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Proposed FY 2013-14 Budget 8-27CITY OF SCHERTZ FY 2013-14 PROPOSED BUDGET ? CITY OF SCHERTZ 2013-14 BUDGET Table of Contents Interest & Sinking Fund -------------------------------------------------203 Executive Summary ----------------------------------------------1 General Fund Summary ---------------------------------------------------------------10 Revenues ---------------------------------------------------------------12 City Council ------------------------ ---------------------------------17 City Manager ----------------------------------------------------------21 Municipal Court -----------------------------------------------------25 311/Customer Relations -------------------------------------------31 Planning & Zoning --------------------------------------------------35 Legal Services -------------------------------------------- ----------41 General Services ----------------------------------------------------45 City Secretary -------------------------------------------------------51 Non-Departmental ------------------------ -------------------------55 Public Affairs -------------------------------------------------------59 Records Management ----------------------------------------------63 Schertz Magazine -----------------------------------------------------67 Engineering ----------------------------------------------------------71 Geographic Information Systems -----------------------------77 Police --------------------------------------------------------------------81 Fire Rescue ------------------------------------------------------------87 Inspections ---------------------------------- -------------------------93 Marshal Services -----------------------------------------------------99 Streets -----------------------------------------------------------------105 Parks, Recreation, & Community Services -----------------111 Swim Pools ----------------------------------------------------------117 Event Facilities -----------------------------------------------------12 Library ---------------------------------------------------------------127 Animal Services --------------------------------------------------135 Information Technology ------------------------------ -------------141 Human Resources --------------------------------------------------147 Finance ----------------------------------------------------------------153 Purchasing & Asset Management -----------------------------159 Fleet Service -------------------------------------------------------165 Building Maintenance ---------------------------------------------171 City Assistance -----------------------------------------------------177 Court Restricted Funds --------------------------------------------179 Special Events Fund ----------------------------------- ----------183 Public, Educational, and Government (PEG) Access Fund--199 Water & Sewer Summary --------------------------------------------------------------207 Business Office ---------------------- ------------------------------213 Water & Sewer Administration ----------------------------------219 Projects ---------------------------------------------------------------227 CITY OF SCHERTZ 2013-14 BUDGET Table of Contents Capital Recovery Summary --------------------------------------------------------------231 Revenues -------------------------------------------------- -----------235 Expenditures --------------------------------------------------------236 Schertz Economic Development Corporation Summary -------------------------------------------------------------- 65 Revenues --------------------------------------------------------------270 Expenditures --------------------------------------------------------271 Drainage Summary ------------------------------- ------------------------------243 Revenues --------------------------------------------------------------248 Expenditures --------------------------------------------------------249 Emergency Medical Services (EMS) Summary --------------------------------------------------------------253 Revenues --------------------------------------------------------------259 Expenditures --------------------------------------------------------260 Hotel Tax Summary --------------------------------------------------------------277 Revenues --------------------------------- ----------------------------280 Expenditures --------------------------------------------------------281 Park Fund Summary --------------------------------------------------------------283 Revenue ----------------------------------------------------------------286 Expense ---------------------------------------------------------------287 Tree Mitigation Summary ------------------------ -------------------------------------289 Revenues --------------------------------------------------------------291 Expenditures ----------------------------------------------------------292 Historical Committee Summary --------------------------------------------------------------293 Revenues --------------------------------------------------------------295 Expenditures --------------------------------------------------------296 Parks & Recreation Foundation Summary ---------------------------------------------------------------297 Revenue -------------------------- -----------------------------------299 Expenditures --------------------------------------------------------300 Glossary -----------------------------------------------------------------------305 Executive Summary General Fund Revenue The revenues for FY 2013-14 are expected to increase by 1.9% from the FY 2012-13 year end estimates. Revenue from Property Tax increased with an increase in property values and new development. Sales Tax is also expected to continue growing as the City continues to add business along with continued population growth in our local area. Expected increase in franchise payments and fees related to Municipal Court are offset by the expectation of fewer permits being filed and lower Fund Transfers as the one time transfer from the CPS Energy Community Infrastructure and Economic Development Fund. Expenses The Proposed FY 2013-14 Budget increase by 5.1% from FY 2012-13 year end estimates. This includes the annual merit program and an estimated 8% increase in health insurance premiums. Other new programs include support for Information Technology with a new Computer Technician and support for the new Animal Adoption Center with an increase in facility maintenance expenses and a new part time Facility Technician. Capital purchases include a replacement vehicle for the Marshal Service, a new email server and set up, an increase in the amount of desktops to be replaced, 2 replacement vehicles funded by the Water & Sewer Fund for Streets, and improvements to the Council Chambers funded by restricted revenues. City Council The Proposed FY 2013-14 Budget will decrease 1.2% from the FY 2012-13 year end estimate. Having November elections only will decrease expenditures for notices and election support. Staff Support will decrease due to training costs being higher in FY 2012-13 than average. Personnel will increase with the expectation the Council will be fully staffed all year long. City Manager No change in operations. There will be a slight increase in Training & Travel by attending more training seminars and in personnel with the merit and new health insurance rates. Municipal Court The Proposed FY 2013-14 Budget increases by 11.0% from FY 2012-13 estimates. This increase comes from from full year funding for the new Court Clerk that was started midyear with the new Traffic Safety Program. Prosecutor and Judge services will also be increasing next fiscal year. 1 311 Customer Service The FY2013-14 Proposed Budget increases 3.0% from the FY2012-13 year end estimates. This increase is due to the merit and the expected higher health insurance rates. Planning & Zoning The FY 2013-14 proposed budget will decrease by 14.2% from the FY 2012-13 year end estimates. The decrease is due to the completion of the Gateway Planning study in FY 2012-13. This decrease is partially offset by higher personnel expenses as this division returns to full staff in FY 2013-14. Legal Services No change in operations. Current level of legal services is expected in FY 2013-14. General Services The Proposed FY 2012-13 Budget increases 2.2% from FY 2012-13 year end estimates. Maintenance Services will decrease as the Building Maintenance Division takes over this function. Door lock replacements will be completed in the Emergency Services buildings and begun in the City Hall building. The Emergency Services building’s maintenance and repair were paid for by the Economic Development Corporation. As of FY 2012-13 these services will be recorded in the General Fund and reimbursed by the Economic