supported development
3. Indicators. Indirect community-wide outcomes from the plan signaled by general macroeconomic data.
a. Increase in total employment
b. Increase in median household income
c. Increase in commercial tax base for the City of Schertz
Implementation Matrix
TIP provides an Excel-based matrix to guide this strategic plan’s implementation. The implementation matrix is a
flexible tool that captures the recommended strategies and actions, with an indication of roles and a proposed
timeline for action. The matrix also allows the SEDC to include supporting partners that may have a role in
implementation. In addition, supporting partners can be listed. These organizations may be collaborators or
potential resources that can help move implementation forward.
Finally, the implementation matrix includes an indicator to reflect the status of each strategy and action, in addition
to a place to capture achievements for reporting purposes. The format of the implementation matrix allows for
necessary adjustments to ensure a responsive and dynamic plan. Because strategies and methods evolve to adapt
to new circumstances, the evaluation metrics should also be updated to accurately reflect progress on modified
strategies. The frequency of monitoring will differ, depending on the metric and data source.
STRATEGY • TALENT • RESILIENCE • ADVISORY
www.tipstrategies.com
+1 512 3439113
contact@tipstrategies.com
SCHERTZ
STRATEGIC
FRAMEWORK
PLAN FRAMEWORK: GOALS
GOAL 3. QUALITY OF PLACE
Cultivate physical assets that establish a sense of community.
GOAL 2. TALENT & WORKFORCE DEVELOPMENT
Enhance Schertz’s economic competitiveness for business development.
GOAL 1. BUSINESS ATTRACTION, RETENTION, & DEVELOPMENT
Ensure a sustainable and diversified commercial and industrial tax base.
STRATEGY 1.1. Business Retention and Expansion: Enhance and expand business
retention and expansion efforts.
1.1.1. Business visitation program. Increase current business retention and expansion visits through on-site
and virtual engagements, continue using a customer relationship management (CRM) software program
for managing a database of existing businesses in Schertz, and create a list of standard questions that
capture metrics in the CRM database.
1.1.2. Prioritize target industry businesses. Identify the priority businesses aligned with target industries and
establish ongoing communication channels with them. Use intelligence from BRE efforts to inform
recruitment activities for other target businesses.
1.1.3. Collaborate on workforce challenges. Understand the workforce needs for existing businesses and
enhance relationships between businesses and post-secondary partners to allow for better alignment
between education and training programming and in-demand workforce needs.
1.1.4. Support services. Serve as a connector between employers and local and regional resources aimed at
addressing workforce challenges (i.e., housing, transportation, childcare, and AI adoption).
STRATEGY 1.2. Targeted Marketing: Recruit new businesses to Schertz with a
focus on the target industries.
1.2.1. Business intelligence. Continuously monitor industry intelligence to stay up to date on trends impacting
target industries. Engage local industry leaders to provide sector specific input on regional issues.
1.2.2. Business friendly messaging. Create in-depth profiles of local business success stories. Include
testimonials from area business executives who endorse Schertz as a great place to do business.
1.2.3. Marketing materials. Maintain an annual marketing plan that includes a stronger web presence with an
amplified foreign direct investment (FDI) message, site selection data, and real estate developer
relationships. Ensure marketing aligns with the EDC’s business intelligence efforts (1.2.1).
1.2.4. Targeted events and promotion. Engage with site selectors through targeted events and communications
to highlight Schertz’s strengths in specific industries. Conduct regular engagement with business decision
makers through perception surveys.
1.2.5. Foreign investment. Expand marketing efforts to include international outreach. This should include
relationships with internationally focused site selectors, attending recruitment events related to target
industries that highlight international opportunities, partnering with experts at greater:SATX and leveraging
leads from their efforts, and creating targeted international messaging through print and web marketing.
STRATEGY 1.3. Small Business and Entrepreneurship: Heighten programming to
advance small business formation and growth in coordination with chambers.
1.3.1. Centralize resources. Map existing assets within the local and regional ecosystem and create an online
guide to small business resources.
1.3.2. Regional networking. Connect small businesses with information on regional supportive resources, such
as financing and technical support. Reinforce existing regional programs, including physical and virtual
programming offered.
1.3.3. Events to grow business and sell products. Support the Chamber’s efforts in offering small business
programming and promote brick-and-mortar expansion opportunities to grow businesses, with a strong
focus on Main Street redevelopment.
1.3.4. Veteran and military-affiliated businesses. Engage veteran-owned businesses to understand the assets
and challenges of doing business in Schertz and adapt small business guides to include veteran-specific
resources. Seek consistent and regular input from these businesses to understand their real-time needs
and, where possible, connect them with the appropriate support.
STRATEGY 1.4. Site Development: Identify sites for future growth opportunities
and support efforts to prepare shovel ready sites for expected industries.
1.4.1. Infrastructure improvements. Prioritize maintaining the City’s road infrastructure, water availability, and
the integrity of the power grid. Evaluate existing industrial sites and aim infrastructure improvements to
meet the needs of target industry projects, including water, wastewater, and electric.
1.4.2. Shovel ready sites. Convene stakeholders including property owners, developers, and utilities to shorten
the lead times needed for site activation to ensure shovel ready sites for high impact projects.
1.4.3. Identify future industrial sites. Build relationships with developers to identify future industrial
opportunities, especially along I-10, I-35, and South Schertz. Prioritize areas of focus based on possible
ease and speed of development.
1.4.4. Regional partnerships: Continue to enhance relationships with regional partners to market the region,
develop sites, and support transportation, utilities, and workforce development.
STRATEGY 2.1. Supply and Demand Alignment: Coordinate among higher
education partners and employers to build a future workforce pipeline.
2.1.1. Capture local employer workforce needs. Conduct an employer survey to collect information about
employer needs. Seek feedback from employers about the performance and quality of programming
offered by area institutions.
2.1.2. Regional collaboration. Share employer survey findings with regional postsecondary and training
partners to inform them about trends in employment demand from local employers and adjust priority
training needs accordingly.
2.1.3. Facilitate business-education partnerships. Serve as convener between local businesses and regional
education providers to bridge the skills gap employers are facing. Facilitate ongoing points of contact
among postsecondary institutions and employers.
2.1.4. Promote pathways. Promote educational on-ramps for college-level students and adult workers
pursuing continuing education leading to in-demand occupations with local employers.
STRATEGY 2.2. Education and Career Exploration: Build awareness of in-demand
occupations.
2.2.1. Partner with ISD. Facilitate relationships among the school district and area employers to build the future
talent pipeline for employers to meet their workforce needs, both technical and soft skills.
2.2.2. Apprenticeships and internships. Create a one-stop resource for internship candidates to learn about
opportunities with Schertz employers. Promote apprenticeship and employer internship opportunities to
qualified candidates by partnering with postsecondary career services departments and high schools.
2.2.3. Promoting and scaling CTE programs. Encourage the alignment of career and technical education
programs to the in-demand occupations within the target sectors. Focus on advanced manufacturing,
defense technology & aerospace supply chain, food manufacturing, IT & professional services, and power
& energy clusters. Partner with the school district to identify gaps in available equipment, facilities,
transportation, staff and other resources to offering quality CTE programming.
2.2.4. Career ambassadors. Coordinate with employers to recruit young to mid-level professionals in target
sectors to serve as career awareness ambassadors to share their journey with K-12 students at career
fairs and classroom visits.
STRATEGY 2.3. Talent Development: Attract and retain skilled talent to enhance
the talent base supporting Schertz employers.
2.3.1. Veterans and spouses. Help transitioning servicemembers and their spouses find employment in Schertz.
Understand the difficulties veterans face when translating their military background, skills, and relevant
training to civilian employment equivalents. Know the resources offered to transitioning servicemembers,
veterans, and trailing spouse candidates about civilian skills and education pathways.
2.3.2. Young leaders. Expand support systems for Schertz’s young professionals to retain talent and grow a future
community leadership pipeline. Host networking events for young and mid-career professionals, including
community stewardship and volunteer opportunities to connect young professionals with the community.
2.3.3. Job seeker support. Help connect Schertz jobseekers to employers and workforce development resources,
and encourage Schertz employers to post available positions on regional and local job search portals.
2.3.4. Regional partners. Partner with regional economic development leaders to establish talent retention
initiatives. Focus should be given to specific demographics, such as veterans, and ensure that wraparound
service providers, like childcare, are featured prominently in community outreach.
2.3.5. Community outreach plan. With partners, develop a community outreach plan focused on promoting
upskilling/reskilling pathways for adult workers. The plan should encourage collaboration among
organizations providing workforce, education, and wraparound related services and amplify local career
transition success stories.
STRATEGY 3.1. Retail Development: Ensure infrastructure capacity to meet
commercial retail growth.
3.1.1. Relationships with developers. Foster relationships with the retail development community to
communicate City preferences for local and regional brands. Market strategic sites directly to
developers, retail brokers, and decision-makers who specialize in these projects. Attend retail,
entertainment, and mixed-use specific events, such as International Council of Shopping Centers events
and Retail Live! conferences.
3.1.2. Site-appropriate retail. Target developers who specialize in the types of amenities sought after by
workers and residents in high-growth areas (i.e., I-10 and South Schertz). Develop a database of potential
strategic sites and information on household median incomes, traffic counts, and trade area data.
Enhance trade area data by subscribing to a mobile location data analytics service.
3.1.3. Commercial corridors. Support commercial development beyond the concentration of establishments in
North Schertz, to meet future growth needs in South Schertz. Host a design workshop to generate ideas
for retail and entertainment development to support the housing growth in South Schertz.
STRATEGY 3.2. Community Destinations: Support retail, entertainment, and
mixed-use development and redevelopment projects in key corridors.
3.2.1. Main Street redevelopment. Align redevelopment and new investments with design standards that
ensure a distinct and consistent aesthetic for the City while maintaining flexibility. Collaborate with The
Chamber to establish a physical entrepreneurship hub on Main Street where small businesses can
access resources, events, support services, and access to available real estate for brick-and-mortar
operations. Explore public-private partnerships with coworking spaces, educational institutions, or
business nonprofit entities to expand resources, events, and City offerings.
3.2.2. City center. Anchor a city center with a community-based, economic asset (e.g. city hall, convention
center, major retailer) to drive foot traffic for local businesses and serve as a “third place” where
residents and visitors come outside of business hours.
3.2.3. Mixed use developments. Partner with property owners in the target areas of town to identify potential
acreage for a mixed-use development to include commercial office space, high-end residential, higher-
end hotel options, and retail offerings. Public-private partnerships and incentives should be considered.
STRATEGY 3.3. Community Amenities: Increase and improve the accessibility
and walkability amenities around outdoor recreation sites.
3.3.1. Outdoor recreation. Improve and expand parks and outdoor recreational opportunities Citywide, including
sports facilities, recreational attractions for tourism, and connectivity between parks and trails across the
region. Highlight the outdoor amenities that distinguish Schertz from its regional peers, including the
robust and expanding parks and trails network.
3.3.2. Walkable public spaces. Maximize opportunities for temporary activation of sites around town that can
be utilized for special events to bring people to a curated city center adjacent to amenities like retail, city
hall, and Community Circle Park. Continue to build on the connectivity between the city hall complex and
Main Street.
3.3.3. Parks-centric retail development. Work in concert with the 2024 Schertz Parks, Recreation, Open Space &
Trails Master Plan to develop cultural districts and amenities near and around parks and trails. Poll
residents about what they like and find special about Schertz to generate ideas about existing assets to
enhance through retail/entertainment options.
All goals, strategies, and actions will be delivered to SEDC in an implementation matrix
SAMPLE IMPLEMENTATION MATRIX
Agenda No. 11.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:City Secretary
Subject:Council Liaison Assignment for Capital Improvement Advisory
Committee (Deputy City Secretary Sheree Courney)
BACKGROUND
The Texas Local Government Code requires a political subdivision to appoint a Capital Improvement
Advisory Committee (CIAC) before adopting impact fees. To impose an impact fee, the political
subdivision must first adopt an order, ordinance, or resolution establishing a public hearing date to
consider the land use assumptions and capital improvements plan for the designated service area.
