FY 2012-13 Proposed Budget
CITY OF SCHERTZ
FY 2012-13
PROPOSED BUDGET
This budget will raise more total property taxes than last
year's budget by $1,396,722 or 13% increase, and of that
amount, $709,486 is tax revenue to be raised from new
property added to the tax roll this year.
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Table of Contents
Executive Summary -------------------------------------------1
General Fund
Summary ----------------------------------------------------------9
Revenues----------------------------------------------------------11
City Council------------------------------------------------------17
City Manager ------------------------------------------------------21
Municipal Court -------------------------------------------------25
311/Customer Relations ----------------------------------------31
Planning & Zoning -----------------------------------------------35
Legal Services ----------------------------------------------------41
Facilities Maintenance -------------------------------------------45
City Secretary ----------------------------------------------------51
Non-Departmental -----------------------------------------------55
Public Affairs ---------------------------------------------------59
Records Management -------------------------------------------63
Schertz Tales------------------------------------------------------67
Engineering ------------------------------------------------------73
GIS---------------------------------------------------------------79
Police---------------------------------------------------------------83
Fire Rescue --------------------------------------------------------91
Inspections--------------------------------------------------------97
Marshal Services -------------------------------------------------103
Streets-------------------------------------------------------------109
Parks, Recreation, & Community Services ---------------115
Swim Pools ------------------------------------------------------121
Event Facilities -------------------------------------------------125
Library----------------------------------------------------------131
Animal Services -----------------------------------------------139
Information Technology --------------------------------------145
Human Resources -----------------------------------------------151
Finance------------------------------------------------------------157
Purchasing & Asset Management---------------------------161
Fleet Service ----------------------------------------------------167
City Assistance -------------------------------------------------173
Special Events Fund -------------------------------------------177
Public, Educational, and Government (PEG) Access Fund-- 191
Interest & Sinking Fund ----------------------------------------195
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Summary ---------------------------------------------------------199
BusinessOffice-------------------------------------------------203
Water & Sewer Administration -------------------------------209
Projects---------------------------------------------------------217
Drainage
Summary ---------------------------------------------------------221
Revenues---------------------------------------------------------225
Expenditures---------------------------------------------------226
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Summary ---------------------------------------------------------229
Revenues---------------------------------------------------------233
Expenditures----------------------------------------------------234
Projects----------------------------------------------------------236
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Summary ---------------------------------------------------------241
Revenues---------------------------------------------------------246
Expenditures---------------------------------------------------247
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Summary ---------------------------------------------------------251
Revenues---------------------------------------------------------256
Expenditures---------------------------------------------------257
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Summary ---------------------------------------------------------263
Revenues---------------------------------------------------------265
Expenditures---------------------------------------------------266
Park Fund
Summary ---------------------------------------------------------269
Revenues---------------------------------------------------------271
Parkland Dedication ------------------------------------------273
Tree Mitigation -------------------------------------------------274
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Summary ---------------------------------------------------------275
Revenues---------------------------------------------------------277
Expenditures---------------------------------------------------278
Parks & Recreation Foundation
Summary ----------------------------------------------------------279
Revenue---------------------------------------------------------281
Expenditures----------------------------------------------------282
Capital Projects ------------------------------------------------------287
Executive Summary
General Fund
Revenue
Total revenue is expected to increase in FY 2012-13 by 8.3% from FY 2011-12
estimates. The main contributors are sales and property tax, service fees, and fund
transfers. Sales tax is expected to grow 9% which the City has been averaging
historically. A conservative growth is expected for current business of 5% and the
additional 4% is for new businesses, together they make up the 9% estimate. The other
increase is from the Interfund charge to the Water & Sewer Fund due to a change in the
billing model. The result is a flat rate of 10% on the sale of water, 7.5% on sewer
charges, and 3% on garbage charges with no additional itemized charges.
Expenses
Total budgeted expenses increased by 8.6% from FY 2011-12 estimates. The first
priority of the Budget is to replenish reserves. Council has formally adopted a policy
stating the General Fund reserves should be at least 25% of yearly operating
expenditures. Currently the City is at 13% and is budgeted to increase the reserve by
$370,000 by September 2013. Health insurance is expected to increase by 10% and
the City will reintroduce a merit program for the employees. The budget also allows for
the introduction of a Traffic Safety Program which will not be tied to the property tax
rate. This program puts more officers on the high traffic roadways to help increase
public safety in these areas.
City Council
No program changes. Increase is due to the special election to be held in November.
City Manager
The new Executive Director of Development was brought on board mid FY 2011-12.
The 9.4% increase seen for the budget year 2012-13 from the 2011-12 estimates is for
a full year funding of this new position.
Municipal Court
The Municipal Court FY 2012-13 Budget increased 12.9% from the FY 2011-12
Estimates. This increase is due to an additional Court Clerk to help process additional
workloads from the new dedicated Traffic Safety Division in Police.
311 Customer Service
The Customer Relations FY 2012-13 Budget will increase 5.9% from the FY 2011-12
Estimates with the new City wide merit program being introduced. There will be no
change to normal operations.
Planning & Zoning
The FY 2012-13 Budget will decrease by 19.8% over FY 2011-12 year end estimates.
This decrease is due to the upcoming conclusion of the contract with Gateway Planning
Group.
Legal Services
The FY 2012-13 Budget will decrease by 17.4% from FY 2011-12 Estimates. FY 2011-
12 required more legal activity, increasing the expenditures to a level above average
and which is not expected to be seen in the following year.
Facilities Maintenance
The FY 2012-13 Budget will increase 27.8% from FY 2011-12 Estimates. Beginning in
FY 2012-13 the building maintenance expenditures for the Police Building, Fire Station
#1, and the EMS Building will be covered by the General Fund instead of the Economic
Development Corporation. The expenses related to those buildings will be reimbursed
by the Corporation at 100% in FY 2012-13, 50% in FY 2013-14, 25% in FY 2014-15,
and be fully funded by the General Fund in FY 2015-16. The regular building
maintenance expenses will increase 6.9% which is due to repairs needed on the YMCA
building along with increase general operational expenses.
City Secretary
The FY 2012-13 Budget increased 3.3% from FY 2011-12 Estimates. There will be no
change in operations.
Non-Departmental
The FY 2012-13 Budget will increase 11.4% from the FY 2011-12 Estimates due to the
addition of the Street Impact Fee Study.
Public Affairs
The FY 2012-13 Budget will increase by 7.8% from the FY 2011-12 Estimate. During
mid FY 2011-12 a position was moved from the Event Facilities department to Public
Affairs and was renamed the Client Affairs Specialist. This position will be funded for a
full year in FY 2012-13.
Records Management
The FY 2012-13 Budget will increase 1% from year end estimates. There will be no
change in operations.
Schertz Tales
The FY 2012-13 Budget will increase 8.8% from year end estimates. This increase is
due to higher printing costs and accounting for a bad debt expense to offset
uncollectable revenues from advertising sales.
Engineering
The FY 2012-13 Budget will increase by 36.6% from FY 2011-12 Estimates. The
Engineer in Training will be paid out of the general fund instead of the bonds beginning
st
October 1, 2012. There will also be a full year funding of the City Engineer position.
GIS
The FY 2012-13 Budget is 9.1% higher than the 2011-12 Estimates due to higher
personnel costs. There will be no change in operations.
Police
The Police Departments FY 2012-2013 budget will increase 10.5% when compared to
the FY 2011-2012 year end estimate. With the addition of the Traffic Safety Program
personnel will increase with 5 new personnel and equipment. The Vehicle Accessories
line has seen an increase due to the cost of equipping and outfitting the new Chevy
Tahoe police vehicles. With Ford no longer making the Crown Victoria Police
Interceptor, many items from the Crown Victoria?s will not transfer over to the Tahoe?s.
The Computer and Peripherals line has seen a large increase when compared to last
year?s budget. This is to replace identified aging equipment that has become prone to
malfunctions and breakdowns and needs to be replaced with new equipment. While all
of our patrol cars have mobile computers, the motorcycles do not. We have identified a
mobile solution for the motorcycles and will be adding mobile computers to all 3 motor
units.
Fire Rescue
The FY 2012-13 Budget will increase 2.9% from the FY 2011-12 Estimate. This
increase is due to higher personnel costs and there will be no changes in operations.
Inspections
The FY 2012-13 Budget increased by 5.8% from FY 2011-12 year end estimates due to
personnel expense increases. There will be no change in operations.
Marshal Services
There is an increase in the FY 2012-13 Budget of 1.0% from the FY 2011-12 Estimates.
There will be no change in operations. Increases in personnel expenses will be offset
with no capital purchases.
Streets
The FY 2012-13 Budget will increase by 6.0% from FY 2011-12 year end estimates.
This increase is due to higher electricity costs for the lights on I-35 and Schertz
Parkway and an increase in Street Maintenance Materials. With the streets project bond
winding down more material expenses for road repairs will be needed in the General
Fund.
Parks
The FY 2012-13 Budget increased 2.3% over the FY 2011-12 year end estimates. The
increase is due to higher personnel expenses. There will be no change in operations.
Pools
The FY 2012-13 Budget increases 3.2% from FY 2011-12 year end estimates. The
increase is due to anticipated increase in pool chemicals to maintain water quality.
Civic Center
The FY 2012-13 Budget increases 15.9% from the FY 2011-12 Estimate. The
department will do more advertising to increase the occupation rate of the Civic and
Community Centers. The additional advertising funding will be transferred from the
Hotel Tax Fund.
Library
The FY 2012-13 Budget increased by 3.8% from FY 2011-12 year end estimates with
an increase in personnel expenditures and library materials. Additional library materials
are required to meet our service population.
Animal Services
There is an increase in the FY 2012-13 Budget from the FY 2011-12 Estimate by
14.4%. This increase is due to a higher than anticipated turnover rate in FY 2011-12
which is not expected to affect the following year.
Information Technology
The FY 2012-13 Budget increases by 13.7% from the FY 2011-12 Estimate. This
increase is due to higher computer software maintenance fees and license expenses.
Human Resources
The FY 2012-13 Budget increased by 23.4% from FY 2011-12 year end estimates. This
increase is due to full year funding of the Human Resources director that was hired late
FY 2011-12.
Finance
The FY 2012-13 Budget increases 4.0% from FY 2011-12 Estimate with the increase
stemming from higher personnel costs.
Purchasing & Asset Management
The department?s FY 2012-2013 budget increased by 1.0% from the FY 2011-2012
ending estimates. There is no change in operations.
Fleet
The FY 2012-13 Budget increased by 9.1% from the FY 2011-12 ending estimates. This
increase is for more vehicle replacement parts and outside repairs as this department is
seeing more service requests that are also more expensive than in years past. This
increase in service activity is partially offset by insurance reimbursements.
City Assistance
There will be no change in operations.
Special Events Fund
Revenue
The expenses are covered by transfers from the General Fund and the Hotel Fund.
Expenses
The expenses increased by 26% in the FY 2012-13 Budget from FY 2011-12 year end
estimates. In FY 2012-13 the City will hold a new event called Jazzfest in the spring
which will feature a crawfish boil and jazz music.
Public, Educational, and Governmental Access (PEG) Fund
Revenue
Revenues are expected to increase by 41.5% for the FY 2012-13 Budget from FY 2011-
12 ending estimates. This increase is cause by a $33,000 transfer from reserves to help
fund the infrastructure expenses related to the Master Communication Plan presented
to council.
Expenses
The FY 2012-13 Budget increased 57.8% from the FY 2011-12 year end estimates.
This is due to the first phase of the Master Communication Plan which is scheduled to
be completed in FY 2013-14.
Water & Sewer Fund
Revenue
The revenue for the FY 2012-13 Budget will increase 7.6% from the FY 2011-12
Estimate. This increase is due from a transfer from reserves to fund capital projects.
Expenses
The expenses for the FY 2012-13 Budget increased 7.7%. This is mainly due to the
start of new water line replacement projects and solving the Northcliffe sewer infiltration
problem.
Business Office
The FY 2012-13 Budget increased 8.3% from the FY 2011-12 year end estimates. The
increase in personnel expense was due to funding a previously unfunded Meter
Technician I position was offset by fewer equipment purchases.