Development Corporation. This reimbursement will decrease to zero over the course of 4 years. City Secretary The Proposed FY 2013-14 Budget will increase 4.1% from the FY 2012-13 year end estimates. The City Secretary will begin to codify the UDC semiannually increasing the expenditures in City Support Services. Non-Departmental The Proposed FY 2013-14 Budget will decrease 0.9% from the FY 2012-13 year end estimates. This decrease is due to a one time transfer to assist in the construction of the new Animal Adoption Facility. Public Affairs The Proposed FY 2012-13 Budget increases 7.9% from the FY 2012-13 year end estimates. The Professional Services is related to general design services which were previously located in with the magazine. Personnel will also increase with the vacancy of the Public Affairs Director being filled. Records Management The Proposed FY 2013-14 Budget increases 11.1% from FY 2012-13 year end estimates. There will be an increase in the amount of outside scanning and shredding of documents with the assistance of a third party firm. 2 Schertz Magazine The Proposed FY 2013-14 Budget will decrease by 8.2% from FY 2012-13 year end estimates. The reduction is due to a new printing contract which will allow the City to print the magazine at a much lower cost. Non-magazine related design services were moved to the Public Affairs budget. Engineering The Proposed FY 2013-14 Budget increases 4.9% from FY 2012-13 year end estimates with the full year funding of the City Engineer position. GIS The Proposed FY 2013-14 Budget increases by 6.1% from the FY 2012-13 year end estimates. The increase is due to a new 3 year lease agreement for a new plotter and travel to attended the Esri International User Conference. Police The Proposed FY 2013-14 Budget increased by 2.6% from the FY 2012-13 year end estimate. The increase in personnel due to merit, health insurance, and full year funding of the traffic safety program is partially offset by few equipment and capital purchases. Fire Rescue The Proposed FY 2013-14 Budget increases by 5.5% from the FY 2012-13 year end projections. Maintenance Services increased but is directly tied to revenue in the case of HAZ MAT clean up services. The personnel lines increased due to merit and the health insurance increase. Inspections The Proposed FY 2013-14 Budget increases by 4.0% from FY 2012-13 year end estimates. This increase is due to the promotion of the Administrative Assistant to an Executive Assistant who will also report to the Executive Director of Development. Marshal Services The Proposed FY 2013-14 Budget increases by 7.3% from the FY 2012-13 year end estimates. In FY 2013-14 the Marshal Services will purchase a new police package Tahoe to replace the aging Impala. Personnel will increase with the merit, new health insurance premiums, and overtime for the increased security necessary at Council Meetings and City events. Streets The Proposed FY 2013-14 Budget increases by 22.8% from the FY 2012-13 year end estimate. In FY 2013-14 the Streets Division will purchase 2 new trucks which will be reimbursed by the the Water & Sewer Fund. More street maintenance not related to bond projects will be performed. There was high turnover in personnel in FY 2012-13 resulting in lower than normal expenditures. 3 Parks The Proposed FY 2013-14 Budget decreases by 1.9% from the FY 2012-13 year end estimates. The decrease is caused by the lower maintenance required while the soccer fields are under construction. Pools The Proposed FY 2013-14 Budget remained constant with the FY 2012-13 year end estimates. The service contract for pool operations will be in its last year. Event Facilities The Proposed FY 2013-14 Budget decreases by 12.0% from FY 2012-13 year end estimates. For FY 2013-14 Event Facilities will discontinue the additional advertising reimbursed by the Hotel Tax Fund in order to boost bookings. The funds used to provide ancillary products will be reduced to match historical averages. Library The Proposed FY 2013-14 Budget increases by 2.8% from the FY 2012-13 year end estimate. The Library will increase its Operation Equipment line item in order to purchase more library materials to maintain our current level of service. This department will be sending representatives to the Texas Library Association Conference in 2014. Additional funds will be allocated to provide more landscaping services to the front of the Library. Animal Services The Proposed FY 2013-14 Budget increases by 17.6% from the FY 2012-13 year end estimate. This increase is due to the opening of the new Animal Adoption Facility. As the facility is larger and is expecting more activity expenditures related to its maintenance and operation will increase. A new part time position will be filled to assist with the ongoing maintenance of the building. Information Technology The Proposed FY 2013-14 Budget will increase by 30.8% from the FY 2012-13 year end estimate. The Administrative Assistant position in Engineering was reassigned to Information Technology in June, 2013. A Computer Technician will be added to provide additional support services as the City and technical demands grow. There will be an upgrade and replacement of the City’s messaging systems, additional computer replacements for City employees and for citizen use in the library, and the purchase of a Computer Aided Dispatch reporting server. Human Resources The Proposed FY 2013-14 Budget increases by 7.8% from FY 2012-13 year end estimates. The Personnel expenditures will increase due to having lower than expected unemployment compensation in FY 2012-13 and with the merit and health insurance increase. 4 Finance The Proposed FY 2013-14 Budget increases by 3.3% from the FY 2012-13 year end projections. The Accounting Division will send 2 employees to the Government Finance Officers Association Conference in 2014. Other increases are due to the merit and the health insurance increase. Purchasing & Asset Management The Proposed FY 2013-14 Budget increases by 4.0% from the FY 2012-13 year end estimate. The increase is due to the merit program and the increase in health insurance. Fleet The Proposed FY 2013-14 Budget increases by 6.3% from the FY 2012-13 year end estimate. The purchase of a diagnostic scanning tool for the emergency vehicles should help reduce the cost of outside repairs. Turnover in FY 2012-13 resulted in lower than average expenditures in personnel. Building Maintenance The Proposed FY 2013-14 Budget increases by 56.0% from the FY 2012-13 year end estimate. This division was separated from Facilities Maintenance, now General Services, early in the FY 2012-13. The FY 2013-14 Budget reflects the the full year funding of this function. In addition to recognizing a full year’s worth of expenditures there will also be improvements made to the Council Chambers security measures and audio/visual systems. City Assistance The City will now also contract out for a new service to provide transportation for the elderly who would otherwise may not be able to get around on their own. Special Events Fund Revenue The revenues for FY 2013-14 will increase 29.4% from FY 2012-13 estimates. This increase is due to higher transfers to cover the expenditures related to these events. Expenses The Proposed FY 2013-14 Budget increases by 36.7% from FY 2012-13 year end estimate. In Other Events there is now funding for the Steve Simonson award luncheon and funding for retirements and receptions. Public, Educational, and Governmental Access (PEG) Fund Revenue The revenues in FY 2013-14 will increase by 29.3% from FY 2012-13 with a transfer from reserves to fund the Master Communications Plan. 5 Expenses The Proposed FY 2013-14 Budget will increase 57.8% from the FY 2012-13 year end estimate. This increase is for the continued funding of the Master Communications Plan. Interest & Sinking Fund Revenues The revenues for FY 2013-14 increase by 5.1% from the FY 2012-13 year end estimate. Expenses The Proposed FY 2013-14 Budget increases by 8.0% from the FY 2012-13 year end estimate. This increase is due to the 2 new tax notes issued for the P25 compliant radios and the new fire engine. Water & Sewer Fund Revenue Revenue for the FY 2013-14 Proposed Budget will increase by 12.0% from the FY 2012-13 year end estimate. This increase is due to the fee increases and a growth in the customer base and a transfer in from reserves to fund new projects. Miscellaneous revenue will decrease as the San Antonio Water System (SAWS) will no longer be paying the City a reservation fee for the construction of waterlines within our City limits. Expenses The Proposed FY 2013-14 Budget will increase by 17.1% from FY 2012-13 13 year end estimates. The Schertz Seguin Local Government, Cibolo Creek Municipal Authority, and Bexar Waste will all be raising their services fees they