The CIAC serves in an advisory capacity and is responsible for advising and assisting the political
subdivision in adopting land use assumptions; reviewing the capital improvements plan and filing
written comments; monitoring and evaluating implementation of the capital improvements plan; filing
semiannual reports regarding the plan’s progress and reporting any perceived inequities in
implementing the plan or imposing the impact fee; and advising the political subdivision when
updates or revisions to the land use assumptions, capital improvements plan, or impact fee are needed.
With the passage of Senate Bill 1883, changes to the CIAC’s membership requirements took effect on
September 1, 2025. Prior to these statutory changes, the CIAC included members of the Planning and
Zoning Commission (P&Z), which allowed the two bodies to hold their meetings jointly. As a result,
the City Council liaison assigned to the P&Z also served as the Council liaison to the CIAC.
Under the revised statute, members of the P&Z may no longer serve on the CIAC. As a result, the
CIAC will operate independently of the P&Z, and a separate Council liaison assignment for the CIAC
is necessary. The CIAC meets on an as-needed basis, with the next meeting anticipated in Fall 2026.
GOAL
Assign a City Council liaison to the Capital Improvement Advisory Committee (CIAC) to facilitate
communication between the City Council and the Committee related to impact fees, land use
assumptions, and the capital improvements plan.
COMMUNITY BENEFIT
Assigning a City Council liaison to the Capital Improvement Advisory Committee (CIAC) will
strengthen communication and coordination between the Committee and City Council. A designated
liaison will help ensure that the Council remains informed of the CIAC’s recommendations and
activities related to impact fees, land use assumptions, and the capital improvements plan, supporting
transparency, consistency, and informed decision-making for the community.
SUMMARY OF RECOMMENDED ACTION
Staff recommends that the City Council appoint a Council liaison to the Capital Improvement
Advisory Committee (CIAC) to establish a designated connection between the Committee and City
Council and ensure effective communication regarding the Committee’s advisory responsibilities.
RECOMMENDATION
Staff recommends that the City Council appoint a Council liaison to the Capital Improvement
Advisory Committee (CIAC) at this time.
Agenda No. 12.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:Planning & Community Development
Subject:
Resolution 26-R-093 - Conduct a public hearing and consider a
resolution accepting a petition for voluntary annexation of
approximately 10.7 acres of land, located approximately 900 feet
north-west of the intersection of FM 482 and Schwab Road, more
specifically known as Comal County Property Identification Number
56613, Comal County, Texas (Senior Planner Daisy Marquez)
BACKGROUND
Annexation of land into the City's corporate limits may be voluntary or involuntary. The Texas Local
Government Code (LGC) provides requirements and outlines the process based on the annexation
type. The proposed annexation is voluntary and on request of the owner, the City of Schertz, thus
Chapter 43, Subchapter C-3 of the Texas Local Government Code is applicable. The City's Unified
Development Code (UDC) Section 21.4.8 includes provisions for the processing of voluntary
annexation requests.
In 2023, the City of Schertz purchased approximately 10.7 acres of land, located approximately 900
feet northwest of the intersection of FM 482 and Schwab Road, more specifically known as Comal
County Property Identification Number 56613, for parks. The approximately 10.6 acre tract is located
within the City of Schertz Comal County Extraterritorial Jurisdiction (ETJ). Steve Williams, City
Manager of the City of Schertz, has submitted a petition for voluntary annexation of the subject
property.
Upon City Council accepting the current petition for voluntary annexation of the approximately 10.7
acres, it would initiate the process to annex and zone the property. The adoption of Resolution
26-R-093 does not annex the subject property, but allows City Council to annex the property by
ordinance in the future. An ordinance for annexation of the subject property must be approved by
City Council to annex the property, which is tentatively scheduled for the September 15, 2026, City
Council meeting. The annexation ordinance will be accompanied by a service agreement to meet the
requirements of UDC Section 21.4.8 and LGC 43.0672. The zoning application to accompany the
annexation is tentatively scheduled for the September 2, 2026, Planning and Zoning Commission
meeting.
GOAL
Steve Williams, City Manager of the City of Schertz, is requesting voluntary annexation into the City
of Schertz because the City-owned property is currently located within the City of Schertz Comal
County ETJ.
COMMUNITY BENEFIT
Promote the safe, orderly, efficient development and ensure compliance with the City's vision of
Promote the safe, orderly, efficient development and ensure compliance with the City's vision of
future growth.
SUMMARY OF RECOMMENDED ACTION
Staff recommends approval of Resolution 26-R-093 accepting a petition for voluntary annexation.
FISCAL IMPACT
The approval of Resolution 26-R-093, accepting a petition for voluntary annexation, does not have a
financial impact on the City; however, the end annexation of the property will. In accordance with
Texas Local Government Code (LGC) Chapter 43, the City of Schertz must provide services to the
land on the effective date of annexation.
RECOMMENDATION
Approval of Resolution 26-R-093.
Attachments
Resolution 26-R-093 With Attachments
Petition for Voluntary Annexation
City Council Presentation Slides
RESOLUTION NO. 26-R-093
A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS ACCEPTING A PETITION FOR VOLUNTARY
ANNEXATION WITHIN THE EXTRATERRITORIAL JURISDICTION
OF THE CITY OF SCHERTZ
WHEREAS, a petition for annexation from the City of Schertz, of approximately 10.7-
acres, known as Comal County Property Identification Number 56613 and more specifically
described in the Exhibit A attached herein (herein, the “Property”) has been filed with the City in
accordance with ; and
WHEREAS, Texas Local Government Code Section 43.0671 authorizes the City of
Schertz to extend its City Limit boundaries through the voluntary annexation of area adjacent to
those boundaries upon petition of a landowner; and
WHEREAS, the complete petition packet is attached hereto as Exhibit B; and
WHEREAS, the City Staff has recommended that the petition for annexation be
accepted; and
WHEREAS, upon accepting the petition for voluntary annexation of the subject
properties, the City may annex the properties by adoption of an ordinance.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS THAT:
Section 1. The City Council hereby accepts the Petition for Voluntary Annexation.
Section 2. The City Council shall act upon the Petition for Voluntary Annexation and
annex the subject properties by ordinance at a future meeting of the City Council at such
time the City Council deems to be in the best interest of the City.
Section 3. The recitals contained in the preamble hereof are herby found to be true, and
such recitals are herby made a part of this Resolution for all purposed and are adopted as a
part of the judgement and findings of the City Council.
Section 4. All resolutions, or parts thereof, which are in conflict or inconsistent with any
provision of this Resolution are hereby repealed to the extent of such conflict, and the
provisions of this Resolution shall be and remain controlling as to the matters resolved
herein.
Section 5. This Resolution shall be construed and enforced in accordance with the laws
of the State of Texas and the United States of America.
Section 6. If any provision of this Resolution or the application thereof to any person or
circumstance shall be held to be invalid, the remainder of this Resolution and the
application of such provision to other persons and circumstances shall nevertheless be
valid, and the City Council hereby declares that this Resolution would have been enacted
without such invalid provision.
Section 7. It is officially found, determined, and declared that the meeting at which this
Resolution is adopted was open to the public and public notice of the time, place, and
subject matter of the public business to be considered at such meeting, including this
Resolution, was given, all as required by Chapter 551, Texas Government Code, as
amended.
Section 8. This Resolution shall be in force and effect from and after its final passage,
and it is so resolved.
PASSED AND ADOPTED, this ____ day of _______, 2026.
CITY OF SCHERTZ, TEXAS
________________________________
Ralph Rodriguez, Mayor
ATTEST:
_______________________________
Sheila Edmondson, City Secretary
Exhibit “A”: Property Description
Property Depiction
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Exhibit “B”: Petition Packet
Resolution 26-R-093
Accepting Petition of Annexation for 10.7 ac, Comal County
Daisy Marquez| Senior Planner
2
•10.7 acres
•Purchased in
2023
•Dry Comal Creek
Nature Park
•Comal ID: 56613
3
4
•Approval of Resolution does not annex the subject property – it
only allows for City Council to annex the property by ordinance in
the future
•Annexation and accompanying zone change ordinances are
tentatively scheduled
•September 15, 2026, City Council
•Zone Change application is scheduled for the September 2, 2026,
Planning and Zoning Commission Meeting
Annexation Process
5
Staff recommends approval of Resolution 26-R-093.
Recommendation
Agenda No. 13.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:Planning & Community Development
Subject:
Resolution 26-R-094 - Conduct a public hearing and consider a
resolution accepting a petition for voluntary annexation of
approximately 0.19 acres of land, known as 12235 Aztec Way, more
specifically known as a portion of Bexar County Property Identification
Number 308309, Bexar County, Texas (Senior Planner Daisy Marquez)
BACKGROUND
Annexation of land into the City's corporate limits may be voluntary or involuntary. The Texas Local
Government Code (LGC) provides requirements and outlines the process based on the annexation
type. The proposed annexation is voluntary and on request of the owner, the City of Schertz, thus
Chapter 43, Subchapter C-3 of the Texas Local Government Code is applicable. The City's Unified
Development Code (UDC) Section 21.4.8 includes provisions for the processing of voluntary
annexation requests.
In 2026, the City of Schertz purchased an approximately 2.06 acre tract, known as 12235 Aztec Way,
more specifically known as Bexar County Property Identification Number 308309. Approximately
0.19 acres of that 2.06 acre tract is located within the City of Schertz Bexar County Extraterritorial
Jurisdiction (ETJ). Steve Williams, City Manager of the City of Schertz, has submitted a petition for
voluntary annexation of the subject property.
Upon City Council accepting the current petition for voluntary annexation of the approximately 0.19
acres, it would initiate the process to annex and zone the property. The adoption of Resolution
26-R-094 does not annex the subject property, but allows City Council to annex the property by
ordinance in the future. An ordinance for annexation of the subject property must be approved by
City Council to annex the property, which is tentatively scheduled for the September 15, 2026, City
Council meeting. The annexation ordinance will be accompanied by a service agreement to meet the
requirements of UDC Section 21.4.8 and LGC 43.0672. The zoning application to accompany the
annexation is tentatively scheduled for the September 2, 2026, Planning and Zoning Commission
meeting.
GOAL
Steve Williams, City Manager of the City of Schertz, is requesting voluntary annexation into the City
of Schertz because the City-owned property is currently partially located within the City of Schertz
Bexar County ETJ.
COMMUNITY BENEFIT
Promote the safe, orderly, and efficient development and ensure compliance with the City's vision of
future growth.
SUMMARY OF RECOMMENDED ACTION
SUMMARY OF RECOMMENDED ACTION
Staff recommends approval of Resolution 26-R-094 accepting a petition for voluntary annexation.
FISCAL IMPACT
The approval of Resolution 26-R-094, accepting a petition for voluntary annexation, does not have a
financial impact on the City; however, the end annexation of the property will. In accordance with
Texas Local Government Code (LGC) Chapter 43, the City of Schertz must provide services to the
land on the effective date of annexation.
RECOMMENDATION
Approval of Resolution 26-R-094.
Attachments
Resolution 26-R-094 With Attachments
Petition for Voluntary Annexation
City Council Presentation Slides
RESOLUTION NO. 26-R-094
A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS ACCEPTING A PETITION FOR VOLUNTARY
ANNEXATION WITHIN THE EXTRATERRITORIAL JURISDICTION
OF THE CITY OF SCHERTZ
WHEREAS, a petition for annexation from the City of Schertz, of approximately 0.19
acres, known as a portion of Bexar County Property Identification Number 308309 and more
specifically described in the Exhibit A attached herein (herein, the “Property”) has been filed
with the City in accordance with ; and
WHEREAS, Texas Local Government Code Section 43.0671 authorizes the City of
Schertz to extend its City Limit boundaries through the voluntary annexation of area adjacent to
those boundaries upon petition of a landowner; and
WHEREAS, the complete petition packet is attached hereto as Exhibit B; and
WHEREAS, the City Staff has recommended that the petition for annexation be
accepted; and
WHEREAS, upon accepting the petition for voluntary annexation of the subject
properties, the City may annex the properties by adoption of an ordinance.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS THAT:
Section 1. The City Council hereby accepts the Petition for Voluntary Annexation.