Administration
The FY 2012-13 Budget increased 4.0% from FY 2011-12 year end estimates. The
Interfund charge for the Water & Sewer Fund changed. This charge was 5% of water
and sewer revenue along with 3% of garbage fees and a list of direct itemized charges.
The new model is a flat 10% on sale of water, 7.5% on sewer charges, 3% of the
garbage revenue, and the itemized charges were removed. The Debt Service payments
are scheduled to increase and a new tanker truck will be purchased in FY 2012-13.
EMS Fund
Revenues
Revenue for the FY 2012-13 Budget will increase 17.7% from the FY 2011-12 Estimate
due to an increase in the transport fees. This increase is needed cover expenses for the
year.
Expenses
The expenses for the FY 2012-13 Budget will increase 11.7% from the FY 2011-12
Estimate with an increase in bad debt expense related to the fee increases. This
expense is based on a percentage of the transport fee revenue. There will also be an
increase in personnel expenses with the introduction of a senior medic program. These
employees would be taught advance skills and would assist supervisors in maintaining
the stations on a day to day basis.
Drainage Fund
Revenue
Revenue for the FY 2012-13 Budget will increase 40.6% from the FY 2011-12 ending
estimates. This increase is due to the fee increase of $1.40 per month for the water
customers.
Expenses
The expenses for the FY 2012-13 Budget increased 50.0% from the FY 2011-12
Estimate. This increase is due to the addition of a Stormwater Manager position that will
oversee the drainage channel maintenance and development and make sure state and
federal guidelines are met in regards to storm water. The increase also represents
replacement of aging equipment needed for the maintenance of the City?s drainage
channels.
Hotel Motel Tax Fund
Revenue
The revenue is expected for the FY 2012-13 Budget by 4.9% from the FY 2011-12
ending estimates.
Expenses
Expenses for the FY 2012-13 Budget will increase by 32.4% from the FY 2011-12
Estimate. This increase will be used toward a greater advertising program designed to
reach out beyond Texas to create interest in our City and City events. The transfers will
increase to fund the new event call Jazzfest located in the Special Events Fund.
Park Fund
Revenue
The revenues for the FY 2012-13 Budget are expected to increase by 4.9% from FY
2012-13 with the continued development around Schertz.
Expenses
The FY 2012-13 Budget decreased by 17.6% from the FY 2011-12 Estimate with the
completion of previously approved Parkland Dedication projects. Tree Mitigation will
increase due to tree donations for the new soccer complex.
Capital Recovery Fund
Revenues
Revenues will increase by 98.5% with a transfer from reserves to fund the FY 2012-13
sewer projects.
Expenses
The non departmental expenses for the FY 2012-13 Budget will increase 166.1% to
transfer sewer impact fees collected to Cibolo Creek Municipal Authority (CCMA).
Below are a list of projects completed in FY 2011-12 and the projects approved for FY
2012-13.
Projects Completed FY 2011-12
5 year Capital Improvement Study
Based on the Capital Improvement program and Impact fee analysis, Council approved
to changes to the fees from $3,616 to $2,934 for water Living Unit Equivalent of
average daily water usage per household (lue?s) and $1,364 to $1,668 for sewer lue?s.
Projects to be completed FY 2012-13
East Live Oak Pump Upgrades- High and Low pressure zone pumps from 250 to 300
hp and 100 to 150 hp.
Town Creek Waste Water Collection Phase III
Schaefer Road Waterline Upgrades
Preliminary Engineering for South Schertz WWTP
Interest & Sinking Fund
Revenues
Revenues will increase for the FY 2012-13 Budget by 12.2% over the FY 2011-12
ending estimates. This increase is a result of the Interest and Sinking property tax rate
increasing to support the second half of the bonds approved by voters in 2010.
Expenses
The FY 2012-13 Budget will increase by 12.2% from the FY 2011-12 Estimate with the
addition of a new bond to complete the natatorium, soccer fields, baseball fields, and
the Main Street renovation projects.
Historical Committee
Revenues
No change in revenue.
Expenses
No significant change in expenses.
Parks & Recreation Foundation
Revenues
Revenues will increase by 28.7% with a higher attendance rate of the events by the
public.
Expenses
Expenses will increase by 37.3% for the FY 2012-13 Budget from the FY 2011-12
ending estimates to accommodate a bigger audience at the two festivals.
Schertz Economic Development Corporation (SEDC)
Revenues
For FY 2012-13, tax revenue is expected to increase by 9% from FY 2011-12
estimates. The main cause of this increase is the general improvement in the economy.
Expenses
The Non Departmental category supplied maintenance and general building supplies to
the emergency service buildings. This section is being incorporated into the General
Fund and will be reimbursed that amount by the Economic Development Corporation
with the intent of the General Fund assuming the total cost of the maintenance in 3
years.
The Economic Development Department?s FY 2012-13 Budget will increase 48.5% from
the FY 2011-12 ending estimates. Part of this increase is the reimbursement for the
emergency service building maintenance which will decrease every year until the
General Fund is fully responsible for its own buildings. The EDC has also created two
major funds, The Development Incentive Fund and the Impact Fee Matching Fund.
These funds will be used to assist economic development efforts in the coming year
and will have a budget of $500,000 each.
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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.
CITY COUNCIL
ORGANIZATIONAL CHART
Citizens
Mayor &
City Council
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/OutputActual Estimate Budget
Number of ordinances passed 4020 25
Number of resolutions passed 78140 130
Number of memos/resolutions processed 354* 0
*Discontinued use of Memo Resolutions
2010-11 2011-12 2012-13
Efficiency Actual EstimateBudget
Meeting Attendance rate 98%98% 98%
2010-11 2011-12 2012-13
Effectiveness Actual EstimateBudget
Number of Council Meetings 5047 50
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel $23,865$20,922 $22,606
Supplies 692730 400
City Support Services 14,19512,500 31,500
Operations Support 191100 500
Staff Support 13,13918,950 20,850
Operating Equipment 00 700
Total $53,401$53,202 $76,556
PROGRAM JUSTIFICATION AND ANALYSIS
No program changes. Increase is due to the special election to be held in
November.
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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.
CITY MANAGER
ORGANIZATIONAL CHART
Mayor &
City Council
City Manager
CITY MANAGER 2010-112011-12 2012-13
City Manager 11 1
Assistant City Manager 22 0
Executive Director 00 3
Chief of Staff 11 1
Executive Assistant 22 2
TOTAL POSITIONS 66 7
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel $742,863$848,703 $922,625
Supplies 3,1524,000 4,100
City and Operations Support Services 045 100
Staff Support 27,91325,616 34,550
Operating Equipment 1,5970 0
Total $775,526$878,364 $961,375
PROGRAM JUSTIFICATION AND ANALYSIS
The new Executive Director of Development was brought on board mid FY 2011-
12. The 9.4% increase seen for the budget year 2012-13 from the 2011-12
estimates is for a full year funding of this new position.
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.
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
Executive Director
Operations
Municipal Court
MUNICIPAL COURT 2010-112011-12 2012-13
Director 11 1
Senior Deputy Clerk/Juvenile Case Mgr 11 1
Deputy Clerk 33 4
TOTAL POSITIONS 55 6
MUNICIPAL COURT
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/Output Actual EstimateBudget
Charges Filed 15,10122,500 23,100
Cases Disposed 15,66720,585 22,500
Total Amount Collected2,213,265.142,270,219.85 2,320,219.85
Amount Remitted to State 802,661.42909,396.40 965,411.60
2010-11 2011-122012-13
Efficiency Actual EstimateBudget
Charges Processed per clerk 3,9164,625 4,775
Cases Disposed 90%90% 90%
2010-11 2011-122012-13
Effectiveness Actual EstimateBudget
Charges Filed/Processed per Clerk 34%34% 34%
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel Services $245,789$252,782 $282,004
Supplies 1,9521,900 3,000
City Support Services 3031,000 1,000
Operations Support 1,9512,750 3,500
Staff Support 3,1593,220 7,100
Court Support 0800 800
Professional Services 49,15460,250 66,450
Maintenance Services 1,0002,000 1,600
Operating Equipment 1,004497 800
Total $304,312$324,339 $366,254
PROGRAM JUSTIFICATION AND ANALYSIS
The Municipal Court FY 2012-13 Budget increased 12.9% from the FY 2011-12
Estimates. This increase is due to an additional Court Clerk to help process
additional workloads from the new dedicated Traffic Safety Division in Police.
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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 and fellow City employees.
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; 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.
311 CUSTOMER RELATIONS
ORGANIZATIONAL CHART
City Manager
Executive Director
Support
Public Affairs
311/ Customer
Relations
CUSTOMER RELATIONS/3112010-112011-12 2012-13
Customer Relations/311 Rep 42 2
Customer Relations/311 Rep (PT) 01 1
TOTAL POSITIONS 43 3
PERFORMANCE INDICATORS
2010-112011-122012-13
Workload/OutputActualEstimateBudget
Work Orders (311) 7782102
Work Orders (For Other Depts) 390242254
Calls Received 58,31651,56054,138
Average Calls Per Day Received 232200214
Calls Exiting System (Answered by
Purchasing Staff) 6,6771,2061,146
Abandoned Calls (Hung Up) 3,4461,3451,278
Emails Processed for Customers1,5505,1185,373
WebQA Searches by Customers5,6995,7065,991
311 CUSTOMER RELATIONS
2010-112011-12 2012-13
BudgetActualEstimateBudget
Personnel$83,836$102,572$107,994
Supplies398200200
Staff Support 1,0701,1001,750
Operating Equipment 0400500
Total$85,304$104,272$110,444
PROGRAM JUSTIFICATION AND ANALYSIS
The Customer Relations FY 2012-13 Budget will increase 5.9% from the FY
2011-12 Estimates with the new City wide merit program being introduced. There
will be no change to normal operations.
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 economy.
MISSION STATEMENT
To encourage and guide dynamic development for future generations by creating
an identity, growing responsibly, balance and harmony for the community.
GOALS AND OBJECTIVES
Update Comprehensive Plan for the City that promotes all aspects of our
vision to define Schertz as a destination place.
Ensure the vision of the Comprehensive Plan and Master Thoroughfare
Plan throughout the community by providing alternative modes of
transportation and related facilities including pedestrian and bicycle routes
and public transit.
Support the Master Parks Plan to provide welcoming parks, trails, open
space and recreational facilities providing for equal access to recreational
areas, activities, and services
Complete Gateway Study
Prepare update of Unified Development Code
Improve Staff Development Review process to better staff knowledge and
understanding of all projects proposed within the City
PLANNING & ZONING
Continue to better the distribution of meeting materials and information to
the Planning and Zoning Commission to include training opportunities.
DEPARTMENTAL DESCRIPTION
The primary purpose of the Planning Division is to execute the Comprehensive
Plan and the Unified Development Code. Staff reviews development plans for
compliance, processes subdivision plats and zoning changes and assists with
annexation and non-annexation agreements. Staff services support Planning and
Zoning Commission and Board of Adjustment.
ORGANIZATIONAL CHART
City Manager
Executive Director
Development
Development
Services
Planning & Zoning
PLANNING AND ZONING 2010-112011-12 2012-13
Planning Manager 1*1 1
Senior Planner 11 1
Planner I 11 1
Planner Technician 1*1* 1*
TOTAL POSITIONS 44 4
* Position was unfunded.
PLANNING & ZONING
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/Output Actual EstimateBudget
Plats 3260 60
Site Plans and Master Plan 2624 24
Variances 58 8
Zone Changes and Specific Use Permits 58 8
UDC/ Comp. Plan Revisions 11 1
Annexation 21 1
All Plats $64,250$77,000 $77,000
Site Plan, Master Plan $19,200$30,000 $30,000
Variance $1,750$6,500 $6,500
Zone Change, Specific Use Permit $22,150$47,000 $47,000
Other $7,680$12,900 $12,900
(Zoning Letters and Additional Admin fees)
Total Revenue $115,030$173,400 $173,400
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel $134,525$138,162 $141,255
Supplies 7921,399 2,850
Operations Support 78150 750
Staff Support 11,11615,428 16,160
Professional Services 83,96574,709 25,150
Operating Equipment 1,0552,312 0
Total $231,531$232,160 $186,165
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget will decrease by 19.8% over FY 2011-12 year end
estimates. This decrease is due to the upcoming conclusion of the contract with
Gateway Planning Group.
