Proposed Budget 2011-12City of Schertz Proposed Budget 2011-12 ?
CITY OF SCHERTZ 2011-12 BUDGET Table of Contents Interest & Sinking Fund ----------------------------------------177 Executive Summary -------------------------------------------1 General
Fund Summary ----------------------------------------------------------9 Revenues ----------------------------------------------------------11 City Council -------------------------------------------
----------16 City Manager ------------------------------------------------------19 Municipal Court -------------------------------------------------23 311/Customer Relations -------------------------
--------------28 Planning & Zoning -----------------------------------------------32 Legal Services ----------------------------------------------------37 Facilities Maintenance ---------------------
---------------------40 City Secretary ----------------------------------------------------45 Non-Departmental -----------------------------------------------49 Public Affairs -----------------------
---------------------------52 Records Management -------------------------------------------57 Schertz Tales ------------------------------------------------------61 Engineering ---------------------
--------------------------------65 GIS ---------------------------------------------------------------70 Police ---------------------------------------------------------------75 Fire
Rescue --------------------------------------------------------82 Inspections --------------------------------------------------------88 Marshal Services ---------------------------------------------
---93 Streets -------------------------------------------------------------99 Parks, Recreation, & Community Services ---------------105 Swim Pools ---------------------------------------------------
--111 Event Facilities -------------------------------------------------115 Library ----------------------------------------------------------121 Animal Services -------------------------------------
---------127 Information Technology --------------------------------------132 Human Resources -----------------------------------------------138 Finance ----------------------------------------------
-------------144 Purchasing & Asset Management ---------------------------148 Fleet Service ----------------------------------------------------154 City Assistance -----------------------------------
-------------159 Special Events Fund -------------------------------------------162 Water & Sewer Summary ---------------------------------------------------------181 Business Office
-------------------------------------------------186 Water & Sewer Administration -------------------------------191 Projects ---------------------------------------------------------199
Drainage Summary ---------------------------------------------------------202 Revenues ---------------------------------------------------------206 Expenditures --------------------------------------
------------207 Schertz Economic Development Corporation Summary ---------------------------------------------------------238 Revenues ---------------------------------------------------------243
Expenditures ---------------------------------------------------244 Recycling Summary ---------------------------------------------------------264 Revenues -------------------------------------------
-------------266 Expenditures ---------------------------------------------------267 Capital Recovery Summary ---------------------------------------------------------210 Revenues -------------------
-------------------------------------214 Expenditures ----------------------------------------------------215 Projects ----------------------------------------------------------217 Emergency
Medical Services (EMS) Summary ---------------------------------------------------------228 Revenues ---------------------------------------------------------233 Expenditures ------------------------
--------------------------234 Hotel Tax Summary ---------------------------------------------------------252 Revenues ---------------------------------------------------------255 Expenditures
---------------------------------------------------256 Park Fund Summary ---------------------------------------------------------258 Revenues --------------------------------------------------------
261 Parkland Dedication ------------------------------------------262 Tree Mitigation -------------------------------------------------263 Parks & Recreation Foundation Summary ----------------------
----------------------------------268 Revenues ---------------------------------------------------------270 Expenditures ---------------------------------------------------271 Historical
Committee Summary ----------------------------------------------------------274 274 Revenue ---------------------------------------------------------276 Expenditures ---------------------------------
------------------277 Capital Projects ------------------------------------------------------278
Executive Summary General Fund Revenue Total revenue is expected to increase in FY 2011-12 by 6.6% from FY 2010-11 estimates. The big contributors are sales and property tax, service
fees, and fund transfers. Permits look like a decrease but in FY 2010-11 the city received a large payment from Sysco. This fee is unusual and cannot be counted on every year. Sales
tax is expected to grow 9%. Most of this growth comes from Sysco as they begin operations in FY 2011-12. Property taxes will increase by $135,000, or 2%, from annexations and new homes
and businesses. Municipal Court will hire a collections agency to increase revenue from fines. This new operation is the main cause of our projected fee revenue increase. Expenses Total
budgeted expenses will increase by 10.5% from FY 2010-11 estimates. In FY 2011-12 the city is budgeting a 2% cost of living adjustment along with a market survey adjustment. These options
are mutually exclusive and the employees in the survey adjustment are not eligible for a cost of living adjustment. Health insurance is expected to increase by 11% and the city will
also set money aside to begin a vehicle replacement program. This budget is expected to leave $250,000 to put back into reserves as the city attempts to reach its reserve goal of 25%
of operating expenses. City Council The Mayor receives a $300 stipend and $150 car allowance per month and the Council Members receive a $200 stipend with a $75 car allowance. Other
costs include amounts for elections, supplies for council meetings, and training for the members City Manager New City Manager brought on board in the middle of FY 2010-11. The Proposed
FY 2011-12 Budget increases by 2.8% from FY 2010-11 estimates. This increase is due to an increase in personnel expenses. Municipal Court Program costs for the Proposed FY 2011-12 Budget
will increase by 12.7% over FY 2010-11 year end estimates. Every year we set aside money to pay Bexar County Jail and Magistrate fees for holding our prisoners. These monies are currently
not being utilized but will be necessary should the need arise. 311 Customer Service The Customer Relations/311 Department has increased customer service volume by a third over the previous
year. This upward trend is expected to continue in the future. The Proposed FY 2011-12 Budget will increase by 21.3% from FY 2010-11 estimates 1
due to personnel cost increases and funding a part-time position to assist during the high call volume hours. Planning & Zoning The FY 2011-12 Proposed Budget will increase by 5.7% over
FY 2010-11 year end estimates. This increase is due to the addition of a Planning Manager. The new position is offset by a lower cost of the 3rd year in the city’s contract with Gateway
Planning Group. Legal Services No significant change. Facilities Maintenance The Proposed FY 2011-12 Budget will increase 3.2% from FY 2010-11 estimates. The cause of the increase is
higher personnel expenses. City Secretary There is an Increase of 1.4% from FY 2010-11 estimates to the Proposed FY 2011-12 Budget which is due to higher personnel expenses. Non-Departmental
The Proposed FY 2011-12 Budget will increase by 25.6% over FY 2010-11 estimates. Annexation costs, contingencies, tax abatements for Sysco and Caterpillar, a new planning survey, and
fewer City events funded by the General Fund are responsible for this change. Public Affairs Schertz Tales was under the Public Affairs budget in FY 2009-10 and was made its own department
as of FY 2010-11. The Proposed FY 2011-12 Budget increases by 40.2% from the FY 2010-11 estimates due to the addition of an Event Coordinator positions to this department. This position
was approved in FY2010-11 Budget and is funded in full though a transfer from the Hotel Tax Fund. Records Management The Proposed FY 2011-12 Budget increased 5.6% from FY 2010-11 estimates
which is due to the increase in the cost of personnel. Schertz Tales The Proposed FY2011-12 Budget will increase by 12.4% over FY 2010-11 estimates due to the addition of 8 folios to
the magazine. This increase will be offset by additional advertising revenue and become a net benefit for the City, bringing in more revenue than there will be in new expenditures. 2
Engineering The Proposed FY 2011-12 Budget will increase by 30.6% from FY 2010-11 estimates. There will be a Plat, Plan, and Drainage review in professional services and truck for the
new engineers in capital outlay. GIS This program will increase 12.8% from the FY 2010-11 estimates to the Proposed Budget. Cost of personnel and training are the main causes of this
increase. Police The Police Department’s Proposed FY 2011-12 Budget will be an increase of 11.5% over the previous year’s estimates. The budget includes the addition of two officers
to cover the school district and all of their equipment and related costs. The City is receiving funding for the officers which covers these expenditures. Also included are additional
three communications officers to cover the additional call workload and ensure the minimum staff level is always kept. Staff Support will increase with the replacement of body armor
and SWAT gear. As stated earlier gasoline purchases will be budgeted at a 20% increase causing the Utility Services to show an increase. Fire Rescue The Proposed FY2011-12 Budget will
increase 5.2% over year end estimates. The majority of these costs will come from personnel cost increases, a replacement vehicle, three foam systems for the Chief’s vehicle and two
brush trucks, and training cost increases. Inspections The Inspections Department Proposed FY2011-12 Budget will increase by 15.8% over the previous year estimates with the addition
of an administrative assistant. This position was approved in FY2010-11. Marshal Services There will be an increase in the Proposed FY2011-12 Budget of 4.7% from the FY2010-11 Estimates.
The increases in training, personnel expenses, lot cleaning, and gasoline will be offset somewhat by less capital and equipment expenditures. Streets The Proposed Budget increases by
18.6% from the 2010-11 Estimates. This is the result of the new Superintendent of Streets and Fleet and returning the street maintenance materials budget to $250,000 from $150,000. This
line item was suppressed to meet budgetary requirements the past few years and can now be put raised to resume full services. Parks The will be no change from FY 2010-11 estimates to
the FY 2011-12 Proposed Budget. The increase in personnel is offset by few supplies and equipment purchases. 3
Pools The Proposed FY 2011-12 Budget will increase 0.6% from FY 2010-11 estimates for additional maintenance. Event Facilities The Proposed FY 2011-12 Budget will decrease 3.8% from
FY 2010-11 estimates. The main cause is reduced personnel expenditure due to staffing changes. Library The Proposed FY 2011-12 Budget will increase by 0.9% from FY 2010-11 estimates
with personnel expenditure increases. These will be offset with a reduction coming from utility services. The new solar panels will help lower utility expenses. Animal Services The Proposed
FY 2011-12 Budget will increase by 2.2% from FY 2010-11 estimates. The increase is due to a general increase to support the growing demand on this department. Information Technology
The Proposed Budget for FY 2011-12 is 22.9% greater than the estimates for FY 2010-11. The major cause is a capital purchase to upgrade the City’s phone system. Human Resources The Proposed
FT 2011-12 Budget will increase by 28.4% from the FY 2010-11 estimates. Training will increase to allow for additional conferences needed to keep staff knowledge up to date. More employees
will receive longevity pins in 2011-12 and tuition reimbursement will increase as we expect more employees to take advantage of this benefit. The clerk will be promoted to a Journey
Generalist and the department will hire an Administration Assistant. These changes will help with the additional stress put on this department by a growing city employment base. Finance
The Proposed FY 2011-12 Budget will increase by 4.7% from FY 2010-11 estimates. Personnel and training expenses are responsible for the increase. Training will go up as we start Incode
training again and we expect higher travel expenses related to the 2012 Government Finance Officers Association conference. Purchasing & Asset Management The Proposed FY 2011-12 Budget
increased by 9.7% from the FY 2010-11 estimates. This department needed new furniture and additional training for the next year. Fleet The Proposed FY 2011-12 Budget will increase over
the FY 2010-11 estimates by 28.6%. This increase is due to the addition of a Fleet Supervisor position, supplemented by the Water & Sewer Fund, and an increase in outside fleet repair.
The increase in outside fleet repair is from a change in accounting polices. Reimbursements will be 4
recognized as revenue and not as a reduction in expenses. This change is offset by a corresponding increase in revenue. City Assistance No significant change. Special Events Fund Revenue
Revenues will decrease by 18.2% from the FY 2010-11 estimates to the FY 2011-12 Proposed Budget to better meet expenditures. Expenses The expenditures will increase by 16.7% from the
FY 2010-11 estimates to the FY 2011-2 Proposed Budget. The increase gives more funds for the Sweetheart Events and advertising for all the events. Water & Sewer Fund Revenue Revenues
will increase by 1.7% from the FY 2010-11 estimates to the FY 2011-12 Proposed. Increases come from home and residential construction of new buildings and the water fee increase. Expenses
Overall expenses will increase by 5.6% from the FY 2010-11 estimates to the FY 2011-12 Proposed Budget. The increase comes from the Water & Sewer Administration department and is the
result of higher fees for water and the addition of a Superintendant of Streets and Fleet and the Fleet Supervisor which are located in the General Fund. Business Office The Proposed
FY 2011-12 Budget will decrease by 2.3% from the FY 2010-11 estimates. The capital outlay will increase with the purchase of the new kiosks which will take utility bill payments. This
increase is offset by the removal of the floating clerk position and by not hiring a new meter tech. Administration The Water & Sewer Administration FY 2011-12 Proposed Budget will be
an increase of 6.5% from the FY 2010-11 estimates. Service contracts for sewer, water, and garbage services will be increasing. The fund transfers will also increase with the addition
of the Superintendent of Streets and Fleet and the Fleet Supervisor positions in the General Fund. Those positions will be paid out of the General Fund and the expenses will be covered
by a transfer from the Water & Sewer Fund. Contingencies will be increased back to its starting amount for the next year. Schertz Seguin Local Government 5
Corporation issued a new bond and payments from both cities will begin in 2011-12 which contributes to a budget increase. EMS Fund Revenues Revenues will increase by 16.5% from FY 2010-11
estimates to the FY 2011-12 Proposed Budget. The main cause of the higher revenues is an increase in service fees. Expenses The expenses will increase by 14.1% from the FY 2010-11 estimates
to the FY 2011-12 Proposed Budget. With the budgeted increase in service calls and revenue, bad debt expense has to be increased as well. The EMS Department will also host a paramedic
class along side its EMT class and certification class. The additional services and supplies for these classes will go up. There is also a request to update the computers in three vehicles.
This request has been put into the budget for the past few years but weren’t purchased due to revenue shortfalls. These increases are offset somewhat by a decrease in debt payments.
Drainage Fund Revenue Revenues will increase by 0.8% from FY 2010-11 estimates to the FY FY 2011-12 Proposed Budget. Increase due to increased residents in Schertz. Expenses Expenses
will increase by 11.6% from FY 2010-11 estimates to the FY 2011-12 Proposed Budget. The increase is due to raising contingencies and channel maintenance to previously budgeted levels
and personnel expense increase. Hotel Motel Tax Fund Revenue Revenue will decrease by 3.9% from FY 2010-11 estimates to the FY 2011-12 Proposed Budget. Hotel taxes are expected to increase,
however the transfer from reserves will be much less as we need less to cover some one time expenditures. Expenses Expenses will increase by 5.6% from the FY 2010-11 estimates to the
FY 2011-12 Proposed Budget. This increase is driven by one time equipment purchases for the civic center and new banners for the streets. Also the City will begin reducing the amount
of funding of Civic Center personnel from this fund; the fund transfers line will reduce over the next few years the General Fund absorbs these expenses. 6
Park Fund Revenue Revenue will grow 17.6% from FY 2010-11 estimates to the FY 2011-12 Proposed Budget. This increase is caused by more development and higher fees. Expenses Expenses
will increase 48.8% from the FY 2010-11 estimates to the FY 2011-12 Proposed Budget. The City has many new projects and renovations planned for the City parks such as, new public water
fountains, new playscapes, and a skate park. Recycling Fund Revenues The revenue in the Proposed 2011-12 Budget is a transfer from the Water & Sewer Fund in order to close out this fund.
Expenses Bexar Waste incurs all the costs of the fall and spring clean-ups. There will be no more expenses budgeted in this fund. Capital Recovery Fund Revenues Revenues will increase
from FY 2010-11 estimates to FY 2011-12 Proposed by a significant amount. This increase is caused by a transfer from reserves to fund upcoming projects. Expenses Expenses will show a
significant increase from FY 2010-11 estimates to the FY 2011-12 Proposed Budget as the City budgets for new projects. Upcoming will be for a Southeast Water Quadrant booster tanks,
Naco pump site improvements, and a south Schertz wastewater treatment plant. The budget shows the full amount for these projects however the completion dates will not be for a few years
out. The tanks have the longest project time with an estimated completion date of FY 2018-19. Projects Completed in FY 2010-11 ? Town Creek Wastewater Collection System Phase 2 Projects
to be Completed in FY 2011-12 ? Town Creek Wastewater Collection System Phase 3 ? Schaefer Road East Water Line Upgrade ? Naco Well Improvements 7
Interest & Sinking Fund Revenues The Proposed FY 2011-12 revenue will increase by 15.4% from the FY 2010-11 estimate with the increase in the tax rate to cover the recent bond issue.
Expenses The Proposed FY 2011-12 Budget will increase by 23.3% from the FY 2010-11 Estimate as the first payment of the recent bond issue comes due. Parks & Recreation Foundation Revenues
No significant change. Expenses No significant change. Historical Committee Revenues No change in revenue. Expenses No significant change in expenses. Schertz Economic Development Corporation
(SEDC) Revenues For FY 2011-12, tax revenue is expected to increase by 9.2% from FY 2010-11 estimates. The main cause of this increase is the new Sysco operation in Schertz. Expenses
No significant change to Non Departmental. The Economic Development FY 2011-12 Proposed Budget will increase from FY 2010-11 estimates by 9.1%. The increase will include Personnel cost,
office furniture and partnership costs in the I-10/I-35 Alliance. Operations support will increase for advertising at tradeshows, print and online advertising and marketing collateral.