charge the City. Additionally the Water & Sewer Fund will fund half of the construction on a new water tower in the southeastern quadrant of the City to provide water utilities to the developing areas. Business Office The Proposed FY 2013-14 Budget will increase by 0.2% from the FY 2012-13 year end estimate. The budget for bad debt expense will now be assigned to the Water & Sewer Administration division instead of the Business Office. Offsetting that decrease is an increase in operational costs specifically in personnel with the merit and health insurance increase and City Support Services for the reverse 911 system annual maintenance. Administration The Proposed FY 2013-14 Budget increases by 11.0% from the FY 2012-13 year end estimate. Personnel expenses will increase in FY 2013-14 through lower turnover and filling all vacancies. Fund Charges/Transfers increase with the addition of a contribution to the Cibolo Creek Municipal Authority to help with the construction of a new sewer treatment plan in the developing southern Schertz. The contribution to the Cibolo Valley 6 Local Government Corporation will increase along with addition of bad debt expense to this division. Maintenance Services increase with an increase in the cost of sewer treatment and garbage collection services. This division will also purchase 3 replacement vehicles, 2 new trucks, and a Vacuum & Router truck to help with the maintenance and repair of the sewer lines. These capital items will be purchased with the Water & Sewer vehicle and equipment replacement reserves. Capital Recovery Fund Revenues Revenues for FY 2013-14 increase by 74.2% from FY 2012-13 with a transfer in from water reserves to fund new projects. Expenses The Proposed FY 2013-14 Budget decreases by 1.2% from the FY 2012-13 year end estimate. The new projects to be funded through water capital recovery reserves are a new water tank and distribution lines in south Schertz. Projects to be completed FY 2013-14 • Preliminary engineering for the south Schertz wastewater treatment plant • Engineering for the southeast elevated water tank Drainage Fund Revenue For the FY 2013-14 Revenue will increase by 2.2% from the FY 2012-13 year end estimate. This increase is due to growth in the number of customers served by the City. Expenses The Proposed FY 2013-14 Budget increases by 17.6% from the FY 2012-13 year end estimate. This increase is due to the full year funding of the new Stormwater Manager which was approved in FY 2012-13 and drainage improvements for the Borgfeld Detention and Arroyo Verde Dietz Creek. EMS Fund Revenues Revenue for FY 2013-14 will increase by 15.3% from FY 2012-13 year end estimates due to an expected increase in service calls and transport fees. Expenses The Proposed FY 2013-14 Budget will increase by 15.0% from the FY 2012-13 year end estimate. The EMS Fund’s bad debt expense will increase along with the increase in revenue. Additional equipment will be purchased and leased in FY 2013-14 including driving computers, a new supervisor truck with emergency gear, and patient/defibrillator 7 monitors. Debt service will increase with a loan to purchase an additional ambulance. The EMS portion of the Computer Aided Dispatch service will now be paid out of the General Fund’s Information Technology Department and be reimbursed by the EMS Fund. Schertz Economic Development Corporation (SEDC) Revenues The revenue for FY 2013-14 will increase by 2.9% from the FY 2012-13 year end estimate. Sales tax revenue is expected to increase by 3% from the FY 2012-13 estimates as a result of the general improvements in the economy. Expenses The Proposed FY 2013-14 Budget will increase by 12.6% from the FY 2012-13 year end estimate. The SEDC has worked with the City Manager’s Office to remove expenses related to the ongoing maintenance and basic services of the emergency services buildings from the Economic Development budget. Beginning in FY 2012-13 these expenses were relocated to the General Fund and reimbursed by the Schertz Economic Development Corporation (SEDC). This reimbursement will be reduced by $86,245 86,245 for FY 2013-14 as part of a 4 year plan to remove all related maintenance expenses for the emergency services buildings from the SEDC budget. Professional Services will also decrease with the completion of the Gateway Planning survey in FY 2012-13 where the SEDC was responsible for 70% of the expenditures. Offsetting these decreases is an additional $500,000 in the Development Incentive Fund to meet anticipated financial responsibilities under the Economic Development Incentive Agreement with Amazon.com.kydc LLC. The SEDC has allocated funds to the TexasOne account to better reflect the SEDC’s ongoing plan to fully utilize TexasOne as a major promotional avenue for the City. There will be no change in the overall budget due to this reprioritization of expenses Hotel Motel Tax Fund Revenue The FY 2013-14 revenues increase by 5.8% from FY 2012-13 year end estimates due to a transfer in from reserves to fund one time projects. Expenses The Proposed FY 2013-14 Budget increases by 7.5% from the FY 2012-13 13 year end estimate. The increase is to help fund the council chamber renovations and the purchase of facility management software for the Event Facilities division. 8 Park Fund Revenue In FY 2013-14 revenues are expected to decrease by 32.0% from FY 2012-13 year end estimates. This decrease is due to a one time transfer from reserves in FY 2012-13 to fund projects such as improvements to the Animal Adoption Center. Expenses The Proposed FY 2013-14 Budget will decrease by 71.8% from the FY 2012-13 year end estimate due to budgeting for the construction of 2 pavilions and no other projects. Tree Mitigation Revenue Revenues for FY 2013-14 increase by 378.8% from FY 2012-13 year end estimates with a transfer from reserves to fund new projects. Expenses The Proposed FY 2013-14 Budget increases by 126.8% from the FY 2012-13 year end estimate. This increase is to fund ornamental trees for the soccer complex and Animal Adoption Center and shade trees for the soccer complex, Animal Adoption Center, and the Arroyo Verde drainage project. Historical Committee Revenues Revenues for FY 2013-14 will be set at $5,650. Expenses The Proposed FY 2013-14 Budget will be set to $5,650. Parks Parks & Recreation Foundation Revenues The FY 2013-14 revenues will decrease by 2.7% from FY 2012-13 year end estimates. Expenses The Proposed FY 2013-14 Budget will decrease 9.9% from the FY 2012-13 year end estimate. The increase in festival funding will be offset by the one-time transfer out of the Veteran’s Memorial donations into a separate fund in FY 2012-13. . 9 10 11 12 13 14 15 THIS PAGE INTENTIONALLY LEFT BLANK 16 DEPARTMENT: 150 CITY COUNCIL FUND: 101 GENERAL FUND VISION STATEMENT Community. Service. Opportunity. MISSION STATEMENT To ensure our community enjoys an exceptional quality of life and sustainable economic prosperity. GOALS AND OBJECTIVES ? Quality of Life. ? Sustainable Economic Prosperity. ? Effective Land Use. ? Regional Collaboration and Intergovernmental Cooperation. DEPARTMENT 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 appointed with a majority vote of the Council. Term dates for the Mayor Pro-Tempore position begin in February and August of each year (the election dates offset by three (3) months). Terms will sequentially rotate according to Councilmember place. 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 7 City advisory boards, committees, and commissions; and appoints and supervises the performances of the City Manager, City Secretary, City Attorney, and Municipal Court Judges. 17 CITY COUNCIL ORGANIZATIONAL CHART PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Number of ordinances passed 39 28 26 Number of resolutions passed 113 96 100 Number of memos/resolutions processed 4* N/A N/A *Discontinued use of Memo Resolutions 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Meeting Attendance rate 90% 94% 94% 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Number of Council Meetings 47 47 47 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $20,917 $19,777 $23,575 Supplies 697 605 500 City Support Services 8,142 39,613 38,000 Operations Support 7 500 300 Staff Support 16,964 23,562 20,700 Operating Equipment 0 0 0 Total $46,728 $84,007 $83,075 Citizens Mayor & City Council 18 CITY COUNCIL PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget will decrease 1.2% from the FY 2012-13 year end estimate. Having November elections only will decrease expenditures for notices and election support. Staff Support will decrease due to training costs being higher in FY 2012-13 than average. Personnel will increase with the expectation the Council will be fully staffed all year long. . 19 20 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. DEPARTMENT 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. 