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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.
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
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Operations Support $9,199$12,000 $12,000
Professional Services 331,156421,309 348,000
Total $340,355$421,309 $348,000
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget will decrease by 17.4% from FY 2011-12 Estimates. FY
2011-12 required more legal activity, increasing the expenditures to a level above
average and which is not expected to be seen in the following year.
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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.
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 143 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
Executive Director
Support
Public Affairs
Facilities
Maintenance
FACILITIES MAINTENANCE 2010-112011-122012-13
Director 111
Manager 100
Supervisor 011
Administrative Assistant 011
Facilities Maintenance Foreman 111
Facilities Tech Foreman 100
Facilities Maintenance Worker I 111
Facilities Tech 1 777
P/T Facilities Tech 1 433
TOTAL POSITIONS 161515
FACILITIES MAINTENANCE
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/Output Actual EstimateBudget
Square footage maintained 202,847202,847 202,847
Events set up 1,3011,716 1,720
City Buildings Maintained 1919 19
Completed work orders 497636 640
HVAC units air filters replaced 2,9982,628 2,700
Light bulbs and ballasts replaced 1,154552 560
Miscellaneous Items (office moving etc.) 340336 340
Plumbing Repairs8472 75
Electrical Repairs34168 170
Preventive maintenance on Generators3636 36
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel $617,208$635,882 $640,535
Supplies 57,67366,585 94,340
Utility Services 97,064102,300 201,100
Staff Support 10,48012,030 12,455
Maintenance Services 110,31999,119 182,000
Rental/Leasing 764400 1,400
Operating Equipment 6,5543,396 14,550
Capital Outlay 024,500 60,000
Total $900,062$944,212 $1,206,380
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget will increase 27.8% from FY 2011-12 Estimates.
Beginning in FY 2012-13 the building maintenance expenditures for the Police
Building, Fire Station #1, and the EMS Building will be covered by the General
Fund instead of the Economic Development Corporation. The expenses related
to those buildings will be reimbursed by the Corporation at 100% in FY 2012-13,
50% in FY 2013-14, 25% in FY 2014-15, and be fully funded by the General
Fund in FY 2015-16. The regular building maintenance expenses will increase
6.9% which is due to repairs needed on the YMCA building along with increase
general operational expenses.
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 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.
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
City Secretary
CITY SECRETARY
CITY SECRETARY 2010-112011-12 2012-13
City Secretary 11 1
Deputy City Secretary 111
TOTAL POSITIONS 22 2
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload Actual EstimatedBudget
Ordinances Passed and Processed 4020 25
Resolutions Passed and Processed
78140 130
Memo Resolutions Passed and Processed
354* 0
Council Meetings Attended
5047 50
*
Discontinued use of Memo Resolutions
2010-11 2011-12 2012-13
Efficiency Actual EstimatedBudget
Ordinances & Resolutions Executed within 72
hours of Council Meeting 98%98% 98%
Documents completed, signed, scanned
within 48 hours of council approval 95%97% 97%
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%99% 99%
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel $164,232$164,336 $168,788
Supplies 1,4721,150 1,250
City Support Services 6,7886,780 7,500
Staff Support 4,0777,135 7,850
Total $176,568$179,401 $185,388
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget increased 3.3% from FY 2011-12 Estimates. There will
be no change in operations.
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.
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Supplies $405$11 $0
City Support Services 320,104$452,169 $450,000
Operations Support 140,987147,916 154,500
City Assistance 422,942481,188 540,830
Professional Services 58,103133,699 165,220
Fund Charges/Transfers 396,11110,850 55,000
Total $1,338,652$1,225,924 $1,365,550
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget will increase 11.4% from the FY 2011-12 Estimates due
to the addition of the Street Impact Fee Study.
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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 non-
governmental 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.
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 Lock-
up, 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
Executive Director
Support
Public Affairs
PUBLIC AFFAIRS 2010-112011-12 2012-13
Public Affairs Director 11 1
Senior Administrative Assistant 11 1
Client Affairs Specialist 01 1
Events Coordinator 11 1
TOTAL POSITIONS 34 4
PERFORMANCE INDICATORS
2010-112011-12 2012-13
Workload/Output Measures ActualEstimateBudget
Press Inquiries (Emergency Service) 49200200
Press Inquiries (General City) 38800100
City Sponsored Events 67 9
PUBLIC AFFAIRS
2010-112011-12 2012-13
Efficiency Measures ActualEstimateBudget
Marketing Materials Produced, per FTE 911 13
Average cost per Advertising Run outside of
the magazine --$1045.14$1200.00
Total hours spent fundraising per FTE --480480
Average Amount of Dollars Raised for Events,
per FTE --$3850.00$7,222.00
2010-112011-122012-13
EffectivenessActualEstimateBudget
Advertisements run for the city outside of the
magazine --12 12
2010-112011-12 2012-13
BudgetActualEstimateBudget
Personnel$160,521$278,226 $286,816
Supplies1,9362,500 3,500
Operations Support 25,53315,050 27,100
Staff Support 2,3824,200 5,900
Operating Equipment 2,7370 0
Total$193,109$299,976$323,316
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget will increase by 7.8% from the FY 2011-12 Estimate.
During mid FY 2011-12 a position was moved from the Event Facilities
department to Public Affairs and was renamed the Client Affairs Specialist. This
position will be funded for a full year in FY 2012-13.
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.
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 2010-112011-12 2012-13
Records Management Coordinator I 11 1
TOTAL POSITIONS 11 1
RECORDS MANAGEMENT
PERFORMANCE INDICATORS
2010-11 2011-122012-13
Workload/Output Actual EstimateBudget
Number of Documents scanned 3,77216,404*16,404*
Number of boxes stored offsite 470298298
Number of boxes inventoried 126155103
Number of cubic feet of documents 50205,0206,861
destroyed
Digitize Public Work Plans (pages) 03221
Digitize Commercial Plans (pages) 34333222
*training for departments to scan
documents
2010-11 2011-122012-13
Budget Actual EstimateBudget
Personnel $46,159$47,795$48,285
Supplies 360500400
Staff Support 8451,3801,560
Professional Services 22,77312,00012,000
Total $70,136$61,675$62,245
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget will increase 1% from year end estimates. There will be
no change in operations.
SCHERTZ TALES
DEPARTMENT: 172 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 32,000-
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.
SCHERTZ TALES MAGAZINE
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
Walk, Holiday Lock-up, SchertzFest, Artz, Doggie Dash, Employee
Remembrance Day, and other City programs.
ORGANIZATIONAL CHART
City Manager
Executive
Director
Public Affairs
Director
Schertz Tales
Magazine
PERFORMANCE INDICATORS
2010-11 2011-122012-13
Workload/Output Measures ActualEstimateBudget
Number of Staff, FTE (Full Time Equivalents) 22 2
Number of potential advertisers approached 0300 525
Number of customers served (advertisers) 462479 480
Number of Magazines Distributed168,000168,000 168,000
SCHERTZ TALES MAGAZINE
2010-11 2011-122012-13
Efficiency Measures ActualEstimateBudget
TotalSchertz Tales
Articles/Ads/Graphics/Photographs Produced
per FTE 397500 500
Customer Service / Retention / Design Hours
per FTE (Advertisers) 121125 125
Percentage of Magazine Contracted 47%47% 46%
Hours Contracted for Magazine Production
(Writing, Ad Design, Photography, Layout,
Graphics)15581700 1700
2010-11 2011-122012-13
EffectivenessActualEstimateBudget
Schertz Tales Ad revenue $152,832$220,000 $220,000
City Sponsored/Non-Revenue$15,425$32,000$32,000
2010-112011-122012-13
BudgetActualEstimateBudget
Personnel Services $126,116$128,278$130,742
Supplies0200200
Operations Support 3,267200200
Staff Support 151,7752,005
Professional Services 253,832277,700300,700
Fund Charges/Transfers 00 10,000
Total$383,230$408,153$443,947
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget will increase 8.8% from year end estimates. This
increase is due to higher printing costs and accounting for a bad debt expense to
offset uncollectable revenues from advertising sales.
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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 Master Infrastructure Plans for 10yr build out of Capital
Improvement Plan for water, sewer and drainage facilities.
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 (SWMP) as
required by the Texas Pollutant Discharge Elimination System (TPDES)
and the Clean Water Act and establish new 5-year SWMP program.
Manage the Capital Improvement Plan to insure adequate infrastructure is
available for future development.
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. 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
Executive Director
Development
Engineering
ENGINEERING2010-112011-122012-13
City Engineer 111
Assistant City Engineer 01*1
Engineer in Training 01*1
Temporary Project Engineer 1*00
Senior Administrative Assistant 111
TOTAL POSITIONS 234
*
Positions funded in bond fund.
ENGINEERING
PERFORMANCE INDICATORS
2010-11 2011-122012-13
EffectivenessActualEstimateBudget
2006 bond program projects completed 53 6
Complete year 3 of the SWMP n/an/a 1
Update The 5 year CIP n/a1 1
Complete year 4 of the SWMP n/an/a 1
Establish Roadway Impact Fees n/an/a 1
Complete infrastructure inventory systemn/an/a 1
Complete Year 5 of the SWMP n/an/a 1
Establish 10 yr Street Maintenance Plan n/a1 1
Revise Public Works Standard details
and Specifications n/a1 n/a
Establish regional drainage study for
South Schertz n/a1 n/a
Establish regional Sewer Plan for South
Schertzn/a1 n/a
Complete Master Drainage Plan for
South Schertz n/an/a 1
Complete Master Sewer Plan n/an/a 1
Complete Master Water Plan n/an/a 1
2010-112011-122012-13
BudgetActualEstimateBudget
Personnel$164,108$104,400$258,991
Supplies3104501,100
Utility Services 04931,440
Staff Support 1,4772,2116,741
Professional Services 25,06994,49543,000
Maintenance Services 2,8443,8450
Operating Equipment 00 5,216
Capital Outlay 025,7510
Total$193,808$231,645$316,488
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget will increase by 36.6% from FY 2011-12 Estimates. The
Engineer in Training will be paid out of the general fund instead of the bonds
st
beginning October 1, 2012. There will also be a full year funding of the City
Engineer position.
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DEPARTMENT: 174 GEOGRAPHIC INFORMATION
SYSTEMS (GIS)
FUND: 101 GENERAL FUND
VISION STATEMENT
Provide dependable and punctual geographic information 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
Promote the use of geographic data within the city and provide training to
fully utilize the information and software.
Provide an interactive web mapping application accessible both internally
and externally.
Design and Implement a mobile application for the Fire Department
leveraging fire preplan data with the GIS database.
Design and Implement a mobile application for the Business Office
leveraging water billing data with the GIS database.
Continue to improve web application and database management
expertise.
Continuing maintenance 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
Establish and refine data standards to aid data management and
deployment.
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
Executive Director
Development
Geographic
Information Systems
GIS 2010-112011-12 2012-13
GIS Coordinator 11 1
GIS Specialist 11 1
TOTAL POSITIONS 22 2
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/Output Actual EstimateBudget
Work orders processed, per month 4548 50
Document pages created, per month 242260 260
Property attributes updated, per month 229270 270
2010-11 2011-122012-13
Efficiency Actual EstimateBudget
Hours per work order 6.26.0 6.0
Remaining non-updated data, percentage 20%18% 15%
GIS
2010-11 2011-122012-13
Effectiveness Actual EstimateBudget
Mobile applications deployed to city
N/A2 4
departments
Map request turnaround time, days 77 7
New subdivision addressing turnaround
1414 14
time, days
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel $116,459$120,458 $128,638
Supplies 2,2752,300 2,800
Staff Support 01,550 2,725
Professional Services 00 1,500
Total $118,733$124,308 $135,663
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget is 9.1% higher than the 2011-12 Estimates due to higher
personnel costs. There will be no change in operations.
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
The mission of the Schertz Police Department is to 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 promote public safety in our community through enforcement action,
criminal investigations, public education and community involvement.
To promote a feeling of safety for all citizens and visitors to the city,
including neighborhoods, commercial areas, parks and public facilities.
To increase department participation in community programs and increase
citizen participation in police department programs.
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.