Training/Travel expenses will increase to allow two staff members to attend eight trade shows. There will also be a higher budget for Business Development programs to aide local businesses
and potential businesses here in Schertz. The Sysco Road construction is complete and there are no new projects for this Fund for the next budget year. 8
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DEPARTMENT: 150 CITY COUNCIL FUND: 101 GENERAL FUND VISION STATEMENT To be the premier city in the region in quality of life and sustainable economic prosperity. MISSION STATEMENT To
be a community where all aspire to live. GOALS AND OBJECTIVES ? Quality of Life. ? Sustainable Economic Prosperity. ? Effective Land Use. ? Regional Collaboration and Intergovernmental
Cooperation. DEPARTMENTAL DESCRIPTION The Schertz City Council is made up of six elected officials. City residents elect a Mayor and five Council members at-large. A Mayor Pro-Tempore
is rotated among Council members every six months. The Mayor and five City Council members are paid a modest stipend. The Schertz City Council is the City's legislative body. It sets
policies, approves budgets, determines tax rates and passes ordinances and resolutions to govern the City. Council also appoints citizen volunteers to approximately 10 City advisory
boards, committees, and commissions; and appoints and supervises the performances of the City Manager, City Secretary, City Attorney, and Municipal Court Judges. 16
CITY COUNCIL ORGANIZATIONAL CHART Citizens Mayor & City Council PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Number of ordinances passed 40
40 40 Number of resolutions passed 78 70 70 Number of memos/resolutions processed 35 35 35 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Meeting Attendance rate 98% 98%
98% 2009-10 2010-11 2011-12 Effectiveness Actual Estimate Proposed Number of Council Meetings 50 53 53 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $13,049 $23,500
$22,800 Supplies $164 $261 $500 City Support Services $12,638 $14,283 $20,500 Operations Support $296 $300 $300 Staff Support $10,774 $15,900 $17,400 Total $36,922 $54,244 $61,500 PROGRAM
JUSTIFICATION AND ANALYSIS The Mayor receives a $300 stipend and $150 car allowance per month and the Council Members receive a $200 stipend with a $75 car allowance. Other costs include
amounts for elections, supplies for council meetings, and training for the members 17
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DEPARTMENT: 151 CITY MANAGER FUND: 101 GENERAL FUND VISION STATMENT Provide effective leadership and management of City staff and resources to efficiently meet the goals and objectives
of the City Council and the public. MISSION STATEMENT To effectively lead, manage, and coordinate City staff and resources to meet the goals and needs of the City Council and public
in a timely manner while delivering first-class municipal services for a thriving residential and business community. GOALS AND OBJECTIVES ? Develop strategic plans and systems to meet
the many diverse needs of the community. ? Respond effectively and timely to City Council requests. ? Develop effective programs to enhance business development and growth. ? Develop
management systems for efficient and effective use of resources ? Recruit, retain and develop talented staff. ? Evaluate, integrate, and utilize prudent technology to efficiently deliver
municipal services to the community. DEPARTMENTAL DESCRIPTION The City Manager and his department advise the Council on policy and operational planning issues. The department assures
that policies adopted by the Council are carried out efficiently, fairly, and effectively. It oversees and manages the daily affairs of the City, assesses the long-term capital and service
delivery needs of the City, and prepares and administers the annual operating and capital budget. He serves as a focal point for the management of City staff. 19
CITY MANAGER ORGANIZATIONAL CHART Mayor & City Council City Manager CITY MANAGER 2009-10 2010-11 2011-12 City Manager 1 1 1 Assistant to City Manager 1 0 0 Assistant City Manager 2 2
2 Chief of Staff 0 1 1 Executive Assistant 2 2 2 TOTAL POSITIONS 6 6 6 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $695,519 $728,868 $752,306 Supplies $1,689 $1,300
$2,500 City and Operations Support Services $270 $0 $0 Staff Support $26,159 $25,985 $25,550 Operating Equipment $50 $2,774 $0 Total $723,686 $758,927 $780,356 PROGRAM JUSTIFICATION
AND ANALYSIS New City Manager brought on board in the middle of FY 2010-11. The Proposed FY 2011-12 Budget increases by 2.8% from FY 2010-11 estimates. This increase is due to an increase
in personnel expenses. 20
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DEPARTMENT: 152 MUNICIPAL COURT FUND: 101 GENERAL FUND VISION STATEMENT To be the most effective, efficient, and impartial court in the State of Texas. MISSION STATEMENT To provide fair
and equal access to citizens through the timely disposition of justice. GOALS AND OBJECTIVES ? Promote respect for the administration of justice through improvements in the Court's customer
service and the physical attributes of the Municipal Court building. ? Implement the use of new technology and other innovative practices to maintain efficiency and security. ? Improve
use and presence of the Municipal Court web site by enhancing on-line information, on-line payments, and ability to print forms. ? Promote traffic safety by focusing attention on fair
and impartial punishment for those individuals charged in this court. ? Seek input from personnel to maintain a positive work environment. DEPARTMENTAL DESCRIPTION Municipal Court represents
the judicial branch of the City’s government; the Mayor and City Council serve as the executive and legislative branches. Municipal Court has jurisdiction over all Class C misdemeanors
and City ordinances. 23
MUNICIPAL COURT The staff of Municipal Court has various functions and responsibilities. The judge presides over all trials (jury and non-jury) and other court proceedings such as arraignments
and show cause hearings. The judge also has magistrate duties (signing arrest warrants and juvenile warnings as well as visiting arrested individuals at the jail). The judge issues processes
such as subpoenas, summons, and warrants and completes other administrative duties for the court functions and staff. The court clerks are the administrative arm of the Municipal Court.
The clerks are responsible for seeing that all of the court’s papers are accurate, orderly, and complete. The clerk’s primary responsibilities include processing citations, summons,
complaints, warrants, past due letters, and show cause hearing letters. The clerks maintain the court’s docket and coordinate case scheduling. The clerks directly interact with the public,
providing all services needed including explaining to defendants the court procedures and their options. Clerks also receive payments, summon potential jurors, ensure juror payment,
deliver all case documents to County Courts-at-Law should an appeal occur, assist the judge with open records requirements, report convictions, Drivers Safety Course and alcohol violations
to the Texas Department of Public Safety, assist the warrant officer with roundups, and complete all required accounting reports. The prosecutor’s duties include preparing and presenting
the State’s case at all municipal court trials, preparing and drafting complaints, arranging for the appearance of State’s witnesses and requesting dismissal of cases under the appropriate
circumstances. ORGANIZATIONAL CHART City Manager Assistant City Manager Municipal Court MUNICIPAL COURT 2009-10 2010-11 2011-12 Director 1 1 1 Senior Deputy Clerk 1 1 1 Deputy Clerk
3 3 3 Warrant Officer 0 0 0 Warrant Officer/Bailiff 0 0 0 TOTAL POSITIONS 5 5 5 24
MUNICIPAL COURT PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Charges Filed 21,498 22,500 23,100 Cases Disposed 18,000 18,500 19,250 Total Amount
Collected 1,001,181.68 1,051,240.76 1,200,000.00
Amount Remitted to State 926,889.33 946,116.69 1,080,000.00 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Charges Processed per clerk 7,166 7,500 7,700 Cases Disposed
90% 90% 90% 2009-10 2010-11 2011-12 Effectiveness Actual Estimate Proposed Charges Filed/Processed per Clerk 34% 34% 34% 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel
$230,203 $240,340 $254,333 Supplies $1,162 $1,300 $2,500 City Support Services $0 $900 $1,000 Operations Support $3,162 $2,000 $3,000 Staff Support $2,886 $2,650 $5,500 Court Support
$0 $0 $800 Professional Services $49,373 $53,400 $71,100 Maintenance Services $0 $600 $2,200 Operating Equipment $904 $1,750 $1,000 Total $288,318 $302,940 $341,433 PROGRAM JUSTIFICATION
AND ANALYSIS Program costs for the Proposed FY 2011-12 Budget will increase by 12.7% over FY 2010-11 year end estimates. Every year we set aside money to pay Bexar County Jail and Magistrate
fees for holding our prisoners. These monies are currently not being utilized but will be necessary should the need arise. 25
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DEPARTMENT: 153 CUSTOMER RELATIONS/311 Fund: 101 General Fund VISION STATEMENT Provide a convenient, central point for customers to enjoy excellent and courteous customer service when
calling, emailing, or visiting to request or inquire about all municipal services. MISSION STATEMENT To provide high quality, courteous, and timely customer service in response to requests
and inquiries from the public. GOALS AND OBJECTIVES ? Answer all customer requests in a friendly and professional manner. ? Ensure Customer Relations/311 Representatives are knowledgeable
and well trained. ? Ensure each request, inquiry, and work order is processed through the appropriate department. ? Provide convenient service to each customer and prevent call backs.
? Meet and exceed each customer’s expectations. DEPARTMENTAL DESCRIPTION Answer general incoming calls and direct them to the correct departments when necessary. Accurately process all
customer requests and inquiries. Create work orders and route to the appropriate department; department; monitor work order process through life cycle. Receive, process and answer all
incoming email traffic through the Customer Care email portal. Manage and update WebQA. Serve as receptionist in the City Administration Building. 28
311 CUSTOMER RELATIONS ORGANIZATIONAL CHART City Manager Assistant City Manager Purchasing & Asset Management 311/Customer Relations CUSTOMER RELATIONS/311 2009-10 2010-11 2011-12 Customer
Relations/311 Rep 4 4 4* TOTAL POSITIONS 4 4 4* *One position is unfunded PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Work Orders (311) 76
80 95 Work Orders (For Other Depts) 155 303 450 Calls Received 41,036 54,680 68,324 Average Calls Per Day Received 237 260 300 Calls Exiting System (Answered by Purchasing Staff) 5,448
6,307 7,000 Abandoned Calls (Hung Up) 3,334 4,658 5,982 Emails Processed for Customers 989 1,375 1,775 WebQA Searches by Customers 4,200 4,877 5,200 29
311 CUSTOMER RELATIONS 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $88,238 $89,544 $109,443 Supplies $599 $350 $300 Staff Support $0 $1,105 $1,100 Operating Equipment
$0 $0 $500 Total $88,837 $90,999 $110,406 PROGRAM JUSTIFICATION AND ANALYSIS The Customer Relations/311 Department has increased customer service volume by a third over the previous
year. This upward trend is expected to continue in the future. The Proposed FY 2011-12 Budget will increase by 21.3% from FY 2010-11 estimates due to personnel cost increases and funding
a parttime position to assist during the high call volume hours. 30
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DEPARTMENT: DEVELOPMENT SERVICES 154 PLANNING DIVISION FUND: 101 GENERAL FUND VISION STATEMENT Respect natural and historic resources, encourage redevelopment, ensure an efficient use
of land, promote mixed use centers and traditional neighborhood development, support alternative modes of transportation and accommodate a diverse and strong economy. MISSION STATEMENT
To facilitate the orderly and safe development of the City by creating an identity, growing responsibly, and encouraging balance and harmony. GOALS AND OBJECTIVES ? Implement the design
features necessary to define the City. ? Manage growth and development in the community in a way that protects local quality of life and the area’s small town character. ? Update Comprehensive
Plan for the City that promotes all aspects of our vision to define Schertz as a destination place. ? Promote residential, commercial, industrial and multi-family development that establishes
a welcoming appeal. ? Guard the vision of the Comprehensive Plan regarding continuity of traffic flow within and between neighborhoods and throughout the community while allowing for
overall relief of traffic congestion by providing alternative modes of transportation and related facilities including pedestrian and bicycle routes, public transit, and others. ? Support
the Master Parks Plan to provide adequate parks, trails, open space and recreational facilities and assist in planning a community that has equal access to recreational areas, activities,
and services. 32
PLANNING & ZONING DEPARTMENTAL DESCRIPTION The primary purpose of the Planning Division is to execute the Comprehensive Plan and the Unified Development Code. Staff reviews building
plans for compliance, processes plats and zoning changes and drafts regulations for annexation and non-annexation agreements. Staff services support Planning and Zoning Commission and
Board of Adjustment. ORGANIZATIONAL CHART City Manager Assistant City Manager Development Services Planning & Zoning PLANNING AND ZONING 2009-10 2010-11 2011-12 Planning Manager 1* 1*
1 Senior Planner 1 1 1 Planner I 1 1 1 Planning Technician 1* 1* 1* TOTAL POSITIONS 4 4 4 *These positions are currently unfunded. 33
PLANNING & ZONING PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Plats 39 50 56 Site Plans and Master Plan 17 32 37 Variances 21 8 8 Zone Changes
and Specific Use Permits 5 10 16 UDC/Comp. Plan Revisions 5 2 2 Annexation 8 4 4 All Plats $106,250 $87,500 $98,000 Site Plan, Master Plan $22,500 $64,000 $74,000 Variance $7,350 $4,000
$4,000 Zone Change, Specific Use Permit $2,650 $12,500 $20,000 Other (Zoning Letters and Additional Admin fees) -$13,050 $25,500 Total Revenue $138,750 $181,050 $221,500 2009-10 2010-11
2011-12 Budget Actual Estimate Proposed Personnel $128,155 $134,105 $216,383 Supplies $1,140 $2,100 $1,700 Operations Support $183 $500 $750 Staff Support $12,338 $16,160 $17,150 Professional
Services $17,753 $142,300 $76,650 Operating Equipment $55 $1,655 $1,000 Total $159,748 $296,820 $313,633 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2011-12 Proposed Budget will increase
by 5.7% over FY 2010-11 year end estimates. This increase is due to the addition of a Planning Manager. The new position is offset by a lower cost of the 3rd year in the city’s contract
with Gateway Planning Group. 34
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DEPARTMENT: 155 LEGAL SERVICES FUND: 101 GENERAL FUND VISION STATEMENT To provide excellent legal advice and counsel to the City Council, City Manager and City Departments to fulfill
the mission of the City. MISSION STATEMENT To provide expert legal services to the City Council, City Manager and City Departments for City in strategic planning, developing city policies
and ordinances, contract negotiations, litigation, and developing legal documents for the management and operations of the City. GOALS AND OBJECTIVES ? To provide expert legal counsel
on proposed ordinances. ? To attend all city council meetings, planning and zoning, and other meetings as needed and provide timely legal advice on proposed ordinances and related items.
? To represent the City in litigation. ? Prepare legal documents for City contracts and agreements. ? To provide counsel on strategic issues that will be of the most benefit the City.
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LEGAL SERVICES DEPARTMENTAL DESCRIPTION The City Attorney is the legal advisor to City Council and City Council’s appointees, boards, commissions, committees, and staff. In addition,
the City Attorney represents the City in all court cases where the City has an interest. Responsibilities of the City Attorney include providing legal advice to City Council, appointees,
managers, boards, commissions, and committees in all legal matters; providing litigation and legal transaction services for the City and its enterprises; representing the City and its
enterprises in employment matters; and reviewing, updating and maintaining the City Code. ORGANIZATIONAL CHART Mayor & City Council City Attorney 2009-10 2010-11 2011-12 Budget Actual
Estimate Proposed Operations Support $10,766 $13,100 $13,000 Professional Services $203,046 $245,000 $245,000 Total $213,812 $258,100 $258,000 PROGRAM JUSTIFICATION AND ANALYSIS No significant
change. 38
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DEPARTMENT: 161 FACILITIES MAINTENANCE FUND: 101 GENERAL FUND VISION STATEMENT Strive for excellence in maintaining City Facilities. MISSION STATEMENT Provide safe, enjoyable and attractive
facilities, allowing diverse programs and responsive services which enhance the health and well-being of the residents and City employees by managing building functions, facility care
and security through quality facilities maintenance pursuits in a professional environment. GOALS AND OBJECTIVES ? Provide a safe and clean environment through regular cleaning of facilities.
? Promote and deploy energy efficiency programs to reduce utility consumption. ? Provide high-quality preventative maintenance to extend the life of City Facilities. ? Provide set-up
and take-down services for events and functions in City Facilities. 40
FACILITIES MAINTENANCE DEPARTMENTAL DESCRIPTION The department services and maintains 19 facilities totaling 202,847 square feet with a value of $25,277,765, consisting of carpet, tile
floors, other flooring, offices, storage areas, rest rooms, cells, meeting/training rooms. Provide function set up for events such as City Council, Planning and Zoning, Board of Adjustment,
Library Board, Department meetings, Municipal Court, training seminars, exercise classes, elections, BVYA basketball, ground breaking ceremonies and other special events. Provide function
set up for private events such as weddings, birthdays, anniversaries, graduations, family reunions, retirements and other functions. Set up average of 108 events per month. Provide facility
maintenance, repairs and upkeep of City Hall, City Hall annex, Police, Fire, EMS, Community Center Central, Community Center Northcliffe, City Council Chambers, Civic Center, Public
Library, Visitor’s Center (Kramer House), YMCA, Seniors Center, Purchasing building, Public Works facility, Animal Control, Fire/EMS substation I.H.35, Marion EMS substation, Records
and Facilities Maintenance building. Provide preventive maintenance work on HVAC units, stand by generators, replacing light bulbs and ballasts, plumbing repairs, carpentry work, painting,
Employee ID badges and building access, minor electric and general building and fixture repairs. ORGANIZATION CHART City Manager Assistant City Manager Facilities Maintenance FACILITIES
MAINTENANCE 2009-10 2010-11 2011-12 Director 1 1 1 Manager 1 1 1 Facilities Maintenance Foreman 1 1 1 Facilities Maintenance Worker 1 1 1 1 Facilities Tech Foreman 1 1 1 Facilities Tech
1 7 7 7 P/T Facilities Tech 1 4 4 4 TOTAL POSITIONS 16 16 16 41
FACILITIES MAINTENANCE PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Square footage maintained 166,591 202,847 202,847 Events set up 1,380 1,301
1,320 City Buildings Maintained 16 19 19 Completed work orders 360 497 500 HVAC units air filters replaced 1,488 2,998 3,000 Light bulbs and ballasts replaced 758 1,154 1,160 Miscellaneous
Items (office moving,locks etc.) 336 340 345 Plumbing Repairs sinks,commodes,urinals etc 60 84 85 Electrical Repairs switches,plugs,breakers etc 24 34 35 Preventive maintenance on Generators
(3ea) 36 36 36 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $578,206 $612,311 $642,762 Supplies $54,881 $58,300 $57,100 Utility Services $109,534 $109,600 $111,000
Staff Support $6,065 $10,287 $10,179 Maintenance Services $101,265 $109,450 $107,450 Rental/Leasing $832 $1,400 $1,400 Operating Equipment $1,788 $1,278 $2,500 Capital Outlay $0 $24,500
$24,500 Total $852,572 $927,126 $956,891 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2011-12 Budget will increase 3.2% from FY 2010-11 estimates. The cause of the increase is
higher personnel expenses. 42
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DEPARTMENT: 164 CITY SECRETARY FUND: 101 GENERAL FUND VISION STATEMENT The vision of the City Secretary’s Department is to provide necessary services to the City Council in recording
all actions of the City Council, guarantee the authenticity of all official documents and provide for their safekeeping and retrieval, administer City Elections and the City’s Records
Management Program, provide public information by personal contact and through media sources. MISSION STATEMENT The City Secretary’s Department is responsible for providing service in
a manner that merits the highest degree of public confidence in providing information to the City Council, City staff, general public, candidates, voters, and the media in order to promote
a work environment that leads to compliance with all laws and better decision-making. We apply creativity and innovation to the organizational structure and in the delivery of public
services. The City Secretary’s Department supports, facilitates and strengthens the City of Schertz Schertz governmental process by recording all laws, resolutions, and ordinances approved
by the City Council, preparing City Council agendas and giving notice of such meetings, countersigning or notarizing, as applicable, all contracts, commissions, and licenses, providing
public information according to state guidelines, providing continuity for the City of Schertz government by recording its legislative actions, both contemporary and archival, and serving
as historian for the City, safeguarding and enriching the municipal election and records management processes, and assisting the City Council in fulfilling its duties and responsibilities.
GOALS AND OBJECTIVES The goals and objectives of the City Secretary’s Department are to provide the following quality of services for the City of Schertz: ? Public Information requests.
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CITY SECRETARY ? Oversee a records management department for the City that provides for the identification, maintenance, retention, security, electronic storage, disposition, and preservation
of City records. ? Agendas and minutes for public meetings. ? Ordinances and resolutions. ? Election administration. ? Publication of legal notices. ? Alcohol permits for businesses.