Section 2. The City Council shall act upon the Petition for Voluntary Annexation and
annex the subject properties by ordinance at a future meeting of the City Council at such
time the City Council deems to be in the best interest of the City.
Section 3. The recitals contained in the preamble hereof are herby found to be true, and
such recitals are herby made a part of this Resolution for all purposed and are adopted as a
part of the judgement and findings of the City Council.
Section 4. All resolutions, or parts thereof, which are in conflict or inconsistent with any
provision of this Resolution are hereby repealed to the extent of such conflict, and the
provisions of this Resolution shall be and remain controlling as to the matters resolved
herein.
Section 5. This Resolution shall be construed and enforced in accordance with the laws
of the State of Texas and the United States of America.
Section 6. If any provision of this Resolution or the application thereof to any person or
circumstance shall be held to be invalid, the remainder of this Resolution and the
application of such provision to other persons and circumstances shall nevertheless be
valid, and the City Council hereby declares that this Resolution would have been enacted
without such invalid provision.
Section 7. It is officially found, determined, and declared that the meeting at which this
Resolution is adopted was open to the public and public notice of the time, place, and
subject matter of the public business to be considered at such meeting, including this
Resolution, was given, all as required by Chapter 551, Texas Government Code, as
amended.
Section 8. This Resolution shall be in force and effect from and after its final passage,
and it is so resolved.
PASSED AND ADOPTED, this ____ day of _______, 2026.
CITY OF SCHERTZ, TEXAS
________________________________
Ralph Rodriguez, Mayor
ATTEST:
_______________________________
Sheila Edmondson, City Secretary
Exhibit “A”: Property Description
Property Depiction
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Exhibit “B”: Petition Packet
Resolution 26-R-094
Accepting Petition of Annexation for 0.19 acres-Bexar County
Daisy Marquez| Senior Planner
2
•0.19 ac
•Purchased in 2026
•Portion of Bexar ID:
308309
3
4
•Approval of Resolution does not annex the subject property – it
only allows for City Council to annex the property by ordinance in
the future
•Annexation and accompanying zone change ordinances are
tentatively scheduled
•September 15, 2026, City Council
•Zone Change application is scheduled for the September 2, 2026,
Planning and Zoning Commission Meeting
Annexation Process
5
Staff recommends approval of Resolution 26-R-094.
Recommendation
Agenda No. 14.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:Human Resources
Subject:Presentation of the 2026 Employee Engagement Survey Results
(Director of Human Resources Jessica Kurz)
BACKGROUND
The City has conducted a biannual employee engagement survey since 2014 through the University
of Texas' Institute for Organizational Excellence. The purpose of the survey is to solicit employee
thoughts, ideas, and opinions on many work-related issues. The primary value of this survey is to
continue to create better two-way communication, encourage employees to share their thoughts on
critical issues and concerns, and gain insight by learning more about how to utilize the results in our
organization’s priorities, policies, and practices.
The survey was open for two weeks and all employees received multiple email reminders and
opportunities to participate. Individual responses are anonymous.
Dr. Noel Landuyt is the Director of the Institute for Organizational Excellence and will be presenting
the results to Council.
Attachments
Employee Engagement Results PPT
2026_Executive_Summary
Survey of Employee Engagement
City of Schertz, TX
2026
Noel Landuyt
nlanduyt@austin.utexas.edu
512-471-9831
Working in this area for over 40 years
Relationship to Texas State Government
Research Work in 35 States
Multiple Benchmark Groupings
“Soft Measures” to Hard Numbers
Annually:
Employee Engagement (1/4 Million employees)
Customer Surveys (1.6 Million customers of services)
Leadership Excellence (360, Collaboration, Supervision)
Custom Projects (Exit , Volunteers, Market, Evaluation, Opinion)
Index of Volunteer Engagement (over 200 organizations)
Organizational Value Chain
Heintzman and Marson (2006) People, Service and Trust: Links in the Public Service Chain.
International Review of Administrative Sciences.
Response Rate
Demographics
Framework
Overall Score
Employee Engagement
2024 2022
Next Steps
Engage Employees
Review the Data
Share the Data
Plan
Action
?
Pre/Post
Pulse
Groups Activities
Focused
Conversations
Brown Bags
Emails
Videos
Presentations
Social Media
Engagement Activities
Noel Landuyt
nlanduyt@austin.utexas.edu
512-471-9831
City of Schertz
Executive Summary
2026
REPORT ID: 7002
City of Schertz | 2026
Executive Summary
Table of Contents
Introduction ........................................................................................................................1
The Survey ............................................................................................................................2
Employee Engagement ..........................................................................................................3
People ...................................................................................................................................4
Constructs ............................................................................................................................5
Areas of Strength and Concern .......................................................................................6
Climate .................................................................................................................................7
Focus Forward ......................................................................................................................8
Appendix A: Demographic Items .......................................................................................A1
Appendix B: Primary Items ...............................................................................................B1
Appendix C: Additional Items .........................................................................................C1
Appendix D: Engagement Items .........................................................................................D1
Appendix E: Constructs and Related Items ...................................................................E1
Appendix F: Survey Customization Sheet ......................................................................F1
Institute for Organizational Excellence www.survey.utexas.edu
UT Social Work orgexcel@utexas.edu
405 W 25th Street Phone (512) 471-9831
Austin, Texas 78705 Fax (512) 471-9600
City of Schertz | 2026
Introduction
THANK YOU for your participation in the Survey of Employee Engagement (SEE). We trust that
you will find this information helpful in your leadership planning and organizational development
efforts. The SEE is specifically focused on the key drivers relative to the ability to engage
employees towards successfully fulfilling the vision and mission of the organization.
Inside this report, you will find many tools to assist you in understanding the engagement of your
employees. Your first indication of engagement will be the response rate of your employees. From
there, we share with you the overall score for your organization, averaging all survey items. You
will also find a breakdown of the levels of engagement found among your employees. We have
provided demographic information about the employees surveyed as well as what percent are
leaving or retiring in the near future. Then, this report contains a breakdown of the scoring for
each construct we surveyed, highlighting areas of strength and areas of concern. Finally, we have
provided Focus Forward action items throughout the report and a timeline suggesting how to
move forward with what you have learned from the survey results.
Your report represents aggregate data, but some organizations will want further information. For
example, the SEE makes it possible to see results broken down by demographic groupings. We
would enjoy hearing how you've used the data, and what you liked and disliked about the SEE
experience. We are here to help you engage your employees in achieving your vision and
mission.
Noel Landuyt
Associate Director
Institute for Organizational Excellence
Organization Profile
City of Schertz
Organizational Leadership:
Steve Williams, City Manager
Benchmark Categories:
Size 4: Organizations with 301 to 1000 employees
Mission 1/10 : General Government
Survey Administration
Collection Period:
06/15/2026 through 06/30/2026
Survey Liaison:
Jessica Kurz
Director of Human Resources and
Purchasing
1400 Schertz Parkway, Bldg. 2
Schertz, TX 78154
(210) 619-1152
jkurz@schertz.com
1
City of Schertz | 2026
The Survey
21 Breakout
Categories
Organizations can use breakout categories
to get a cross-sectional look at specific
functional or geographic areas. Your
organization had a total of 21 breakout
categories.
5 Additional
Items
Organizations can customize their survey
with additional items. These items can target
issues specific to the organization. Your
organization added 5 additional items.
2
City of Schertz | 2026
Employee Engagement
43.1%
Down 6.6%
Response Rate
The response rate to the survey is your first indication of the level of
employee engagement in your organization. Of the 466 employees
invited to take the survey, 201 responded for a response rate of
43.1%. As a general rule, rates higher than 50% suggest soundness,
while rates lower than 30% may indicate problems. At 43.1%, your
response rate is considered average. Average rates suggest possible
issues of trust within the organization, and employees may be
reluctant to engage in improvement efforts until leadership
demonstrates a clear commitment to change.
Overall Score
The overall score is a broad indicator for
comparison purposes with other entities. Scores
above 350 are desirable, and when scores dip
below 300, there should be cause for concern.
Scores above 400 are the product of a highly
engaged workforce. Your Overall Score from
last time was 392.Overall Score: 377
23%
32%
32%
12%
Levels of Employee Engagement
Twelve items crossing several survey constructs have been selected
to assess the level of engagement among individual employees. For
this organization, 23% of employees are Highly Engaged, 32% are
Engaged, 32% are Moderately Engaged, and 12% are Disengaged.
Highly Engaged employees are willing to go above and beyond in
their employment. Engaged employees are more present in the
workplace and show an effort to help out. Moderately Engaged
employees are physically present, but put minimal effort towards
accomplishing the job. Disengaged employees are disinterested in
their jobs and may be actively working against their coworkers.
For comparison purposes, according to nationwide polling data,
about 30% of employees are Highly Engaged or Engaged, 50% are
Moderately Engaged, and 20% are Disengaged. While these
numbers may seem intimidating, they offer a starting point for
discussions on how to further engage employees. Focus on building
trust, encouraging the expression of ideas, and providing employees
with the resources, guidance, and training they need to do their best
work.
3
City of Schertz | 2026
People
Reviewing workforce demographics helps provide a clearer picture of who responded to the
survey, the organization’s composition, and the range of perspectives within it. For example, if we
know 25% of the workforce is in the age range of 16-29 years, but the responses only show 2%,
16-29 year olds are under-represented in the results of the survey. Factors such as years of
service, retirement eligibility, gender, background, and age can offer useful context for
understanding the workforce.
Race/Ethnicity
African Am/Black
White
Asian
Native Am, Pac Isl
Prefer not to
answer
4.5%
71.1%
1.0%
3.0%
21.4%
0%25%50%75%100%
Age (in years)
16-29
30-39
40-49
50-59
60+
Prefer not to
answer
11.4%
27.9%
25.9%
15.9%
6.5%
12.4%
0%25%50%75%100%
Gender
Female
Male
Prefer not to
answer
34.3%
55.7%
9.0%
0%25%50%75%100%
YEARS OF SERVICE
With this Organization
25% New Hires (0-2 years)
41% Experienced (3-10 years)
24% Very Experienced (11+ years)
9% Prefer not to answer
Each figure represents about 2.2 employees.
3%INTEND TO LEAVE
Understand why people are leaving
your organization by examining
retention factors such as working
conditions, market competitiveness,
or upcoming retirement.
18%CAN RETIRE
This percentage of respondents
indicated that they are or will be
eligible for retirement within two
years.
4
City of Schertz | 2026
Constructs
Similar items are grouped together and their scores
are averaged and multiplied by 100 to produce 12
construct measures. These constructs capture the
concepts most utilized by leadership and drive
organizational performance and engagement.
Each construct is displayed below with its
corresponding score. Constructs have been coded
below to highlight the organization's areas of
strength and concern. The three highest are green,
the three lowest are red, and all others are yellow.
Scores typically range from 300 to 400, and 350 is
a tipping point between positive and negative
perceptions. The lowest score for a construct is
100, while the highest is 500.
Every organization faces different
challenges depending on working
conditions, resources, and job
characteristics. On the next page, we
highlight the constructs that are relative
strengths and concerns for your
organization. While it is important to
examine areas of concern, this is also an
opportunity to recognize and celebrate
areas that employees have judged to be
strengths. All organizations start in a
different place, and there is always room
for improvement within each area.