21 CITY MANAGER ORGANIZATIONAL CHART CITY MANAGER 2011-12 2012-13 2013-14 City Manager 1 1 1 Executive Director 3 3 3 Chief of Staff 1 1 1 Executive Assistant 2 2 2 TOTAL POSITIONS 7 7 7 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $861,685 $931,035 $946,135 Supplies 3,032 3,000 3,000 Operations Support Services 45 100 100 Staff Support 26,254 33,550 36,550 Total $891,016 $967,685 $985,785 PROGRAM JUSTIFICATION AND ANALYSIS No change in operations. There will be a slight increase in Training & Travel by attending more training seminars and in personnel with the merit and new health insurance rates. Mayor & City Council City Manager 22 23 24 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. DEPARTMENT 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. 25 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 MUNICIPAL COURT 2011-12 2012-13 2013-14 Director 1 1 1 Senior Deputy Clerk/Juvenile Case Mgr 1 1 1 Deputy Clerk 3 4 4 TOTAL POSITIONS 5 6 6 City Manager Executive Director Operations Municipal Court 26 MUNICIPAL COURT PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Charges Filed 22,778 23,082 23,690 Cases Disposed 19,530 19,834 23,382 Total Amount Collected $2,284,451 $2,778,147 $2,870,563 Amount Remitted to State $1,022,858 $1,516,554 $1,608,970 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Charges Processed per clerk 13,983 14,483 15,483 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Cases Disposed 80% 90% 80% 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $259,996 $280,954 $310,934 Supplies 1,910 2,600 2,500 City Support Services 1,000 1,000 1,000 Operations Support 2,767 4,360 4,000 Staff Support 2,764 6,900 7,340 Court Support 0 120 700 Professional Services 51,945 57,300 65,200 Maintenance Services 1,850 1,500 2,800 Operating Equipment 497 800 800 Total $322,728 $356,114 $395,274 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 11.0% from FY 2012-13 estimates. This increase comes from full year funding for the new Court Clerk that was started midyear with the new Traffic Safety Program. Prosecutor and Judge services will also be increasing next fiscal year. 27 28 29 THIS PAGE INTENTIONALLY LEFT BLANK 30 DEPARTMENT: PUBLIC AFFAIRS DIVISION: 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 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 in a timely manner. ? Provide convenient service to each customer and prevent call backs. ? Meet and exceed each customer’s expectations. DEPARTMENT DESCRIPTION Answer general incoming calls and direct them to the correct departments, when necessary. Accurately process customer requests and inquiries; create work orders and route to the appropriate department; monitor work order process through life cycle. Receive, process and answer incoming email traffic through the Customer Care email portal. Manage and update WebQA, the City’s work order system. Serve as receptionist in the City Administration Building. This department is overseen by the Public Affairs Director. 31 CUSTOMER RELATIONS/311 ORGANIZATIONAL CHART CUSTOMER RELATIONS/311 2011-12 2012-13 2013-14 Customer Relations/311 Rep 2 2 2 Customer Relations/311 Rep (PT) 1 1 1 TOTAL POSITIONS 3 3 3 PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Work Orders (311) 95 30* 35 Work Orders (For Other Depts) 450 300 400 Calls Received 68,324 47,306 50,000 Average Calls Per Day Received 300 198 300 Calls Exiting System (Answered by Other Staff) 7,000 1,300^ N/A Abandoned Calls (Hung Up) 5,982 5,230 4,000 Emails Processed for Customers 1,775 2,467 3,200 WebQA Searches by Customers 5,200 5,360 5,900 Customer at Window 2,444 4,950 5,600 *July 2012 these requests go Directly to Public Works ^no dedicated staff City Manager Executive Director Support Public Affairs General Services Customer Relations Schertz Magazine Records Management Event Facilities 32 CUSTOMER RELATIONS/311 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $102,583 $107,793 $111,085 Supplies 279 200 200 Staff Support 710 1,750 1,750 Operating Equipment 213 500 500 Total $103,785 $110,243 $113,535 PROGRAM JUSTIFICATION AND ANALYSIS The FY2013-14 Proposed Budget increases 3.0% from the FY2012-13 year end estimates. This increase is due to the merit and the expected higher health insurance rates. 33 34 DEPARTMENT: DEVELOPMENT SERVICES DIVISION: 154 PLANNING & ZONING FUND: 101 GENERAL FUND VISION STATEMENT Respect natural and historic resources, encourage redevelopment, ensure an efficient use of land, promote mixed use 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 ? Promote the Gateway Sector Plan to support the future vision of the community. ? Institute revisions to the Unified Development Code in collaboration with the Sector Plan. 35 PLANNING & ZONING DEPARTMENT 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 PLANNING AND ZONING 2011-12 2012-13 2013-14 Senior Planner 1 1 1 Planner I 1 1 1 Planner Technician 1* 1* 1* TOTAL POSITIONS 3 3 3 * Positions are unfunded. City Manager Executive Director Development Development Services Planning & Zoning Inspections 36 PLANNING & ZONING PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Plats 38 29 29 Site Plans and Master Plan 17 17 17 Variances 5 7 7 Zone Changes and Specific Use Permits 9 10 10 UDC/Comp. Plan Revisions 0 1 1 Annexation 1 0 0 All Plats $65,500 $43,500 $52,500 Site Plan, Master Plan $24,000 $25,500 $25,500 Variance $3,250 $3,500 $3,500 Zone Change, Specific Use Permit $30,500 $25,800 $25,800 Other (Zoning Letters and Additional Admin fees) $7,950 $2,700 $2,250 Total Revenue $131,200 101,000 $109,550 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $139,028 $120,680 $133,474 Supplies 1,689 2,850 2,672 Operations Support 92 750 750 Staff Support 8,800 16,160 18,850 Professional Services 78,082 41,150 150 Operating Equipment 2,112 0 0 Total $229,803 $181,590 $155,833 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2013-14 proposed budget will decrease by 14.2% from the FY 2012-13 year end estimates. The decrease is due to the completion of the Gateway Planning study in FY 2012-13. This decrease is partially offset by higher personnel expenses as this division returns to full staff in FY 2013-14. 37 38 39 THIS PAGE INTENTIONALLY LEFT BLANK 40 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. 41 LEGAL SERVICES DEPARTMENT 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 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Operations Support 6,484 12,000 12,000 Professional Services 544,310 438,000 438,000 Total $550,794 $450,000 $450,000 PROGRAM JUSTIFICATION AND ANALYSIS No change in operations. Current level of legal services is expected in FY 2013-14. Legal Services Mayor & City Council 42 43 THIS PAGE INTENTIONALLY LEFT BLANK 44 DEPARTMENT: PUBLIC AFFAIRS DIVISION: 161 GENERAL SERVICES 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 set-up and take-down services for events and functions in City Facilities DEPARTMENT 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 up for events such as City Council, Planning and Zoning, Board of Adjustment, Library Board, Department meetings, Municipal Court, training seminars, exercise classes, elections, Buffalo Valley Youth Association (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 137 events per month. Provide general services, cleaning and upkeep of City Hall, Administration Building, Police, Fire, EMS, Community Center Central, 45 GENERAL SERVICES Community Center North, City Council Chambers, Civic Center, Public Library, Visitor Center (Kramer House), YMCA, Senior Center, Purchasing building, Public Works facility, Animal Control, Fire/EMS station on I.H.35, Marion EMS station, Records and General Services building, Employee ID badges and building access This department was moved under Public Affairs in FY 2011-12. Also in FY 2012-13 this department’s Building Maintenance division was moved under Public Works. For FY 2013-14 this division will be renamed from Facilities Maintenance to General Services. ORGANIZATION CHART GENERAL SERVICES 2011-12 2012-13 2013-14 Director 1 1 1 Supervisor 1 1 1 Administrative Assistant 1 1 1 Facilities Maintenance Foreman 1 0 0 Facilities Maintenance Worker I 1 0 0 Facilities Tech I 7 7 7 P/T Facilities Tech I 4 4 4 TOTAL POSITIONS 16 14 14 City Manager Executive Director Support Public Affairs General Services Customer Relations Schertz Magazine Records Management Event Facilities 46 GENERAL SERVICES PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Square footage maintained 202,847 202,847 202,847 Events set up 1,644 1,325 1,330 City Buildings Maintained 19 19 19 Completed work orders 500 250 250 I.D. Badges made (City/Strac/YMCA ect) 220 240 260 Pest Control Services 10 12 15 Carpet Cleaning 6 8 12 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $ 6 0 3 , 986 $562,126 $569,186 Supplies 63,628 91,600 93,850 Utility Services 99,752 184,948 186,000 Staff Support 9,726 12,655 $12,147 Maintenance Services 96,696 126,907 104,950 Rental Equipment 332 458 0 Operating Equipment 7,895 14,199 48,110 Total $882,015 $992,893 $1,014,243 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2012-13 Budget increases 2.2% from FY 2012-13 year end estimates. Maintenance Services will decrease as the Building Maintenance Division takes over this function. Door lock replacements will be completed in the Emergency Services buildings and begun in the City Hall building. The Emergency Services building’s maintenance and repair were paid for by the Economic Development Corporation. As of FY 2012-13 these services will be recorded in the General Fund and reimbursed by the Economic Development Corporation. This reimbursement will decrease to zero over the course of 4 years. 