? Provides for the identification, maintenance, retention, security, electronic storage, disposition, and preservation of City records. ? Administer oaths. ? Attest contracts, assessment
of certificates, and other legal instruments when executed by officers of the City of Schertz. ? Proclamations from the Mayor’s Office. ? Perform such other duties as may be required
of the City Secretary by the City Charter, the City Council, or state law. DEPARTMENTAL DESCRIPTION The City Secretary’s Department is responsible for providing service in a manner that
merits the highest degree of public confidence in providing information to the City Council, City staff, general public, candidates, voters, and the media in order to promote a work
environment that leads to compliance with all laws and better decision-making. We apply creativity and innovation to the organizational structure and in the delivery of public services.
The City Secretary’s Department supports, facilitates and strengthens the City of Schertz governmental process by recording all laws, resolutions, and ordinances approved by the City
Council, preparing City Council agendas and giving notice of such meetings, countersigning or notarizing, as applicable, all contracts, commissions, and licenses, providing public information
according to state guidelines, providing continuity for the City of Schertz government by recording its legislative actions, both contemporary and archival, and serving as historian
for the City, safeguarding and enriching the municipal election and records management processes, and assisting the City Council in fulfilling their goals. ORGANIZATIONAL CHART City
Council Council City Secretary 46
CITY SECRETARY CITY SECRETARY 2009-10 2010-11 2011-12 City Secretary 1 1 1 Deputy City Secretary 1 1 1 TOTAL POSITIONS 2 2 2 PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload Actual
Estimated Proposed Ordinances Passed and Processed 40 43 43 Resolutions Passed and Processed 78 75 75 Memo Resolutions Passed and Processed 35 35 35 Council Meetings Attended 50 50 50
2009-10 2010-11 2011-12 Efficiency Actual Estimated Proposed Ordinances & Resolutions Executed within 72 hours of Council Meeting 98% 98% 98% Documents completed, signed, scanned within
48 hours of council approval 95% 95% 95% Council meeting minutes transcribed within 48 hours following Council meeting 100% 100% 100% Agendas available to citizens within legally required
timeframe -Posted on website 100% 100% 100% Alcohol permits processed within the month of expiration 95% 98% 98% 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $163,986
$162,439 $163,417 Supplies $989 $1,300 $1,250 City Support Services $4,614 $9.780 $9,780 9,780 Staff Support $3,531 $6,950 $8,605 Total $173,120 $180,469 $183,052 PROGRAM JUSTIFICATION
AND ANALYSIS There is an Increase of 1.4% from FY 2010-11 estimates to the Proposed FY 2011-12 Budget which is due to higher personnel expenses. 47
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DEPARTMENT: 167 NON-DEPARTMENTAL FUND: 101 GENERAL FUND DEPARTMENTAL DESCRIPTION This department accounts for expenses and payments that are not specific to an individual function/department.
Items in this department include audit cost, city insurance, appraisal district contracts, and medical services. 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Supplies $4,786
$1,000 $2,500 City Support Services $393,801 $338,832 $488,000 Operations Support $133,391 $126,214 $139,000 City Assistance $535,289 $422,942 $459,046 Professional Services $66,593
$86,913 $157,150 Fund Charges/Transfers $61,274 $24,350 $10,850 Operating Equipment $265 $0 $0 Capital Outlay $36,125 $0 $0 Total $1,231,523 $1,000,251 $1,256,546 PROGRAM JUSTIFICATION
AND ANALYSIS The Proposed FY 2011-12 Budget will increase by 25.6% over FY 2010-11 estimates. Annexation costs, contingencies, tax abatements for Sysco and Caterpillar, a new planning
survey, and fewer City events funded by the General Fund are responsible for this change. 49
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DEPARTMENT: 170 PUBLIC AFFAIRS FUND: 101 GENERAL FUND VISION STATEMENT Public Affairs will become the premier government information department in the State of Texas with a primary goal
of expanding information dissemination beyond traditional means; Public Affairs will involve governmental and nongovernmental entities and individuals in the collection, packaging, and
distribution of information important to the whole community. MISSION STATEMENT The purpose of the Public Affairs Department is to keep internal and external audiences informed about
city events, activities, policies, ordinances, leadership focus, economic growth and development, and other issues of public interest, and to promote a positive city image through development
and release of professional products to news media outlets. The Public Affairs Department serves an internal audience of 300 employees and elected leaders, as well as a city population
of 32,000-plus. GOALS AND OBJECTIVES ? Oversee the production of Schertz Tales Magazine as the primary source of information for all current and potential residents and businesses in
the Schertz sphere of influence. ? Oversee the marketing of city rental properties: Civic, Community and North Centers. ? Promote city activities throughout the region and the State
of Texas. ? Disseminate information to residents and the media during emergency and non-emergency situations efficiently. 52
PUBLIC AFFAIRS DEPARTMENTAL DESCRIPTION Publication of Schertz Tales Magazine to over 12,000 households and area businesses; produce, coordinate, or promote all City events and activities,
including: Sweetheart Court, Festival of Angels, 4th of July Jubilee, Holiday Lockup, SchertzFest, Wilenchik Walk, Artz, Doggie Dash, Employee Remembrance Day, and other City programs.
Public Affairs handles advertising and promotion of events held in Schertz, the production of television commercials, radio spots, print ads, press releases, email blasts, website and
electronic sign ad creation and posting, and award submissions. This office creates photographic/video/audio recording of City events and activities, designs city brochures, documents,
hiring packets, graphics, logos, plaques, trophies, proclamations, etc. ORGANIZATIONAL CHART City Manager Assistant City Manager Public Affairs PUBLIC AFFAIRS 2009-10 2010-11 2011-12
Public Affairs Director 1 1 1 Administrative Assistant 1 1 1 Events Coordinator 0 1 1 TOTAL POSITIONS 2 3 3 PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Measures Actual
Estimate Proposed Other Marketing Materials (Non-Magazine) Produced per FTE 151 165 165 Customer Service /Invoicing Hours per FTE (Advertisers) 38 44 48 Press Releases (Internal/External)
148 176 192 City-sponsored Events 15 17 17 53
PUBLIC AFFAIRS 2009-10 2010-11 2011-12 Efficiency Measures Actual Estimate Proposed Total Schertz Tales Ads/City Sponsored 68 73 75 Total pages/City Sponsored 34 39 41 2009-10 2010-11
2011-12 Effectiveness Actual Estimate Proposed Civic & Community Centers Revenue $164,930 $182,000 $190,000 Schertz Tales Ad revenue $157,940 $196,000 $290,000 Schertz Tales/City Sponsored
$25,100 $25,925 $27,500 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $224,040 $137,319 $214,010 Supplies $2,024 $2,000 $2,900 Operations Support $49,139 $34,000
$35,100 Staff Support $4,428 $3,720 $4,350 Professional Services $260,061 $0 $0 Operating Equipment $2,926 $6,000 $300 Total $542,619 $183,039 $256,660 PROGRAM JUSTIFICATION AND ANALYSIS
Schertz Tales was under the Public Affairs budget in FY 2009-10 and was made its own department as of FY 2010-11. The Proposed FY 2011-12 Budget increases by 40.2% from the FY 2010-11
estimates due to the addition of an Event Coordinator positions to this department. This position was approved in FY2010-11 Budget and is funded in full though a transfer from the Hotel
Tax Fund. 54
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DEPARTMENT: 171 RECORDS MANAGEMENT FUND: 101 GENERAL FUND VISION STATEMENT Under the supervision of the City Secretary, this department is responsible for the coordination of an effective
and efficient records management system. MISSION STATEMENT To provide for efficient, economical and effective controls over the creation, distribution, organization, maintenance, use,
and disposition of municipal records through a comprehensive system of integrated procedures for the management of records from their creation to their ultimate disposition, consistent
with the requirements of the Local Government Records Act and accepted records management practice. GOALS AND OBJECTIVES ? Scan permanent documents. ? Provide Department Training on
types of documents. ? Destroy records that meet retention. ? Continue to locate historical documents for electronic storage. ? Provide the information and training for departments to
scan their own documents. 57
RECORDS MANAGEMENT DEPARTMENTAL DESCRIPTION Scan permanent and historical documents to store as electronic documents. Destroy records that meet the requirements of the records retention
schedule. Identify historical documents. Provide records upon request to departments that are stored. Maintain inventories of records stored offsite and onsite. Train departments on
record storage procedures. Work with software vendor and Information Technology concerning the electronic storage system. Conduct research for departments. ORGANIZATIONAL CHART City
Council City Manager City Secretary Records Management RECORDS MANAGEMENT 2009-10 2010-11 2011-12 Records Management Coordinator I 1 1 1 TOTAL POSITIONS 1 1 1 58
RECORDS MANAGEMENT PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Number of Document pages scanned 67,000 80,000 48,000 Number of boxes stored
offsite 454 470 470 Number of boxes inventoried 527 200 200 Number of cubic feet of documents destroyed 780 300 300 Digitize Public Work Plans (pages) 2818 0* 500* Digitize Commercial
Plans (pages) 1917 600 1200 * begin to start working on organizing existing plans 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $44,281 $43,876 $47,294 Supplies $28
$750 $750 Staff Support $805 $1,500 $1,500 Professional Services $6,209 $15,000 $15,000 Total $51,324 $61,126 $64,544 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2011-12 Budget
increased 5.6% from FY 2010-11 estimates which is due to the increase in the cost of personnel. 59
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DEPARTMENT: 172 SCHERTZ TALES MAGAZINE FUND: 101 GENERAL FUND VISION STATEMENT Schertz Tales Magazine is the primary source of information for all current and potential residents and
businesses. With an evolving goal of expanding information dissemination beyond traditional means, Schertz Tales will involve governmental and non-governmental entities and individuals
in the collection, packaging, and distribution of information that is important to the whole community. MISSION STATEMENT The purpose of Schertz Tales Magazine is to keep internal and
external audiences informed about city events, activities, policies, ordinances, economic growth and development, and other issues of public interest, and to promote a positive city
image through development and release of professional products to news media outlets. The Public Affairs Department serves an internal audience of 326+ employees and elected leaders,
as well as a city population of 31,000-plus. GOALS AND OBJECTIVES ? Schertz Tales Magazine will continue to acquire new revenue streams in order to make the Schertz Tales Magazine self-sufficient.
? Utilize new mediums of communication for enhanced information dissemination. ? Promote city activities throughout the region and the State of Texas. DEPARTMENTAL DESCRIPTION Publication
and distribution of Schertz Tales Magazine to over 10,000 households and businesses, including: writing of articles, photography, graphic design and layout, sales, advertising design,
copy editing, billing, and collections; distribution of 4,000 copies to staff and select pick-up locations. Promote all City events and activities, including: Festival of Angels, 4th
of July Jubilee, Wilenchik 61
SCHERTZ TALES MAGAZINE Walk, Holiday Lock-up, SchertzFest, Artz, Doggie Dash, Employee Remembrance Day, and other City programs. ORGANIZATIONAL CHART City Manager Assistant City Manager
Public Affairs Schertz Tales Magazine PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Measures Actual Estimate Proposed Customer Service /Retention /Design Hours per FTE
(Advertisers) 110 115 125 Cost per issue/per resident for Magazine (excluding salaries/benefits) .19 .19 .20 2009-10 2010-11 2011-12 Efficiency Measures Actual Estimate Proposed Total
Schertz Tales Articles/Ads/Graphics/Photographs Produced per FTE 374 315 350 Percentage of Magazine Contracted 37% 47% 49% Hours Contracted for Magazine Production (Writing, Ad Design,
Photography, Layout, Graphics) 1,513 1575 1575 2009-10 2010-11 2011-12 Effectiveness Actual Estimate Proposed Schertz Tales Ad revenue $157,940 $196,000 $295,000 City Sponsored/Non-Revenue
$25,100 $25,925 $27,500 62
SCHERTZ TALES MAGAZINE 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $0 $126,149 $128,605 Supplies $0 $0 $200 Operations Support $0 $0 $200 Staff Support $0 $800
$1,500 Professional Services $1,171 $258,500 $302,700 Total $1,171 $385,449 $433,205 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY2011-12 Budget will increase by 12.4% over FY 2010-11
estimates due to the addition of 8 folios to the magazine. This increase will be offset by additional advertising revenue and become a net benefit for the City, bringing in more revenue
than there will be in new expenditures. 63
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DEPARTMENT: 173 ENGINEERING FUND: 101 GENERAL FUND VISION STATEMENT Provide the City of Schertz with the infrastructure needed to
support the growth of residential, commercial and industrial developments anticipated in the foreseeable future and assist the Public Works Department in maintaining that infrastructure.
MISSION STATEMENT To promote public health, safety and welfare by ensuring the appropriate design, review and implementation of the City’s infrastructure plans and policies. The Department
is dedicated to providing high quality engineering services, responsive project management, enhancing public knowledge of technical issues, and developing maintenance programs for the
City’s infrastructure. GOALS AND OBJECTIVES ? Manage the ongoing Bond Program for Streets and Drainage to its satisfactory conclusion. ? Establish an infrastructure inventory system
that will quantify and qualify the water, sewer, street and drainage facilities within the City. ? Develop a 10-year plan for street rehabilitation and an associated preventive maintenance
program to extend the life of the City’s street network. ? Implement the 5-year Storm Water Management Plan as required by the Texas Pollutant Discharge Elimination System (TPDES) and
the Clean Water Act. ? Manage the Capital Improvement Plan to insure adequate infrastructure is available for future development. 65
ENGINEERING DEPARTMENT DESCRIPTION Serve as technical advisor to the City Manager, City Council, and Department Heads. Directs and reviews all Public Works engineering activity. Supervises
and participates in the development and implementation of the capital improvement program. Administer the implementation of the City’s Storm Water Management Program under TPDES. Assist
the Director of Public Works in developing and implementing the City’s five and ten year maintenance and improvement plans. Meet with the public in small and large group forums to discuss
City Public Works policies, practices and problems. Serve as flood plain administrator for the City. Review for adherence to engineering principles and standards the design, construction,
maintenance and operation activities for the City’s water, sewer, street and storm drain systems. ORGANIZATIONAL CHART City Manager Assistant City Manager Engineering ENGINEERING 2009-10
2010-11 2011-12 City Engineer 1 1 1 Assistant City Engineer 0 0 1* Engineer in Training 0 1* 1* Senior Administrative Assistant 1 1 1 TOTAL POSITIONS 2 3 4 *Positions funded in bond
fund. 66
ENGINEERING PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Effectiveness Actual Estimate Proposed 2006 bond program projects completed 6 5 3 Establish Road and Street Rehabilitation
Program n/a n/a 1 Complete The 5 year CIP n/a n/a 1 Complete year 3 of the SWMP 1 n/a n/a Complete infrastructure inventory system 1 n/a n/a Complete Road and Street Rehabilitation Program
1 n/a n/a Complete Year 4 of the SWMP n/a 1 1 Establish 10 Street Maintenance Plan n/a 1 1 Revise Public Works Standard details and Specifications n/a 1 n/a Establish regional drainage
study for South Schertz n/a 1 n/a Establish regional Sewer Plan for South Schertz n/a n/a 1 Begin 2010 Bond Projects n/a n/a 3 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed
Personnel $159,542 $158,241 $173,069 Supplies $59 $300 $400 City Support Services $3,995 $0 $0 Utility Services $0 $0 $600 Staff Support $1,517 $1,831 $2,213 Professional Services $8,253
$24,000 $39,000 Maintenance Services $2,400 $3,544 $4,044 Capital Outlay $0 $0 $26,000 Total $175,767 $187,916 $245,326 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2011-12 Budget
will increase by 30.6% from FY 2010-11 estimates. There will be a Plat, Plan, and Drainage review in professional services and truck for the new engineers in capital outlay. 67
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DEPARTMENT: 174 GEOGRAPHIC INFORMATION SYSTEMS (GIS) FUND: 101 GENERAL FUND VISION STATEMENT Provide a map portal accessible to City departments and the public, enabling better decision
making and quality service. MISSION STATEMENT Create, manage and maintain a robust geospatial platform that is accurate, reliable and easily accessible. Integrate the City’s existing
geographic data with new information to provide timely and dependable mapping products. GOALS AND OBJECTIVES ? Support implementation of the Regional Computer Aided Dispatch and Records
Management project to enhance Police/Fire/Emergency Medical Services dispatching. ? Provide new physical addresses in support of the Development Services Department. ? Provide an interactive
web mapping application accessible both internally and externally. ? Provide geographic information to the public through a Web based map catalog. ? Create an address point database
to assist departments with a need for spatial referencing. ? Create a Public Works inventory database to improve tracking, maintenance, and cost analysis for projects. ? Integrate water
billing data with the spatial database. ? Promote the use of geographic data within the city and provide training to fully utilize the information and software. 70
GIS DEPARTMENTAL DESCRIPTION Designs, implements, and manages the City’s geographic information system. Train staff to better understands and utilize current technology. ORGANIZATIONAL
CHART City Manager Assistant City Manager GIS Coordinator GIS 2009-10 2010-11 2011-12 GIS Coordinator 1 1 1 GIS Specialist 1 1 1 TOTAL POSITIONS 2 2 2 PERFORMANCE INDICATORS 2009-10
2010-11 2011-12 Workload/Output Actual Estimate Proposed Website visits to online interactive map, per month 900 1,200 1,500 Work orders processed, per month 45 45 45 Properties incorporated
in digital data, per month 75 75 75 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Percentage of non-updated data 30% 15% 10% Percentage of distributable data available
online 55% 85% 95% 71
GIS 2009-10 2010-11 2011-12 Effectiveness Actual Estimate Proposed Percentage of master addresses verified for municipal limit 95% 99% 99% Percentage of Public Works inventory converted
from manual to digital format 40% 60% 80% Map request turnaround time, days 7 7 7 New subdivision addressing turnaround time, days 14 14 14 2009-10 2010-11 2011-12 Budget Actual Estimate
Proposed Personnel $113,129 $111,807 $120,967 Supplies $378 $2,000 $3,500 Staff Support $0 $1,050 $4,050 Professional Services $250 $800 $2,000 Total $113,757 $115,657 $130,517 PROGRAM
JUSTIFICATION AND ANALYSIS This program will increase 12.8% from the FY 2010-11 estimates to the Proposed Budget. Cost of personnel and training are the main causes of this increase.