Construct Scores
Workgroup
Strategic
Supervision
Workplace
Community
Information Systems
Internal Communication
Pay
Benefits
Employee Development
Job Satisfaction
Employee Engagement
405
402
385
382
389
390
357
277
392
399
375
394
5
City of Schertz | 2026
Constructs Over Time
One of the benefits of continuing to participate in
the survey is that over time data shows how
employees' views have changed as a result of
implementing efforts suggested by previous survey
results.
Positive changes indicate that employees perceive
the issue as having improved since the previous
survey.
Negative changes indicate that the employees
perceive that the issue has worsened since the
previous survey. Negative changes of greater than
40 points and having 8 or more negative construct
changes should be a source of concern for the
organization and should be discussed with
employees and organizational leadership.
Has Change
Occurred?
Variation in scores from year to year is
normal, even when nothing has changed.
Analyzing trend data requires a bringing
patterns into focus, digging deeper into
data, and asking questions about issues
surrounding the workplace.
Pay close attention to changes of more
than 15 points in either direction. Were
there any new policies or organizational
changes that might have affected the
scores? Were these areas a point of
focus for your change initiatives?
Constructs Scores Over Time
Workgroup
Strategic
Supervision
Workplace
Community
Information Systems
Internal Communication
Pay
Benefits
Employee Development
Job Satisfaction
Employee Engagement
-9
-12
-18
-18
-6
2
-21
-41
-4
-5
-16
-12
-80 -60 -40 -20 0 20 40 60 80
6
City of Schertz | 2026
Areas of Strength and Concern
Areas of Strength
Workgroup Score: 405
The workgroup construct captures employees' perceptions of the people they work
with on a daily basis and their effectiveness. Higher scores suggest that employees
view their workgroup as effective, cohesive and open to the opinions of all members.
Strategic Score: 402
The strategic construct captures employees' perceptions of their role in the
organization and the organization's mission, vision, and strategic plan. Higher scores
suggest that employees understand their role in the organization and consider the
organization's reputation to be positive.
Employee Development Score: 399
The employee development construct captures employees' perceptions about the
priority given to their personal and job growth needs. Higher scores suggest that
employees feel the organization provides opportunities for growth in organizational
responsibilities and personal needs in their careers.
Areas of Concern
Pay Score: 277
The pay construct captures employees' perceptions about how well the
compensation package offered by the organization holds up when compared to
similar jobs in other organizations. Lower scores suggest that pay is a central
concern or reason for discontent and is not comparable to similar organizations.
Internal Communication Score: 357
The internal communication construct captures employees' perceptions of
whether communication in the organization is reasonable, candid and helpful.
Lower scores suggest that employees feel information does not arrive in a timely
fashion and is difficult to find.
Job Satisfaction Score: 375
The job satisfaction construct captures employees' perceptions about the overall
work situation and ability to maintain work-life balance. Lower scores suggest
that employees feel overworked, unable to perform at their best and unhappy
with their work.
7
City of Schertz | 2026
Climate
The climate in which employees work does, to a large extent, determine the efficiency and
effectiveness of an organization. The appropriate climate is a combination of a safe, non-
harassing environment with ethical abiding employees who treat each other with fairness and
respect. Moreover, it is an organization with proactive management that communicates and has
the capability to make thoughtful decisions. Below are the percentages of employees who
marked disagree or strongly disagree for each of the 6 climate items.
29.2%
believe the information from this
survey will go unused.
Conducting the survey creates
momentum and interest in
organizational improvement, so it's
critical that leadership acts upon the
data and keeps employees informed
of changes as they occur.
25.5%
feel that upper management should
communicate better.
Upper management should make
efforts to be visible and accessible,
as well as utilize intranet/internet
sites, email, and social media as
appropriate to keep employees
informed.
24.6%
feel there aren't enough opportunities
to give supervisor feedback.
Leadership skills should be evaluated
and sharpened on a regular basis.
Consider implementing 360 Degree
Leadership Evaluations so
supervisors can get feedback from
their boss, peers, and direct reports.
9.6%
feel they are not treated fairly in the
workplace.
Favoritism can negatively affect
morale and cause resentment among
employees. When possible, ensure
responsibilities and opportunities are
being shared evenly and
appropriately.
5.5%
feel there are issues with ethics in
the workplace.
An ethical climate is the foundation of
building trust within an organization.
Reinforce the importance of ethical
behavior to employees, and ensure
there are appropriate channels to
handle ethical violations.
5.5%
feel workplace harassment is not
adequately addressed.
While no amount of harassment is
desirable within an organization,
percentages above 5% would benefit
from a serious look at workplace
culture and the policies for dealing
with harassment.
8
City of Schertz | 2026
JUL
2026
SEP
2026
DEC
2026
APR
2028
AUG
2026
OCT
2026
MAR
2027
9
City of Schertz | 2026
Demographic Items
Survey respondent information reports the response rate and frequency information for all
demographic variables that were asked of participants. Response Rate is a good indicator of
employees' willingness to engage in efforts to improve the organization. Scope of Participation is
a gauge to see whether or not employees by demographic characteristics participated in the
survey.
Response Rate
Your response rate is the percentage of surveys distributed divided by the number of valid
surveys received. For category reports, we only report the response rate for the organization as
a whole.
What is a good response rate?
If your organization sampled employees, the answer must take into consideration size, sampling
strategy, variance, and error tolerance. When all employees are surveyed (census), a general
rule for organizations of at least 500, is that a 30% rate is a low, but an acceptable level of
response. In general, response rates of greater than 50% (regardless of number of employees)
indicate a strong level of participation.
What about non-respondents?
First, you should review the scope of participation discussed in the following paragraph. Second,
you need to ascertain whether or not a more focused effort is needed to determine why some
groups did not respond.
Scope of Participation
Respondent information is used as a gauge of the scope of participation. For example, the
percentages of full time and part time respondents should roughly mirror your organization's
composition. This should be true for the other demographic categories. If not, consider whether
or not additional efforts need to be made to engage those low participating categories. It is
important to note the following:
If less than five respondents selected a demographic variable, "Less Than Five" and "Not
Available" is reported to protect the respondents' anonymity.
Participants have the option to skip items or select prefer not to answer. Both of these non-
responses are combined to give a total "Prefer not to answer" count.
A1
City of Schertz | 2026
Demographic Items
Total Respondents: 201
Surveys Distributed: 466
Response Rate: 43.13%
Number
of Survey
Respondents
Percent
of Survey
Respondents
My highest education level
Did not earn high school diploma or equivalent:Less than 5 Not Available
High school diploma or equivalent:27 13.43%
Some college:48 23.88%
Associate's Degree:24 11.94%
Bachelor's Degree:58 28.86%
Master's Degree:29 14.43%
Doctoral Degree:Less than 5 Not Available
Prefer not to answer:15 7.46%
I am
Female :69 34.33%
Male :112 55.72%
Prefer not to answer :18 8.96%
My annual salary (before taxes)
Less than $20,001 :7 3.48%
$20,001 to 30,000 :5 2.49%
$30,001 to 40,000 :16 7.96%
$40,001 to 50,000 :24 11.94%
$50,001 to 60,000 :18 8.96%
$60,001 to 70,000 :28 13.93%
$70,001 to 80,000 :19 9.45%
$80,001 to 90,000 :14 6.97%
More than $90,000 :49 24.38%
Prefer not to answer:21 10.45%
I work
Full-time :184 91.54%
Part-time :9 4.48%
Prefer not to answer:8 3.98%
A2
City of Schertz | 2026
Demographic Items
Total Respondents: 201
Surveys Distributed: 466
Response Rate: 43.13%
Number
of Survey
Respondents
Percent
of Survey
Respondents
My age (in years)
16-29:23 11.44%
30-39:56 27.86%
40-49:52 25.87%
50-59:32 15.92%
60+:13 6.47%
Prefer not to answer:25 12.44%
Years of service with this organization
Less than 1:25 12.44%
1-2:26 12.94%
3-5:49 24.38%
6-10:34 16.92%
11-15:21 10.45%
16+:28 13.93%
Prefer not to answer:18 8.96%
Are you of Hispanic, Latino/a, or of Spanish origin?
Yes:61 30.35%
No:106 52.74%
Prefer not to answer:34 16.92%
My race/ethnic identification (Check all that apply)
African American or Black:9 4.48%
White:143 71.14%
Asian:Less than 5 Not Available
Native American or Pacific Islander:6 2.99%
Prefer not to answer:43 21.39%
I am currently in a supervisory role.
Yes:69 34.33%
No:115 57.21%
Prefer not to answer:17 8.46%
A3
City of Schertz | 2026
Demographic Items
Total Respondents: 201
Surveys Distributed: 466
Response Rate: 43.13%
Number
of Survey
Respondents
Percent
of Survey
Respondents
I received a promotion during the past two years.
Yes:42 20.90%
No:144 71.64%
Prefer not to answer:15 7.46%
I received a merit increase during the past two years.
Yes:111 55.22%
No:75 37.31%
Prefer not to answer:15 7.46%
I plan to be working for this organization in one year.
Yes:168 83.58%
No:6 2.99%
Prefer not to answer:27 13.43%
I am eligible for retirement within the next two years.
Yes:36 17.91%
No:149 74.13%
Prefer not to answer:16 7.96%
A4
City of Schertz | 2026
Primary Items
For the primary items (numbered 1-48), participants were asked to indicate how they agreed with
each positively phrased statement. If participants did not have information or the item did not
apply, they were to select don't know/not applicable.
Each primary item is returned with the item text and two types of reported numerical data,
response data and benchmark data. The following definitions correspond to survey items:
Response Data
Score is calculated by averaging all item responses on a five point scale ranging from
5=Strongly Agree to 1=Strongly Disagree. If the participant selected Don't Know/Not
Applicable, their response is considered a valid response, but it is not used in the
calculation of the score.
Standard Deviation calculates the level of agreement. Large deviations indicate greater
levels of disagreement. For this report, you can expect standard deviations to be between
.7 and 1.10.
Total Respondents is the number of valid responses including Don't Know/Not Applicable.
If everyone did not answer every item, the number of respondents for an item is less than
the number of respondents reported in your response rate.
Respondents is the number of participants who selected each item (strongly agree, agree,
etc.).
Percentage is the number of participants who selected each item (strongly agree, agree,
etc.) divided by the total number of valid responses.
Percent Agreement is the number of participants who agreed with the item (strongly
agree or agree) divided by the total number of valid responses.
Benchmark Data
Past Score is your organization's score reported from the previous iteration, if available.
Similar Mission is the average score from organizations that share a similar mission to
your organization.
Similar Size is the average score from organizations that are a similar size to your
organization.
All Organizations is the average score from all organizations.
Organizational Categories are benchmarked against the organization as a whole.
Interpreting Data
Any interpretation of data must be done in context of the organizational setting and
environmental factors impacting the organization. Regardless of the averages, scores range from
areas of strength to areas of concern. In general, most scores are between 3.00 and 4.00.
Scores below a 3.25 are of concern because they indicate general dissatisfaction. Scores above
3.75 indicate positive perceptions. When available, over time data provides previous scores from
and benchmark data comparative scores. In general (because various factors and statistical test
would be needed to confirm), scores that have changed or differ by .2 may be significant.
B1
City of Schertz | 2026
Primary Items
1. My work group cooperates to get the job done.
83% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:84 83 21 12 0 1
Percentage:41.79%41.29%10.45%5.97%0.00%0.50%
83% Agreement
SCORE:4.20
Std. Dev.:0.86
Total Respondents:201
BENCHMARKS
Past Score:4.25
Similar Mission:4.46
Similar Size:4.35
All Orgs:4.39
2. In my work group I can share my opinions and ideas.
82% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:77 88 20 12 3 1
Percentage:38.31%43.78%9.95%5.97%1.49%0.50%
82% Agreement
SCORE:4.12
Std. Dev.:0.92
Total Respondents:201
BENCHMARKS
Past Score:4.14
Similar Mission:4.39
Similar Size:4.26
All Orgs:4.31
3. In my workgroup, we encourage each other to learn from our
mistakes.
81% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:75 87 21 12 2 3
Percentage:37.50%43.50%10.50%6.00%1.00%1.50%
81% Agreement
SCORE:4.12
Std. Dev.:0.90
Total Respondents:200
BENCHMARKS
Past Score:4.18
Similar Mission:4.30
Similar Size:4.17
All Orgs:4.20
4. In my work group, there is a real feeling of teamwork.
66% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:47 86 41 19 7 1
Percentage:23.38%42.79%20.40%9.45%3.48%0.50%
66% Agreement
SCORE:3.74
Std. Dev.:1.03
Total Respondents:201
BENCHMARKS
Past Score:3.99
Similar Mission:4.21
Similar Size:4.05
All Orgs:4.11
B2
City of Schertz | 2026
Primary Items
5. Our organization is known for the quality of work we provide.
79% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:66 91 29 10 3 1
Percentage:33.00%45.50%14.50%5.00%1.50%0.50%
79% Agreement
SCORE:4.04
Std. Dev.:0.90
Total Respondents:200
BENCHMARKS
Past Score:4.13
Similar Mission:4.34
Similar Size:4.09
All Orgs:4.18
6. I know how my work impacts others in the organization.
87% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:88 87 17 7 0 2
Percentage:43.78%43.28%8.46%3.48%0.00%1.00%
87% Agreement
SCORE:4.29
Std. Dev.:0.77
Total Respondents:201
BENCHMARKS
Past Score:4.38
Similar Mission:4.43
Similar Size:4.32
All Orgs:4.41
7. My organization develops services to match the needs of our
customers/clients.
74% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:52 96 35 11 3 4
Percentage:25.87%47.76%17.41%5.47%1.49%1.99%
74% Agreement
SCORE:3.93
Std. Dev.:0.90
Total Respondents:201
BENCHMARKS
Past Score:4.12
Similar Mission:4.27
Similar Size:4.05
All Orgs:4.13
8. Our organization communicates effectively with the public.
73% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:48 98 42 8 1 4
Percentage:23.88%48.76%20.90%3.98%0.50%1.99%
73% Agreement
SCORE:3.93
Std. Dev.:0.82
Total Respondents:201
BENCHMARKS
Past Score:3.93
Similar Mission:4.08
Similar Size:3.81
All Orgs:3.96
B3
City of Schertz | 2026
Primary Items
9. I have a good understanding of our mission, vision, and strategic
plan.
77% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:59 95 25 14 7 1
Percentage:29.35%47.26%12.44%6.97%3.48%0.50%
77% Agreement
SCORE:3.93
Std. Dev.:1.01
Total Respondents:201
BENCHMARKS
Past Score:4.13
Similar Mission:4.44
Similar Size:4.23
All Orgs:4.35
10. My supervisor provides me with a clear understanding of my work
responsibilities.
74% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:68 81 28 15 7 2
Percentage:33.83%40.30%13.93%7.46%3.48%1.00%
74% Agreement
SCORE:3.94
Std. Dev.:1.05
Total Respondents:201
BENCHMARKS
Past Score:4.10
Similar Mission:4.23
Similar Size:4.24
All Orgs:4.29
11. My supervisor recognizes outstanding work.
67% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:59 75 38 12 13 4
Percentage:29.35%37.31%18.91%5.97%6.47%1.99%
67% Agreement
SCORE:3.79
Std. Dev.:1.14
Total Respondents:201
BENCHMARKS
Past Score:3.94
Similar Mission:4.23
Similar Size:4.11
All Orgs:4.18
12. I am given the opportunity to do my best work.
77% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:64 91 27 12 6 1
Percentage:31.84%45.27%13.43%5.97%2.99%0.50%
77% Agreement
SCORE:3.98
Std. Dev.:0.98
Total Respondents:201
BENCHMARKS
Past Score:4.22
Similar Mission:4.26
Similar Size:4.20
All Orgs:4.23
B4
City of Schertz | 2026
Primary Items
13. My supervisor is consistent when administering policies
concerning employees.
61% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:48 74 37 20 15 7
Percentage:23.88%36.82%18.41%9.95%7.46%3.48%
61% Agreement
SCORE:3.62
Std. Dev.:1.19
Total Respondents:201
BENCHMARKS
Past Score:3.85
Similar Mission:4.13
Similar Size:4.03
All Orgs:4.09
14. My supervisor evaluates my performance fairly.
75% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:60 90 23 13 9 6
Percentage:29.85%44.78%11.44%6.47%4.48%2.99%
75% Agreement
SCORE:3.92
Std. Dev.:1.05
Total Respondents:201
BENCHMARKS
Past Score:4.05
Similar Mission:4.26
Similar Size:4.16
All Orgs:4.23
15. Given the type of work I do, my physical workplace meets my
needs.
77% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:59 96 27 7 10 2
Percentage:29.35%47.76%13.43%3.48%4.98%1.00%
77% Agreement
SCORE:3.94
Std. Dev.:1.01
Total Respondents:201
BENCHMARKS
Past Score:4.04
Similar Mission:4.33
Similar Size:4.22
All Orgs:4.31
16. My workplace is well maintained.
65% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:39 92 37 23 10 0
Percentage:19.40%45.77%18.41%11.44%4.98%0.00%
65% Agreement
SCORE:3.63
Std. Dev.:1.07
Total Respondents:201
BENCHMARKS
Past Score:3.83
Similar Mission:4.18
Similar Size:4.10
All Orgs:4.17
B5
City of Schertz | 2026
Primary Items
17. There are sufficient procedures to ensure the safety of employees
in the workplace.
77% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:43 112 32 7 5 2
Percentage:21.39%55.72%15.92%3.48%2.49%1.00%
77% Agreement
SCORE:3.91
Std. Dev.:0.86
Total Respondents:201
BENCHMARKS
Past Score:4.12
Similar Mission:4.32
Similar Size:4.12
All Orgs:4.21
18. I have adequate resources and equipment to do my job.
76% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:44 108 20 16 11 1
Percentage:22.00%54.00%10.00%8.00%5.50%0.50%
76% Agreement
SCORE:3.79
Std. Dev.:1.05
Total Respondents:200
BENCHMARKS
Past Score:4.00
Similar Mission:4.20
Similar Size:4.00
All Orgs:4.14
19. The people I work with treat each other with respect.
67% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:43 90 42 18 5 2
Percentage:21.50%45.00%21.00%9.00%2.50%1.00%
67% Agreement
SCORE:3.75
Std. Dev.:0.98
Total Respondents:200
BENCHMARKS
Past Score:3.93
Similar Mission:4.25
Similar Size:4.16
All Orgs:4.17
20. I work with people that have a variety of skills and experiences.
91% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:75 108 15 2 0 1
Percentage:37.31%53.73%7.46%1.00%0.00%0.50%
91% Agreement
SCORE:4.28
Std. Dev.:0.64
Total Respondents:201
BENCHMARKS
Past Score:4.07
Similar Mission:4.16
Similar Size:4.17
All Orgs:4.24
B6
City of Schertz | 2026
Primary Items
21. The people I work with care about my personal well-being.
72% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:50 94 38 11 4 4
Percentage:24.88%46.77%18.91%5.47%1.99%1.99%
72% Agreement
SCORE:3.89
Std. Dev.:0.92
Total Respondents:201
BENCHMARKS
Past Score:4.01
Similar Mission:4.24
Similar Size:4.07
All Orgs:4.11
22. I trust the people in my workplace.
64% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:30 98 44 21 7 1
Percentage:14.93%48.76%21.89%10.45%3.48%0.50%
64% Agreement
SCORE:3.62
Std. Dev.:0.98
Total Respondents:201
BENCHMARKS
Past Score:3.80
Similar Mission:4.05
Similar Size:3.88
All Orgs:3.93
23. My work group uses the latest technologies to communicate and
interact.
64% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:25 104 52 17 2 1
Percentage:12.44%51.74%25.87%8.46%1.00%0.50%
64% Agreement
SCORE:3.67
Std. Dev.:0.84
Total Respondents:201
BENCHMARKS
Past Score:3.69
Similar Mission:3.96
Similar Size:3.80
All Orgs:3.89
24. We receive regular and useful updates on how to keep our
computer and sensitive information secure from cyber-attack.
86% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:59 114 24 2 0 2
Percentage:29.35%56.72%11.94%1.00%0.00%1.00%
86% Agreement
SCORE:4.16
Std. Dev.:0.66
Total Respondents:201
BENCHMARKS
Past Score:4.20
Similar Mission:4.31
Similar Size:4.25
All Orgs:4.29
B7
City of Schertz | 2026
Primary Items
25. Support is available for the technologies we use.
79% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:43 116 35 5 1 1
Percentage:21.39%57.71%17.41%2.49%0.50%0.50%
79% Agreement
SCORE:3.98
Std. Dev.:0.73
Total Respondents:201
BENCHMARKS
Past Score:3.93
Similar Mission:4.19
Similar Size:4.01
All Orgs:4.16
26. Our computer systems enable me to quickly find the information I
need.
69% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:33 105 40 13 4 4
Percentage:16.58%52.76%20.10%6.53%2.01%2.01%
69% Agreement
SCORE:3.77
Std. Dev.:0.88
Total Respondents:199
BENCHMARKS
Past Score:3.69
Similar Mission:4.00
Similar Size:3.80
All Orgs:3.96
27. The communication channels I must go through at work are
reasonable.
70% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:33 106 37 14 8 1
Percentage:16.58%53.27%18.59%7.04%4.02%0.50%
70% Agreement
SCORE:3.72
Std. Dev.:0.96
Total Respondents:199
BENCHMARKS
Past Score:3.84
Similar Mission:4.04
Similar Size:3.86
All Orgs:4.01
28. My work atmosphere encourages open and honest communication.
62% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:31 94 39 20 16 1
Percentage:15.42%46.77%19.40%9.95%7.96%0.50%
62% Agreement
SCORE:3.52
Std. Dev.:1.12
Total Respondents:201
BENCHMARKS
Past Score:3.85
Similar Mission:3.95
Similar Size:3.85
All Orgs:3.91
B8
City of Schertz | 2026
Primary Items
29. The communications I receive at work are timely and informative.
57% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:26 87 50 24 11 2
Percentage:13.00%43.50%25.00%12.00%5.50%1.00%
57% Agreement
SCORE:3.47
Std. Dev.:1.05
Total Respondents:200
BENCHMARKS
Past Score:3.66
Similar Mission:4.03
Similar Size:3.84
All Orgs:3.94
30. My pay keeps pace with the cost of living.
26% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:7 45 43 51 55 0
Percentage:3.48%22.39%21.39%25.37%27.36%0.00%
26% Agreement
SCORE:2.49
Std. Dev.:1.21
Total Respondents:201
BENCHMARKS
Past Score:2.94
Similar Mission:2.70
Similar Size:2.44
All Orgs:2.59
31. Salaries are competitive with similar jobs in the community.
36% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:17 54 51 44 29 5
Percentage:8.50%27.00%25.50%22.00%14.50%2.50%
36% Agreement
SCORE:2.93
Std. Dev.:1.20
Total Respondents:200
BENCHMARKS
Past Score:3.28
Similar Mission:2.84
Similar Size:2.63
All Orgs:2.75
32. I feel I am paid fairly for the work I do.
35% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:13 57 56 37 34 3
Percentage:6.50%28.50%28.00%18.50%17.00%1.50%
35% Agreement
SCORE:2.89
Std. Dev.:1.19
Total Respondents:200
BENCHMARKS
Past Score:3.32
Similar Mission:3.10
Similar Size:2.85
All Orgs:3.00
B9
City of Schertz | 2026
Primary Items
33. Retirement benefits are competitive with similar jobs in the
community.
71% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:47 95 37 9 4 7
Percentage:23.62%47.74%18.59%4.52%2.01%3.52%
71% Agreement
SCORE:3.90
Std. Dev.:0.90
Total Respondents:199
BENCHMARKS
Past Score:3.99
Similar Mission:3.90
Similar Size:3.74
All Orgs:3.79
34. Health insurance benefits are competitive with similar jobs in the
community.
71% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:49 92 27 12 5 14
Percentage:24.62%46.23%13.57%6.03%2.51%7.04%
71% Agreement
SCORE:3.91
Std. Dev.:0.95
Total Respondents:199
BENCHMARKS
Past Score:3.97
Similar Mission:4.05
Similar Size:3.94
All Orgs:4.00
35. Benefits can be selected to meet individual needs.
76% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:38 113 27 5 4 11
Percentage:19.19%57.07%13.64%2.53%2.02%5.56%
76% Agreement
SCORE:3.94
Std. Dev.:0.80
Total Respondents:198
BENCHMARKS
Past Score:3.93
Similar Mission:3.96
Similar Size:3.90
All Orgs:3.95
36. I believe I have a career with this organization.
79% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:62 95 30 5 4 2
Percentage:31.31%47.98%15.15%2.53%2.02%1.01%
79% Agreement
SCORE:4.05
Std. Dev.:0.87
Total Respondents:198
BENCHMARKS
Past Score:4.16
Similar Mission:4.00
Similar Size:4.01
All Orgs:4.04
B10
City of Schertz | 2026
Primary Items
37. Training is made available to me so that I can do my job better.
77% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:61 93 32 9 4 1
Percentage:30.50%46.50%16.00%4.50%2.00%0.50%
77% Agreement
SCORE:3.99
Std. Dev.:0.91
Total Respondents:200
BENCHMARKS
Past Score:4.04
Similar Mission:4.04
Similar Size:3.88
All Orgs:3.97
38. Training is made available to me for personal growth and
development.
76% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:59 93 25 13 8 2
Percentage:29.50%46.50%12.50%6.50%4.00%1.00%
76% Agreement
SCORE:3.92
Std. Dev.:1.02
Total Respondents:200
BENCHMARKS
Past Score:3.93
Similar Mission:3.94
Similar Size:3.80
All Orgs:3.88
39. My work environment supports a balance between work and
personal life.
63% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:39 86 42 17 14 1
Percentage:19.60%43.22%21.11%8.54%7.04%0.50%
63% Agreement
SCORE:3.60
Std. Dev.:1.11
Total Respondents:199
BENCHMARKS
Past Score:3.82
Similar Mission:4.11
Similar Size:3.91
All Orgs:4.01
40. I feel free to be myself at work.
67% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:37 97 42 17 6 1
Percentage:18.50%48.50%21.00%8.50%3.00%0.50%
67% Agreement
SCORE:3.71
Std. Dev.:0.97
Total Respondents:200
BENCHMARKS
Past Score:3.87
Similar Mission:4.00
Similar Size:3.88
All Orgs:3.95
B11
City of Schertz | 2026
Primary Items
41. The pace of work enables employees to effectively perform their
job.
64% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:18 110 40 24 7 2
Percentage:8.96%54.73%19.90%11.94%3.48%1.00%
64% Agreement
SCORE:3.54
Std. Dev.:0.94
Total Respondents:201
BENCHMARKS
Past Score:3.71
Similar Mission:3.83
Similar Size:3.75
All Orgs:3.79
42. I am proud to tell people that I work for this organization.
81% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:65 97 32 3 0 3
Percentage:32.50%48.50%16.00%1.50%0.00%1.50%
81% Agreement
SCORE:4.14
Std. Dev.:0.73
Total Respondents:200
BENCHMARKS
Past Score:4.23
Similar Mission:4.29
Similar Size:4.20
All Orgs:4.21
43. Harassment is not tolerated at my workplace.
77% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:59 95 33 10 1 3
Percentage:29.35%47.26%16.42%4.98%0.50%1.49%
77% Agreement
SCORE:4.02
Std. Dev.:0.85
Total Respondents:201
BENCHMARKS
Past Score:4.22
Similar Mission:4.42
Similar Size:4.26
All Orgs:4.33
44. Employees are generally ethical in my workplace.
79% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:47 110 29 9 2 3
Percentage:23.50%55.00%14.50%4.50%1.00%1.50%
79% Agreement
SCORE:3.97
Std. Dev.:0.81
Total Respondents:200
BENCHMARKS
Past Score:4.08
Similar Mission:4.37
Similar Size:4.19
All Orgs:4.25
B12
City of Schertz | 2026
Primary Items
45. I believe we will use the information from this survey to improve
our workplace.
40% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:22 57 59 30 28 3
Percentage:11.06%28.64%29.65%15.08%14.07%1.51%
40% Agreement
SCORE:3.08
Std. Dev.:1.21
Total Respondents:199
BENCHMARKS
Past Score:3.39
Similar Mission:3.76
Similar Size:3.59
All Orgs:3.70
46. I am satisfied with the opportunities I have to give feedback on my
supervisor's performance.
52% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:27 77 41 27 22 5
Percentage:13.57%38.69%20.60%13.57%11.06%2.51%
52% Agreement
SCORE:3.31
Std. Dev.:1.21
Total Respondents:199
BENCHMARKS
Past Score:3.62
Similar Mission:3.80
Similar Size:3.70
All Orgs:3.82
47. Upper management (i.e. Executive and/or Senior Leadership)
effectively communicates important information.
49% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:29 69 50 26 25 1
Percentage:14.50%34.50%25.00%13.00%12.50%0.50%
49% Agreement
SCORE:3.26
Std. Dev.:1.23
Total Respondents:200
BENCHMARKS
Past Score:3.61
Similar Mission:3.97
Similar Size:3.72
All Orgs:3.87
48. I am treated fairly in my workplace.
69% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:38 100 39 13 6 3
Percentage:19.10%50.25%19.60%6.53%3.02%1.51%
69% Agreement
SCORE:3.77
Std. Dev.:0.94
Total Respondents:199
BENCHMARKS
Past Score:3.99
Similar Mission:4.20
Similar Size:4.03
All Orgs:4.12
B13
City of Schertz | 2026
Additional Items
Organizations participating in the Survey are invited to submit up to 20 additional items for
inclusion in the Survey. These items are included at the end of the online survey or are printed on
an insert and included in each employee's survey packet. Please refer to the survey
customization sheet that has been included later in this report for more information on additional
items submitted by this organization.
*Additional Items are not included if none were submitted.
Each additional item is returned with the item text and two types of reported numerical data,
response data and benchmark data. The following definitions correspond to additional items:
Response Data
Score is calculated by averaging all item responses on a five point scale ranging from
5=Strongly Agree to 1=Strongly Disagree. If the participant selected Don't Know/Not
Applicable, their response is considered a valid response, but it is not used in the
calculation of the score.
Standard Deviation calculates the level of agreement. Large deviations indicate greater
levels of disagreement. For this report, you can expect standard deviations to be between
.7 and 1.10.
Total Respondents is the number of valid responses including Don't Know/Not Applicable.
If everyone did not answer every item, the number of respondents for an item is less than
the number of respondents reported in your response rate.
Respondents is the number of participants who selected each item (strongly agree, agree,
etc.).
Percentage is the number of participants who selected each item (strongly agree, agree,
etc.) divided by the total number of valid responses.
Percent Agreement is the number of participants who agreed with the item (strongly
agree or agree) divided by the total number of valid responses.
Benchmark Data
Benchmark and over time data are not available for Additional Items.
Interpreting Data
Any interpretation of data must be done in context of the organizational setting and
environmental factors impacting the organization. Regardless of the averages, scores range from
areas of strength to areas of concern. In general, most scores are between 3.00 and 4.00.
Scores below a 3.25 are of concern because they indicate general dissatisfaction. Scores above
3.75 indicate positive perceptions. When available, over time data provides previous scores from
and benchmark data comparative scores. In general (because various factors and statistical test
would be needed to confirm), scores that have changed or differ by .2 may be significant.
C1
City of Schertz | 2026
Additional Items
1. My Executive Leadership Team (Dept. Head and City Mgmt.) provides me
with a clear understanding of my work responsibilities.
62% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:33 90 47 16 12 2
Percentage:16.50%45.00%23.50%8.00%6.00%1.00%
62% Agreement
SCORE:3.59
Std. Dev.:1.05
Total Respondents:200
2. My Executive Leadership Team recognizes outstanding work.
52% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:34 69 46 34 16 0
Percentage:17.09%34.67%23.12%17.09%8.04%0.00%
52% Agreement
SCORE:3.36
Std. Dev.:1.18
Total Respondents:199
3. My Executive Leadership Team is consistent when administering policies
concerning employees.
52% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:29 75 47 19 26 3
Percentage:14.57%37.69%23.62%9.55%13.07%1.51%
52% Agreement
SCORE:3.32
Std. Dev.:1.23
Total Respondents:199
4. My Executive Leadership Team evaluates my performance fairly.
53% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:27 79 55 22 10 7
Percentage:13.50%39.50%27.50%11.00%5.00%3.50%
53% Agreement
SCORE:3.47
Std. Dev.:1.04
Total Respondents:200
C2
City of Schertz | 2026
Additional Items
5. I feel that City and/or Department policies are adequate.
61% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:28 93 55 12 10 1
Percentage:14.07%46.73%27.64%6.03%5.03%0.50%
61% Agreement
SCORE:3.59
Std. Dev.:0.98
Total Respondents:199
C3
City of Schertz | 2026
Engagement Items
Employee Engagement items span several constructs, and capture the degree to which
employees are willing to go above and beyond, feel committed to the organization and are
present while working. This construct measures the degree to which employees feel that their
ideas count, their work impacts the organization and their well being and development is valued.
Each engagement item is returned with the item text and two types of reported numerical data,
response data and benchmark data. The following definitions correspond to survey items:
Response Data
Score is calculated by averaging all item responses on a five point scale ranging from
5=Strongly Agree to 1=Strongly Disagree. If the participant selected Don't Know/Not
Applicable, their response is considered a valid response, but it is not used in the
calculation of the score.
Standard Deviation calculates the level of agreement. Large deviations indicate greater
levels of disagreement. For this report, you can expect standard deviations to be between
.7 and 1.10.
Total Respondents is the number of valid responses including Don't Know/Not Applicable.
If everyone did not answer every item, the number of respondents for an item is less than
the number of respondents reported in your response rate.
Respondents is the number of participants who selected each item (strongly agree, agree,
etc.).
Percentage is the number of participants who selected each item (strongly agree, agree,
etc.) divided by the total number of valid responses.
Percent Agreement is the number of participants who agreed with the item (strongly
agree or agree) divided by the total number of valid responses.
Benchmark Data
Past Score is your organization's score reported from the previous iteration, if available.
Similar Mission is the average score from organizations that share a similar mission to
your organization.
Similar Size is the average score from organizations that are a similar size to your
organization.
All Organizations is the average score from all organizations.
Interpreting Data
Any interpretation of data must be done in context of the organizational setting and
environmental factors impacting the organization. Regardless of the averages, scores range from
areas of strength to areas of concern. In general, most scores are between 3.00 and 4.00.
Scores below a 3.25 are of concern because they indicate general dissatisfaction. Scores above
3.75 indicate positive perceptions. When available, over time data provides previous scores from
and benchmark data comparative scores. In general (because various factors and statistical test
would be needed to confirm), scores that have changed or differ by .2 may be significant.