47 48 49 50 DEPARTMENT: 164 CITY SECRETARY FUND: 101 GENERAL FUND VISION STATEMENT Our Vision is to support, facilitate and strengthen the City of Schertz legislative process; and to exceed customer expectations through increased interaction, expanded services, technological improvements, and continuous learning. MISSION STATEMENT The mission of the City Secretary’s Department is to provide necessary services 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. GOALS AND OBJECTIVES The goals and objectives of the City Secretary’s Department are to provide the following services for the City of Schertz: ? Public Information requests. ? 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, City Management, and state law. 51 CITY SECRETARY DEPARTMENT 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 SECRETARY 2011-12 2012-13 2013-14 City Secretary 1 1 1 Deputy City Secretary 1 1 1 TOTAL POSITIONS 2 2 2 Mayor & City Council City Secretary 52 CITY SECRETARY PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload Actual Estimated Budget Ordinances Passed and Processed 39 28 26 Resolutions Passed and Processed 113 96 100 Memo Resolutions Passed and Processed 4* N/A N/A Council Meetings Attended *Discontinued use of Memo Resolutions 2011-12 2012-13 2013-14 Efficiency Actual Estimated Budget Ordinances & Resolutions Executed within 72 hours of Council Meeting 98% 98% 98% Documents completed, signed, scanned within 48 hours of council approval 95% 94% 94% 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 98% 96% 98% 2011-12 2012-13 2013-14 Budget Actual Estimated Budget Personnel $166,334 $168,413 $171,382 Supplies 1,000 1,100 1,200 City Support Services 2,607 7,500 9,500 Operations Support 0 0 150 Staff Support 7,394 5,800 7,995 Total $177,335 $182,813 $190,227 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget will increase 4.1% from the FY 2012-13 year end estimates. The City Secretary will begin to codify the UDC semiannually increasing the expenditures in City Support Services. 53 54 DEPARTMENT: 167 NON-DEPARTMENTAL FUND: 101 GENERAL FUND DEPARTMENT 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 emergency medical services. 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Supplies $201 $0 $0 City Support Services 289,505 363,902 $445,000 Operations Support 161,026 139,548 128,000 Staff Support 97 13 100 City Assistance 481,161 699,433 786,413 Professional Services 88,300 153,650 148,650 Fund Charges/Transfers 63,270 165,000 0 Operating Equipment 0 269 0 Capital Outlay 204,762 0 0 Total $1,288,323 $1,521,429 $1,508,183 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget will decrease 0.9% from the FY 2012-13 year end estimates. This decrease is due to a one time transfer to assist in the construction of the new Animal Adoption Facility. 55 56 57 THIS PAGE INTENTIONALLY LEFT BLANK 58 DEPARTMENT: 170 PUBLIC AFFAIRS FUND: 101 GENERAL FUND VISION STATEMENT Public Affairs will become the premier government information department in the State of Texas with a primary goal of expanding information dissemination beyond traditional means; Public Affairs will involve governmental and nongovernmental entities and individuals in the collection, packaging, and distribution of information important to the whole community. MISSION STATEMENT The purpose of the Public Affairs Department is to keep internal and external audiences informed about city events, activities, policies, ordinances, leadership focus, economic growth and development, and other issues of public interest; and to promote a positive city image through development and release of professional products to news media outlets. The Public Affairs Department serves an internal audience of 329 budgeted employees and elected and appointed officials, as well as an estimated city population of 33,000. GOALS AND OBJECTIVES ? Oversee the production of Schertz 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. 59 PUBLIC AFFAIRS DEPARTMENT DESCRIPTION Publish and distribute Schertz 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, 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. The Public Affairs Director oversees this budget along with the Customer Relations/311, Facilities Maintenance, Schertz Magazine, Records Management, and Event Facilities Divisions. ORGANIZATIONAL CHART PUBLIC AFFAIRS 2011-12 2012-13 2013-14 Public Affairs Director 1 1 1 Senior Administrative Assistant 1 1 1 Client Affairs Specialist 1 1 1 Events Coordinator 1 1 1 TOTAL POSITIONS 4 4 4 City Manager Executive Director Support Public Affairs General Services Customer Relations Schertz Magazine Records Management Event Facilities 60 PUBLIC AFFAIRS PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Measures Actual Estimate Budget Press Inquiries 800 900 900 City Sponsored Events 7 8 8 Website Postings 800 1,000 2011-12 2012-13 2013-14 Efficiency Measures Actual Estimate Budget Marketing Materials Produced, per FTE 11 13 13 Average cost per Advertising Run outside of the magazine $1,045 $1,200 $1,300 Total hours spent fundraising per FTE $480 $480 $480 Average Amount of Dollars Raised for Events, per FTE $3,850 $7,500 $9,000 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Non-Magazine Advertisements 12 12 12 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $277,733 $283,558 $293,027 Supplies 2,800 3,500 3,500 Operations Support 30,650 27,100 27,050 Staff Support 3,585 4,400 5,240 Professional Services 0 0 15,000 Total $314,768 $318,558 $343,817 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2012-13 Budget increases 7.9% from the FY 2012-13 year end estimates. The Professional Services is related to general design services which were previously located in with the magazine. Personnel will also increase with the vacancy of the Public Affairs Director being filled. 61 62 DEPARTMENT: PUBLIC AFFAIRS DEPARTMENT DIVISION: 171 RECORDS MANAGEMENT FUND: 101 GENERAL FUND VISION STATEMENT Under the supervision of the Public Affairs Director, 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. ? 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. 63 RECORDS MANAGEMENT DEPARTMENT DESCRIPTION The Records Management Division performs the following functions: ? 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 stored records upon request to departments. ? Maintain inventories of records stored offsite and onsite. ? Train departments on record storage procedures. ? Work with software vendors and Information Technology concerning the electronic storage system. ? Conduct research for departments. ORGANIZATIONAL CHART RECORDS MANAGEMENT 2011-12 2012-13 2013-14 Records Management Coordinator I 1 1 1 TOTAL POSITIONS 1 1 1 City Manager Executive Director Support Public Affairs General Services Customer Relations Schertz Magazine Records Management Event Facilities 64 RECORDS MANAGEMENT PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Number of Documents scanned 16,404* 16,404* 16,404* Number of boxes stored offsite 298 298 298 Number of boxes inventoried 155 103 110 Number of cubic feet of documents destroyed 5,020 6,861 7,500 Digitize Public Work Plans (pages) 3 2 2 1 21 Digitize Commercial Plans (pages) 3 3 3 2 2 2 245 *Scanned by Records Management and other Departments 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $48,230 $48,120 $49,953 Supplies 259 200 400 Staff Support 1,110 1,460 1,860 Professional Services 7,004 12,000 17,000 Operating Equipment 0 495 0 Total $56,603 $62,275 $69,213 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases 11.1% from FY 2012-13 year end estimates. There will be an increase in the amount of outside scanning and shredding of documents with the assistance of a third party firm. 65 66 DEPARTMENT: PUBLIC AFFAIRS DIVISION: 172 SCHERTZ MAGAZINE FUND: 101 GENERAL FUND VISION STATEMENT Schertz 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 Magazine 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 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 Magazine will continue to acquire new revenue streams in order to provide superior information to readership. ? Utilize new mediums of communication for enhanced information dissemination. ? Promote city activities throughout the region and the State of Texas. 