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DEPARTMENT: 256 POLICE FUND: 101 GENERAL FUND VISION STATEMENT To continue to make the City of Schertz a safe community in which to live, work, and raise a family. MISSION STATEMENT
Provide community oriented law enforcement by utilizing teamwork of a professionally trained staff. The Department is committed to the prevention of crime, protection of life and property
while remaining sensitive and impartial to the citizens within the community, while continuing to strive for excellence in every service that we provide. GOALS AND OBJECTIVES ? To provide
community based law enforcement committed to the prevention of crime, protection of life and property and to meet the needs of an expanding community. ? To promote a feeling of safety
for all citizens in all areas of the City, including neighborhoods, commercial areas, parks and public facilities. To investigate criminal activity and participate in the prosecution
of cases. ? To increase citizen participation in programs within the Police Department and community. ? To enhance the recruitment of high quality officers/personnel to serve the citizens
of Schertz and to retain those employees in which the City has already invested. ? To provide incentives for residential and business alarm owners to reduce the City's overall number
of false alarms. 75
POLICE DEPARTMENTAL DESCRIPTION Patrol approximately 30.78 square miles with a population of 31,465 lying in three counties with 227.4 centerline miles of roads. Receive service calls
and respond to calls within a timely manner. Criminal Investigations Division processes crime scenes and follow-up through prosecution with County and District Attorneys in three different
counties. Communications dispatches calls for Police, Fire, Emergency Medical Service, and Animal Control in addition to providing dispatch services for the City of Cibolo fire and police,
the Schertz Cibolo Universal City School District – Police Department and Emergency Medical Service coverage for Cibolo, Marion, Seguin, Santa Clara, and other county areas. Record,
receive, and prepare cases for submission to County and District Attorneys. Special Projects Officer interacts with Home Owner Associations, provides education and crime prevention.
Conduct Citizens Police Academy and the Citizens on Patrol. ORGANIZATIONAL CHART City Manager Assistant City Manager Police 76
POLICE POLICE 2009-10 2010-11 2011-12 Chief of Police 1 1 1 Assistant Chief of Police 1 1 1 Captain 1 1 1 CID Lieutenant 1 1 1 Patrol Lieutenant 1 1 1 CID Sergeant 3 3 3 Patrol Sergeant
3 3 3 CID Corporal 2 2 2 Patrol Corporal 6 6 6 Special Projects Officer 1 1 1 Detective 2 2 2 Patrol Officer (Assigned to Traffic) 4 6 6 Patrol Officer (Non Supervisor) 20 18 18 Senior
Administrative Assistant 1 1 1 Office Manager 1 1 1 Records Clerk 2 2 2 Communications Manager 1 1 1 Public Safety Systems Engineer 1 1 1 Dispatch Supervisor 3 3 3 Communications Officer
9 9 9 School Resource Officer 0 0 2 Crossing Guards (P/T) 6 6 6 TOTAL POSITIONS 70 70 72 LAW ENFORCEMENT COMMISSIONS 2009-10 2010-11 2011-12 Fire Dept. Law Enforcement Commission 3 2
2 City Manager Law Enforcement Commission 1 1 0 Reserve Officer 1 1 1 TOTAL COMMISSIONS 5 4 4 77
POLICE PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Patrol Vehicles 17 17 17 Traffic Vehicles (3 stealth, 3 motorcycles) 5 6 6 # Patrol Officers
including supervisors 34 34 34 # Patrol Officers with supervisory position 10 10 10 Calls for Service -Schertz 37,425 39,000 40,500 Calls for Service – other 18,423 19,200 20,000 Tickets
Issued 19,258 16,924 18,091 Cases Filed 601 675 750 Tickets Issued-Traffic Officers 8,045 8,364 8,683 Tickets Issued -Patrol Officers 11,213 10,304 10,758 State Seizures 9,666 8,000
8,000 Federal Seizures 90,506 90,000 90,000 Active Alarm Permits 2,587 2,595 2,750 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Average time on tickets, per minute 10:00
10:00 10:00 Average response time on calls, minutes 4:00 4:00 4:00 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $4,070,214 $3,990,939 $4,439,504 Supplies $17,308
$35,600 $39,337 City Support Services $32,003 $30,000 $35,000 Utility Services $94,945 $95,000 $120,000 Operations Support $365 $1,000 $1,500 Staff Support $6,538 $21,219 $58,372 City
Assistance $5,236 $7,000 $10,914 Professional Services $4,903 $8,000 $20,000 Maintenance Services $49,528 $42,500 $44,435 Operating Equipment $38,350 $66,221 $47,532 Capital Outlay $138,143
$153,726 $145,500 Total $4,457,533 $4,451,205 $4,962,094 78
POLICE PROGRAM JUSTIFICATION AND ANALYSIS The Police Department’s Proposed FY2011-12 Budget will be an increase of 11.5% over the previous year’s estimates. The budget includes the addition
of two officers to cover the school district and all of their equipment and related costs. The City is receiving funding for the officers which covers these expenditures. Also included
is additional three communications officers to cover the additional call workload and ensure the minimum staff level is always kept. Staff Support will increase with the replacement
of body armor and SWAT gear. As stated earlier gasoline purchases will be budgeted at a 20% increase causing the Utility Services to show an increase. 79
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DEPARTMENT: 257 FIRE RESCUE FUND: 101 GENERAL FUND VISION STATEMENT Through selection, training, and professional development we will create a Fire Rescue Department that is a model
to our peers, an asset to our community, and a valued place to work. MISSION STATEMENT Protect all we serve with an emergency service that promotes public education and prevention; emphasizes
community involvement; and provides the safe, timely, and efficient delivery of fire and rescue resources. GOALS AND OBJECTIVES ? Deliver comprehensive safety services of the highest
quality. o Respond to 90% of City within 5 minutes. o Pre-fire plan all commercial occupancies in the city once per year, and extra hazard occupancies twice per year. ? Support and maintain
a safe, healthy, well trained and high performing work force. o Enact a wellness fitness program for all firefighters. o Improve training opportunities and encourage involvement in specialized
operations. o Build upon area-wide technical rescue team and wildland strike team. team. ? Provide high quality medical first responder service as part of an integrated emergency medical
service. o Encourage advanced medical training and certifications. o Support emergency medical operations through interdepartmental cooperation. ? Become the community resource for life
safety knowledge and information regarding Schertz Fire Rescue. o Make contact with 40% of population annually. o Quarterly inspects all restaurants, schools, and nursing homes. o Encourage
public speaking for all firefighters. 82
FIRE RESCUE o Maintain safe construction and occupancy within the city through code enforcement. ? Attract and maintain a qualified and diverse workforce. o Encourage diverse applicants
through career fairs and public education. o Continue to develop the area-wide cooperative hiring plan. DEPARTMENTAL DESCRIPTION The Schertz Fire Rescue Department is a paid career department
that responds to all fire and emergency service calls in the City of Schertz, the contracted areas of Guadalupe and Bexar Counties, and through mutual aid, the surrounding cities. All
department members are certified as structural firefighters and emergency medical technicians through the Texas Commission on Fire Protection and the Texas Department of Health Services,
respectively. Schertz firefighters are highly trained with many holding advanced firefighter, medical, and multi-discipline specialized certifications. Schertz Fire Rescue has an active
public education/fire prevention program that conducts code review and enforcement within the city. Fire and arson investigation services are maintained within the department. ORGANIZATIONAL
CHART City Manager Assistant City Manager Fire Rescue FIRE RESCUE 2009-10 2010-11 2011-12 Fire Chief 1 1 1 Assistant Chief/Fire Marshal 1 1 1 Battalion Chief 3 3 3 Deputy Fire Marshal
1 1 1 Captain 0 0 0 Training/Safety Officer 1 1 1 Lieutenant 6 6 6 Fire Apparatus Operator 6 6 6 Firefighter 12 12 12 Senior Administrative Assistant 1 1 1 Administrative Assistant 1
0 0 TOTAL POSITIONS 33 32 32 83
FIRE RESCUE PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Input Actual Estimate Proposed Population Serviced 30,000 32,000 35,000 Number of Commercial Occupancies 651 620 630 Total
staffing 33 32 32 Suppression staffing 27 27 27 Prevention staffing 1.5 1.5 1.5 Support staffing (command/training/admin) 3.5 3.5 3.5 Number of fire stations 2 2 2 Number of full-time
engine companies 2 2 2 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Number of incidents 1,747 1,730 1,750 Unit Responses (# calls for all units responding to all
emergencies) 2,421 2,240 2,400 Buildings preplan contacts 642 620 645 Community Contact (citizen contact) 6,019 5,500 7,000 Fire Inspections Conducted 425 650 700 Plan Reviews Completed
86 80 100 Training Hours Provided 4,000 5,200 5,300 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Average Response Time (Minutes) 5.8 5.6 5.9 % Response Time > 5 Minutes
45.8 34.9 32.0 % of Buildings Preplanned 98.6 100 100 % Prevention Contacts 20.1 17.2 22.0 Inspections per Inspector 283 433 467 Training Hours/Employee 206.53 71.88 120.00 2009-10 2010-11
2011-12 Effectiveness* Actual Estimate Proposed Total Fire Loss ($1,000) 14.0 360 330 Property Saved ($1,000) 4,846 630 700 Fire Loss Ratio % .3 36 32 Civilian Fire Injuries 0 1 0 84
FIRE RESCUE * Using structure fire data, we compare the value of the structure and its contents with the fire loss to arrive at a quantifiable value of property saved that could have
been consumed had there been no intervention. The fire loss ratio is the fire loss as a percent of total property value. For example, the estimated ratio for 2010-11 is 36 %, meaning
that the average loss in a structure fire in the City of Schertz resulted in a fire loss of 36% of the total value of the house and contents. This is a new measure and as such there
are no national figures with which to compare. 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $2,225,228 $2,405,325 $2,495,242 Supplies $10,380 $19,850 $20,500 Utility
Services $51,096 $53,400 $57,000 Operations Support $420 $600 $800 Staff Support $71,122 $113,850 $120,185 City Assistance $5,883 $18,600 $18,600 Professional Services $0 $17,200 $18,140
Maintenance Services $25,511 $59,000 $56,000 Operating Equipment $28,948 $50,250 $58,300 Capital Outlay $0 $0 $35,000 Total $2,418,588 $2,738,075 $2,879,767 PROGRAM JUSTIFICATION AND
ANALYSIS The Proposed FY2011-12 Budget will increase 5.2% over year end estimates. The majority of these costs will come from personnel cost increases, a replacement vehicle, three foam
systems for the Chief’s vehicle and two brush trucks, and training cost increases. 85
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DEPARTMENT: DEVELOPMENT SERVICES 258 BUILDING INSPECTIONS DIVISION FUND: 101 GENERAL FUND VISION STATEMENT To preserve the natural resources and environment of the City by educating
the public in the safety and quality of life aspects of building construction. MISSION STATEMENT To strive at providing premier, progressive and timely customer service by assisting
our customers in understanding and complying with city ordinances, building codes and by maintaining a safe and sustainable community. GOALS AND OBJECTIVES ? Provide excellent customer
service through communication and guidance. ? Continuously improve customer service process. ? Facilitate an efficient and effective application process. ? Invest in employee knowledge
and encourage educational opportunities for staff. DEPARTMENTAL DESCRIPTION The Inspections Division of Development Services will assist customers seeking permits for projects, to include
all aspects of residential and commercial construction and improvements. Residential remodeling, residential new construction, decks, demolition, mechanical, plumbing, electrical, commercial
construction, signs and advertising devices, and garage sales. We will verify that contractors are licensed and insured to provide safe and efficient service to our citizens. We will
coordinate and provide inspections to protect, promote and assure safety to our citizens. 88
INSPECTIONS ORGANIZATIONAL CHART City Manager Assistant City Manager Development Services Inspections DEVELOPMENT SERVICES 2009-10 2010-11 2011-12 Director of Development Services 1
1 1 Administrative Assistant 0 1 1 Chief Inspector 1 1 1 Assistant Chief Inspector 1 1 1 Assistant Inspector 1 1 1 Permit Technician 2 2 2 TOTAL POSITIONS 6 7 7 PERFORMANCE INDICATORS
2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed New Residential Construction 400 294 338 New Commercial Construction 20 22 5 Garage Sale Permits 538 302 347 Reroof Permits
89 110 127 Shed Permits 85 46 53 Deck/Patio Permits 92 78 90 Sign Permits 92 62 71 Fence Permits 98 60 70 *All Other Permits 188 150 173 Mechanical Permits 1,028 800 920 Electric Permits
701 600 690 Plumbing Permits 1,071 1,000 1,150 Total Permit Revenue $1,817,192 $1,873,779 $1,600,000 89
INSPECTIONS 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Avg. days to complete residential plan review 14 5 5 Avg. days to complete commercial plan review 30 45 30 2009-10
2010-11 2011-12 Effectiveness Actual Estimate Proposed Phased Inspections (such as framing) 12,174 8,376 9,632 Re-Inspections 846 357 411 2009-10 2010-11 2011-12 Budget Actual Estimate
Proposed Personnel $344,885 $363,194 $417,182 Supplies $1,442 $1,800 $2,500 Utility Services $4,996 $5,300 $6,500 Operations Support $811 $1,100 $1,500 Staff Support $4,473 $4,316 $8,000
Professional Services $5,240 $10,000 $10,000 Operating Equipment $0 $0 $1,000 Total $361,847 $385,710 $446,682 *All Other Permits include driveways/flatwork, gutters, window replacement,
siding, pools, temporary buildings, demolition, foundation repair, residential and commercial remodels and additions. PROGRAM JUSTIFICATION AND ANALYSIS The Inspections Department Proposed
FY2011-12 Budget will increase by 15.8% over the previous year estimates with the addition of an administrative assistant. This position was approved in FY2010-11. 90
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DEPARTMENT: 259 MARSHAL SERVICES FUND: 101 GENERAL FUND VISION STATEMENT The Marshal’s Department is accountable to our community for the highest quality of public service including
court security, emergency management and environmental health and safety. This will be achieved through continuous improvements to attain excellence, meet needs, and expedite service
to the public. MISSION STATEMENT In the interest of integrity and justice the Marshal’s Department will diligently protect and defend the dignity of the Municipal Court by ensuring the
safety of the judges, staff and citizens. The Marshal’s Department will protect persons and property by enforcing state statutes and providing essential code enforcement. GOALS AND OBJECTIVES
? To provide effective security for the Judiciary, Court personnel, and visitors to the court. ? To compel compliance in the neighborhoods through effective environmental, health, and
code enforcement. ? To train deputies to perform their tasks/duties entrusted to them in a safe and effective manner. ? To ensure the City regularly exercises their response to disasters
and encourage emergency planning, the development of operating plans, annexes and procedures for the city. To retain the City’s compliancy to the National Incident Management System,
through conducting workshops, disaster drills, and exercises. ? To be effective through communication and cooperation with other City departments, and with Local, State, and National
agencies. 93
MARSHAL SERVICES ? To promote the integrity of the Marshal’s Department and its personnel. DEPARTMENTAL DESCRIPTION The Marshal’s Department was created October 1, 2008. Through this
act, the Marshal’s Department has the authority to arrest violators of the city and state laws, and to enforce city ordinances and court orders. The deputies and code enforcement officers
can issue citations for violations. The department’s sworn personnel are recognized as Law Enforcement Officers by the State of Texas and the Texas Commission on Law Enforcement Standards
and Education. The Marshal’s Department is comprised of the Warrants, Environmental Services, Code Enforcement Division and Emergency Management Coordinator. The Marshal’s Department
is staffed by a City Marshal, three deputies assigned to warrants and court security, two code enforcement officers, a department clerk, and one environmental services deputy who also
serves as the Sanitarian. The Marshal also services as Emergency Management Coordinator (EMC) and will coordinate the response to large scale emergencies requiring the activation of
the City’s Emergency Management System and Emergency Operations Center (EOC). The EMC will also maintain relationships with local, regional, state and federal agencies that deal with
emergencies. Implement training to better prepare for disasters will be implemented by the EMC. The Warrants division diligently provides for the safety and security of the Judges and
staff, execute warrants of arrest, subpoenas, summons and other legal process. The Deputies will relentlessly pursue and bring to justice those persons with outstanding warrants in order
to ensure compliance and accountability. The City Code Enforcement and Environmental Services divisions will enforce laws that fall under the Texas Litter Abatement Act, Texas Water
Code, Texas Health and Safety Code, and local City Ordinances. ORGANIZATIONAL CHART City Manager Assistant City Manager Marshal Services 94
MARSHAL SERVICES MARSHAL SERVICES 2009-10 2010-11 2011-12 Marshal/Emergency Management Coordinator 1 1 1 Deputy Marshal Lieutenant 0 0 1 Sanitarian 1 1 1 Code Enforcement Officer 1 2
2 Deputy Marshal Sergeant 1 1 0 Deputy Marshal Corporal 1 1 1 Deputy Marshal 0 1 1 Service Clerk 0 1 1 Total Personnel 5 8 8 COMMISSIONS 2009-10 2010-11 2011-12 Marshal Service 4 5 5
Animal Service Commision 1 0 0 TOTAL COMMISSIONS 5 5 5 PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Warrants Issued 5,444 5,500 6,000 Code
Enforcement Violation Notices Sent 1,686 1,837 2,400 Citizen Complaints 1,117 1,306 1,528 Food Establishment Inspections 202 220 240 Food Handler Classes (# of classes, not participants)
13 24 28 Warrants Cleared 4,023 4,100 4,500 Code Enforcement Issues Resolved without notice 339 386 440 Bandit Signs Removed 1,654 1,700 1,750 2009-10 2010-11 2011-12 Budget Actual Estimate
Proposed Personnel $361,651 $485,567 $529,908 Supplies $1,402 $5,900 $4,600 Utility Services $5,896 $9,000 $12,000 Operations Support $435 $4,000 $4,000 Staff Support $2,653 $9,250 $15,400
Maintenance Services $5158 $15,400 $30,700 Operating Equipment $650 $23,139 $16,000 Capital Outlay $0 $65,600 $34,000 Total $377,843 $617,856 $646,608 95
MARSHAL SERVICES PROGRAM JUSTIFICATION AND ANALYSIS There will be an increase in the Proposed FY2011-12 Budget of 4.7% from the FY2010-11 Estimates. The increases in training, personnel
expenses, lot cleaning, and gasoline will be offset somewhat by less capital and equipment expenditures. 96
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DEPARTMENT: 359 STREETS -PUBLIC WORKS FUND: 101 GENERAL FUND VISION STATEMENT The City of Schertz Public Works Department takes pride in providing superior customer service and safe
and efficient streets. MISSION STATEMENT The purpose of the Street program is to move vehicles and pedestrians throughout the city, sweeping city streets and upkeep of street signs,
roadways, curbs, sidewalks, and traffic control devices. GOALS AND OBJECTIVES ? Apply preventative maintenance strategies in order to extend useful life of streets and reduce unscheduled
maintenance. ? Provide traffic control maintenance, including insuring proper operation of city owned streetlights, traffic signals, and crosswalk signals. ? Provide sign maintenance.