POLICE
DEPARTMENTAL DESCRIPTION
The Schertz Police Department patrols the 32.13 square miles of Schertz, with a
current population of 31,465. The City of Schertz lies within three different
counties, with 227.4 centerline miles of roads. The police department receives
thousands of calls for services annually. The communications division dispatches
calls for Police, Fire, Emergency Medical Service and Animal Control.
Additionally, the police department provides dispatch services for the City of
Cibolo Police and Fire Departments, along with Schertz Emergency Medical
Service dispatch for Cibolo, Marion, Seguin, Santa Clara, and other county
areas. The Patrol Division provides a visible presence in the community, with the
goal of crime prevention, crime reduction and the promotion of public safety. The
Criminal Investigations Division investigates offenses that occurred within the
city, processes crime scenes and follows up through prosecution with the County
and District Attorneys of all three counties. The Records Division receives and
prepares cases for submission to County and District Attorneys. The School
Resource Officers provide a visible presence on the campuses within the city;
make educational presentations to the students and staff, along with investigating
crimes on campus. The Special Projects Officer interacts with Home Owner
Associations, provides education and crime prevention programs to the
community and oversees the Citizens Police Academy and the Citizens on
Patrol.
ORGANIZATIONAL CHART
City Manager
Executive Director
Operations
Police
POLICE
POLICE 2010-112011-12 2012-13
Chief of Police 11 1
Assistant Chief of Police 11 1
Captain 11 1
CID Lieutenant 11 1
Patrol Lieutenant 11 1
CID Sergeant 33 2
Patrol Sergeant33 4
CID Corporal 24 5
Patrol Corporal 66 5
Special Projects Officer 11 1
School Resource Officer 01 1
School Resource Sergeant 01 1
Patrol Officer (Non Supervisor) 2424 24
Senior Administrative Assistant 11 1
Office Manager 11 1
Records Clerk 22 2
Public Safety Systems Engineer11 1
Communications Manager 11 1
Communications Shift Supervisor 33 3
Communications Officer 99 12
Crossing Guards (Part Time) 67 7
TOTAL POSITIONS 6873 76
LAW ENFORCEMENT COMMISSIONS 2010-112011-12 2012-13
Fire Dept. Law Enforcement Commission 22 3
City Manager Law Enforcement Commission 10 0
Reserve Officer 11 2
TOTAL COMMISSIONS 43 5
POLICE
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/Output Actual EstimateBudget
Patrol Vehicles 2525 25
Traffic Vehicles (3 stealth, 3 motorcycles) 3/33/3 3/3
# Patrol Officers including supervisors 3333 33
# Patrol Officers with supervisory position99 9
Calls for Service - Schertz 20,71019,368 19,500
Calls for Service ? Accidents 1,5951,659 1,725
Tickets Issued 13,23111,511 12,000
Cases Filed 652753 775
State Seizures3,6844,778 4500
Federal Seizures 19,79741,891 50,000
Active Alarm Permits 1,8382,435 2,450
2010-11 2011-12 2012-13
Efficiency Actual EstimateBudget
Average time on tickets, per minute 10:009:25 9.19
Average response time on calls, minutes 13:0018:57 18:00
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel $4,165,944$4,309,460 $4,687,560
Supplies 27,24327,287 41,593
City Support Services 019,518 25,800
Utility Services 107,990123,456 133,735
Operations Support 7631,500 1,750
Staff Support 22,03744,148 57,201
City Assistance 6,2319,914 9,765
Professional Services 7,23020,000 28,337
Maintenance Services 32,02944,350 48,740
Operating Equipment 58,57359,735 131,376
Capital Outlay 153,726155,076 155,555
Total $4,581,766$4,814,444 5,321,412
POLICE
PROGRAM JUSTIFICATION AND ANALYSIS
The Police Departments FY 2012-2013 budget will increase 10.5% when
compared to the FY 2011-2012 year end estimate. With the addition of the Traffic
Safety Program personnel will increase with 5 new personnel and equipment.
The Vehicle Accessories line has seen an increase due to the cost of equipping
and outfitting the new Chevy Tahoe police vehicles. With Ford no longer making
the Crown Victoria Police Interceptor, many items from the Crown Victoria?s will
not transfer over to the Tahoe?s. The Computer and Peripherals line has seen a
large increase when compared to last year?s budget. This is to replace identified
aging equipment that has become prone to malfunctions and breakdowns and
needs to be replaced with new equipment. While all of our patrol cars have
mobile computers, the motorcycles do not. We have identified a mobile solution
for the motorcycles and will be adding mobile computers to all 3 motor units.
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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.
Respond to 90% of City within 5 minutes.
o
Pre-fire plan all commercial occupancies in the city once per year,
o
and extra hazard occupancies twice per year.
Support and maintain a safe, healthy, well trained and high performing
work force.
Enact a wellness fitness program for all firefighters.
o
Improve training opportunities and encourage involvement in
o
specialized operations.
Build upon area-wide technical rescue team and wildland strike
o
team.
Provide high quality medical first responder service as part of an
integrated emergency medical service.
Encourage advanced medical training and certifications.
o
Support emergency medical operations through interdepartmental
o
cooperation.
Become the community resource for life safety knowledge and information
regarding Schertz Fire Rescue.
Make contact with 40% of population annually.
o
Quarterly inspects all restaurants, schools, and nursing homes.
o
Encourage public speaking for all firefighters.
o
FIRE RESCUE
Maintain safe construction and occupancy within the city through
o
code enforcement.
Attract and maintain a qualified and diverse workforce.
Encourage diverse applicants through career fairs and public
o
education.
Continue to develop the area-wide cooperative hiring plan.
o
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
Executive Director
Operations
Fire Rescue
FIRE RESCUE 2010-112011-12 2012-13
Fire Chief 11 1
Assistant Chief/Fire Marshal 11 1
Battalion Chief 33 3
Deputy Fire Marshal 11 1
Training/Safety Officer 10 0
Training/Safety/Management Coordinator 01 1
Lieutenant 66 6
Fire Apparatus Operator 66 6
Firefighter 1212 12
Senior Administrative Assistant 11 1
TOTAL POSITIONS 3232 32
FIRE RESCUE
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Input Actual EstimateBudget
Population Serviced 32,00032,500 34,000
Number of Commercial Occupancies700725 725
Total staffing 3232 32
Suppression staffing 2727 27
Prevention staffing 11 1
Support staffing
(command/training/admin) 44 4
Number of fire stations 22 2
Number of full-time engine companies 22 2
2010-11 2011-122012-13
Workload/Output Actual EstimateBudget
Number of incidents 1,7671,775 1,775
Unit Responses (# calls for all units
responding to all emergencies) 2,2242,091 2,091
Buildings preplan contacts 536725 725
Community Contact (citizen contact) 9,88211,000 13,600
Fire Inspections Conducted 608475 600
Plan Reviews Completed 7380 80
Training Hours Provided 6,1059,500 6,200
2010-11 2011-12 2012-13
Efficiency Actual EstimateBudget
Average Response Time (Minutes) 5.635.57 5.50
% Response Time > 5 Minutes 32.830.0 30.0
% of Buildings Preplanned 82.0100.0 100.0
% Prevention Contacts 30.933.8 40.0
Inspections per Inspector 600456 500
Training Hours/Employee 197306 200
2010-11 2011-122012-13
Effectiveness* Actual EstimateBudget
Total Fire Loss ($1,000) 455.2230.0 230.0
Property Saved ($1,000) 1,984683 700
Fire Loss Ratio % 22.934.0 30.0
Civilian Fire Injuries 11 0
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.
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel Services $2,412,029$2,529,046 $2,597,652
Supplies 8,10516,000 16,200
Utility Services 50,90345,890 51,500
Operations Support 687600 1,200
Staff Support 88,086105,300 113,800
City Assistance 20,61212,000 16,200
Professional Services 13,04012,500 17,000
Maintenance Services 36,99843,000 49,900
Operating Equipment 41,36943,800 59,100
Capital Outlay 031,116 0
Total $2,671,828$2,839,252 $2,922,552
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget will increase 2.9% from the FY 2011-12 Estimate. This
increase is due to higher personnel costs and there will be no changes in
operations.
DEPARTMENT: DEVELOPMENT SERVICES
258 BUILDING INSPECTIONS DIVISION
FUND: 101 GENERAL FUND
VISION STATEMENT
To provide professional assistance and interpretation of city ordinances and
building codes and to participate in the assurance of a safe and sustainable
community.
MISSION STATEMENT
To provide premier, progressive and timely customer service and to ensure the
safety and quality of life aspects of building construction.
GOALS AND OBJECTIVES
Provide excellent customer service through knowledge, communication
and guidance.
Invest in employee knowledge and encourage educational training
opportunities for staff.
Research opportunities for on-line application and payment of building
permits.
Obtain inspector training on 2012 International Building Codes in
anticipation of adopting codes within fiscal year.
DEPARTMENTAL DESCRIPTION
The Inspections Division of Development Services will assist customers seeking
permits for various types of building and improvement projects to include all
aspects of residential and commercial construction. 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.
INSPECTIONS
ORGANIZATIONAL CHART
City Manager
Executive Director
Development
Development
Services
Inspections
DEVELOPMENT SERVICES 2010-112011-122012-13
Director of Development Services 111
Administrative Assistant 111
Chief Inspector 111
Assistant Chief Inspector 111
Assistant Inspector 111
Permit Technician 222
TOTAL POSITIONS 777
PERFORMANCE INDICATORS
2010-112011-12 2012-13
Workload/OutputActualEstimateBudget
New Residential Construction 340456456
New Commercial Construction 231212
Garage Sale Permits 529444444
Reroof Permits 1019696
Shed Permits 949696
Deck/Patio Permits 132120120
Sign Permits 697272
Fence Permits 122108108
*All Other Permits 364324324
Mechanical Permits 873732732
Electric Permits 883648648
Plumbing Permits 1,137996996
Total Permit Revenue $1,540,880$962,731$962,731
INSPECTIONS
2010-112011-122012-13
EfficiencyActualEstimateBudget
Avg. days to complete residential 55 5
plan review
Avg. days to complete commercial
454545
plan review
2010-112011-122012-13
EffectivenessActualEstimateBudget
Phased Inspections (such as 12,25412,240 12,240
framing)
Re-Inspections577540 540
2010-112011-12 2012-13
BudgetActualEstimateBudget
Personnel$362,767$414,549$429,686
Supplies2,1832,1332,638
Utility Services 6,0055,1076,500
Operations Support 1,4687941,500
Staff Support 4,4874,1146,600
Professional Services 04,000 8,890
Operating Equipment 239500500
Total$377,149$431,197$456,314
*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 FY 2012-13 Budget increased by 5.8% from FY 2011-12 year end estimates
due to personnel expense increases. There will be no change in operations.
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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, environmental health and safety.
This will be achieved through continuous improvements to attain excellence,
meet needs, and expedite service to the public.
MISSION STATEMENT
Our mission is to provide the community with efficient, professional and
courteous service, and to enhance the quality of life for all who visit and live in
the City.
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 be effective through communication and cooperation with other City
departments, and with Local, State, and National agencies.
To promote the integrity of the Marshal?s Department and its personnel.
MARSHAL SERVICES
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, Sanitarian and Code
Enforcement Division. 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 Sanitarian.
The Warrants division diligently provides for the safety and security of the Court,
Judges and staff; executes 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 Sanitarian 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
Executive Director
Operations
Marshal
Services
MARSHAL SERVICES2010-112011-12 2012-13
Marshal 11 1
Deputy Marshal Lieutenant 01 1
Sanitarian 11 1
Code Enforcement Officer 22 2
Deputy Marshal Sergeant 10 0
Deputy Marshal Corporal 11 1
Deputy Marshal 11 1
Service Clerk 11 1
Total Personnel 88 8
MARSHAL SERVICES
COMMISSIONS 2010-112011-12 2012-13
Marshal Service 55 5
TOTAL COMMISSIONS 55 5
PERFORMANCE INDICATORS
2009-10 2010-11 2011-12
Workload Actual EstimateBudget
Warrants Issued 4,1416,000 3,000
Code Enforcement Violation Notices Sent 2,5672,400 2,100
Citizen Complaints 1,1271,528 1,000
Food Establishment Inspections 244240 240
Food Handler Classes (# of classes, not 1428 0
participants)
Warrants Cleared 3,9854,500 4,000
Code Enforcement Issues Resolved 442400 440
without
notice
Bandit Signs Removed 1,3621,750 1,500
2009-10 2010-11 2011-12
Budget Actual EstimateBudget
Personnel $464,961$522,732 $546,346
Supplies 1,8113,600 4,300
Utility Services 11,50713,100 16,000
Operations Support 3,8893,500 4,000
Staff Support 4,46111,200 11,600
Maintenance Services 10,25114,345 16,500
Operating Equipment 30,36514,011 21,000
Capital Outlay 46,45331,022 0
Total $573,699$613,510 $619,746
PROGRAM JUSTIFICATION AND ANALYSIS
There is an increase in the FY 2012-13 Budget of 1.0% from the FY 2011-12
Estimates. There will be no change in operations. Increases in personnel
expenses will be offset with no capital purchases.