D1
City of Schertz | 2026
Engagement Items
2. In my work group I can share my opinions and ideas.
82% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:77 88 20 12 3 1
Percentage:38.31%43.78%9.95%5.97%1.49%0.50%
82% Agreement
SCORE:4.12
Std. Dev.:0.92
Total Respondents:201
BENCHMARKS
Past Score:4.14
Similar Mission:4.39
Similar Size:4.26
All Orgs:4.31
5. Our organization is known for the quality of work we provide.
79% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:66 91 29 10 3 1
Percentage:33.00%45.50%14.50%5.00%1.50%0.50%
79% Agreement
SCORE:4.04
Std. Dev.:0.90
Total Respondents:200
BENCHMARKS
Past Score:4.13
Similar Mission:4.34
Similar Size:4.09
All Orgs:4.18
6. I know how my work impacts others in the organization.
87% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:88 87 17 7 0 2
Percentage:43.78%43.28%8.46%3.48%0.00%1.00%
87% Agreement
SCORE:4.29
Std. Dev.:0.77
Total Respondents:201
BENCHMARKS
Past Score:4.38
Similar Mission:4.43
Similar Size:4.32
All Orgs:4.41
10. My supervisor provides me with a clear understanding of my work
responsibilities.
74% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:68 81 28 15 7 2
Percentage:33.83%40.30%13.93%7.46%3.48%1.00%
74% Agreement
SCORE:3.94
Std. Dev.:1.05
Total Respondents:201
BENCHMARKS
Past Score:4.10
Similar Mission:4.23
Similar Size:4.24
All Orgs:4.29
D2
City of Schertz | 2026
Engagement Items
11. My supervisor recognizes outstanding work.
67% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:59 75 38 12 13 4
Percentage:29.35%37.31%18.91%5.97%6.47%1.99%
67% Agreement
SCORE:3.79
Std. Dev.:1.14
Total Respondents:201
BENCHMARKS
Past Score:3.94
Similar Mission:4.23
Similar Size:4.11
All Orgs:4.18
12. I am given the opportunity to do my best work.
77% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:64 91 27 12 6 1
Percentage:31.84%45.27%13.43%5.97%2.99%0.50%
77% Agreement
SCORE:3.98
Std. Dev.:0.98
Total Respondents:201
BENCHMARKS
Past Score:4.22
Similar Mission:4.26
Similar Size:4.20
All Orgs:4.23
14. My supervisor evaluates my performance fairly.
75% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:60 90 23 13 9 6
Percentage:29.85%44.78%11.44%6.47%4.48%2.99%
75% Agreement
SCORE:3.92
Std. Dev.:1.05
Total Respondents:201
BENCHMARKS
Past Score:4.05
Similar Mission:4.26
Similar Size:4.16
All Orgs:4.23
18. I have adequate resources and equipment to do my job.
76% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:44 108 20 16 11 1
Percentage:22.00%54.00%10.00%8.00%5.50%0.50%
76% Agreement
SCORE:3.79
Std. Dev.:1.05
Total Respondents:200
BENCHMARKS
Past Score:4.00
Similar Mission:4.20
Similar Size:4.00
All Orgs:4.14
D3
City of Schertz | 2026
Engagement Items
21. The people I work with care about my personal well-being.
72% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:50 94 38 11 4 4
Percentage:24.88%46.77%18.91%5.47%1.99%1.99%
72% Agreement
SCORE:3.89
Std. Dev.:0.92
Total Respondents:201
BENCHMARKS
Past Score:4.01
Similar Mission:4.24
Similar Size:4.07
All Orgs:4.11
22. I trust the people in my workplace.
64% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:30 98 44 21 7 1
Percentage:14.93%48.76%21.89%10.45%3.48%0.50%
64% Agreement
SCORE:3.62
Std. Dev.:0.98
Total Respondents:201
BENCHMARKS
Past Score:3.80
Similar Mission:4.05
Similar Size:3.88
All Orgs:3.93
37. Training is made available to me so that I can do my job better.
77% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:61 93 32 9 4 1
Percentage:30.50%46.50%16.00%4.50%2.00%0.50%
77% Agreement
SCORE:3.99
Std. Dev.:0.91
Total Respondents:200
BENCHMARKS
Past Score:4.04
Similar Mission:4.04
Similar Size:3.88
All Orgs:3.97
38. Training is made available to me for personal growth and development.
76% Agreement
Response:
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
Don't
Know/NA
Respondents:59 93 25 13 8 2
Percentage:29.50%46.50%12.50%6.50%4.00%1.00%
76% Agreement
SCORE:3.92
Std. Dev.:1.02
Total Respondents:200
BENCHMARKS
Past Score:3.93
Similar Mission:3.94
Similar Size:3.80
All Orgs:3.88
D4
City of Schertz | 2026
Constructs and Related Items
The Survey of Employee Engagement framework is composed of twelve Survey Constructs
designed to broadly profile areas of strength and concern so that interventions may be targeted
appropriately. Survey Constructs are developed from the Primary Items (numbered 1-48). This
Appendix contains a summary of the Survey Constructs and the related Primary Items.
Constructs are scored differently from items to denote them as a separate measure. Using this
scoring convention, construct scores can range from a low of 100 to a high of 500.
Your Data
Current Score is calculated by averaging the mean score of the related primary items and then
multiplying by 100. For example if the construct score is 389, then the average of the related
primary items is 3.89.
Benchmark Data
Past Score is your organization's score reported from the previous iteration. "None" is
reported if there is no past score, if the construct is new or consists of new items, or if no
comparative data is available.
All Respondents is the average score from all participants from all organizations.
Size Category is the average score from organizations that are similar size to your
organization.
Mission is the average score from organizations of similar mission to your organization.
Organizational Categories are benchmarked against the organization as a whole.
What is a good score?
Any interpretation of data must be done in context of the organizational setting and environmental
factors impacting the organization. In general, most scores are between 300 and 400. Scores
below a 325 are of concern because they indicate general dissatisfaction. Scores above 375
indicate positive perceptions.
E1
City of Schertz | 2026
Constructs and Related Items
Workgroup Construct Score: 405
The workgroup construct captures employees' perceptions of the people they work with
on a daily basis and how effective they are. This construct measures the degree to which
employees view their workgroup as effective, cohesive and open to the opinions of all
members.
Score Std. Dev.
1. My work group cooperates to get the job done.4.20 0.86
2. In my work group I can share my opinions and ideas.4.12 0.92
3. In my workgroup, we encourage each other to learn from our mistakes.4.12 0.90
4. In my work group, there is a real feeling of teamwork.3.74 1.03
Strategic Construct Score: 402
The strategic construct captures employees' perceptions of their role in the organization
and the organization's mission, vision, and strategic plan. This construct measures the
degree to which employees understand their role in the organization and consider the
organization's reputation to be positive.
Score Std. Dev.
5. Our organization is known for the quality of work we provide.4.04 0.90
6. I know how my work impacts others in the organization.4.29 0.77
7. My organization develops services to match the needs of our customers/clients.3.93 0.90
8. Our organization communicates effectively with the public.3.93 0.82
9. I have a good understanding of our mission, vision, and strategic plan.3.93 1.01
Supervision Construct Score: 385
The supervision construct captures employees' perceptions of the nature of supervisory
relationships within the organization. This construct measures the degree to which
employees view their supervisors as fair, helpful and critical to the workflow.
Score Std. Dev.
10. My supervisor provides me with a clear understanding of my work responsibilities.3.94 1.05
11. My supervisor recognizes outstanding work.3.79 1.14
12. I am given the opportunity to do my best work.3.98 0.98
13. My supervisor is consistent when administering policies concerning employees.3.62 1.19
14. My supervisor evaluates my performance fairly.3.92 1.05
Workplace Construct Score: 382
The workplace construct captures employees' perceptions of the total work atmosphere,
workplace safety, and the overall feel. This construct measures the degree to which
employees see the setting as satisfactory, safe and that adequate tools and resources
are available.
Score Std. Dev.
15. Given the type of work I do, my physical workplace meets my needs.3.94 1.01
16. My workplace is well maintained.3.63 1.07
17. There are sufficient procedures to ensure the safety of employees in the workplace.3.91 0.86
18. I have adequate resources and equipment to do my job.3.79 1.05
E2
City of Schertz | 2026
Constructs and Related Items
Community Construct Score: 389
The community construct captures employees' perceptions of the relationships between
employees in the workplace, including the level of trust, mutual respect, and support
among colleagues. This construct measures how connected and valued employees feel
within their teams and the strength of their professional relationships.
Score Std. Dev.
19. The people I work with treat each other with respect.3.75 0.98
20. I work with people that have a variety of skills and experiences.4.28 0.64
21. The people I work with care about my personal well-being.3.89 0.92
22. I trust the people in my workplace.3.62 0.98
Information Systems Construct Score: 390
The information systems construct captures employees' perceptions of whether
computer and communication systems provide accessible, accurate, and clear
information. This construct measures the degree to which employees view the
availability and utility of information positively.
Score Std. Dev.
23. My work group uses the latest technologies to communicate and interact.3.67 0.84
24. We receive regular and useful updates on how to keep our computer and sensitive
information secure from cyber-attack.4.16 0.66
25. Support is available for the technologies we use.3.98 0.73
26. Our computer systems enable me to quickly find the information I need.3.77 0.88
Internal Communication Construct Score: 357
The internal communication construct captures employees' perceptions of whether
communication in the organization is reasonable, candid and helpful. This construct
measures the degree to which employees view communication with peers, supervisors
and other parts of the organization as functional and effective.
Score Std. Dev.
27. The communication channels I must go through at work are reasonable.3.72 0.96
28. My work atmosphere encourages open and honest communication.3.52 1.12
29. The communications I receive at work are timely and informative.3.47 1.05
Pay Construct Score: 277
The pay construct captures employees' perceptions of how well the compensation
package offered by the organization holds up when compared to similar jobs in other
organizations. This construct measures the degree to which employees view pay as well
valued relative to the type of work, work demands and comparable positions.
Score Std. Dev.
30. My pay keeps pace with the cost of living.2.49 1.21
31. Salaries are competitive with similar jobs in the community.2.93 1.20
32. I feel I am paid fairly for the work I do.2.89 1.19
E3
City of Schertz | 2026
Constructs and Related Items
Benefits Construct Score: 392
The benefits construct captures employees' perceptions of how the benefits package
compares to packages at similar organizations and how flexible it is. This construct
measures the degree to which employees see health insurance and retirement benefits
as competitive with similar jobs in the community.
Score Std. Dev.
33. Retirement benefits are competitive with similar jobs in the community.3.90 0.90
34. Health insurance benefits are competitive with similar jobs in the community.3.91 0.95
35. Benefits can be selected to meet individual needs.3.94 0.80
Employee Development Construct Score: 399
The employee development construct captures employees' perceptions about the
priority given to their personal and job growth needs. This construct measures the
degree to which employees feel the organization provides opportunities for growth in
organizational responsibilities and personal needs in their careers.
Score Std. Dev.
36. I believe I have a career with this organization.4.05 0.87
37. Training is made available to me so that I can do my job better.3.99 0.91
38. Training is made available to me for personal growth and development.3.92 1.02
Job Satisfaction Construct Score: 375
The job satisfaction construct captures employees' perceptions about the overall work
situation and ability to maintain work-life balance. This construct measures the degree to
which employees are pleased with working conditions and their workload.
Score Std. Dev.
39. My work environment supports a balance between work and personal life.3.60 1.11
40. I feel free to be myself at work.3.71 0.97
41. The pace of work enables employees to effectively perform their job.3.54 0.94
42. I am proud to tell people that I work for this organization.4.14 0.73
Climate
While not scored as a construct, the following six items assess overall workplace
environment. An effective climate is one where employees feel secure, interactions are
professional and individuals adhere to common ethical standards. Moreover, it is an
organization with management that communicates clearly, aims to prevent issues, and
has the capability to make thoughtful decisions.
Score Std. Dev.
43. Harassment is not tolerated at my workplace.4.02 0.85
44. Employees are generally ethical in my workplace.3.97 0.81
45. I believe we will use the information from this survey to improve our workplace.3.08 1.21
46. I am satisfied with the opportunities I have to give feedback on my supervisor's
performance.3.31 1.21
47. Upper management (i.e. Executive and/or Senior Leadership) effectively communicates
important information.3.26 1.23
48. I am treated fairly in my workplace.3.77 0.94
E4
City of Schertz | 2026
Constructs and Related Items
Employee Engagement Construct Score: 394
Twelve items spanning several constructs were selected to get a more focused look at
Employee Engagement. The Employee Engagement construct captures the degree to
which employees are willing to go above and beyond, feel committed to the organization
and are present while working. This construct measures the degree to which employees
feel that their ideas count, their work impacts the organization and their well being and
development is valued at the organization.