? Provide traffic counts and speed information on specific streets as requested. 99
PUBLIC WORKS STREETS DEPARTMENTAL DESCRIPTION The department provides Street Maintenance and Repair. As well as Traffic Control device maintenance. The department also conducts street
sweeping, sidewalk repair, sign repair and replacement if needed. Chipping service is provided as requested by the residents. The Street department also assists other city departments
as needed. ORGANIZATIONAL CHART City Manager Assistant City Manager Public Works Streets STREETS 2009-10 2010-11 2011-12 Superintendent of Streets and Fleet 0 0 1 Street Supervisor 1
1 1 Foreman 1 1 1 Street Worker II 2 3 3 Street Worker II/Sweeper Operator 1 0 0 Street Sweeper Operator 1 2 2 Street Worker I 7 6 6 TOTAL POSITIONS 13 13 14 100
PUBLIC WORKS STREETS PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Street Sweeping Hours 2,919 3,200 3,500 Number of signs produced 437 450
475 Quantity of asphalt purchased (tons) 702 1454 1460 Special Projects (Hours) 1,001 1,100 1,200 Centerline Miles 124.2 144.8 148.9 2009-10 2010-11 2011-12 Efficiency Actual Estimate
Proposed Annual cost to operate street sweepers (operators and fuel) $95,000 $98,000 $100,000 Cost per ton of asphalt $50 $55 $60 Approved daily budget expenditures for operation $3,704
$6,924 $7,000 2009-10 2010-11 2011-12 Effectiveness Actual Estimate Proposed Hours spent on roadway maintenance 8,323 7,573 8,400 Hours spent on traffic control device maintenance and
repair 1,767 1,752 1,800 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $577,342 $596,591 $674,240 Supplies $4,732 $6,120 $7,100 Utility Services $109,391 $111,450
$113,900 Staff Support $6,516 $7,595 $10,265 Maintenance Services $119,645 $155,400 $268,400 Rental/Leasing $174 $200 $200 Operating Equipment $-861 $4,380 $4,200 Capital Outlay $0 $13,670
$0 Total $816,939 $895,406 $1,078,305 101
PUBLIC WORKS STREETS PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2011-12 Budget increases
by 18.6% from the FY 2010-11 estimates. This is the result of the new Superintendent of Streets and Fleet and returning the street maintenance materials budget to $250,000 from $150,000.
This line item was suppressed to meet budgetary requirements the past few years and can now be put raised to resume full services. 102
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DEPARTMENT: 460 PARKS, RECREATION AND COMMUNITY SERVICES FUND: 101 GENERAL FUND VISION STATEMENT Strive for excellence in the Parks and Recreation system to reflect and serve the unique
cultural, historical, and leisure values of our community. MISSION STATEMENT Provide safe, enjoyable, and attractive parks and facilities with diverse programs and responsive services
which enhance the health and well-being of the residents of Schertz by establishing a sense of community and promoting the needs of our citizens through quality recreational pursuits
in a leisure environment. GOALS AND OBJECTIVES ? Develop a system of parks, open space, recreational facilities, and leisure services that will meet the needs of an expanding community.
? Implement the Parks and Open Space Master Plan recommendations and priorities. ? Implement the approved budgeted Capital Improvement Program for park projects. ? Maintain high quality
parks, recreation, and leisure service programs. ? Develop trails, greenbelts to connect parks, neighborhoods, churches, schools, public facilities, and municipal buildings. 105
PARKS, RECREATION AND COMMUNITY SERVICES DEPARTMENTAL DESCRIPTION The maintenance of 364.59 acres of parks, to include the maintenance of municipal facilities, creekways, swimming pools,
graffiti removal, park irrigation systems, trails, restrooms, pavilions, open space, playground equipment, benches, picnic tables, lighting, mowing contracts oversight, and oversight
of athletic field maintenance by sports associations. Conduct community-wide tree planting and beautification programs. Acquire, design, construct, and renovate existing and additional
parkland. Provide citizen input and communication venues utilizing the Parks and Recreation Advisory Board, surveys and community meetings. Support seasonal special events. ORGANIZATIONAL
CHART City Manager Assistant City Manager Parks, Recreation & Community Services PARKS, RECREATION & COMMUNITY SERVICES 2009-10 2010-11 2011-12 Director of Parks, Recreation & Community
Services 1 1 1 Administrative Assistant 1 1 1 Parks Manager 1 1 1 Park Worker II 0 0 0 Park Worker I 4 6 6 Park Foreman 1 1 1 TOTAL POSITIONS 8 10 10 106
PARKS, RECREATION AND COMMUNITY SERVICES PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Outputs Actual Estimate Proposed Acres of Park Maintenance 357 365* 378** Cost per Resident
for Park Maintenance $20.56 $24.06 $23.58 In-House Staff Renovation Hours 188 88 100 Crescent Bend Nature Park Estimated Annual Maintenance $50,000 $50,000 $50,000 2009-10 2010-11 2011-12
Efficiency Actual Estimate Proposed Acres of Contractual Mowing 12 13 13 Acres of Athletic Association Maintenance 68.6 68.6 68.6 Hours of Community restitution/Volunteer Service 711.5
1008 1100 Hours of Athletic Association Service 5,000 5,000 5,000 2009-10 2010-11 2011-12 Effectiveness Actual Estimate Proposed Cost Benefit for Athletic Association Field Maintenance
$90,846 $92,700 $92,700 Cost Benefit for Community Restitution/Volunteer Hours $13,191 $18,688 $20,394 Percentage of Parks in good Condition 98% 98% 98% 2009-10 2010-11 2011-12 Budget
Actual Estimate Proposed Personnel $459,004 $480,330 $503,534 Supplies $63,907 $53,955 $40,555 City Support Services $475 $0 $0 Utility Services $124,124 $110,000 $113,000 Operations
Support $0 $936 $700 Staff Support $7,960 $8,573 $8,573 Professional Services $3,662 $62,875 $62,610 Maintenance Services $34,278 $26,232 $22,000 Rental/Leasing $20,208 $42,200 $42,200
Operating Equipment $5,974 $3,495 $0 Capital Outlay $0 $7,000 $0 Total $719,593 $795,596 $793,172 107
PARKS, RECREATION AND COMMUNITY SERVICES *Total includes 6 acres of undeveloped park land in the Northcliffe subdivision. **Total includes13 acres of undeveloped park land in the Sedona
subdivision. PROGRAM JUSTIFICATION AND ANALYSIS The will be no change from FY 2010-11 estimates to the FY 2011-12 Proposed Budget. The increase in personnel is offset by few supplies
and equipment purchases. 108
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DEPARTMENT: 463 POOLS FUND: 101 GENERAL FUND VISION STATEMENT Provide and maintain from mid-May through August a well-managed and safe environment for aquatic recreation for the citizens
of the City of Schertz as well as a system of instruction in aquatic safety, recreational swimming and physical fitness managed by the YMCA of Greater San Antonio. MISSION STATEMENT
Provide safe, enjoyable and attractive pool facilities, with safe and diverse aquatic recreational programs which enhance the health and well-being of the residents of Schertz, and promote
the needs of our citizens through quality aquatic recreational programming. GOALS AND OBJECTIVES ? Maintain and develop aquatic programs designed to educate our citizens and to meet
the needs of an expanding community. ? Maintain high quality of pool maintenance and excellent aquatic recreation and leisure service programs. ? Develop and identify Capital Improvement
funding for a future indoor pool. DEPARTMENTAL DESCRIPTION The management and maintenance of two outdoor pools including the maintenance of swimming facilities, pumping systems, and
related aquatic programs designed to encourage safe use and professional management of these facilities. Provide citizen input and communication venues utilizing the Parks and Recreation
Advisory Board, surveys, and community meetings. 111
POOL ORGANIZATIONAL CHART City Manager Assistant City Manager Parks, Recreation, and Community Services Pools PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Outputs Actual Estimate
Proposed Revenue per year $29,240 $29,300 $29,700 Days open per year 64 67 67 In-House Pool Renovation Hours 125 100 100 Daily Admissions Northcliffe Pool $4,930 $5,000 $5,200 Daily
Attendees Northcliffe Pool 3,935 4,100 4,200 Daily Admissions Schertz Pool $17,890 $18,000 $18,200 Daily Attendees Schertz Pool 15,230 16,200 16,400 Season Pool Pass Sales $6,400 $6,500
$6,500 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Cost per resident Pool Operation $7.43 $7.43 $7.72 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Supplies
$20,311 $16,300 $16,700 Utility Services $26,272 $26,800 $25,500 Staff Support $440 $800 $925 Maintenance Services $194,119 $197,178 $199,378 Rental/Leasing $300 $500 $500 Total $241,442
$241,578 $243,003 112
POOL PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2011-12 Budget will increase 0.6% from FY 2010-11 estimates for additional maintenance. 113
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DEPARTMENT: 464 EVENT FACILITIES FUND: 101 GENERAL FUND VISION STATEMENT To offer superior facilities for meetings, events and receptions in a convenient, flexible and innovative environment
while providing exceptional value and service to our customers. MISSION STATEMENT The Schertz Civic Center, Community Center and North Center are properties within the Public Affairs
Department which provide quality education, meeting, and entertainment facilities for the enrichment and use of individuals, the community and the region. The provision of rental space
generates income to help offset the cost of operating the facilities. We are committed to excellence, economy, professionalism, innovation, and integrity. GOALS AND OBJECTIVES ? Maintain
quality Event Facilities to serve our customers well: o Enhance delivery door access in Ballroom for aesthetic appeal. o Upgrade lighting options in Bluebonnet Hall. o Landscape, audio-visual
and flooring renovation at North Center. o Upgrade kitchen, electrical, flooring and and audio-visual in Community Center. o Continue to perform inspection of facilities and schedule
necessary repairs in a timely manner. ? To market the Event Facilities to off-set operation of the facilities and to generate income to obtain a 75% recovery rate: o Branding campaign:
Affordable Luxury o Join appropriate associations to increase exposure of event facilities. o Targeted marketing packets for potential customers to increase weekday business. o Advertising:
? Texas Meetings + Events Advertising ? Herald/San Antonio Express Advertising ? Regional Advertising 115
EVENT FACILITIES ? San Antonio Current Advertising ? San Antonio Wedding magazine and website o Join Chambers in surrounding areas. o Attend various expositions to further promote the
Event Facilities. o Co-sponsor annual Wedding Parade. o Make direct contact with potential customers through direct mail pieces and promotional material. ? Implement ancillary services
to generate more income for the Event Facilities: ? Caterers ? DJ Service ? Decorating Materials ? Utilize the Event Facilities as a catalyst to bring the art community to Schertz: o
Host community musical events in Pickrell Park. o Host additional art exhibits, combined artist display. o Display local art from the high schools in facilities. o Host student art show
for kick-off to art appreciation month. DEPARTMENTAL DESCRIPTION o Perform facility tours for potential customers. o Provide information on facilities for in-bound interested leads.
o Collection of payments rendered to the City for each event. o Assessment of refunds for each event. o Ensure contracts are properly signed to reduce liability to the City. o Manage
upcoming events in facilities: work closely with customers on logistics of facility and needs. o Constant communication with vendors to ensure proper items and services are being reserved
for each event and collection of payments from vendors. o Work closely with Facilities Maintenance regarding revenue generating and City sponsored events to ensure logistics of each
event are executed properly for the customer’s satisfaction. o Target marketing material to potential customers. o Direct marketing to specific groups and leads for rentals. o Participate
in vendor and public expositions for promotion of the Event Facilities. o Host various events for City representation and marketing purposes. o Attend association meetings and functions
to increase visibility. 116
EVENT FACILITIES ORGANIZATIONAL CHART City Manager Assistant City Manager Public Affairs Director Event Facilities EVENT FACILITIES 2009-10 2010-11 2011-12 Community and Event Facility
Coordinator 1 1 1 Administrative Assistant 0 1 1 TOTAL POSITIONS 1 2 2 PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Number of events 698 862
723 Hours rented 3,997 2009-10 2010-11 2011-12 Efficiency Estimate Estimate Proposed Revenue $161,000 $181,000 $190,000 Complimentary use value $40,000 $44,000 $44,000 2009-10 2010-11
2011-12 Effectiveness Estimate Estimate Proposed Percentage of events generating revenue N/A 83% 87% 117
EVENT FACILITIES 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $74,263 $111,753 $106,977 Supplies $5,278 $9,724 $7,300 Utility Services $47,958 $47,550 $47,550 Operations
Support $17,620 $14,300 $15,200 Staff Support $782 $2,500 $3,300 Professional Services $0 $1,350 $1,600 Operating Equipment $33,303 $7,172 $5,000 Total $179,205 $194,349 $186,927 PROGRAM
JUSTIFICATION AND ANALYSIS The Proposed FY 2011-12 Budget will decrease 3.8% from FY 2010-11 estimates. The main cause is reduced personnel expenditure due to staffing changes. 118
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DEPARTMENT: 665 LIBRARY FUND: 101 GENERAL FUND VISION STATEMENT Wisdom from yesterday, knowledge for today, dreams for tomorrow. MISSION STATEMENT The Schertz Public Library promotes
the love of reading and the joy of discovery for persons of all ages, provides information and learning resources in a variety of formats for both education and leisure, and supports
our customers in their life-long learning pursuits. GOALS ? Create Young Readers: Emergent Literacy Preschool children will have programs and services designed to ensure that they will
enter school ready to learn to read, write, and listen. ? Satisfy Curiosity: Lifelong Learning Residents will have the resources they need to explore topics of personal interest and
continue to learn throughout their lives. ? Stimulate Imagination: Reading, Viewing and Listening for Pleasure Residents who want materials to enhance their leisure time will find what
they want when and where they want them and will have the help they need to make choices from among the options. ? Connect to the Online World: Public Internet Access Residents will
have high-speed access to the digital world with no unnecessary restrictions or fees to ensure that everyone can take advantage of the ever-growing resources and services available through
the Internet. ? Make Informed Decisions: Health, Wealth, and Other Life Choices Residents will have the resources they need to identify and analyze risks, benefits, and alternatives
before making decisions that affect their lives. 121
LIBRARY DEPARTMENTAL DESCRIPTION The Schertz Public Library: ? Reviews, acquires, catalogs and processes a wide variety of library materials in print and audiovisual formats for users
of all ages; ? Circulates, tracks, repairs and stores library materials; ? Provides internet access to the public; ? Answers informational and reference questions; ? Provides Inter-Library
Loan service (ILL); ? Provides access to a number of services and products to the public such as tax forms, Free Application for Federal Student Aid (FAFSA) booklets and forms, a large
number of electronic informational and research databases, and online book clubs; ? Provides weekly story time programs for children from infants to teens, as well as winter and summer
reading programs; ? Provides instructional and recreational programming for adults in highinterest areas such as computers and computer software, health and fitness, financial planning,
and literature; and ? Actively participates in the Alamo Area Library System (AALS), one of ten regional public library systems in Texas. AALS encompasses a twenty-one county area and
has forty-five member libraries. The library’s primary service area includes the City of Schertz, the City of Selma, the City of Cibolo and Guadalupe County. ORGANIZATION CHART City
Manager Assistant City Manager Library 122
LIBRARY LIBRARY 2009-10 2010-11 2011-12 Library Director 1 1 1 Assistant Director 1 1 1 Adult Services Librarian 0 1 1 Youth Services Librarian 1 1 1 Library Circulation Clerk 1 1 1
Library Technician 4 4 4 Part-time Library Clerk--Circulation (20 hours) 6 4 4 Part-time Library Clerk--Circulation (10 hours) 2 2 2 Part-time Library Clerk--Processing (20 hours) 1
1 1 Part-time Library Clerk--Shelving (20 hours) 1 1 1 Part-time Library Clerk—Children’s Programming (20 hours) 1 1 1 Part-time Library Page (10 hours) 2 2 2 TOTAL POSITIONS 21 20 20
PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Input Actual Estimate Proposed Service population* 53,216 57,883 60,869 Total Staffing FTE 13.5 13.5 13.5 Circulation Staffing FTE 8.5
8.5 8.5 Total Operating Budget** $765,049 $809,234 $813,544 Total Materials Collection 71,929 80,000 88,000 Registered Borrowers 24,628 27,500 29,000 Materials Budget $67,178 $65,000
$75,000 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Circulation per Capita 7.38 7.31 7.23 Library Visits per Capita 4.83 4.49 4.32 Program Attendance per Capita
.2 .21 .22 Collection Turnover Rate 5.46 5.29 5.00 Total Circulation 392,528 423,000 440,000 Total Library Visits 257,235 260,000 263,000 Total Program Attendance 10,610 12,000 13,200
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LIBRARY 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Cost per Person Served $14.38 $13.98 $13.37 Cost per Circulation $1.95 $1.91 $1.85 Circulation per Circulation FTE
46,180 49,765 51,765 2009-10 2010-11 2011-12 Effectiveness Actual Estimate Proposed Percentage of Service Population With Library Cards 46.28 47.51 47.64 Materials Expenditures per Capita
1.26 1.12 1.23 Materials Expenditures as a Percentage of Operating Budget (Striving for 20%) 8.78 8.03 9.22 Items per Capita (Striving for 3 items per Capita) 1.35 1.38 1.45 2009-10
2010-11 2011-12 Budget Actual Estimate Proposed Personnel $610,002 $667,684 $686,050 Supplies $14,773 $16,400 $14,000 Utility Services $58,221 $49,000 $41,000 Operations Support $1,290
$2,500 $2,000 Staff Support $2,851 $4,185 $4,215 Professional Services $201 $2,065 $2,100 Maintenance Services $3,696 $2,400 $2,400 Operating Equipment $74,016 $65,000 $75,000 Capital
Outlay $0 $10,500 $0 Total $765,049 $819,734 $826,765 *Service population determined by Texas State Library **Does not include capital items PROGRAM JUSTIFICATION AND ANALYSIS The Proposed
FY 2011-12 Budget will increase by 0.9% from FY 2010-11 estimates with personnel expenditure increases. These will be offset with a reduction coming from utility services. The new solar
panels will help lower utility expenses. 124
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DEPARTMENT: 762 ANIMAL SERVICES FUND: 101 GENERAL FUND VISION STATEMENT Promote Health, Safety and Welfare by providing quality service while dedicating ourselves to improving the coexistence
of animals and humans. MISSION STATEMENT Our mission is to provide a Texas Department of State Health Services approved quarantine facility for control and eradication of rabies and
other zoonotic diseases from the community’s animal population. Provide services, care, registration, animal control, and public safety for our community. Provide resources and assistance
to capture and relocate wildlife. Serve as a disaster relief center for pets during natural disasters in our region. Provide an enriched adoption facility that is both educational and
customer oriented while maintaining comfort and care for all pets during their stay. GOALS AND OBJECTIVES ? Control and prevent rabies and other zoonotic diseases. ? Hire, train and
retain competent and caring employees. ? Increase animal placements of adoptable pets and provide care for homeless animals. . . 127
ANIMAL SERVICES DEPARTMENTAL DESCRIPTION Animal Services Officers respond to calls for service in an area of approximately 35 square miles, with a population of over 50,500 including
Randolph AFB. They are responsible for the enforcement of State laws and City ordinances regarding care and treatment of animals. Animal Services Officers ensure public health and safety
through disease and population control, while meeting the community's expectations for both. Provide daily care for animals housed at the animal facility, daily cleaning and disinfection
of all animal cages, bedding, and feeding areas used by the animals. Hire qualified, caring employees and provide training to maintain certifications, ensure a competent workforce and
retain employees. Promote humane treatment of animals by enforcing laws and educating the public. Promote responsible pet ownership through community outreach programs and animal placement
programs. ORGANIZATIONAL CHART City Manager Assistant City Manager Parks, Recreation, & Community Services Animal Services ANIMAL SERVICES 2009-10 2010-11 2011-12 Manager 1 1 1 Officer
5 5 5 TOTAL POSITIONS 6 6 6 128
ANIMAL SERVICES PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Animals brought in by staff 1,175 1,100 1,200 Animals brought in by public 766
610 800 Calls for service per year 1,539 1,600 1,700 Animals saved via adoption, redemption, transfer 889 1,101 1,200 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Expenses
per each adopted animal $159 $208 $200 Training cost per staff member $751 $570 $750 2009-10 2010-11 2011-12 Effectiveness Actual Estimate Proposed Animals Spay or Neutered 659 442 600
Animals licensed 893 600 1,000 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $268,866 $303,083 $298,591 Supplies $22,384 $17,065 $25,000 Utility Services $8,913 $10,346
$11,200 Operations Support $263 $526 $500 Staff Support $5,038 $4,383 $5,800 City Assistance $6,862 $9,000 $10,000 Professional Services $17,132 $11,140 $14,500 Maintenance Services
$2,402 $5,224 $6,200 Operating Equipment $866 $8,462 $9,500 Capital Outlay $0 $3,995 $0 Total $332,726 $373,225 $381,291 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2011-12 Budget
will increase by 2.2% from FY 2010-11 estimates. The increase is due to a general increase to support the growing demand on this department. 129
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DEPARTMENT: 853 INFORMATION TECHNOLOGY (IT) FUND: 101 GENERAL FUND VISION STATEMENT To provide the optimum technology services to the City staff to enable efficient operations for the
citizens of Schertz throughout the City’s growth lifecycle. MISSION STATEMENT To design, develop, install, and maintain a full-scope information technology infrastructure for all City
operations with prudent stewardship of the taxpayer’s dollar. GOALS AND OBJECTIVES ? Design, implement, and maintain efficient IT infrastructure. ? Perform effective lifecycle management.