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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.
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.
PUBLIC WORKS STREETS
ORGANIZATIONAL CHART
City Manager
Executive Director
Operations
Public
Works
Streets
STREETS 2010-112011-122012-13
Superintendent of Streets, Fleet &
111
Solid Waste
Street Supervisor 111
Foreman 111
Street Worker II 333
Street Worker II/Sweeper Operator011
Street Sweeper Operator 211
Street Worker I 677
TOTAL POSITIONS 141515
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/Output Actual EstimateBudget
Street Sweeping Hours 1,7561,950 2,700
Number of signs produced 389636 685
Quantity of asphalt purchased (tons) 1,2421,150 1,460
Special Projects (Hours) 4,3304,025 4,200
Street Centerline Miles 130.35135.00 138.00
PUBLIC WORKS STREETS
2010-11 2011-12 2012-13
Efficiency Actual EstimateBudget
Annual cost to operate street sweepers
(operators and fuel) $94,350$98,750 $103,150
Cost per ton of asphalt $50$52 $55
Approved daily budget expenditures for
operation $3,428$3,453 $4,221
2010-11 2011-12 2012-13
Effectiveness Actual EstimateBudget
Hours spent on roadway maintenance 7,6127,810 7,850
Hours spent on traffic control device
maintenance and repair 1,4651,478 1,500
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel $564,881$664,170 $690,806
Supplies 4,4914,854 7,100
Utility Services 115,936108,254 121,900
Staff Support 7,4307,815 10,265
Maintenance Services 148,205167,400 180,400
Rental/Leasing 0200 200
Operating Equipment 5,1864,200 3,500
Capital Outlay 13,67000
Total $859,820$956,893 $1,014,171
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget will increase by 6.0% from FY 2011-12 year end
estimates. This increase is due to higher electricity costs for the lights on I-35
and Schertz Parkway and an increase in Street Maintenance Materials. With the
streets project bond winding down more material expenses for road repairs will
be needed in the General Fund.
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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 and greenbelts to connect parks, neighborhoods, churches,
schools, public facilities, and municipal buildings.
PARKS, RECREATION AND COMMUNITY SERVICES
DEPARTMENTAL DESCRIPTION
The maintenance and management of 377.59 acres of park land, to include the
maintenance of municipal facilities, creek ways, 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 park land and facilities. 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
Executive Director
Operations
Parks, Recreation &
Community Services
PARKS, RECREATION & COMMUNITY SERVICES 2010-112011-12 2012-13
Director of Parks, Recreation & Community Services 11 1
Park Foreman 11 1
Parks Manager 11 1
Senior Administrative Assistant 11 1
Park Worker I 44 4
Seasonal Park Workers 22 2
TOTAL POSITIONS 1010 10
PARKS, RECREATION AND COMMUNITY SERVICES
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/Outputs Actual EstimateBudget
Acres of Park Land managed/1000 population 11.2111.24 11.24
Cost per Resident for Park Maintenance $18.69$17.49 $17.73
Routine Park Maintenance Hours 7,9967,240 8,100
Crescent Bend Nature Park
Estimated Annual Maintenance $50,000$50,000 $50,000
2010-11 2011-12 2012-13
Efficiency Actual EstimateBudget
Acres of Contractual Mowing 21.621.6 21.6
Acres of Athletic Association Maintenance 68.668.6 68.6
Hours of Community restitution/Volunteer
Service 1,3303,911 4,000
Hours of Athletic Association Service 5,0005,000 5,000
2010-11 2011-12 2012-13
Effectiveness Actual EstimateBudget
Cost Benefit for Athletic Association Field
Maintenance $92,650$106,650 $106,650
Cost Benefit for Community
Restitution/Volunteer Hours $24,645$83,109 $85,000
Percentage of Parks in good Condition 98%98% 98%
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel $469,633$479,402 $504,313
Supplies 32,10038,405 41,905
Utility Services 150,258138,000 143,800
Operations Support 881350 350
Staff Support 7,1768,573 8,823
Professional Services 44,86162,610 45,610
Maintenance Services 24,00021,500 19,500
Rental/Leasing 43,17842,200 42,200
Operating Equipment 6,8870 3,000
Capital Outlay $191$0 $0
Total $779,166$791,040 $809,501
PARKS, RECREATION AND COMMUNITY SERVICES
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget increased 2.3% over the FY 2011-12 year end
estimates. The increase is due to higher personnel expenses. There will be no
change in operations.
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.
POOL
ORGANIZATIONAL CHART
City Manager
Executive Director
Operations
Parks, Recreation &
Community Services
Pools
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/Outputs Actual EstimateBudget
Revenue per year $29,300$29,700 $29,700
Days open per year 6767 67
In-House Pool Renovation Hours 100100 100
Daily Admissions Northcliffe Pool $5,000$5,200 $5,200
Daily Attendees Northcliffe Pool 4,1004,200 4,200
Daily Admissions Schertz Pool $18,000$18,200 $18,200
Daily Attendees Schertz Pool 16,20016,400 16,400
Season Pool Pass Sales $6,400$6,500 $6,500
2010-11 2011-12 2012-13
Efficiency Actual EstimateBudget
Cost per resident Pool Operation $7.43$7.43 $7.43
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Supplies $16,264$16,700 $20,700
Utility Services 23,31229,000 29,000
Staff Support 166925 925
Maintenance Services 190,192199,378 203,378
Rental/Leasing 378500 500
Total $230,312$246,503 $254,503
POOL
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget increases 3.2% from FY 2011-12 year end estimates.
The increase is due to anticipated increase in pool chemicals to maintain water
quality.
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 whichprovide 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:
Upgrade audio-visual capabilities in Civic Center.
o
Landscape, audio-visual at North Center.
o
Upgrade kitchen, electrical, flooring and audio-visual in Community
o
Center.
Implement new or improve existing event/crm software to enhance
o
functionality and communication
Continue to perform inspection of facilities and schedule necessary
o
repairs in a timely manner.
Market the Event Facilities to off-set operation of the facilities and to
generate income to obtain a 75% recovery rate:
Branding campaign: Affordable Luxury
o
Maintain membership in appropriate associations to increase
o
exposure of event facilities.
Targeted marketing packets for potential customers to increase
o
weekday business.
EVENT FACILITIES
Advertising:
o
Herald/ San Antonio Express Advertising
Regional Advertising
Meeting Planners Guide advertising
Association Leadership magazine
Maintain Chamber memberships in surrounding areas.
o
Attend various expositions to further promote the Event Facilities.
o
Make direct contact with potential customers through direct mail
o
pieces and promotional material.
Partner with ancillary service providers to generate more income for the
Event Facilities:
Catering
Bartending
Decorating Materials
Utilize the Event Facilities as a catalyst to bring the art community to
Schertz:
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.
o
DEPARTMENTAL DESCRIPTION
Perform facility tours for potential customers.
Provide information on facilities for in-bound interested leads.
Collection of payments rendered to the City for each event.
Assessment of refunds for each event.
Ensure contracts are properly signed to reduce liability to the City.
Manage upcoming events in facilities: work closely with customers on
logistics of facility and needs.
Communication with vendors to ensure proper items and services are
being reserved for each event.
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.
Target marketing material to potential customers.
Direct marketing to specific groups and leads for rentals.
Participate in vendor and public expositions for promotion of the Event
Facilities.
Host various events for City representation and marketing purposes.
Attend association meetings and functions to increase visibility.
EVENT FACILITIES
ORGANIZATIONAL CHART
City Manager
Executive Director
Support
Public Affairs
Event Facilities
EVENT FACILITIES 2010-112011-12 2012-13
Civic & Communities Coordinator 11 1
Administrative Assistant 10 0
TOTAL POSITIONS 21 1
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/OutputActual Estimate Budget
Number of events 8621,033 1,000
2010-11 2011-12 2012-13
EfficiencyActual Estimate Budget
Revenue $188,518$171,000 $186,000
Complimentary use value $34,715$19,000 $25,000
2010-11 2011-12 2012-13
EffectivenessActual Estimate Budget
Percentage Revenue to Non-Revenue 86%90% 88%
events
EVENT FACILITIES
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel Services $76,185$52,427 $56,535
Supplies 25,89817,800 27,000
Utility Services 42,89747,550 48,200
Operations Support 13,78415,000 27,332
Staff Support 8452,442 2,727
Professional Services 975350 1,600
Operating Equipment 2,0325,399 0
Total $162,617$140,968 $163,394
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget increases 15.9% from the FY 2011-12 Estimate. The
department will do more advertising to increase the occupation rate of the Civic
and Community Centers. The additional advertising funding will be transferred
from the Hotel Tax Fund.
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.
The Public Library Association has identified eighteen of the most common
clusters of services offered by public libraries and defined them as ?service
responses.? The Schertz Public Library has chosen the following service
responses as a priority.
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.
LIBRARY
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.
GOALS
Establish on-going training for staff in areas of technology and customer
service.
Foster a team environment in which staff members enjoy their work,
support one another, and know their contribution is valued, which
ultimately ensures good customer service.
Carry out a needs assessment to obtain customer feedback on library
materials and services.
Continue to enhance our web site and social media applications to
improve usability and interactivity.
Improve the collection and acceptable items-to-customer ratio by adding
and weeding titles in a variety of formats including electronic materials.
Maintain great children?s programming as well as expand our initial adult
programming offerings based on results of needs assessment.
Review and update policies and procedures with an eye toward improving
the customers? ability to do business with us and to ensure we provide
good customer service.
Increase the number of staff members to provide effective programming,
to assist patrons in the use of the facility, to allow for adequate staffing
during trainings, illnesses and absences throughout the year and to allow
ample amounts of time to plan and coordinate programs.
Locate at the library an on-site IT employee or intern who is trained in
handling routine computer hardware/software/technology issues?robust
IT support will help keep the library at the forefront of rapid technological
changes and lessen customer dissatisfaction.
Provide access to numerous databases that will make searching for
information easier and hassle-free for users as well as provide valid and
reliable information.