Score Std. Dev.
2. In my work group I can share my opinions and ideas.4.12 0.92
5. Our organization is known for the quality of work we provide.4.04 0.90
6. I know how my work impacts others in the organization.4.29 0.77
10. My supervisor provides me with a clear understanding of my work responsibilities.3.94 1.05
11. My supervisor recognizes outstanding work.3.79 1.14
12. I am given the opportunity to do my best work.3.98 0.98
14. My supervisor evaluates my performance fairly.3.92 1.05
18. I have adequate resources and equipment to do my job.3.79 1.05
21. The people I work with care about my personal well-being.3.89 0.92
22. I trust the people in my workplace.3.62 0.98
37. Training is made available to me so that I can do my job better.3.99 0.91
38. Training is made available to me for personal growth and development.3.92 1.02
E5
City of Schertz | 2026
Survey Customization Sheet
Organizational Category Codes: Category 1
101 - CMO/CS/EDC 102 - EMS
103 - Engineering 104 - Finance
105 - Fire Department 106 - HR/Purchasing
107 - Internal Services 108 - Library
109 - Parks, Recreation, and Co 110 - Planning & Community Development
111 - Police Department 112 - Public Affairs
113 - Public Works
Organizational Category Codes: Category 2
204 - Non-sworn 205 - Sworn
206 - Drainage 207 - Facility Services
208 - Fleet Services 209 - Streets
210 - Water/Wastewater Services 211 - Information Technology
Additional Items
1. My Executive Leadership Team (Dept. Head and City Mgmt.) provides me with a clear understanding of my work
responsibilities.
2. My Executive Leadership Team recognizes outstanding work.
3. My Executive Leadership Team is consistent when administering policies concerning employees.
4. My Executive Leadership Team evaluates my performance fairly.
5. I feel that City and/or Department policies are adequate.
F1
Agenda No. 15.
CITY COUNCIL MEMORANDUM
City Council
Meeting:August 18, 2026
Department:Engineering
Subject:Workshop regarding Current Impact Fees (City Engineer
Kathryn Woodlee)
BACKGROUND
The City Council of Schertz adopted new Roadway Impact Fees in March 2018 and Updated Water
and Wastewater Impact Fees in Aprill 2025. This workshop will provide an overview of current fees
and comparison to various municipalities in the region.
Attachments
Impact Fee Presentation
Impact Fee Workshop
City Council August 18, 2026
Kathryn Woodlee | City Engineer
Impact Fees (aka Capital Recovery Fees)
Governed by Texas Local Government Code Chapter 395
•A charge on new development to recoup a portion of the cost of that development
on City infrastructure
•Basis is Land Use Assumptions and Capital Improvement Plans and Costs
•Maximum Assessable Rates per Living Unit Equivalent (LUE for Water and
Wastewater) or Development Unit (Roadway) are Objective Calculations
•Actual or Effective Impact Fee Rates to be Charged –Discretionary for Council
2
Water, Wastewater, and Roadway Impact Fees
•Water and Wastewater
•Current Water and Wastewater Rates adopted April, 2025 (effective July
2025)
•Roadway
•Current Roadway Rates adopted March 2018 (Service Areas and CIP
updated in 2022 – no change to rates)
•Roadway Impact Fee Update nearing completion
•Public Outreach
•Capital Improvement Advisory Committee to hear and provide findings to Council
•Public Hearings, Discussion, and Action on updated rates to follow
3
Current Schertz Impact Fee Rates
Actual Rate ChargedMaximum
Assessable Rate
$8,814$8,814Water Impact Fee per LUE
$5,556$5,556Wastewater Impact Fee per LUE
$1,000
$1,647 (SA1)
Roadway Impact Fee per
Development Unit Residential
$1,328 (SA2)
$1,044 (SA3)
$2,393 (SA4)
$175
$1,647 (SA1)
Roadway Impact Fee per
Development Unit Commercial
$1,328 (SA2)
$1,044 (SA3)
$2,393 (SA4)
4
Why Impact Fees?
Impact Fees ensure that new development pays a
share of the cost to expand the City’s systems
rather than existing customers fully funding the
expansion by paying higher rates.
5
How are Impact Fees Calculated?
Cost of infrastructure needed to address expected growth during planning
period (2020-2030) divided by the expected growth in LUEs (land use
equivalents) equals maximum allowable impact fee per LUE of
development.
6
How are Impact Fees Calculated?
Water:
7
$62,577,849Cost of infrastructure needed to address
growth in planning period*
÷ 7,100
Expected growth in LUEs during planning
period
= $8,814Maximum Allowable Impact Fee per LUE
of Development
*Adjusted to reduce cost by revenue expected to be generated by new development
How are Impact Fees Calculated?
Wastewater:
8
$40,095,504Cost of infrastructure needed to address
growth in planning period*
÷ 7,217
Expected growth in LUEs during planning
period
= $5,556Maximum Allowable Impact Fee per LUE
of Development
*Adjusted to reduce cost by revenue expected to be generated by new development
CALCULATED MAXIMUM ASSESSABLE FEES
9
Maximum
Allowable
Wastewater
Impact Fee
Maximum Allowable
Water Impact Fee
Proposed
LUE
Maximum
Flow Rate for
Continuous
Duty (gpm)
Meter TypeMeter
Size
$ 5,556 $ 8,814 1.015MULTI-JET5/8"
$ 7,445 $ 11,8101.320MULTI-JET3/4"
$ 11,112 $ 17,6272.030MULTI-JET1"
$ 92,615 $ 146,92416.7250ULTRASONIC2"
$ 85,231 $ 293,848 33.3500ULTRASONIC3"
$ 370,406 $ 587,607 66.71,000ULTRASONIC4"
$ 592,639 $ 940,154 106.71,600ULTRASONIC6"
$ 1,037,104 $ 1,645,248 186.72,800ULTRASONIC8"
$ 2,037,150 $ 3,231,708 366.75,500ULTRASONIC10"
$ 2,037,150 $ 3,231,708366.75,500ULTRASONIC12"
Based on updated Land Use Assumptions and Capital Improvement Plans and costs as presented
LOCAL COMPARISON OF FEES
10
TotalWastewater
fee per LUE
Water
fee per LUECity/Utility
$2,712 $873 $1,839 Cibolo (2021)
$6,485 $2,684 $3,801 San Marcos (2018)
$7,629 $5,120 $2,509 Boerne (2023)
$7,700 $2,900 $4,800 Austin (2023)
$9,007 $3,287 $5,720 SAWS (2024)
$14,370 $5,556 $8,814 Schertz (2025)
$16,558 $9,250 $7,308 Seguin (2023)
$25,680 $11,161 $14,519 San Marcos (draft 2026 max)
$25,692 $6,244 $19,448 NBU (2022)
$29,849 $15,136 $14,713 Pflugerville (2023)
Typical Development Fee Comparisons
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Single Family Home
5/8" Meter
TotalWastewaterWaterLUE
$2,712 $873 $1,839 1Cibolo (2021)
$6,485 $2,684 $3,801 1San Marcos (2018)
$7,629 $5,120 $2,509 1Boerne (2023)
$7,700 $2,900 $4,800 1Austin (2023)
$9,007 $3,287 $5,720 1SAWS (2024)
$14,370 $5,556 $8,814 1Schertz (2025)
$16,558 $9,250 $7,308 1Seguin (2023)
$25,680 $11,161 $14,519 1San Marcos (draft 2026 max)
$25,692 $6,244 $19,448 1NBU (2022)
$29,849 $15,136 $14,713 1Pflugerville (2023)
Fast Food Restaurant
2" meter
TotalWastewaterWaterLUE
$27,120 $8,730 $18,390 10Cibolo (2021)
$51,880 $21,472 $30,408 8San Marcos (2018)
$61,032 $40,960 $20,072 8Boerne (2023)
$61,600 $23,200 $38,400 8Austin (2023)
$126,098 $46,018 $80,080 14SAWS (2024)
$239,979 $92,785 $147,194 16.7Schertz (2025)
$177,171 $98,975 $78,196 10.7Seguin (2023)
$205,440 $89,288 $116,152 8San Marcos (draft 2026 max)
$205,536 $49,952 $155,584 8NBU (2022)
$199,988 $101,411 $98,577 6.7Pflugerville (2023)
Typical Development Fee Comparisons
12
200,000 sf Warehouse
2" meter
TotalWastewaterWaterLUE
$27,120 $8,730 $18,390 10Cibolo (2021)
$51,880 $21,472 $30,408 8San Marcos (2018)
$61,032 $40,960 $20,072 8Boerne (2023)
$61,600 $23,200 $38,400 8Austin (2023)
$126,098 $46,018 $80,080 14SAWS (2024)
$239,979 $92,785 $147,194 16.7Schertz (2025)
$177,171 $98,975 $78,196 10.7Seguin (2023)
$205,440 $89,288 $116,152 8San Marcos (draft 2026 max)
$205,536 $49,952 $155,584 8NBU (2022)
$199,988 $101,411 $98,577 6.7Pflugerville (2023)
9,000 sf Medical Office
1" meter
TotalWastewaterWaterLUE
$6,780 $2,183 $4,598 2.5Cibolo (2021)
$16,213 $6,710 $9,503 2.5San Marcos (2018)
$19,073 $12,800 $6,273 2.5Boerne (2023)
$19,250 $7,250 $12,000 2.5Austin (2023)
$18,014 $6,574 $11,440 2SAWS (2024)
$28,740 $11,112 $17,628 2Schertz (2025)
$44,707 $24,975 $19,732 2.7Seguin (2023)
$64,200 $27,903 $36,298 2.5San Marcos (draft 2026 max)
$64,230 $15,610 $48,620 2.5NBU (2022)
$80,592 $40,867 $39,725 2.7Pflugerville (2023)
How much do we collect?
Water Impact Fees Collected
April 2025 – March 2026
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$1,518,292Residential
$445,858Commercial
$1,964,150Total
$969,116Residential
$228,315Commercial
$1,197,431Total
Wastewater Impact Fees Collected
April 2025 – March 2026
Roadway Impact Fees Collected
April 2025 – March 2026
$219,050ResidentialService Area 1 $85,536Commercial
$6,740ResidentialService Area 2 $120,195Commercial
$360,590ResidentialService Area 3 $27,395Commercial
$53,920ResidentialService Area 4 $0Commercial
$640,300Total Residential
$233,126Total Commercial
$873,426Total
Impact Fees – Moving Forward
•Council Budget Retreat – August 11
•Updated Capital Improvement Program for FY 2026-27
•Water projects atleast partially funded with impact fees:
•Schwab to Eckhardt 12”Main
•RobinHoodWayWater Line Replacement
•E. Live Oak to IH 35 Dedicated Transmission Main
•Ware Seguin PumpStationExpansion
•Sewer projects at least partially funded with impact fees:
•CiboloWestWastewater Trunk Main
•Wiederstein Road8”GravityLine
•Aranda8”GravityLine
•Northcliffe Lift Station Upgrade
•Town Creek Gravity Lines
•Roadway
•Old Wiederstein Road Widening and Extension
•Live Oak Extension/Maske Road Reconstruction
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Impact Fees – Moving Forward
•Roadway
•Roadway Impact Fee Update nearing completion
•Updated Master Thoroughfare Plan
•Updated Land Use Assumptions
•Updated Roadway Impact Fee Capital Improvement Plan and Costs
•Public Outreach
•Capital Improvement Advisory Committee to hear and provide findings to Council
•Public Hearings, Discussion, and Action by Council
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QUESTIONS AND
DISCUSSION
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