? Provide strategic counsel to leadership. DEPARTMENTAL DESCRIPTION Provide network, phone, and email communications infrastructure to City facilities. Provide public safety communications
to City staff and public citizens. Provide audiovisual services to City facilities. Provide IT training to City staff as applicable. Provide research and planning to evolve IT infrastructure
to integrate new useful technology. Promote efficient staff operational processes using prudent technological solutions. 132
INFORMATION TECHNOLOGY ORGANIZATIONAL CHART Mayor & City Council City Manager Assistant City Manager Information Technology (IT) INFORMATION TECHNOLOGY 2009-10 2010-11 2011-12 Director
1 1 1 Senior Systems Engineer 1 1 1 Customer Service Coordinator 1 0 0 Computer Technician I 0 2 2 Public Safety Tech (paid by PD) 1 1 1 TOTAL POSITIONS 4 5 5 PERFORMANCE INDICATORS
2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Work Orders per month 91 93 150 Man-hours per month spent on work orders 254 300 375 Computers/Users/Devices managed
1,535 1,642 1,735 -Computers 385 400 425 -Servers (Includes real and virtual servers) 42 42 48 -Cameras (security) 42 42 52 -Copiers /Printers /Multi-Function Printers 48 48 50 -Network
devices (switches, wireless application protocols, etc.) 28 50 60 -Communications Equipment (phones, fax machines, aircards, etc.) 685 740 760 -Active Users 305 320 340 133
INFORMATION TECHNOLOGY 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Network Downtime Rate (unplanned) 0% 0% 0% Maintenance requests resolved in 2 workdays 85% 90% 90%
Response time for public safety vehicle IT issues 24 hours 24 hours 24 hours Public safety communications uptime rate 100% 100% 100% Average hours per work order 2.7 3.2 2.5 Supported
Burden : staff (Industry Std 60:1) 511.6:1 410.5:1 347:1 2009-10 2010-11 2011-12 Output Actual Estimate Proposed Number of days any city department operationally down due to planned
IT maintenance issues annually 1.5 1.0 1.0 Number emails processed monthly (approx) 59,663 67,290 75,300 Number spam messages filtered monthly (approx) 28,597 25,480 29,000 2009-10 2010-11
2011-12 Effectiveness Actual Estimate Proposed Prevention of virus attack attempts 91% 100% 100% 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $226,085 $266,545 $257,808
Supplies $654 $1,300 $2,000 City Support Services $374,552 $339,608 $372,354 Utility Services $127,017 $144,338 $154,949 Staff Support $6,323 $10,700 $15,250 Professional Services $0
$0 $2,500 Maintenance Services $25,466 $20,300 $12,500 Operating Equipment $89,042 $115,495 $129,315 Capital Outlay $10,527 $45,809 $213,500 Total $859,675 $944,295 $1,160,176 134
INFORMATION TECHNOLOGY PROGRAM JUSTIFICATION AND ANALYSIS The Proposed Budget for FY 2011-12 is 22.9% greater than the estimates for FY 2010-11. The major cause is a capital purchase
to upgrade the City’s phone system. 135
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DEPARTMENT: 866 HUMAN RESOURCES FUND: 101 GENERAL FUND VISION STATEMENT To be a proactive HR Department providing change management, planning, consultation and effective and efficient
HR Support to the City Staff for dealing with short and long range organizational change. MISSION STATEMENT To provide proactive change management support services in Human Resources'
eight functional areas of Recruiting, Training, Compensation & Benefits, Administration & HR Information Systems, Employee Relations, Safety & Health, Organizational Departure and Research
to the City Staff. GOALS AND OBJECTIVES ? To Meet Staffing Needs ? To Respond to Training Needs ? To Coordinate Compensation & Benefits Changes & Information ? To respond timely to information
requests and needs ? To provide timely policy change recommendations & Information ? To support injured workers and promote safety and health ? To coordinate required information for
Departing Employees ? To conduct research for managing Staffing and Salary changes DEPARTMENTAL DESCRIPTION Provides services in eight functional areas of Recruiting, Training, Compensation
& Benefit, Administration & HR Information Systems, Employee Relations, Safety & Health, Organizational Departure and Research to the City Staff. 138
HUMAN RESOURCES ORGANIZATIONAL CHART City Manager Assistant City Manager Human Resources HUMAN RESOURCES 2009-10 2010-11 2011-12 Director 1 1 1 Senior Generalist 1 1 1 Journey Generalist
0 0 1 Clerk 1 1 0 Administration Assistant 0 0 1 Floating Clerk 1 0 0 TOTAL POSITIONS 4 3 4 PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output: Actual Estimate Proposed Job
Announcements Posted 33 34 35 Applications received for Open Positions 2,059 1488 5,000 Positions Filled 62 75 75 Full Time Positions Filled 28 50 50 Part Time Positions Filled 30 25
25 Number of Workers Comp Reports Completed 77 38 35 Terminations 55 26 35 Full Time Terminations 37 19 25 Part Time Terminations 18 7 10 Past Due Evaluations YTD 506 914 930 Evaluations
coordinated 299 427 440 FMLA Offers 10 14 20 Job Description Coordinations 2 12 35 Position Assignments Tracked 333 7 60 Average Staffing 306 314 320 139
HUMAN RESOURCES 2009-10 2010-11 2011-12 Efficiency: Actual Estimate Proposed Job Announcements Processed (hours) 22.5 17 20 Full Time Hires Time per Hire (hours) 240 346 400 Part Time
Hires Time per Hire (hours) 152 67 80 Full Time Terminations Time per Term (hours) 96 77 100 Part Time Terminations Time per Term (hours) 54 14 20 Time to Track Evaluations (hours) 332
427 440 Time to Track Past Due Evaluations (hours) 414 914 930 Background checks (hours) 171 101 180 Applications HR Screened (hours) 339 248 834 E-Verify I-9 Checks (hours) 18.5 19
19 Training Recorded (hours) 53 9 65 Certifications Recorded (hours) 7 7 20 Education Recorded (hours) 6 3 12 Driving Records Tracked (hours) 143.5 120 130 Training Time (hours) 1264
220 1500 2009-10 2010-11 2011-12 Effectiveness: Actual Estimate Proposed Turnover Rate 17.97% 2.5% 7% 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $217,698 $228,086
$295,638 Supplies $537 $1,700 $1,329 Human Services $33,626 $39,635 $47,156 Operations Support $15,577 15,577 $12,545 $16,596 Staff Support $6,164 $8,827 $14,897 City Assistance $11,801
$9,425 $9,860 Operating Equipment $1,492 $0 $0 Total $286,894 $300,218 $385,476 140
HUMAN RESOURCES PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FT 2011-12 Budget will increase by 28.4% from the FY 2010-11 estimates. Training will increase to allow for additional
conferences needed to keep staff knowledge up to date. More employees will receive longevity pins in 2011-12 and tuition reimbursement will increase as we expect more employees to take
advantage of this benefit. The clerk will be promoted to a Journey Generalist and the department will hire an Administration Assistant. These changes will help with the additional stress
put on this department by a growing city employment base. 141
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DEPARTMENT: 868 FINANCE FUND: 101 GENERAL FUND VISION STATEMENT To efficiently manage and safeguard assets of the City by processing all expenditures, revenues, liabilities and debt
management through the use of technology and best practices to ensure the City is in good financial standing in order to provide quality municipal services to the citizens of Schertz
and to maintain a good relationship with stakeholders including citizens, City Council, bond holders, internal departments, and vendors. MISSION STATEMENT To provide financial information
for the City that is accurate and representative of the actual operations in order for City staff, City Manager, and City Council to make decisions that will be of
the most benefit for the City and its citizens. GOALS AND OBJECTIVES ? Hire, train, and retain competent and caring employees. ? Maintain financial systems to provide timely and accurate
financial information and reports to the City Manager, City Council, other City departments, citizens, and other agencies. ? Begin using crystal reports for management reports ? Implement
Financial Systems Inventory Module and provide training. ? Receive GFOA Distinguished Budget Award for the first time. ? Receive a Gold Scorecard from the State Comptroller’s Office
for leadership in transparency. ? Initiate a 5 year CIP budget. 144
FINANCE DEPARTMENTAL DESCRIPTION Prepare monthly financial reports for the City Manager, City Council and City departments. Process all accounts payable and receivable in a timely manner,
post vendor payable check registers online, prepare 1099s, and prepare monthly bank reconciliations and investments report. Maintain and process payroll for all city employees and prepare
W2s. Finance handles unclaimed property and their subsequent disbursements to the individuals or the State. Maintain, safeguard and prepare monthly report for the City’s investment portfolio.
Manage debt service and fixed assets. Complete the annual budget and facilitate annual audit and Comprehensive Annual Financial Report. ORGANIZATIONAL CHART City Manager Assistant City
Manager Finance FINANCE 2009-10 2010-11 2011-12 Finance Director 1 1 1 Assistant Director 1 1 1 Staff Accountant 1 1 1 Financial Analyst 1 1 1 Senior Payroll Specialist 0 0 1 Senior
AP Specialist 0 0 1 Finance Clerk 2 2 0 TOTAL POSITIONS 6 6 6 145
FINANCE PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Accounts payable checks/full time employee 5,061 4,414 4,500 Payroll checks/full time employee
8,291 8,550 8,628 2009-10 2010-11 2011-12 Effectiveness Actual Estimate Proposed Certificate of Achievement for Excellence in Financial Reporting Yes Yes Yes Monthly Financials completed
within 30 days 11 9 12 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $406,620 $416,382 $428,074 Supplies $3,373 $2,624 $3,600 Operations Support $490 $643 $850 Staff
Support $8,914 $9,211 $15,805 Maintenance Services $0 $0 $630 Operating Equipment $0 $1,078 $1,000 Total $419,397 $429,938 $449,959 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY
2011-12 Budget will increase by 4.7% from FY 2010-11 estimates. Personnel and training expenses are responsible for the increase. Training will go up as we start Incode training again
and we expect higher travel expenses related to the 2012 Government Finance Officers Association Association conference. 146
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DEPARTMENT: 872 PURCHASING & ASSET MANAGEMENT FUND: 101 GENERAL FUND VISION STATEMENT To establish ethical guidelines and accountability for the expenditure of taxpayer funds in the
procurement of goods and services for City Departments from the best qualified vendor. To manage the City’s Capital and Fixed asset inventory program with a high level of accuracy. To
provide a quality Risk Management and Safety program for the City and its employees. MISSION STATEMENT The Purchasing and Asset Management Department is committed to providing prompt
and professional attention to each department’s needs, while developing and managing systems, policies and procedures that ensure the best value for the City. We provide support, information,
and analysis that assist in reducing the cost of materials and services to all departments and vendors. We provide goods and services of high quality, at the best value, with timely
delivery to City staff members while complying with all city ordinances, state laws, and federal regulations. The department is committed to managing and reducing risk for the City through
aggressive monitoring of facilities, and safety, as well as scheduling staff training programs. The department will insure prompt processing of insurance claims with maximum return to
the City. The department performs the Contract Management function for the City. In addition, we provide accurate capital and fixed asset inventories of all City assets. GOALS AND OBJECTIVES
? Maintain the highest levels of ethical practices for all department functions. ? All City departments receive their orders in a timely manner to effectively perform their job functions
in an efficient manner. ? Procure quality goods and services for all City departments, from appropriate sources, using the most efficient and economical means at the best possible price
and make them available at the right place and time. ? Use supply contracts and co-ops in order to improve delivery time of particular items and to take advantage of quantity discounts.
discounts. 148
PURCHASING & ASSET MANAGEMENT ? Maintain a professional relationship with all City departments and vendors insuring open communication. ? Randomly audit purchase orders in the Incode
system. ? Maintain the City Purchasing Manual, combining State and Local Purchasing Legislation. ? Manage, review, and track City contracts and agreements. Notify departments when contracts
are expiring. ? Manage procedures for Capital and Fixed asset inventory and accountability, and conduct physical surveys of City property. ? Manage disposal and auction activities for
excess and damaged City property. ? Manage insurance claims and accident/incident reports with immediate response. Gather all information for all incidents involving City property regardless
of repair costs. Retain claims, reports and litigation according to the Texas State Records Retention Schedules. ? Program and oversee safety training for employees to minimize accidents
and incidents, and mitigate risk. DEPARTMENTAL DESCRIPTION The Purchasing and Asset Management Department is responsible for managing the Purchasing, Inventory, Property Disposal, Risk
Management, and Safety functions for the City. Manages all bids, quotes, contracts and agreements, City purchases, warehouse inventory, City property disposal, and manages fleet vehicle
registration and titles, and conducts random purchase order audits The department is responsible for the City Risk Management and Safety program. Maintains the City Capital and Fixed
Assets inventory, property and liability insurance schedules, processes all insurance claims and insurance litigation, monitors all safety aspects of City functions, schedules employee
safety training, evaluates loss runs to identify trends and mitigate risk. Establish and update all associated City policies, manuals, and documentation as they pertain to this department.
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PURCHASING & ASSET MANAGEMENT ORGANIZATIONAL CHART City Manager Assistant City Manager Purchasing & Asset Management PURCHASING & ASSET MGMT. 2009-10 2010-11 2011-12 Director 1 1 1 Senior
Purchasing Specialist 1 1 1 Administrative Assistant 1 1 1 Risk & Safety Specialist 1 1 1 TOTAL POSITIONS 4 4 4 PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual
Estimate Proposed Purchase Orders (Processed) 77 76 80 Bids 7 12 15 Contracts (Initiated) 16 35 35 Meeting with Vendors 87 108 100 Meetings (Internal) 35 30 30 Auction Revenue (Property)
9,972 3,000 3,000 Auction Revenue (Vehicles) 8,869 10,000 10,000 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $231,172 $228,526 $240,272 Supplies $641 $1,325 $800
Utility Services $409 $450 $750 Operations Support $0 $61 $850 Staff Support $5,024 $6,228 $9,450 Operating Equipment $0 $0 $7,500 Total $237,246 $236,590 $259,622 150
PURCHASING & ASSET MANAGEMENT PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2011-12 Budget increased by 9.7% from the FY 2010-11 estimates. This department needed new furniture
and additional training for the next year. 151
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DEPARTMENT: 877 FLEET MAINTENANCE FUND: 101 GENERAL FUND VISION STATEMENT Perform preventive maintenance and repair on all city owned vehicles and equipment. MISSION STATEMENT Maintain
and repair of all city owned vehicles and equipment to reduce their down time and increase their potential lifespan. GOALS AND OBJECTIVES ? Maintain and repair vehicles and equipment
to increase their potential lifespan. DEPARTMENTAL DESCRIPTION Maintain City Fleet Vehicles: transmission service and motor oil changes, state inspections, and tire repair and replacement.