LIBRARY
DEPARTMENTAL DESCRIPTION
The Schertz Public Library:
Reviews, acquires, catalogs and processes a wide variety of library
materials in print, audiovisual and digital 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 high-
interest areas such as computers and computer software, health and
fitness, financial planning, and literature; and
Actively cooperates and interacts with other libraries in the region to
share ideas and stay current in library practices. The library
participated in the Alamo Area Library System (AALS), one of ten
regional public library systems in Texas until it was dissolved by the
Texas State Library and Archives Commission in FY 2012. 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
Executive Director
Support
Library
LIBRARY
LIBRARY2010-112011-12 2012-13
Library Director 11 1
Assistant Director 11 1
Adult Services Librarian 11 1
Youth Services Librarian 11 1
Library Technical Assistant 11 1
Library Clerk II 44 4
Part-time Library Clerk--Circulation (20 hours) 44 4
Part-time Library Clerk--Circulation (10 hours) 22 2
Part-time Library Clerk--Processing (20 hours) 11 1
Part-time Library Clerk--Shelving (20 hours) 11 1
Part-time Library Clerk?Children?s
Programming (20 hours) 11 1
Part-time Library Page (10 hours) 22 2
Temporary Library Clerk 11 1
TOTAL POSITIONS 212121
PERFORMANCE INDICATORS
2010-112011-12 2012-13
InputActualEstimateBudget
Service population*60,86977,631 77,631
Total Staffing FTE 13.513.5 13.5
Circulation Staffing FTE 7.56.5 6.5
Total Operating Budget**$831,838$824,219 $857,229
Total Materials Collection 79,90485,000 89,000
Registered Borrowers 28,58929,000 30,000
Materials Budget $62,593$65,000 $80,000
2010-112011-12 2012-13
Workload/OutputActualEstimateBudget
Circulation per Capita6.805.33 5.35
Library Visits per Capita 4.193.28 3.30
Program Attendance per Capita .23.19 .21
Collection Turnover Rate 5.184.87 4.66
Total Circulation 414,074414,000 415,000
Total Library Visits 254,934255,000 256,000
Total Program Attendance 13,76714,500 16,000
LIBRARY
2010-112011-122012-13
EfficiencyActualEstimateBudget
Cost per Person Served$13.67$10.62 $11.04
Cost per Circulation $2.01$1.99 $2.07
Circulation per Circulation FTE 55,21063,692 63,846
2010-112011-12 2012-13
EffectivenessActualEstimateBudget
Percentage of Service Population With
Library Cards 46.9737.36 38.64
Materials Expenditures per Capita1.010.84 1.03
Materials Expenditures as a Percentage
of Operating Budget (Striving for 20%) 7.527.89 9.33
Items per Capita (Striving for 3 items per
Capita)1.311.09 1.15
2010-112011-122012-13
BudgetActualEstimateBudget
Personnel Services $680,861$688,209$706,208
Supplies14,91412,00012,000
Utility Services 55,85950,50051,000
Operations Support 1,5261,2003,500
Staff Support 1,7202,7704,040
Professional Services 2,0653,3402,225
Maintenance Services 1,8002,4002,400
Operating Equipment73,09365,00075,000
Total$831,838$825,419$856,373
*Service population determined by Texas State Library
**Does not include capital items
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget increased by 3.8% from FY 2011-12 year end estimates
with an increase in personnel expenditures and library materials. Additional
library materials are required to meet our service population.
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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.
.
.
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
Executive Director
Development
Parks, Recreation, &
Community Services
Animal Services
ANIMAL SERVICES 2010-112011-12 2012-13
Manager 11 1
Officer 55 5
TOTAL POSITIONS 66 6
ANIMAL SERVICES
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/Output Actual EstimateBudget
Animals brought in by staff 7341131 1,300
Animals brought in by public 592470 530
Calls for service per year 1,7101,770 1,800
Animals saved via adoption, redemption,
transfer 1,150772 1,000
2010-11 2011-12 2012-13
Efficiency Actual EstimateBudget
Training cost per staff member $277$833 $1,000
2010-11 2011-12 2012-13
Effectiveness Actual EstimateBudget
Animals licensed 684768 860
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel $294,012$262,056 $300,953
Supplies 20,32121,200 23,500
Utility Services 11,59211,475 11,200
Operations Support 0250 500
Staff Support 2,00311,433 12,760
City Assistance 11,95413,500 13,500
Professional Services 12,0179,908 13,500
Maintenance Services 3,8916,420 7,280
Operating Equipment 9,5076,500 9,000
Total $365,297$342,742 $392,193
PROGRAM JUSTIFICATION AND ANALYSIS
There is an increase in the FY 2012-13 Budget from the FY 2011-12 Estimate by
14.4%. This increase is due to a higher than anticipated turnover rate in FY
2011-12 which is not expected to affect the following year.
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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.
INFORMATION TECHNOLOGY
ORGANIZATIONAL CHART
City
Manager
Executive Director
Support
Information
Technology (IT)
INFORMATION TECHNOLOGY 2010-11 2011-12 2012-13
Director 1 11
Senior Systems Engineer 1 1 1
Computer / Web Technician 1 1 1 1
Computer Technician I 1 1 1
Public Safety Tech (paid by PD) 1 1 1
TOTAL POSITIONS 5 5 5
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/Output
Actual Estimate Budget
Work Orders per month93153 165
Man-hours per month spent on work orders 300282 350
Web development / management 580455 650
New Systems Implementation1250 2500
Computers/Users/Devices managed
-Computers 400425 430
-Servers (Includes real and virtual servers) 4228 35
-Cameras (security) 4267 75
-Copiers / Printers / Multi-Function Printers 4849 49
-Network devices (switches, wireless access
points, etc.) 2832 48
-Communications Equipment (phones, fax
machines, aircards, etc.)
740760 775
-Active Users 305320 330
INFORMATION TECHNOLOGY
2010-11 2011-12 2012-13
Efficiency Actual EstimateBudget
Network Downtime Rate (unplanned) 0%0% 0%
Maintenance requests resolved in 2
workdays 85%90% 90%
Response time for public safety vehicle IT
issues24 hours24 hours 24 hours
Public safety communications uptime rate 100%100% 100%
Average hours per work order2.73.2 2.5
Supported Burden : staff (Industry Std
60:1) 325:1350:1 353:1
2010-11 2011-122012-13
Output Actual EstimateBudget
Number of days any city department
operationally down due to planned IT
maintenance issues annually 1.01.0 1.0
Number emails processed monthly
(approx) 59,66388,774 115,000
Number spam messages filtered monthly
(approx) 25,54043,362 55,000
2010-11 2011-12 2012-13
Effectiveness Actual EstimateBudget
Prevention of virus attack attempts 91%100% 100%
2010-11 2011-122012-13
Budget Actual EstimateBudget
Personnel $264,163$275,173 $275,203
Supplies 1,091638 3,000
City Support Services 430,296300,000 395,762
Utility Services 142,265148,181 167,866
Staff Support 11,00314,774 18,250
Professional Services 00 2,500
Maintenance Services 15,08311,927 8,000
Operating Equipment 166,86277,700 106,500
Capital Outlay 031,266 0
Total $1,030,761$859,659 $977,081
INFORMATION TECHNOLOGY
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget increases by 13.7% from the FY 2011-12 Estimate. This
increase is due to higher computer software maintenance fees and license
expenses.
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.
HUMAN RESOURCES
ORGANIZATIONAL CHART
City Manager
Executive Director
Support
Human
Resources
HUMAN RESOURCES 2010-112011-122012-13
Director 111
Senior Generalist 111
Generalist 011
Administrative Assistant 011
Clerk 100
TOTAL POSITIONS 344
PERFORMANCE INDICATORS
2010-11 2011-122012-13
Workload/Output Actual EstimateBudget
Job Announcements Posted 52 58 65
Applications received for Open Positions 1730 2600 3458
Positions Filled 62 76 90
Full Time Positions Filled 45 56 67
Part Time Positions Filled 17 20 23
Number of Workers Comp Reports
Completed59 36 30
Terminations 38 5470
Full Time Terminations 28 46 64
Part Time Terminations 10 8 6
Past Due Evaluations YTD 842 474 538
Evaluations coordinated 318 356 359
FMLA Offers 19 26 34
Job Description Coordinations 32 28 25
Position Assignments Tracked 87 130 173
Average Staffing 313 316 319
2010-11 2011-122012-13
Efficiency Actual EstimateBudget
Job Announcements Processed (hours) 26 14 32.5
HUMAN RESOURCES
Full Time Hires Time per Hire (hours) 360 464 720
Part Time Hires Time per Hire (hours) 68 88 108
Full Time Terminations Time per Term
(hours) 112 168223
Part Time Terminations Time per Term
(hours) 20 1612
Time to Track Evaluations (hours) 318 356 395
Time to Track Past Due Evaluations
(hours) 842 538237
Background checks
(hours) 186 228270
Applications HR Screened (hours) 288 433 576
E-Verify I-9 Checks (hours) 13 14.5 16.25
Training Recorded (hours) 2 2 2
Certifications Recorded (hours) 4 6 8
Education Recorded (hours) 10 6 4
Driving Records Tracked (hours) 156.5 316 474
Training Time (hours) 56 48 40
2010-11 2011-122012-13
Effectiveness Actual EstimateBudget
Turnover Rate 13.1% 15% 17%
2010-11 2011-122012-13
Budget Actual EstimateBudget
Personnel Services $210,089$255,160 $312,132
Supplies 7691,329 1,329
Human Services 34,682$40,831 $55,156
Operations Support 10,8899,800 16,596
Staff Support 7,36410,865 14,897
City Assistance 8,9229,860 9,860
Operating Equipment 04,302 0
Total $272,714$332,147 $409,970
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget increased by 23.4% from FY 2011-12 year end
estimates. This increase is due to full year funding of the Human Resources
director that was hired late FY 2011-12.
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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.
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
Executive Director
Support
Finance
FINANCE 2010-112011-122012-13
Finance Director 111
Assistant Director 111
Staff Accountant 111
Financial Analyst 111
Senior Payroll Specialist 011
Senior AP Specialist 011
Finance Clerk 200
TOTAL POSITIONS 666
FINANCE
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Efficiency Actual EstimateBudget
Accounts payable checks/full time employee 4,6204,578 4,692
Payroll checks/full time employee 9,0959,338 9,570
2010-11 2011-12 2012-13
Effectiveness Actual EstimateBudget
Certificate of Achievement for Excellence in
Financial Reporting YesYes Yes
Monthly Financials completed within 30 days 78 12
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel Services $416,664$429,291 $444,151
Supplies 3,2312,750 3,500
Operations Support 476500 300
Staff Support 10,19714,095 16,060
Rental/Leasing 01,500 2,230
Operating Equipment 1,078266 0
Total $431,646$448,402 $466,241
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget increases 4.0% from FY 2011-12 Estimate with the
increase stemming from higher personnel costs.
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.
PURCHASING & ASSET MANAGEMENT
Use supply contracts and co-ops in order to improve delivery time of
particular items and to take advantage of quantity discounts.
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.
PURCHASING & ASSET MANAGEMENT
Establish and update all associated City policies, manuals, and documentation
as they pertain to this department.
ORGANIZATIONAL CHART
City Manager
Executive Director
Support
Finance
Purchasing
& Asset Management
PURCHASING & ASSET MGMT. 2010-112011-122012-13
Director 110
Assistant Director 001
Senior Purchasing Specialist 111
Administrative Assistant 111
Risk & Safety Specialist 111
TOTAL POSITIONS 444
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/Output Actual EstimateBudget
Purchase Orders (Processed) 918085
Bids 789
Contracts (Initiated) 282525
Meeting with Vendors 96100 100
Meetings (Internal) 263335
Auction Revenue (Property) $3,692$6,501 $5,000
Auction Revenue (Vehicles) $23,210$15,013 $18,000
PURCHASING & ASSET MANAGEMENT
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel $233,937$239,927 $248,499
Supplies $15,144915950
Utility Services 410600600
Operations Support 6125100
Staff Support 6,0296,671 7,875
Operating Equipment 07,591 250
Total $255,581$255,729 $258,274
PROGRAM JUSTIFICATION AND ANALYSIS
The department?s FY 2012-2013 budget increased by 1.0% from the FY 2011-
2012 ending estimates. There is no change in operations.
DEPARTMENT: 877 FLEET MAINTENANCE
FUND: 101 GENERAL FUND
VISION STATEMENT
The Primary function of the Fleet Service Division is to 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
Executive Director
Operations
Public
Works
Fleet
Services
FLEET MAINTENANCE
FLEET SERVICES 2010-112011-12 2012-13
Fleet Superintendent 00 0
Fleet Services Supervisor 01 1
Fleet Services Foreman 11 0
Fleet Mechanic II 00 1
Mechanic I 12 2
Mechanic Helper 10 0
TOTAL POSITIONS 44 4
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/OutputActualEstimateBudget
Police Department Vehicles and Equipment385402 406
EMS Vehicles and Equipment 246250 241
Streets Vehicles and Equipment 213218 199
Administration
33 3
Animal Control 1616 17
Facilities Maintenance 2525 26
Fire Vehicles and Equipment 106115 111
Fleet Service 109 10
Inspection 1416 17
Marshal Service 2423 23
Parks Vehicles and Equipment 9494 97
Water & Sewer Vehicles and Equipment 213205 209
Drainage Vehicles and Equipment 112119 123
Economic Development 33 3
Purchasing 32 2
Motor Pool 119 9
Total Work Orders Issued 1,4791,509 1,496
Number of after hour calls 4646 48
2010-11 2011-12 2012-13
EfficiencyActualEstimateBudget
% of all vehicles and equipment issues
resolved without recall. 97%97% 97%
FLEET MAINTENANCE
2010-11 2011-12 2012-13
EffectivenessActualBudgetBudget
Average Field Service Calls, Vehicle and
Equipment Failures 123143 150
Average response time for emergency
repair, minutes 4040 40
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel Services $168,751$215,698 $219,091
Supplies 119,512126,300 143,650
City Support Services 1,5001,500 2,400
Utility Services 5,2237,200 7,200
Operations Support 750750 400
Staff Support 2,1403,835 4,500
Maintenance Services 54,76450,100 65,750
Rental/Leasing 185500 200
Operating Equipment 4,1145,000 5,000
Capital Outlay 25,8690 0
Total $382,808$410,883 $448,191
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget increased by 9.1% from the FY 2011-12 ending
estimates. This increase is for more vehicle replacement parts and outside
repairs as this department is seeing more service requests that are also more
expensive than in years past. This increase in service activity is partially offset by
insurance reimbursements.