67 SCHERTZ MAGAZINE DEPARTMENT DESCRIPTION Publication and distribution of Schertz 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, SchertzFest, Artz, Doggie Dash, Employee Remembrance Day, and other City programs. ORGANIZATIONAL CHART Schertz Magazine 2011-12 2012-13 2013-14 Publications Editor 1 1 1 Account Manager 1 1 1 TOTAL POSITIONS 2 2 2 PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Measures Actual Estimate Budget Number of Staff, FTE (Full Time Equivalents) 2 2 2 Number of potential advertisers approached 300 525 600 Number of customers served (advertisers) 479 480 480 Number of Magazines Distributed 168,000 168,000 168,000 City Manager Executive Director Support Public Affairs General Services Customer Relations Schertz Magazine Records Management Event Facilities 68 SCHERTZ MAGAZINE 2011-12 2012-13 2013-14 Efficiency Measures Actual Estimate Budget Total Schertz Magazine Articles/Ads/Graphics/Photographs Produced per FTE 500 500 500 Customer Service /Retention /Design Hours per FTE (Advertisers) 125 145 160 Percentage of Magazine Contracted 47% 46% 48% Hours Contracted for Magazine Production (Writing, Ad Design, Photography, Layout, Graphics) 1,700 1,700 1,700 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Schertz Magazine Ad revenue $195,624 $220,000 $220,000 City Sponsored/Non-Revenue $32,000 $32,000 $32,000 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel Services $131,413 $130,504 $133,530 Supplies 176 200 200 Operations Support 0 200 200 Staff Support 1,249 1,946 2,005 Professional Services 286,894 300,500 260,500 Fund Charges/Transfers 0 10,000 10,000 Operating Equipment 0 0 600 Total $419,732 $443,350 $407,035 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget will decrease by 8.2% from FY 2012-13 year end estimates. The reduction is due to a new printing contract which will allow the City to print the magazine at a much lower cost. Non-magazine related design services were moved to the Public Affairs budget. 69 70 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 10 year 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 ensure adequate infrastructure is available for future development. 71 ENGINEERING DEPARTMENT DESCRIPTION Serve as technical advisor to the City Manager, City Council, and Department Heads. Directs and reviews all Public Works engineering activities. 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 ENGINEERING 2011-12 2012-13 2013-14 City Engineer 1 1 1 Assistant City Engineer *1 *1 *1 Engineer in Training 1 1 1 Senior Administrative Assistant 1 0 0 TOTAL POSITIONS 4 3 3 *Position is unfunded. City Manager Executive Director Development Engineering 72 ENGINEERING PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget 2006 bond program projects completed 2 4 3 Complete SWMP through 2012 1 Update The 5 year CIP 1 Renew SWMP General Permit 1 Revise Flood Damage Prevention Ordinance and development regulations 1 Establish Master Water Plan 1 Update UDC and Code of Ordinances 1 Establish Master Sewer Plan 1 Revise standard details and construction specs, develop design specs 1 Establish Development Permit and amend Grading and Clearing Permit 1 Complete Drainage Study for southern Schertz 1 Establish 10yr Street Maintenance Plan 1 1 Complete Infrastructure Inventory System 1 Establish Master Drainage Plan 1 Establish Roadway Impact Fees 1 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $70,808 $165,447 $199,663 Supplies 1,083 1,100 1,100 City Support Services 0 0 1,380 Utility Services 475 960 1,400 Operations Support 0 195 0 Staff Support 507 4,913 8,580 Professional Services 91,322 68,000 43,000 Maintenance Services 3,345 0 0 Operating Equipment 4,561 7,216 5,200 Capital Outlay 23,714 0 0 Total $195,816 $247,831 $260,023 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases 4.9% from FY 2012-13 year end estimates with the full year funding of the City Engineer position. 73 74 75 THIS PAGE INTENTIONALLY LEFT BLANK 76 DEPARTMENT: 174 GEOGRAPHIC INFORMATION SYSTEMS (GIS) FUND: 101 GENERAL FUND VISION STATEMENT Provide a map portal accessible to City departments and the public, enabling better decision making and quality service. MISSION STATEMENT Create, manage and maintain a robust geospatial platform that is accurate, reliable and easily accessible. Integrate the City’s existing geographic data with new information to provide timely and dependable mapping products. GOALS AND OBJECTIVES ? Promote the use of geographic data within the city and provide support and training to fully utilize the information and software. ? Provide an interactive web mapping application accessible both internally and externally. ? Design and Implement mobile applications for City Departments leveraging existing databases with GIS data. ? 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. 77 GIS DEPARTMENTAL DESCRIPTION Designs, implements, and manages the City’s geographic information system. Train staff to better understands and utilize current technology. ORGANIZATIONAL CHART GIS 2011-12 2012-13 2013-14 GIS Coordinator 1 1 1 GIS Specialist 1 1 1 TOTAL POSITIONS 2 2 2 PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Work orders processed, per month 34 35 40 Document pages created, per month 69 45 75 Property attributes updated, per month 974 225 270 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Hours per work order 7.7 7.8 7.0 Remaining non-updated data, percentage 18 13 10 City Manager Executive Director Development Geographical Information Systems (GIS) 78 GIS 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Mobile applications deployed to city departments 0 0 1 Map request turnaround time, days 7 7 7 New subdivision addressing turnaround time, days 14 14 14 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $125,472 $128,199 $131,394 Supplies 1,736 2,500 2,855 Staff Support 0 2,725 5,000 Professional Services 14 1,425 0 Rental/Leasing 0 0 3,805 Total $127,223 $134,849 $143,054 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 6.1% from the FY 2012-13 year end estimates. The increase is due to a new 3 year lease agreement for a new plotter and travel to attended the Esri International User Conference. 79 80 DEPARTMENT: 256 POLICE FUND: 101 GENERAL FUND VISION STATEMENT The vision of the Schertz Police Department is to partner with the citizens of Schertz in order to improve the quality of life and feeling of security within the city. In doing so, the Schertz Police Department is dedicated to providing 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 crime prevention, protection of life and property while remaining sensitive and impartial to the citizens within the community. The Department strives for excellence in every service that we provide. . GOALS AND OBJECTIVES ? To promote public safety in our community through public education, community involvement, criminal investigations and enforcement action. ? 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 interest and 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. 81 POLICE DEPARTMENT DESCRIPTION The Schertz Police Department patrols the 32.01 square miles of Schertz, with a current population of 33,478. The City of Schertz lies within three counties, with 243.06 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 82 POLICE POLICE 2011-12 2012-13 2013-14 Chief of Police 1 1 1 Assistant Chief of Police 1 1 1 Captain 1 1 1 Criminal Investigation Department Lieutenant 1 1 1 Patrol Lieutenant 1 1 1 Criminal Investigation Department Sergeant 3 2 2 Patrol Sergeant 3 4 4 Criminal Investigation Department Corporal 4 5 5 Patrol Corporal 6 5 5 Special Projects Officer 1 1 1 School Resource Officer 1 1 1 School Resource Sergeant 1 1 1 Patrol Officer 24 24 24 Traffic Officer 0 4 4 Senior Administrative Assistant 1 1 1 Public Safety Technician 1 1 1 Office Manager 1 1 1 Records Clerk 2 2 2 Civilian Evidence Technician 0 1 1 Communications Manager 1 1 1 Communications Shift Supervisor 3 3 3 Communications Officer 12 12 12 Crossing Guards (Part Time) 7 7 7 TOTAL POSITIONS 76 81 81 LAW ENFORCEMENT COMMISSIONS 2011-12 2012-13 2013-14 Fire Dept. Law Enforcement Commission 2 2 3 City Manager Law Enforcement Commission 1 0 0 Reserve Officer 1 1 3 TOTAL COMMISSIONS 4 3 6 83 POLICE PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Patrol Vehicles 25 25 25 Traffic Vehicles (3 stealth, 3 motorcycles) 6 6 6 # Patrol Officers including supervisors 33 33 33 # Patrol Officers with supervisory position 9 9 9 Calls for Service -Schertz 19,434 19,450 19,465 Calls for Service – Accidents 1665 1908 2175 Tickets Issued 20,881 22,554 23,754 Cases Filed 730 858 1003 State Seizures 4,779 846 1000 Federal Seizures 42,451 47,852 53,929 Active Alarm Permits 1,838 2,248 2,749 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Average time on tickets, per minute 9:09 9:14 9:10 Average response time to calls (minutes) 7:29 6:49 7:10 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $4,506,017 $4,674,537 $4,855,809 Supplies 46,484 40,821 31,492 City Support Services 19,518 20,657 23,800 Utility Services 120,733 133,235 136,704 Operations Support 1,565 2,487 2,000 Staff Support 45,127 56,461 80,709 City Assistance 9,733 5,304 8,080 Professional Professional Services 5,531 28,337 27,988 Maintenance Services 43,700 50,163 46,540 Operating Equipment 97,711 140,971 108,411 Capital Outlay 142,521 175,044 147,600 Total $5,038,641 $5,328,016 $5,468,836 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increased by 2.6% from the FY 2012-13 year end estimate. The increase in personnel due to merit, health insurance, and full year funding of the traffic safety program is partially offset by few equipment and capital purchases. 