Troubleshoot, diagnose, and repair mechanical and electrical failures. ORGANIZATIONAL CHART City Manager Assistant City Manager Public Works Fleet Services 154
FLEET MAINTENANCE FLEET SERVICES 2009-10 2010-11 2011-12 Fleet Services Supervisor 0 0 1 Fleet Services Foreman 0 1 1 Fleet Mechanic 1 2 2 Mechanic/Foreman 1 0 0 Mechanic Helper 1 0
0 TOTAL POSITIONS 3 3 4 PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Police Department Vehicles and Equipment 399 402 406 EMS Vehicles and
Equipment 235 237 241 Streets Vehicles and Equipment 193 196 199 Administration 3 3 3 Animal Control 14 16 17 Facilities Maintenance 23 25 26 Fire Vehicles and Equipment 104 107 111
Fleet Service 9 9 10 Inspection 14 16 17 Marshal Service 21 23 23 Parks Vehicles and Equipment 91 94 97 Water & Sewer Vehicles and Equipment 202 205 209 Drainage Vehicles and Equipment
117 119 123 Economic Development 3 3 3 Purchasing 1 2 2 Motor Pool 9 9 9 Total Work Orders Issued 1,438 1,466 1,496 Number of after hour calls 46 46 48 2009-10 2010-11 2011-12 Efficiency
Actual Estimate Proposed % of all vehicles and equipment issues resolved without recall. 97% 97% 97% 2009-10 2010-11 2011-12 155
FLEET MAINTENANCE Effectiveness Actual Budget Proposed Average Field Service Calls, Vehicle and Equipment Failures 55 60 64 Average response time for emergency repair, minutes 40 40
40 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $147,055 $148,863 $217,324 Supplies $103,406 $101,400 $109,600 City Support Services $1,500 $1,500 $1,500 Utility
Services $6,471 $6,000 $7,200 Operations Support $0 $375 $400 Staff Support $1,624 $2,335 $3,835 Maintenance Services $43,371 $53,750 $65,750 Rental/Leasing $0 $200 $200 Operating Equipment
$0 $6,000 $5,000 Total $303,428 $319,423 $410,809 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2011-12 Budget will increase over the FY 2010-11 estimates by 28.6%. This increase
is due to the addition of a Fleet Supervisor position, supplemented by the Water & Sewer Fund, and an increase in outside fleet repair. The increase in outside fleet repair is from a
change in accounting polices. Reimbursements will be recognized as revenue and not as a reduction in in expenses. This change is offset by a corresponding increase in revenue. 156
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DEPARTMENT: 901 CITY ASSISTANCE FUND: 101 GENERAL FUND DEPARTMENTAL DESCRIPTION The Patient Assistance program is an Interlocal Agreement between the City of Schertz and Guadalupe Valley
Hospital. The Hospital agrees to provide prescription medication free of charge or at a low cost to citizens of Schertz who qualify for assistance under established guidelines. The Hospital
agrees to maintain a part-time intake and information office in Schertz. Prescriptions will be filled and otherwise administered at the Hospital’s Seguin facility. The City agrees to
pay the hospital an agreed upon amount on final execution of this Agreement. The Hospital agrees to provide written reports to the City and to provide the City with the complete budget
for the Hospital’s drug program. The City expanded the hot meals program to senior citizens through an agreement with the Comal County Senior Citizens’ Foundation. The partnership allows
for seniors to get several hot meals a week at the former Library site. The City of Schertz also provides assistance to the Guadalupe Children’s Advocacy Center. The Center provides
a warm, homelike environment for children who visit to be interviewed about physical or sexual abuse. The Children’s Advocacy Center’s primary emphasis is placed on the well-being of
the child to prevent further trauma. 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Utility Services $47 $214 $0 City Assitance $10,000 $52,000 $52,000 Total $10,047 $52,214
$52,000 PROGRAM JUSTIFICATION AND ANALYSIS No significant change. 159
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FUND: 106 SPECIAL EVENTS DESCRIPTION The Special Events Fund is designated to monitor and manage funds appropriated to pay for all events sponsored by the City of Schertz. Events such
as: Trunk or Treat, Blue Santa, and Sweetheart Event. 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Revenues $173,970 $139,705 $114,275 Non Departmental $0 $5,150 $5,150 Other
Events $708 $0 $4,750 Festival Of Angels $10,359 $12,646 $14,250 Employee Appreciation $1,758 $1,626 $5,000 4th of July Jubilee $2,211 $0 $0 National Night Out $0 $0 $100 Walk for Life
$29,059 $30,462 $31,500 Blue Santa $5,277 $0 $0 Schertz Fest $3,382 $456 $0 TML Events $4,037 $0 $0 Sweetheart Event $35,979 $32,500 $37,000 Hal Baldwin Scholarship $1,000 $10,354 $11,000
Total $93,769 $93,194 $108,750 PROGRAM JUSTIFICATION AND ANALYSIS Revenue Revenues will decrease by 18.2% from the FY 2010-11 estimates to the FY 2011-12 Proposed Budget to better meet
expenditures. Expenses The expenditures will increase by 16.7% from the FY 2010-11 estimates to the FY 2011-2 Proposed Budget. The increase gives more funds for the Sweetheart Events
and advertising for all the events. 162
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FUND: 505 INTEREST & SINKING FUND DESCRIPTION This fund is used to account for the accumulation of resources for and the payment of general long term debt principal and interest on city
debt. The Interest & Sinking portion of the property taxes are directly deposited by the County Tax Assessor’s Office into this fund. 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed
Revenue Taxes 3,363,046 3,450,000 4,281,098 Fund Transfers 0 243,000 0 Miscellaneous 3,364 18,000 2,250 Total 3,366,410 3,711,000 4,283,348 Expenses Professional Service 3,550 3,000
0 Debt Service 3,521,014 2,701,509 4,276,667 Total 3,524,564 3,469,550 4,276,667 PROGRAM JUSTIFICATION AND ANALYSIS Revenues The Proposed FY 2011-12 revenue will increase by 15.4% from
the FY 2010-11 estimate with the increase in the tax rate to cover the recent bond issue. Expenses The Proposed FY 2011-12 Budget will increase by 23.3% from the FY 2010-11 Estimate
as the first payment of the recent bond issue comes due. 177
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FUND: 202 WATER & SEWER DESCRIPTION The Water & Sewer Fund tracks revenue and expenses for the City’s water, sewer, and solid waste functions. The Public Works Department is responsible
for the planning, operation, and maintenance of the “retail” water and wastewater service and infrastructure. This includes the water distribution system, wastewater collection system,
and utility billing office. The City’s “wholesaler” for water production and transport is the Schertz-Seguin Local Government Corporation. Wastewater treatment is handled by the Cibolo
Creek Municipal Authority. Garbage collection is handled by Bexar Waste. 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Revenues Franchises $153,684 $164,766 $168,000 Fees $12,692,170
$13,797,841 $14,164,250 Fund Transfers $79,000 $480,616 $484,674 Miscellaneous $1,124,048 $220,669 $103,260 Total $14,048,903 $14,663,892 $14,920,184 Expenses Non Departmental $0 $31,000
$27,366 Business Office $566,749 $614,041 $600,102 W&S Administration $13,131,456 $13,029,536 $13,877,567 Projects $0 $435,037 $400,000 Total $13,698,205 $14,109,614 $14,905,035 PROGRAM
JUSTIFICATION AND ANALYSIS Revenue Revenues will increase by 1.7% from the FY 2010-11 estimates to the FY 2011-12 Proposed. Increases come from home and residential construction of new
buildings and the water fee increase. 181
WATER & SEWER FUND Expenses Overall expenses will increase by 5.6% from the FY 2010-11 estimates to the FY 2011-12 Proposed Budget. The increase comes from the Water & Sewer Administration
department and is the result of higher fees for water and the addition of a Superintendant of Streets and Fleet and the Fleet Supervisor which are located in the General Fund. 182
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DEPARTMENT: 176 WATER AND SEWER BUSINESS OFFICE FUND: 202 WATER AND SEWER VISION STATEMENT The Business Office is working to serve our customers and the community with outstanding service.
MISSION STATEMENT Provide friendly and efficient services for all customers of the City and to resolve any utility billing issues in a timely and efficient manner. GOALS AND OBJECTIVES
? Continue to provide friendly and efficient services for all. ? We are including e-mail statements and the ability to pay your utility bill by bank draft from your credit card, checking
and saving accounts. Also online web payments. ? The Business Office is striving to go green by becoming a paper free work environment. DEPARTMENTAL DESCRIPTION Prepare all utility bills
for mailing. Collect utility payments and post to customer account. Set up new customer accounts. Conduct sewer averaging annually. Collect payments for other departments. Collect debt
for various departments. Solve complaints in timely manner. Read meter for billing. Take care of meter box maintenance. 186
ORGANIZATIONAL CHART City Manager Assistant City Manager Public Works Business Office BUSINESS OFFICE 2009-10 2010-11 2011-12 Business Office Manager 1 1 1 Business Office Assistant
Manager 1 1 1 Solid Waste Coordinator/Debt Collections Clerk 1 1 1 Senior Utility Billing Clerk/Cash Collections Clerk 1 1 1 Utility Billing Clerk 3 2 2 Meter Tech I 2 1 1 Meter Tech
II 1 1 1 Administrative Floating Clerk 0 1 0 TOTAL POSITIONS 10 9 8 PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Water meter/accounts 12,021
12,521 13,021 Sewer accounts 10,342 10,842 11,342 Garbage accounts 10,762 11,262 11,762 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Meters per meter tech 4,007 4,174
6,511 Accounts per clerks 3,006 3,131 3,256 187
BUSINESS OFFICE 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $429,380 $444,840 $380,002 Supplies $4,231 $5,800 $5,400 Human Services $0 $0 $100 Operations Support
$101,122 $105,000 $114,000 Staff Support $2,228 $6,400 $7,100 Professional Services $16,535 $13,501 $16,000 Fund Charges/Transfers $0 $20,000 $20,000 Maintenance Services $12,477 $12,000
$9,300 Operating Equipment $776 $6,500 $6,200 Capital Outlay $0 $0 $42,000 Total $566,749 $614,041 $600,102 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2011-12 Budget will decrease
by 2.3% from the FY 2010-11 estimates. The capital outlay will increase with the purchase of the new kiosks which will take utility bill payments. This increase is offset by the removal
of the floating clerk position and by not hiring a new meter tech. 188
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DEPARTMENT: 575 PUBLIC WORKS ADMINISTRATION FUND: 202 WATER AND SEWER VISION STATEMENT The Public Works Department takes pride in providing superior customer service and excellent water
and wastewater services. MISSION STATEMENT WATER DISTRIBUTION SYSTEM OPERATIONS AND MAINTENANCE To provide operations and maintenance services to the water distribution system in order
to continuously deliver a safe and adequate supply of drinking water from the treatment plants to the customers. WASTEWATER COLLECTION SYSTEM OPERATIONS AND MAINTENANCE To provide operation
and maintenance services to the wastewater collection system in order to prevent wastewater overflows and safely deliver wastewater from the customers to the treatment plants GOALS AND
OBJECTIVES ? Provide an efficient and reliable water and wastewater system that meets all of the state of Texas rules and regulations. ? Maintain a sound water and sewer system. ? Ensure
an adequate future water supply. 191
PUBLIC WORKS WATER AND SEWER DEPARTMENTAL DESCRIPTION Provide water and wastewater services to all citizens. Conduct maintenance, repair and expansion of water and wastewater services.
Provide Excellent Customer Service. Assist other City departments as needed. Provide administrative support to water and wastewater departments. Provide a weekly chipping service. Inspect
new infrastructure. Plat and subdivision plan review. Review water/wastewater construction plans. Manage department improvement projects. Oversee drought, conservation plan, and rules.
Maintain bookkeeping & records management. Provide letters of availability – Certificate of Convenience and Necessity. Meet with developers/utility providers. Conduct Department training,
education, and planning. ORGANIZATION CHART City Manager Assistant City Manager Public Works Administration PUBLIC WORKS 2009-10 2010-11 2011-12 Director 1 1 1 Assistant Director 1 0
0 Superintendent of Streets and Fleet 0 1 0 Coordinator 1 1 1 Senior Clerk 1 0 0 Inspector 1 1 1 Clerk/Dispatcher 1 1 1 Schertz-Seguin Local Government Corp Gen Mgr 1 1 1 Water & Sewer
Supervisor 1 1 1 Water & Sewer Foreman 1 1 1 Serviceman III 1 2 2 Serviceman II 4 4 4 Serviceman I 8 8 8 TOTAL POSITIONS 22 22 21 192
PUBLIC WORKS WATER AND SEWER PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Water Accounts 12,021 12,521 13,021 Miles of Water Main 188 189 190
Miles of Sewer Main 78 79 80 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Gallons Pumped (Edwards), acre ft 133 150 150 Gallons Received (SSLGC), acre ft 3,918 4,500 4,750
Gallons Distributed ACFT, acre ft 3,628 4,450 4,700 2009-10 2010-11 2011-12 Effectiveness Actual Estimate Proposed New Meter Installed 430 500 500 New Service Taps 6 25 25 Water Service
Calls 312 400 400 Water Maintenance Calls 411 550 550 Sewer Maintenance Calls 143 200 200 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Personnel $1,181,090 $1,212,507 $1,178,781
Supplies $107,644 $197,900 $200,700 Human Services $0 $200 $1,000 City Support Services $23,926 $46,218 $117,500 Utility Services $2,196,818 $2,519,500 $2,634,344 Operations Support
$4,635 $6,000 $8,750 Staff Support $21,764 $23,975 $33,000 City Assistance $778 $500 $1,912 Professional Services $312,597 $201,516 $187,400 Fund Charges/Transfers $3,717,322 $2,368,176
$2,578,280 Maintenance Services $5,150,933 $4,829,050 $5,497,250 Other Costs $23,672 $28,912 $35,000 Debt Service $379,726 $1,435,165 $1,230,353 Rental/Leasing $2,903 $3,746 $6,070 Operating
Equipment $7,648 $21,780 $8,000 193
PUBLIC WORKS WATER AND SEWER Capital Outlay $0 $134,391 $114,000 Total $13,131,456 $13,029,536 $13,877,567 PROGRAM JUSTIFICATION AND ANALYSIS The Water & Sewer Administration FY 2011-12
Proposed Budget will be an increase of 6.5% from the FY 2010-11 estimates. Service contracts for sewer, water, and garbage services will be increasing. The fund transfers will also increase
with the addition of the Superintendent of Streets and Fleet and the Fleet Supervisor positions in the General Fund. Those positions will be paid out of the General Fund and the expenses
will be covered by a transfer from the Water & Sewer Fund. Contingencies will be increased back to its starting amount for the next year. Schertz Seguin Local Government Corporation
issued a new bond and payments from both cities will begin in 2011-12 which contributes to a budget increase. 194
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FUND: 204 DRAINAGE FUND VISION STATEMENT To provide the infrastructure for managing storm water and drainage for the safety of the community. MISSION STATEMENT To operate, maintain,
and improve the infrastructure for efficient and safe collection and discharge of storm water and drainage. GOALS AND OBJECTIVES ? Protect lives and property. ? Improve quality of storm
water system. ? Reduce flood risk by maintaining channels (concrete and earthen). ? Adding capacity for future development. ? Compliance with local, state and federal regulations. DEPARTMENTAL
DESCRIPTION The Public Works Drainage Division is responsible for the maintenance and management of drainage channels, storm water inlets, floodways, road right-ofways, alleys, and compliance
with regulations. Reviewing the issuance of permits for development that might affect the infrastructure such as subdivision plans, and providing guidance to other departments as needed.