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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.
2010-11 2011-12 2012-13
Budget Actual EstimateProposed
Utility Services $214$0 $0
City Assitance 52,00052,000 52,000
Total $52,214$52,000 $52,000
PROGRAM JUSTIFICATION AND ANALYSIS
There will be no change in operations.
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.
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Revenues $56,324$129,981 $131,300
Expenses
Non Departmental $3,230$5,150 $5,150
Festival of Angels 12,65413,050 14,750
Employee Appreciation 1,1051,626 6,000
th
4 of July Jubilee 694218 0
National Night Out 00 150
Walk for Life 30,46229,339 31,000
TML Events 0195 0
Sweetheart Event 44,38633,000 37,500
Jazzfest 00 20,000
Hal Baldwin Scholarship 10,35411,354 12,000
Other Events 20010,200 4,750
Total $103,085$104,132 $131,300
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue
The expenses are covered by transfers from the General Fund and the Hotel
Fund.
Expenses
The expenses increased by 26% in the FY 2012-13 Budget from FY 2011-12
year end estimates. In FY 2012-13 the City will hold a new event called Jazzfest
in the spring which will feature a crawfish boil and jazz music.
FUND: 110 Public, Educational, and
Government (PEG) Access Fund
DESCRIPTION
The PEG Fund is dedicated to provide communication infrastructure in the City.
This will allow the City to better reach the citizens with necessary information.
This fund is commonly used for public access television. Current the level of
funding from the collected fees is not great enough to warrant a public access
channel but could be used so in the future.
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Revenues $317,455$92,563 $131,000
Expenses
Utility Services 033,000 33,000
Capital Outlay 050,000 98,000
Total $0$83,000 $131,000
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue
Revenues are expected to increase by 41.5% for the FY 2012-13 Budget from
FY 2011-12 ending estimates. This increase is cause by a $33,000 transfer from
reserves to help fund the infrastructure expenses related to the Master
Communication Plan presented to council.
Expenses
The FY 2012-13 Budget increased 57.8% from the FY 2011-12 year end
estimates. This is due to the first phase of the Master Communication Plan which
is scheduled to be completed in FY 2013-14.
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.
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Revenue
Taxes $3,433,642$4,281,098 $5,254,156
Fund Transfers 6,7920 55,000
Miscellaneous 3,230,645391,039 381,625
Total $6,671,079$4,672,137 $5,690,781
Expenses
Professional Service $89,903$77,761 $42,350
Debt Service 3,841,7134,610,682 5,220,002
Other Financing Sources 2,908,4280 0
Total $6,840,044$4,688,443 $5,262,352
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues
Revenues will increase for the FY 2012-13 Budget by 12.2% over the FY 2011-
12 ending estimates. This increase is a result of the Interest and Sinking property
tax rate increasing to support the second half of the bonds approved by voters in
2010.
Expenses
The FY 2012-13 Budget will increase by 12.2% from the FY 2011-12 Estimate
with the addition of a new bond to complete the natatorium, soccer fields,
baseball fields, and the Main Street renovation projects.
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.
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Revenues
Franchises $229,295$182,447 $187,920
Fees 14,682,74414,410,690 14,655,376
Fund Transfers 80,616484,674 1,419,298
Miscellaneous 342,666432,038 430,148
Total $15,335,321$15,509,849 $16,692,742
Expenses
Non Departmental $58,365$0$0
Business Office 540,063568,693 615,844
W&S Administration 13,739,90414,188,707 14,761,195
Projects 0725,160 1,302,000
Total $14,338,332$15,482,560 $16,679,039
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue
The revenue for the FY 2012-13 Budget will increase 7.6% from the FY 2011-12
Estimate. This increase is due from a transfer from reserves to fund capital
projects.
Expenses
The expenses for the FY 2012-13 Budget increased 7.7%. This is mainly due to
the start of new water line replacement projects and solving the Northcliffe sewer
infiltration problem.
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.
BUSINESS OFFICE
ORGANIZATIONAL CHART
City Manager
Executive Director
Operations
Public
Works
Business Office
BUSINESS OFFICE2010-112011-12 2012-13
Business Office Manager 11 1
Business Office Assistant Manager 11 1
Solid Waste Coordinator/Debt Collections Clerk 11 1
Senior Utility Billing Clerk/Cash Collections Clerk 11 1
Utility Billing Clerk 33* 3*
Meter Tech I 22* 2
Meter Tech II 11 1
Administrative Floating Clerk 10 0
TOTAL POSITIONS 111010
*One position is unfunded
PERFORMANCE INDICATORS
2010-11 2011-122012-13
Workload/OutputActualEstimateBudget
Water meter/accounts 11,96212,16912,519
Sewer accounts 10,83911,18911,539
Garbage accounts 11,04211,39211,742
2010-112011-122012-13
EfficiencyActualEstimateBudget
Meters per meter tech 3,9874,0564,173
Accounts per clerks 2,9913,0423,129
BUSINESS OFFICE
2010-11 2011-122012-13
BudgetActualEstimateBudget
Personnel Services $406,554$381,729$436,694
Supplies3,5095,4004,600
Human Services 0100100
City Support Services 00 1,000
Operations Support 96,649109,500113,000
Staff Support 2,8295,6367,150
Professional Services 18,19720,89523,000
Fund Charges/Transfers 020,00020,000
Maintenance Services 6,2089,3009,500
Operating Equipment6,1186,133800
Capital Outlay 010,0000
Total$540,063$568,693$615,844
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget increased 8.3% from the FY 2011-12 year end
estimates. The increase in personnel expense was due to funding a previously
unfunded Meter Technician I position was offset by fewer equipment purchases.
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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.
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
Executive Director
Operations
Public
Works
Administration
PUBLIC WORKS 2010-112011-12 2012-13
Director 11 1
Superintendent of Streets and Fleet 10 0
Coordinator 10 0
Senior Administrative Assistant 01 1
Inspector 11 1
Clerk/Dispatcher 11 1
Schertz-Seguin Local Government Corp Gen Mgr 11 1
Water & Sewer Supervisor 11 1
Water & Sewer Foreman 11 1
Serviceman III 21 1
Serviceman II 44 4
Serviceman I 88 8
TOTAL POSITIONS 2220 20
PUBLIC WORKS WATER AND SEWER
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/Output Actual EstimateBudget
Water Accounts 11,96212,169 12,519
Miles of Water Main 192194 198
Miles of Sewer Main8486 90
2010-11 2011-122012-13
Efficiency Actual EstimateBudget
Gallons Pumped (Edwards), acre feet 329200 200
Gallons Received (SSLGC), acre feet 5,1125,919 6,400
Gallons Distributed ACFT, acre feet 5,0034,792 4,900
2010-11 2011-12 2012-13
Effectiveness Actual EstimateBudget
New Meter Installed 373312 357
New Service Taps 1015 25
Water Service Calls 504505 515
Water Main Break, Service Repair Calls 409433 485
Sewer Backup and Repair Calls 144160 185
PUBLIC WORKS WATER AND SEWER
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Personnel Services $1,177,187$1,175,383 $1,184,013
Supplies 147,211198,100 $199,050
Human Services 641,000 1,000
City Support Services 48,48573.999 77,500
Utility Services 2,820,9142,877,444 2,727,313
Operations Support 6,1257,350 9,250
Staff Support 21,43823,900 31,500
City Assistance 7891,000 1,912
Professional Services 219,878187,400 212,400
Fund Charges/Transfers 3,785,0032,657,007 3,137,047
Maintenance Services 5,278,7085,583,900 5,586,250
Other Costs 29,83235,000 40,000
Debt Service 176,5791,230,353 1,353,891
Rental/Leasing 2,5094,900 6,070
Operating Equipment 25,1838,364 6,000
Capital Outlay 0113,607 188,000
Total $13,739,904$14,188,707 $14,761,195
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2012-13 Budget increased 4.0% from FY 2011-12 year end estimates.
The Interfund charge for the Water & Sewer Fund changed. This charge was 5%
of water and sewer revenue along with 3% of garbage fees and a list of direct
itemized charges. The new model is a flat 10% on sale of water, 7.5% on sewer
charges, 3% of the garbage revenue, and the itemized charges were removed.
The Debt Service payments are scheduled to increase and a new tanker truck
will be purchased in FY 2012-13.
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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 by adding a Storm water Manager
to implement & manage Phase II Storm water program to keep in
compliance with the state.
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-of-
ways, 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.
PUBLIC WORKS DRAINAGE
ORGANIZATIONAL CHART
City Manager
Executive Director
Operations
Public
Works
Drainage
DRAINAGE2010-112011-122012-13
Assistant Public Works Director 011
Stormwater Manager 001
Superintendent of Utilities 100
Drainage Foreman 111
Drainage Worker II 222
Drainage Worker I 333
TOTAL POSITIONS 778
PERFORMANCE INDICATORS
2010-112011-12 2012-13
Workload/OutputActualEstimateBudget
Acres of Alleys Mowed 6.256.256.25
Acres of Rights-Of-Way Mowed 45.3954.2657.50
Acres of Drainage Ditches Mowed 157.75204.75209.84
2010-112011-122012-13
EfficiencyActualEstimateBudget
Approved Monthly Operating Expenditures$47,972$53,100 $67,617
Total Drainage Fee Collected $714,443$710,500 $998,157
2010-112011-12 2012-13
EffectivenessActualEstimateBudget
Hours ROW Maintenance & Mowing 2,7553,2003,500
Hours Drainage Mowing 1,3411,5671,600
Hours Drainage Structure Maintenance3,5403,0003,000
PUBLIC WORKS DRAINAGE
2010-112011-12 2012-13
BudgetActualEstimateBudget
Revenue
Fees$714,443$709,600 $998,157
Fund Transfers 23,2970 0
Miscellaneous(21,437)900 800
Total$716,303$710,500 $998,957
Expenses
Personnel$345,714$320,389$447,406
Supplies3,9718,3008,300
Human Services 0325325
City Support Services 5,83217,50028,855
Utility Services 19,87524,18828,888
Operations Support 01,460 2,460
Staff Support 5,2087,8007,875
City Assistance 15300840
Professional Services 16,70020,80065,800
Fund Charges/Transfers 172,475199,276189,136
Maintenance Services 2,03122,00022,000
Other Costs 100100200
Debt Services 3,74217,56418,091
Rental/Leasing0500 500
Capital Outlay 00 139,900
Total$575,663$640,502$960,576
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue
Revenue for the FY 2012-13 Budget will increase 40.6% from the FY 2011-12
ending estimates. This increase is due to the fee increase of $1.40 per month for
the water customers.
Expenses
The expenses for the FY 2012-13 Budget increased 50.0% from the FY 2011-12
Estimate. This increase is due to the addition of a Stormwater Manager position
that will oversee the drainage channel maintenance and development and make
sure state and federal guidelines are met in regards to storm water. The increase
also represents replacement of aging equipment needed for the maintenance of
the City?s drainage channels.
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.
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 a more sound water and sewer system.
Preliminary Engineering for 1 MG WWTP for South Schertz . Initiate
plans for the SE Quad Pump Station, 3 MIL Ground Storage and
Distribution Main for South Schertz. Also land acquisition for South
Schertz Sewer Plant.