84 85 86 DEPARTMENT: 257 FIRE RESCUE FUND: 101 GENERAL FUND VISION STATEMENT Through selection, training, and professional development we will create a Fire Rescue Department that is a model to our peers, an asset to our community, and a valued place to work. MISSION STATEMENT Protect all we serve with an emergency service that promotes public education and prevention; emphasizes community involvement; and provides the safe, timely, and efficient delivery of fire and rescue resources. GOALS AND OBJECTIVES ? Deliver comprehensive safety services of the highest quality. o Respond to 90% of City within 5 minutes. o Pre-fire plan all commercial occupancies in the city once per year, and extra hazard occupancies twice per year. ? Support and maintain a safe, healthy, well trained and high performing work force. o Enact a wellness fitness program for all firefighters. o Improve training opportunities and encourage involvement in specialized operations. o Build upon area-wide technical rescue team and wildland strike team. team. ? Provide high quality medical first responder service as part of an integrated emergency medical service. o Encourage advanced medical training and certifications. o Support emergency medical operations through interdepartmental cooperation. ? Become the community resource for life safety knowledge and information regarding Schertz Fire Rescue. o Make contact with 40% of population annually. o Quarterly inspects all restaurants, schools, and nursing homes. o Encourage public speaking for all firefighters. 87 FIRE RESCUE o Maintain safe construction and occupancy within the city through code enforcement. ? Attract and maintain a qualified and diverse workforce. o Encourage diverse applicants through career fairs and public education. o Continue to develop the area-wide cooperative hiring plan. DEPARTMENT 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 within the city. Fire and arson investigation services are maintained within the department. ORGANIZATIONAL CHART City Manager Executive Director Operations Fire Rescue 88 FIRE RESCUE FIRE RESCUE 2011-12 2012-13 2013-14 Fire Chief 1 1 1 Assistant Chief/Fire Marshal 1 1 1 Battalion Chief 3 3 3 Deputy Fire Marshal 1 1 1 Training/Safety Officer 1 1 1 Lieutenant 6 6 6 Fire Apparatus Operator 6 6 6 Firefighter 12 12 12 Senior Administrative Assistant 1 1 1 TOTAL POSITIONS 32 32 32 PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Input Actual Estimate Budget Population Serviced 32,500 34,000 36,000 Number of Commercial Occupancies 725 740 750 Total staffing 32 32 32 Suppression staffing 27 27 27 Prevention staffing 1 1 1 Support staffing (command/training/admin) 4 4 4 Number of fire stations 2 2 2 Number of full-time engine companies 2 2 2 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Number of incidents 1,827 2,000 2,100 Unit Responses (# calls for all units responding to all emergencies) 2214 2,800 2,950 Buildings preplan contacts 714 725 750 Community Contact (citizen contact) 11,378 11,500 14,400 Fire Inspections Conducted 429 390 400 Plan Reviews Completed 91 130 100 Training Hours Provided 7,309 3,100 4,000 89 FIRE RESCUE 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Average Response Time (Minutes) 5.18 6.04 5.50 % Response Time > 5 Minutes 28.57 27.28 25.00 % of Buildings Preplanned 98.00 98.00 100.00 % Prevention Contacts 87.5 85.0 100.00 Inspections per Inspector 429 390 400 Training Hours/Employee 235.78 85.0 125.0 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Total Fire Loss ($1,000)* 322.1 94.6 100.0 Property Saved ($1,000)* 952.2 301.1 500.00 Fire Loss Ratio %* 25.3 23.9 20.0 Civilian Fire Injuries 3 1 0 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $2,468,152 $2,549,711 $2,684,477 Supplies 16,913 16,200 17,000 Utility Services 50,353 45,500 47,500 Operations Support 552 1,000 1,200 Staff Support 103,614 113,800 116,600 City Assistance 14,612 16,200 16,200 Professional Services 12,148 17,000 15,000 Maintenance Services 42,081 49,760 63,760 Operating Equipment 40,412 61,379 66,600 Capital Outlay 31,116 0 0 Total $2,779,954 $2,870,550 $3,028,337 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 5.5% from the FY 2012-13 year end projections. Maintenance Services increased but is directly tied to revenue in the case of HAZ MAT clean up services. The personnel lines increased due to merit and the health insurance increase. 90 91 92 DEPARTMENT: DEVELOPMENT SERVICES DIVISION: 258 BUILDING INSPECTIONS 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, guidance and a willing attitude to assist the general public. ? Invest in employee knowledge and encourage educational training opportunities for staff. ? Research opportunities for on line application and payment of building permits. ? Obtain staff training on 2012 International Building Codes in anticipation of adopting codes. ? Obtain inspector training through the Post Tensioning Institute (PTI) in support of newly adopted revisions to the building code/foundation requirements. DEPARTMENT 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 in a timely manner and to protect, promote and assure safety to our citizens. 93 INSPECTIONS ORGANIZATIONAL CHART INSPECTIONS 2011-12 2012-13 2013-14 Director of Development Services 1 1 1 Executive Assistant 0 1 1 Administrative Assistant 1 0 0 Chief Inspector 1 1 1 Assistant Chief Inspector 1 1 1 Assistant Inspector 1 1 1 Permit Technician 2 2 2 TOTAL POSITIONS 7 7 7 PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget New Residential Construction 460 288 288 New Commercial Construction 12 10 5 Garage Sale Permits 548 492 492 Reroof Permits 98 180 180 Shed Permits 91 96 96 Deck/Patio Permits 113 96 96 Sign Permits 84 96 96 Fence Permits 116 144 144 All Other Permits 363 408 408 Mechanical Permits 762 609 609 Electric Permits 630 636 636 Plumbing Permits 976 1,033 1,033 City Manager Executive Director Development Development Services Planning & Zoning Inspections 94 INSPECTIONS 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Avg. days to complete residential plan review 5 5 5 Avg. days to complete commercial plan review 45 45 45 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Standard Inspections (i.e. framing) 11,556 10,620 10,260 Re-Inspections 807 612 612 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $423,245 $428,263 $452,858 Supplies 1,998 2,350 2,438 City Support Services 595 0 0 Utility Services 5,919 6,500 6,500 Operations Support 561 1,500 1,700 Staff Support 3,771 6,600 8,800 Professional Services 0 8,890 0 Operating Equipment 0 500 700 Total $436,088 $454,603 $472,996 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 4.0% from FY 2012-13 year end estimates. This increase is due to the promotion of the Administrative Assistant to an Executive Assistant who will also report to the Executive Director of Development. 95 96 97 THIS PAGE INTENTIONALLY LEFT BLANK 98 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. 