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PUBLIC WORKS DRAINAGE ORGANIZATIONAL CHART City Manager Assistant City Manager Public Works Drainage DRAINAGE 2009-10 2010-11 2011-12 Superintendent of Utilities 1 1 1 Drainage Foreman
1 1 1 Drainage Worker II 2 2 2 Drainage Worker I 3 3 3 TOTAL POSITIONS 7 7 7 PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Acres of Alleys Mowed
6.25 6.25 6.25 Acres of Rights-Of-Way Mowed 45.39 45.39 45.39 Acres of Drainage Ditches Mowed 157.75 195.84 195.84 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Approved
Monthly Operating Expenditures $55,359 $56,376 $57,391 Total Drainage Fee Collected $665,070 $676,600 $705,600 2009-10 2010-11 2011-12 Effectiveness Actual Estimate Proposed Hours ROW
Maintenance & Mowing 3,790 3,500 3,500 Hours Drainage Mowing 1,055 1,200 1,200 Hours Drainage Structure Maintenance 1,459 3,000 3,000 203
PUBLIC WORKS DRAINAGE 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Revenue Fees $680,267 $704,000 $709,600 Miscellaneous $1,653 $1,000 $900 Total $681,919 $705,000 $710,500
Expenses Personnel $343,585 $349,518 $371,068 Supplies $3,362 $6,450 $8,300 Human Services $0 $0 $325 City Support Services $4,981 $11,177 $29,500 Utility Services $15,455 $14,338 $14,688
Operations Support $0 $958 $2,460 Staff Support $4,231 $6,350 $8,305 City Assistance $102 $50 $840 Professional Services $6,819 $15,171 $19,800 Fund Charges/Transfers $122,912 $195,449
$199,876 Maintenance Services $11,663 $5,500 $22,000 Other Costs $100 $100 $100 Debt Services $4,367 $18,138 $17,564 Rental/Leasing $0 $0 $500 Operating Equipment $116 $0 $0 Total $517,694
$623,199 $695,326 PROGRAM JUSTIFICATION AND ANALYSIS Revenue Revenues will increase by 0.8% from FY 2010-11 estimates to the FY 2011-12 Proposed Budget. Increase due to increased residents
in Schertz. Expenses Expenses will increase by 11.6% from FY 2010-11 estimates to the FY 2011-12 Proposed Budget. The increase is due to raising contingencies and channel maintenance
to previously budgeted levels and personnel expense increase. 204
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FUND: 411 CAPITAL RECOVERY FUND VISION STATEMENT The City of Schertz Public Works Department takes pride in providing superior customer service, safe and efficient streets, community
services, development of community, cleanliness and efficiency of storm water systems, and excellent water and sewer services. MISSION STATEMENT The purpose of the Capital Projects program
is to implement infrastructure projects to keep up with state requirements and city growth as outlined in the Capital Improvement Plan. GOALS AND OBJECTIVES ? Ensure the Texas Commission
of Environmental Quality (TCEQ) rules and regulations are met for future growth. ? Initiate a 5 year Capital Recovery Study. ? Continue to improve an efficient and reliable water and
wastewater system that meets all of the state of Texas rules and regulations and future growth in the community. ? Create a better and more sound water and sewer system. DESCRIPTION
The Capital Recovery program is designated to support future growth of population and commercial water and wastewater demands without an impact on existing customers while keeping bond
supported programs to a minimum. Capital Recovery projects are based on the number of connections sold to increase pumping, storage and transmission water lines, and wastewater 210
CAPITAL RECOVERY FUND programs. Impact funds (Capital Recovery) must be used within five years of collection date. All water and wastewater improvements are constructed to meet State
Board of Insurance and Texas Commission on Environmental Quality rules and regulations. PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Input Actual Estimate Proposed Water Storage Million
Gallons 15.5 15.5 15.5 Water Connections 12,021 12,521 13,021 2009-10 2010-11 2011-12 Effectiveness: Water Projects Actual Estimate Proposed Gallons per connection 1,289 1,238 1,190
2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Revenue Fees 1,356,977 2,625,800 2,725,400 Fund Transfers 347,025 0 10,673,600 Miscellaneous 10,369 364,000 314,000 Total 1,776,140
2,989,800 13,713,000 Expenses Non Departmental 253,244 1,129,928 38,000 Projects 0 198,329 13,025,000 Schaefer Rd Water Improvement 0 0 599,643 Live Oak Water Plant 0 204,531 0 Aviation
Heights Water Improvement 0 344,234 0 Total 253,244 1,877,022 13,662,643 PROGRAM JUSTIFICATION
AND ANALYSIS Revenues Revenues will increase from FY 2010-11 estimates to FY 2011-12 Proposed by a significant amount. This increase is caused by a transfer from reserves to fund upcoming
projects. 211
CAPITAL RECOVERY FUND Expenses Expenses will show a significant increase from FY 2010-11 estimates to the FY 2011-12 Proposed Budget as the City budgets for new projects. Upcoming will
be for a Southeast Water Quadrant booster tanks, Naco pump site improvements, and a south Schertz wastewater treatment plant. The budget shows the full amount for these projects however
the completion dates will not be for a few years out. The tanks have the longest project time with an estimated completion date of FY 2018-19. Projects Completed in FY 2010-11 Town Creek
Wastewater Collection System Phase 2 Projects to be Completed in FY 2011-12 Town Creek Wastewater Collection System Phase 3 Schaefer Road East Water Line Upgrade Naco Well Improvements
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EMERGENCY MEDICAL SERVICES (EMS) FUND: 203 EMS MISSION STATEMENT Ensure immediate availability of quality emergency medical services to the community and to excel in emergency medical
technician, paramedic, and citizen training and education. VISION STATEMENT Provide high quality pre-hospital healthcare and education to the Greater Randolph area. GOALS AND OBJECTIVES
? Provide efficient pre-hospital transportation services to the communities that we serve. ? Provide appropriate and timely education and training to our employees and all of our first
responders to ensure the highest, most current care is provided. ? Provide high quality Emergency Medical Technician -Basic training for the communities we serve and the region as a
whole. ? Provide education and assistance to the community to both prevent and prepare themselves for medical emergencies through community education, demonstrations, immunizations and
Automatic External Defibrillator program. ? Be the preferred employer for pre-hospital healthcare providers in the State of Texas ? Be thoroughly prepared for man-made and natural disasters
of all types both in our jurisdiction, regionally, and statewide. 228
EMERGENCY MEDICAL SERVICES (EMS) ? Strive to always meet the needs of all our customers and to solidify relationships and agreements with all 8 cities, 3 counties and 1 Emergency Services
District for which we provide service. DEPARTMENTAL DESCRIPTION Schertz Emergency Medical Services (EMS) responds to 911 requests for ambulance service across our entire 220 square mile
service area that includes the municipalities of Schertz, Cibolo, Live Oak, Marion, Santa Clara, Selma, Universal City, western Guadalupe County, Comal County Emergency Services District
(ESD) #6 (about 25% of Comal County including the City of Garden Ridge); and a small portion of unincorporated Bexar County. We educate our employees by providing over 60 hours of Continuing
Education annually. Educate our first responders by providing over 36 hours of Continuing Education annually. Provide ambulance demonstrations and stand-by event coverage to further
the knowledge of Emergency Medical Services (EMS) and injury/illness prevention and preparedness. ORGANIZATIONAL CHART City Manager Assistant City Manager Emergency Medical Services
(EMS) EMS 2009-10 2010-11 2011-12 Director 1 1 1 Assistant Director 1 1 1 Clinical Manager 1 1 1 Office Manager 1 1 1 Senior Administrative Asst. 1 1 1 Billing Specialist 1 1 1 Billing
Clerk 1 1 1 EMS Supervisor 3 3 3 Field Training Officer 3 3 3 Paramedic 21 21 21 P/T Paramedics 15 15 15 P/T EMT Intermediates 5 5 5 TOTAL POSITIONS 54 54 54 229
EMERGENCY MEDICAL SERVICES (EMS) PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Requests for EMS Service 7,281 7,468 7,898 Transports to Hospitals
4,575 4,891 5,131 Collections per Transport $391.52 $406.52 $471.15 Students Enrolled 81 81 120 2009-10 2010-11 2011-12 Efficiency Actual Estimate Proposed Unit Hour Utilization .1306
.1396 .1464 Students Graduated 48 62 72 2009-10 2010-11 2011-12 Effectiveness Actual Estimate Proposed 90% Fractal Response Time 13 14 13 EMS certification Pass Rate 91.3 90 90 2009-10
2010-11 2011-12 Budget Actual Estimate Proposed Revenue Fees $4,575,033 $3,351,559 $4,088,933 Inter-Jurisdictional $1,398,528 $1,406,218 $1,438,836 Miscellaneous $159,532 $208,265 $256,000
Total $6,133,093 $4,966,042 $5,783,769 Expenses Personnel $2,557,316 $2,475,770 $2,572,989 Supplies $280,228 $288,000 $324,039 Human Services $0 $783 $800 City Support Services $14,909
$10,974 $12,500 Utility Services $89,120 $100,500 $112,500 Operations Support $30,124 $47,089 $45,600 230
EMERGENCY MEDICAL SERVICES (EMS) Staff Support $89,462 $67,092 $72,400 City Assistance $13,246 $11,500 $9,000 Professional Services $116,888 $116,241 $164,200 Fund Charges/Transfers
$3,166,496 $1,528,487 $2,084,785 Maintenance Services $32,829 $40,500 $37,700 Debt Service $19,048 $249,562 $111,176 Rental/Leasing $9,989 $10,682 $20,000 Operating Equipment $73,907
$31,000 $113,000 Total $6,493,560 $4,978,179 $5,680,689 PROGRAM JUSTIFICATION AND ANALYSIS Revenues Revenues will increase by 16.5% from FY 2010-11 estimates to the FY 2011-12 Proposed
Budget. The main cause of the higher revenues is an increase in service fees. Expenses The expenses will increase by 14.1% from the FY 2010-11 estimates to the FY 2011-12 Proposed Budget.
With the budgeted increase in service calls and revenue, bad debt expense has to be increased as well. The EMS Department will also host a paramedic class along side its EMT class and
certification class. The additional services and supplies for these classes will go up. There is also a request to update the computers in three vehicles. This request has been put into
the budget for the past few years but weren’t purchased due to revenue shortfalls. These increases are offset somewhat by a decrease in debt payments. 231
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SCHERTZ ECONOMIC DEVELOPMENT CORPORATION FUND: 620-SED CORPORATION VISION STATEMENT Develop a premier Texas community that promotes a family atmosphere sustained by foresight and innovation.
MISSION STATEMENT The mission of the Schertz Economic Development Corporation is to create a proactive environment that encourages commercial and industrial development consistent with:
? Attracting targeted industries. ? Fortifying Business Retention and Expansion Programs ? Providing a supporting tax base to balance increasing residential growth ? Generate investment
in underdeveloped areas of the City. ? Improving the Quality of Life. 238
ECONOMIC DEVELOPMENT DEPARTMENTAL DESCRIPTION Promote the City of Schertz through a diversified and comprehensive marketing plan. Promote economic development opportunities for high
value employers of all sizes. Educate and promote the adoption of land use policies that promote quality and sustainable economic development. Conduct incentive application analysis
and field inquiries from public, prospects, and actively engage in business recruitment. ORGANIZATIONAL CHART City Manager Assistant City Manager Economic Development ECONOMIC DEVELOPMENT
2009-10 2010-11 2011-12 Executive Director 1 0 1 Director of Intergovernmental Affairs 1 0 0 Economic Development Analyst 1 0 0 Economic Development Specialist II 1 1 1 Economic Development
Administrative Assistant 0 1 1 TOTAL POSITIONS 4 2 3 239
ECONOMIC DEVELOPMENT PERFORMANCE INDICATORS 2009-10 2010-11 2011-12 Workload/Output Actual Estimate Proposed Number of inquiries/prospects assisted 65 45 75 Number of companies visited
in BRE (Business, Retention & Expansion) Program 25 15 60 Attendance at business seminars 0 15 25 Number of Trade shows attended 8 6 8 Number of businesses from target industries interested
in locating 15 10 20 Number of firms receiving assistance from ED (by type of assistance) 20 12 15 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Revenue Taxes $2,080,254 $2,184,266
2,392,042 Miscellaneous $1,453,698 $21,200 17,200 Total $3,533,952 $2,205,466 2,409,242 Expenses-Non Departmental Supplies $16,607 $21,000 $21,000 Utility Services $87,257 $87,500 $87,500
Maintenance Services $42,791 $65,800 $72,300 Operating Equipment $18,494 $7,000 $0 Total Non Departmental $165,149 $181,300 $180,800 Expenses-Economic Development Personnel $241,095
$207,600 $240,677 Supplies $782 $1,000 $1,100 Human Services $0 $200 $200 City Support Support Services $48,461 $34,500 $41,500 Utility Services $3,945 $5,550 $7,200 Operations Support
$83,965 $65,100 $63,600 Staff Support $102,483 $105,300 $112,800 City Assistance $60,000 $72,500 $300,000 Professional Services $255,055 $395,500 $303,500 Fund Charges/Transfers $105,500
$105,432 $105,985 Fund Replenish $0 $216,000 $220,000 Maintenance Services $782 $0 $0 Debt Service $536,177 $792,432 $795,154 240
ECONOMIC DEVELOPMENT Operating Equipment $248,231 $8,850 $2,350 Total Economic Development $1,706,474 $2,010,964 $2,194,066 Total Projects $507,275 $1,031,249 $0 Total Schertz Economic
Development $2,378,898 $3,192,764 $2,374,866 PROGRAM JUSTIFICATION AND ANALYSIS Revenues For FY 2011-12, tax revenue is expected to increase by 9.2% from FY 2010-11 estimates. The main
cause of this increase is the new Sysco operation in Schertz. Expenses No significant change to Non Departmental. The Economic Development FY 2011-12 Proposed Budget will increase from
FY 2010-11 estimates by 9.1%. The increase will include Personnel cost, office furniture and partnership costs in the I-10/I-35 Alliance. Operations support will increase for advertising
at tradeshows, print and online advertising and marketing collateral. Training/Travel expenses will increase to allow two staff members to attend eight trade shows. There will also be
a higher budget for Business Development programs to aide local businesses and potential businesses here in Schertz. The Sysco Road construction is complete and there are no new projects
for this Fund for the next budget year. 241
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FUND: 314 HOTEL/MOTEL OCCUPANCY TAX DESCRIPTION Revenues for the Hotel/Motel Fund are derived from a 7% tax on rooms rented at local hotels/motels. There are four hotels in Schertz.
The Atrium Inn and the Hampton Inn represent 157 rooms. The two newest hotels La Quinta with 81 rooms and Fairfield with 119 rooms were completed mid-year 2009. 2009-10 2010-11 2011-12
Budget Actual Estimate Proposed Revenue Taxes 348,147 372,147 390,754 Fund Transfers 0 55,000 20,132 Miscellaneous 4,818 1,025 500 Total 352,965 428,172 411,386 Expenses Supplies 0 2,526
2,500 City Support Services 65,466 78,228 85,948 Operations Support 3,510 74,798 74,000 Professional Services 902 2,500 2,500 Fund Charges/Transfers 212,876 231,485 193,876 Operating
Equipment 543 0 52,562 Total 283,297 389,537 411,386 PROGRAM JUSTIFICATION AND ANALYSIS Revenue Revenue will decrease by 3.9% from FY 2010-11 estimates to the FY 2011-12 Proposed Budget.
Hotel taxes are expected to increase, however the transfer from reserves will be much less as we need less to cover some one time expenditures. 252
HOTEL TAX FUND Expenses Expenses will increase by 5.6% from the FY 2010-11 estimates to the FY 2011-12 Proposed Budget. This increase is driven by one time equipment purchases for the
civic center and new banners for the streets. Also the City will begin reducing the amount of funding of Civic Center personnel from this fund; the fund transfers line will reduce over
the next few years the General Fund absorbs these expenses. 253
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FUND: 317 PARK FUND DESCRIPTION The Parks Fund is a special fund designated to monitor and manage funds for the management of the City of Schertz Urban Forest and capital improvements
of the City of Schertz Park System. The Fund is composed of parkland dedication revenues and tree mitigation revenues. Revenues are derived from developer fees (in lieu of parkland dedication),
tree mitigation payments by residents and developers, local citizen groups, state, local non profit neighborhood associations, home owners associations (HOA’s), regional non-profit grants,
and donations. 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Revenue Fees 273,756 276,000 325,000 Miscellaneous 3,481 833 600 Total 277,237 276,833 325,600 Expenses Parkland
Dedication 80,490 85,971 182,500 Tree Mitigation 84,521 67,965 46,500 Total 165,011 153,936 229,000 PROGRAM JUSTIFICATION AND ANALYSIS Revenue Revenue will grow 17.6% from FY 2010-11
estimates to the FY 2011-12 Proposed Budget. This increase is caused by more development development and higher fees. 258
PARK FUND Expenses Expenses will increase 48.8% from the FY 2010-11 estimates to the FY 2011-12 Proposed Budget. The City has many new projects and renovations planned for the City parks
such as, new public water fountains, new playscapes, and a skate park. 259
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FUND: 318 RECYCLING FUND DEPARTMENTAL DESCRIPTION This Fund was responsible for the city wide fall and spring collection days and encouraging participation in recycling. This fund was
supposed to be self sustaining through the sale of recyclables; however this became unviable when the economy went into recession. As such the Water & Sewer Fund will make one more transfer
to cover the past years costs and close the fund. Future funding for the fall and spring collection days will be funded through the Water & Sewer Fund. PERFORMANCE INDICATORS 2009-10
2010-11 2011-12 Budget Actual Estimate Proposed Revenue Fund Transfers 0 31,000 27,366 Total 0 31,000 27,366 Expenses Maintenance Services 33,454 0 0 Total 33,454 0 0 PROGRAM JUSTIFICATION
AND ANALYSIS Revenues The revenue in the Proposed 2011-12 Budget is a transfer from the Water & Sewer Fund in order to close out this fund. Expenses Bexar Waste incurs all the costs
of the fall and spring clean-ups. There will be no more expenses budgeted in this fund. 264
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FUND: 614 PARKS & RECREATION FOUNDATION MISSION STATEMENT The mission of the Foundation is to raise funds to improve and expand our community parks, trails, venues, and recreational
programs providing access, adventure, and opportunity for all. One of our main goals is to construct a 58,000 square foot multi-purpose state-of-the-art event facility which would accommodate
5,000 people. The facility will be perfect for concerts, rodeos, craft shows, exhibitions, private and corporate events, graduations, car & boat shows, sporting tournaments, festivals,
and children’s educational and recreational programs-like SchertzFest and the 4th of July Jubilee. 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Revenue Fees 9,320 1,000 1,000
Fund Transfers 0 5,150 5,150 Miscellaneous 2,081 80,150 80,150 Total 11,401 182,485 185,485 Expenses Non Departmental 1,314 4,350 4,300 4th of July Jubilee 0 87,516 87,550 Schertz Fest
6,801 85,100 86,500 Total 8,115 176,966 178,350 PROGRAM JUSTIFICATION AND ANALYSIS Revenues No significant change. Expenses No significant change. 268
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FUND: 615 HISTORICAL COMMITTEE MISSION STATEMENT To gather, preserve, and make available to the public “…historical information regarding people, places, and events that have contributed
to the development of the City of Schertz.” 2009-10 2010-11 2011-12 Budget Actual Estimate Proposed Revenue Fees 1,126 1,000 1,000 Fund Transfers 0 5,150 5,150 Total 1,126 6,150 6,150
Expenses Supplies 1,335 2,000 2,000 Operations Support 0 1,000 1,000 Staff Support 0 3,150 3,150 Operating Equipment 0 263 0 Total 1,335 6,413 6,150 PROGRAM JUSTIFICATION AND ANALYSIS
Revenues No change in revenue. Expenses No significant change in expenses. 274
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CITY OF SCHERTZ CAPITAL IMPROVEMENT PROGRAM FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 General Fund Fund Balance Projects Total Fund Balance Projects Debt Service Fund Aquatic
Center 1 ,500,000 2,500,000 2,000,000 625,000 Animal Shelter 5 62,500 562,500 562,500 562,500 Soccer Fields 7 50,000 750,000 750,000 750,000 Athletic Fields 7 50,000 750,000 750,000
750,000 Main St & FM 78 5 00,000 500,000 Streets 2 ,000,000 Total Debt Service Fund Projects 5 ,562,500 4,562,500 4,562,500 3,187,500 -Total Governmental 5 ,562,500 4,562,500 4,562,500
3,187,500 -Water & Sewer Fund Fund Balance Projects Aviation Heights-W&S 4 00,000 400,000 400,000 400,000 SE Quadrant Tanks 2 50,000 1,000,000 1,000,000 Naco Pump Site Improvements 7
5,000 4 50,000 S. Schertz Wastewater Treatment Plant 50,000 1 00,000 1,000,000 2,000,000 Shaefer Rd Water Line 6 00,000 Total Fund Balance Projects 1 ,075,000 900,000 750,000 2,400,000
3,000,000 Bond Projects Town Creek 6 60,000 Drainage Improvements 1 50,000 Total Bond Projects 8 10,000 ----Total Water & Sewer 1 ,885,000 900,000 750,000 2,400,000 3,000,000 278
C I T Y OF S C H E R T Z OPERATING BUDGET 2011 -12 SUMMARY OF BOND CAPITAL PROJECTS BUDGETED COSTS YTD COSTS STATUS 2005 BOND -PUBLIC IMPROVEMENTS ($3,200,000) 944 Elevated Tank 1.5
MMG Live Oak 3,200,000 2,778,744 COMPLETED TOTAL PROJECTS COST YTD $ 3,200,000 $ 2,778,744 2006 BOND -$15,000,000 968 Library Building 6,000,000 $ 8,311,107 COMPLETED 930 Streets 7,000,000
7,000,000 COMPLETED 931 Drainage 2,000,000 2,000,000 COMPLETED TOTAL PROJECTS COST YTD $ 15,000,000 $ 17,311,107 2007 BOND -$9,915,000 911 Towncreek Project 6,600,000 $ 6,094,257 ON
GOING 912 EMS -Vehicles & Equipment 500,000 500,000 COMPLETED 912 Public Works -Machinery & Equipment 665,000 665,000 COMPLETED 913 Communication Equipment 850,000 849,736 COMPLETED
994 EDC Projects 1,300,000 1,300,000 COMPLETED TOTAL PROJECTS COST YTD $ 9,915,000 $ 9,408,993 2007 BOND -$6,000,000 915 Drainage 2,000,000 $ 2,000,000 COMPLETED 969 Recreation Center
2,000,000 2,000,000 COMPLETED 960 Streets 2,000,000 2,000,000 COMPLETED TOTAL PROJECTS COST YTD $ 6,000,000 $ 6,000,000 2008 BOND -$9,900,000 969 Recreation Center 4,500,000 $ 4,500,000
COMPLETED 960 Streets 5,400,000 5,400,000 COMPLETED TOTAL PROJECTS COST YTD $ 9,900,000 $ 9,900,000 2009 BOND -$6,600,000 969 Recreation Center 1,000,000 $ 1,517,573 COMPLETED 960 Streets
5,600,000 2,079,537 ON GOING TOTAL PROJECTS COST YTD $ 6,600,000 $ 3,597,111 279