Initiate a study to Implement Reuse Water
CAPITAL RECOVERY FUND
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
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
2010-11 2011-12 2012-13
Input Actual EstimateBudget
Water Storage Million Gallons 15.515.5 15.5
Water Connections 11,96212,169 12,519
2010-11 2011-122012-13
Effectiveness: Water Projects Actual Estimate Budget
Gallons per connection 1,3621,481 1,596
2010-11 2011-122012-13
Budget Actual EstimateBudget
Revenue
Fees $2,084,057$1,320,000 $1,924,200
Fund Transfers 46,5390 $1,542,674
Miscellaneous 236,711576,567 298,750
Total $2,367,307$1,896,567 $3,765,624
Expenses
Non Departmental $580,713$252,432 $671,624
Water Projects 0146,200 1,680,000
Sewer Projects 0267,000 1,414,000
Schaefer Road Water Improvements 05,000 0
Total $580,713$1,225,935 $3,765,624
CAPITAL RECOVERY FUND
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues
Revenues will increase by 98.5% with a transfer from reserves to fund the FY
2012-13 sewer projects.
Expenses
The non departmental expenses for the FY 2012-13 Budget will increase 166.1%
to transfer sewer impact fees collected to Cibolo Creek Municipal Authority
(CCMA). Below are a list of projects completed in FY 2011-12 and the projects
approved for FY 2012-13.
Projects Completed FY 2011-12
5 year Capital Improvement Study
Based on the Capital Improvement program and Impact fee analysis, Council
approved to changes to the fees from $3,616 to $2,934 for water Living Unit
Equivalent of average daily water usage per household (lue?s) and $1,364 to
$1,668 for sewer lue?s.
Projects to be completed FY 2012-13
East Live Oak Pump Upgrades- High and Low pressure zone pumps from 250 to
300 hp and 100 to 150 hp.
Town Creek Waste Water Collection Phase III
Schaefer Road Waterline Upgrades
Preliminary Engineering for South Schertz WWTP
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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 and
Paramedic 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.
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
Executive Director
Operations
Emergency Medical
Services (EMS)
EMS2010-112011-122012-13
Director111
Assistant Director 111
Clinical Manager 111
Office Manager 111
Senior Administrative Asst. 111
Billing Specialist 111
Billing Clerk 111
EMS Supervisor 333
Field Training Officer 333
Paramedic 212121
Training Academy Coordinator111
P/T Paramedics 151515
P/T EMT Intermediates 555
TOTAL POSITIONS 555555
EMERGENCY MEDICAL SERVICES (EMS)
PERFORMANCE INDICATORS
2010-112011-122012-13
Workload/Output
ActualEstimateBudget
Requests for EMS Service 7,4437,2857,511
Transports to Hospitals4,8014,5774,747
Collections per Transport $384.63$383.68$431.97
Students Enrolled 84104132
2010-112011-122012-13
Efficiency
ActualEstimateBudget
Students Graduated
5550 88
2010-112011-122012-13
Effectiveness
ActualEstimateBudget
EMS certification Pass Rate 90%92% 92%
2010-112011-122012-13
BudgetActualEstimateBudget
Revenue
Fees$3,232,044$3,353,541$4,149,402
Inter-Jurisdictional1,407,5511,451,412 1,486,723
Miscellaneous178,462186,500 236,500
Total$4,818,057$4,991,453 $5,872,625
Expenses
Personnel$2,661,937$2,544,712$2,815,722
Supplies272,857313,037 345,089
Human Services 654280 800
City Support Services 14,21410,277 32,500
Utility Services 119,30698,775 107,600
Operations Support 47,31143,834 45,152
EMERGENCY MEDICAL SERVICES (EMS)
Staff Support 61,67554,53560,900
City Assistance 12,8318,9009,200
Professional Services 115,071126,418166,936
Fund Charges/Transfers1,420,8051,835,2461,980,055
Maintenance Services 20,93438,70053,700
Debt Service 18,175111,671110,545
Rental/Leasing00 12,000
Operating Equipment39,07655,800117,000
Total$4,804,846$5,242,185$5,857,199
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues
Revenue for the FY 2012-13 Budget will increase 17.7% from the FY 2011-12
Estimate due to an increase in the transport fees. This increase is needed cover
expenses for the year.
Expenses
The expenses for the FY 2012-13 Budget will increase 11.7% from the FY 2011-
12 Estimate with an increase in bad debt expense related to the fee increases.
This expense is based on a percentage of the transport fee revenue. There will
also be an increase in personnel expenses with the introduction of a senior
medic program. These employees would be taught advance skills and would
assist supervisors in maintaining the stations on a day to day basis.
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SCHERTZ ECONOMIC DEVELOPMENT CORPORATION
FUND: 620-SED CORPORATION
VISION STATEMENT
To attract and expand business and industry to ensure a fiscally-responsible
community that emphasizes a continued commitment to economic prosperity,
workforce opportunities and high quality of life.
MISSION STATEMENT
The mission of the Schertz Economic Development Corporation (EDC) 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.
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
Economic
Development
AdministrativeAnalyst Specialist
Assistant
ECONOMIC DEVELOPMENT 2010-112011-12 2012-13
Executive Director 01 1
Economic Development Analyst 01 1
Economic Development Specialist II 10 0
Economic Development Specialist I 01 1
Administrative Assistant 11 1
TOTAL POSITIONS 24 4
ECONOMIC DEVELOPMENT
PERFORMANCE INDICATORS
2010-11 2011-12 2012-13
Workload/Output Actual EstimateBudget
Number of inquiries/prospects assisted 1660 75
Number of companies visited in BRE
(Business, Retention & Expansion)
Program 510 25
Attendance at business seminars 610 20
Number of Trade shows attended 312 10
Number of businesses from target
industries interested in locating 48 15
Number of firms receiving assistance
from ED (by type of assistance) 1215 15
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Revenue
Taxes $2,352,177$2,611,345 $2,837,710
Fund Transfers 100,0000 0
Miscellaneous 25,61523,950 17,450
Total $2,477,792$2,611,345 $2,837,710
Expenses- Non Departmental
Supplies $21,31928,900 0
Utility Services 80,78289,200 0
Maintenance Services 71,35765,600 0
Operating Equipment 6,9990 0
Total Non Departmental $180,458$183,700 $0
Expenses- Economic Development
Personnel Services $156,231$210,389 $294,593
Supplies 2,087904 2,200
Human Services 00 200
City Support Services 19,27028,036 16,500
Utility Services 2,9732,150 5,950
Operations Support 53,12741,892 166,100
Staff Support 74,21886,910 20,250
City Assistance 0300,000 1,025,000
Professional Services 254,422228,680 97,500
Fund Charges/Transfers 469,757472,810 615,647
Debt Service 428,107428,330 428,504
Operating Equipment 1,3721,363 2,000
ECONOMIC DEVELOPMENT
Total Economic Development $1,461,564$1,801,464 $2,674,444
Total Projects $1,005,680$0 $0
Total Schertz Economic Development $2,660,930$1,985,164 $2,674,444
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues
For FY 2012-13, tax revenue is expected to increase by 9% from FY 2011-12
estimates. The main cause of this increase is the general improvement in the
economy.
Expenses
The Non Departmental category supplied maintenance and general building
supplies to the emergency service buildings. This section is being incorporated
into the General Fund and will be reimbursed that amount by the Economic
Development Corporation with the intent of the General Fund assuming the total
cost of the maintenance in 3 years.
The Economic Development Department?s FY 2012-13 Budget will increase
48.5% from the FY 2011-12 ending estimates. Part of this increase is the
reimbursement for the emergency service building maintenance which will
decrease every year until the General Fund is fully responsible for its own
buildings. The EDC has also created two major funds, The Development
Incentive Fund and the Impact Fee Matching Fund. These funds will be used to
assist economic development efforts in the coming year and will have a budget of
$500,000 each.
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.
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Revenue
Taxes $391,181$469,417 $492,417
Miscellaneous 985300 300
Total $392,166$469,717 $492,717
Expenses
Supplies $3,306$2,200 $2,000
City Support Services 79,63185,548 68,378
Operations Support 65,36843,000 102,000
Professional Services 2,002,500 2,800
Fund Charges/Transfers 190,221193,876 248,767
Operating Equipment 050,000 50,000
Capital Outlay 00 8,000
Total $341,026$364,124 $481,945
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue
The revenue is expected for the FY 2012-13 Budget by 4.9% from the FY 2011-
12 ending estimates.
Expenses
Expenses for the FY 2012-13 Budget will increase by 32.4% from the FY 2011-
12 Estimate. This increase will be used toward a greater advertising program
designed to reach out beyond Texas to create interest in our City and City
events. The transfers will increase to fund the new event call Jazzfest located in
the Special Events Fund.
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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.
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Revenue
Fees $121,573$235,520 247,025
Miscellaneous 639520 62,025
Total $122,212$235,520 $247,025
Expenses
Parkland Dedication $85,428$199,281 $107,600
Tree Mitigation 33,94548,500 96,525
Total $119,372$247,781 $204,125
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue
The revenues for the FY 2012-13 Budget are expected to increase by 4.9% from
FY 2012-13 with the continued development around Schertz.
Expenses
The FY 2012-13 Budget decreased by 17.6% from the FY 2011-12 Estimate with
the completion of previously approved Parkland Dedication projects. Tree
Mitigation will increase due to tree donations for the new soccer complex.
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.?
2010-11 2011-12 2012-13
Budget Actual EstimateBudget
Revenue
Fees $717$500 $500
Fund Transfers 3,2302,802 5,150
Total $3,947$3,302 $5,650
Expenses
Supplies $2,037$1,000 $2,000
Operations Support 8431,800 1,000
Staff Support 00 2,650
Operating Equipment 1,066502 0
Total $3,947$3,302 $5,650
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues
No change in revenue.
Expenses
No significant change in expenses.
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
th
programs-like SchertzFest and the 4 of July Jubilee.
2010-112011-12 2012-13
BudgetActualEstimateBudget
Revenue
Fees$199,776$177,090 $255,775
Fund Transfers 20,00020,000 20,000
Miscellaneous48,00851,845 44,600
Total$267,784$248,935 $320,375
Expenses
Non Departmental $7,014$13,944 $8,435
th
4 of July Jubilee 144,35597,169152,082
Schertz Fest 85,29386,750111,245
Total$236,662$197,863$271,762
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues
Revenues will increase by 28.7% with a higher attendance rate of the events by
the public.
Expenses
Expenses will increase by 37.3% for the FY 2012-13 Budget from the FY 2011-
12 ending estimates to accommodate a bigger audience at the two festivals.
BUDGETEDYTD
COSTSCOSTSSTATUS
SUMMARY OF WORKING CAPITAL PROJECTS
2005 BOND - PUBLIC IMPROVEMENTS ($3,200,000)
2007 BOND - $9,915,000
911Towncreek Project6,600,000$6,094,257ON GOING
912EMS - Vehicles & Equipment500,000 500,000COMPLETE
912Public Works - Machinery & Equipment665,000 665,000COMPLETE
913Communication Equipment850,000 849,736COMPLETE
994EDC Projects1,300,0001,300,000COMPLETE
TOTAL PROJECTS COST YTD
$ 9,915,000$9,408,993
2009 BOND - $6,600,000
969Recreation Center1,000,000$1,517,573COMPLETE
960Streets5,600,0003,879,651ON GOING
TOTAL PROJECTS COST YTD
$ 6,600,000$5,397,224
2011 BOND - $8,250,000
GA2NATATORIUM & PLAYSCAPE RELOCATION2,535,500$ 121,227ON GOING
GA3SOCCER FIELDS IMPROVEMENTS1,500,000 186,588ON GOING
GA4ATHLETIC FIELDS IMPROVEMENTS1,500,000 21,850ON GOING
GA6SCHERTZ ANIMAL SERVICES FACILITY2,250,000 106,164ON GOING
GA9PLAYSCAPE RELOCATION PROJEC464,50015,964 ON GOING
T
TOTAL PROJECTS COST YTD
$ 8,250,000$ 451,792
2012 BOND - $7,625,000
GA10NATATORIUM & PLAYSCAPE RELOCATION3,625,000 -ON GOING
GA11SOCCER FIELDS IMPROVEMENTS2,000,000 -ON GOING
GA12ATHLETIC FIELDS IMPROVEMENTS1,000,000 -ON GOING
GA7FM 78 AND MAIN STREE1,000,00020,430 ON GOING
T
TOTAL PROJECTS COST YTD
$ 7,625,000$ 20,430