99 MARSHAL SERVICES DEPARTMENT 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 100 MARSHAL SERVICES MARSHAL SERVICES 2011-12 2012-13 2013-14 Marshal 1 1 1 Deputy Marshal Lieutenant 1 1 1 Sanitarian 1 1 1 Code Enforcement Officer 2 2 2 Deputy Marshal Corporal 1 1 1 Deputy Marshal 1 1 1 Service Clerk 1 1 1 Total Personnel 8 8 8 COMMISSIONS 2011-12 2012-13 2013-14 Marshal Services 5 4 4 TOTAL COMMISSIONS 5 4 4 PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload Actual Estimate Budget Warrants Issued 2888 3500 4000 Code Enforcement Violation Notices Sent 2148 2200 2500 Citizen Complaints 827 900 1050 Food Establishment Inspections 114 550 600 Food Handler Classes (# of classes, not participants) 5 N/A N/A Warrants Cleared 4118 4900 5000 Code Enforcement Issues Resolved without notice 426 430 430 Bandit Signs Removed 1166 1200 1200 Food Handler Permits 929 1200 1250 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $520,010 $542,389 $558,501 Supplies 3,091 4,000 4,840 Utility Services 15,363 16,000 16,000 Operations Support 1,478 10,900 10,550 Staff Support 7,372 10,900 10,550 Maintenance Services 7,922 16,500 16,000 Operating Equipment 17,967 16,000 8,000 Capital Outlay 25,545 0 35,000 Total $598,748 $608,289 $652,391 101 MARSHAL SERVICES PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 7.3% from the FY 2012-13 year end estimates. In FY 2013-14 the Marshal Services will purchase a new police package Tahoe to replace the aging Impala. Personnel will increase with the merit, new health insurance premiums, and overtime for the increased security necessary at Council Meetings and City events. 102 103 104 DEPARTMENT: PUBLIC WORKS DIVISION: 359 STREETS FUND: 101 GENERAL FUND VISION STATEMENT The City of Schertz Public Works Department takes pride in providing superior customer service and safe roadways. MISSION STATEMENT The Public Works Street Department is dedicated to ensuring a safe and inviting community by maintaining and improving our infrastructure through an empowered, engaged, and skilled workforce. GOALS AND OBJECTIVES ? Apply preventative maintenance strategies to extend the life of City streets and reduce unscheduled maintenance. ? Plan, design, construct, operate, and maintain traffic functions, traffic control devices, street resurfacing and rehabilitation, street lights, street signs, street sweeping, and crosswalk signals. ? Emphasize safety to our employees to reduce preventable accidents. ? Provide traffic counts and speed information on specific streets as requested. ? Design and prepare street maintenance plans, pothole patching, and sidewalk construction. 105 PUBLIC WORKS-STREETS DEPARTMENT DESCRIPTION The Street Department provides high quality service in design, construction, and renovation of streets and continues to perform services in a customer service first manner to meet the needs of the citizens. Provides safe and efficient movement of the people and goods through a well designed, operated, and maintained transportation network. Evaluates affordability and efficiency options for providing street maintenance services. Chipping service is provided as requested by the residents. The Street Department assists other departments as needed. ORGANIZATIONAL CHART STREETS 2011-12 2012-13 2013-14 Superintendent of Streets, Fleet & Solid Waste 1 1 1 Street Supervisor 1 1 1 Foreman 1 1 1 Street Worker II 3 3 3 Street Worker II/Sweeper Operator 1 1 1 Street Sweeper Operator 1 1 1 Street Worker I 6 6 6 TOTAL POSITIONS 14 14 14 City Manager Executive Director Operations Public Works General Fund Streets Fleet Service Building Maintenance Public Works Enterprise Funds Water & Sewer Drainage Billing Office Water & Sewer Administration Capital Recovery 106 PUBLIC WORKS-STREETS PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Street Sweeping hours 1,301 1,481 1,661 Number of signs produced 656 586 650 Quantity of asphalt purchased (tons) 822 1,483 1,450 Special projects (Hours) 3464 2,899 3,600 Street centerline miles 133.62 135.00 138.00 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Annual cost to operate street sweepers (operators and fuel) $98,525 $99,200 $100,450 Cost per ton of asphalt $50 $55 $55 Approved daily budget expenditures for operation $4,148 $3,893 $4,031 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Hours spent on roadway maintenance 6,059 5,987 6,075 Hours spent on traffic control device maintenance and repair 1,324 1,410 1,500 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $668,663 $601,030 $683,622 Supplies 4,755 7,100 7,100 Utility Services 137,725 121,900 124,000 Staff Support 6,960 9,265 8,880 City Assistance 0 0 500 Maintenance Services 154,738 130,400 175,400 Rental Equipment 0 200 200 Operating Equipment 3,486 5,444 3,200 Capital Outlay 0 0 71,900 Total $976,327 $875,339 $1,074,802 107 PUBLIC WORKS-STREETS PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 22.8% from the FY 2012-13 year end estimate. In FY 2013-14 the Streets division will purchase new sign and welding trucks which will be reimbursed by the Water & Sewer Fund and perform more street maintenance not related to bond projects. There was also high turnover in personnel in FY 2012-13 resulting in lower than normal expenditures. 108 109 110 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. 111 PARKS, RECREATION AND COMMUNITY SERVICES DEPARTMENT DESCRIPTION The Parks, Recreation, and Community Services department oversees 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. The Director of Parks, Recreation, and Community Services also oversees the budgets for the Swimming Pools, Animal Services, Tree Mitigation, and Parkland Dedication. ORGANIZATIONAL CHART PARKS, PARKS, RECREATION & COMMUNITY SERVICES 2011-12 2012-13 2013-14 Director of Parks, Recreation & Community Services 1 1 1 Park Foreman 1 1 1 Parks Manager 1 1 1 Senior Administrative Assistant 1 1 1 Park Worker I 4 4 4 Seasonal Park Workers 2 2 2 TOTAL POSITIONS 10 10 10 City Manager Executive Director Development Parks, Recreation, and Community Services Pools Animal Services 112 PARKS, RECREATION AND COMMUNITY SERVICES PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Outputs Actual Estimate Budget Acres of Parkland managed/1,000 population 11.6 11.29 11.29 Cost per Resident for Park Maintenance $19.36 $17.49 $17.63 Routine Park Maintenance Hours 8,125 8,125 8,125 Crescent Bend Nature Park Estimated Annual Maintenance $50,000 $50,000 $50,000 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Acres of Contractual Mowing 21.6 21.6 21.6 Acres of Athletic Association Maintenance 68.6 68.6 71.6 Hours of Community restitution/Volunteer Service 1,330 3,603 3,600 Hours of Athletic Association Service 5,000 5,000 5,000 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Cost Benefit for Athletic Association Field Maintenance $92,650 $106,650 $106,650 Cost Benefit for Community Restitution/Volunteer Hours $83,109 $83,340 $83,340 Percentage of Parks in good condition 98% 98% 98% 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $488,160 $500,870 $502,296 Supplies 31,455 41,905 41,905 Utility Services 141,704 147,800 143,800 Operations Support 0 350 250 Staff Support 7,892 8,823 8,473 Professional Services 63,140 45,610 33,250 Maintenance Services 17,338 21,000 23,000 Rental/Leasing 39,786 44,000 44,000 Operating Equipment 0 3,000 1,000 Total $789,474 $813,358 $797,974 113 PARKS, RECREATION AND COMMUNITY SERVICES PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget decreases by 1.9% from the FY 2012-13 year end estimates. The decrease is caused by the lower maintenance required while the soccer fields are under construction. 114 115 116 DEPARTMENT: PARKS, RECREATION, AND COMMUNITY SERVICES DIVISION: 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. In addition, provide 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 that enhance the health and well-being of the residents of Schertz. In addition, accommodate 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 our expanding community. ? Maintain a high quality of pool maintenance while providing excellent aquatic recreation and leisure service programs. ? Utilize the funding provided in the 2010 Bond Bond Package to design and build a Natatorium in the City of Schertz. DEPARTMENT DESCRIPTION The management and maintenance of two (2) 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. 117 POOL ORGANIZATIONAL CHART PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Outputs Actual Estimate Budget Revenue per year 29,700 29,000 27,500 Days open per year 67 74 66 In-House Pool Renovation Hours 32 40 32 Daily Admissions Northcliffe Pool 4,500 5,300 4,400 Daily Attendees Northcliffe Pool 4,400 4,500 4,300 Daily Admissions Schertz Pool 18,300 18,500 18,000 Daily Attendees Schertz Pool 14,200 14,000 14,000 Season Pool Pass Sales 6,900 5,100 5,100 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Cost per resident Pool Operation $7.46 $7.58 $7.34 City Manager Executive Director Development Parks, Recreation, and Community Services Pools Animal Services 118 POOL 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Supplies $16,423 $20,700 $20,700 Utility Services 25,810 29,000 29,000 Staff Support 750 925 925 Maintenance Services 192,794 203,378 203,378 Rental/Leasing 208 500 500 Total $235,985 $254,503 $254,503 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget remained constant with the FY 2012-13 year end estimates. The service contract for pool operations will be in its last year. 119 120 DEPARTMENT: PUBLIC AFFAIRS DIVISION: 464 EVENT FACILITIES FUND: 101 GENERAL FUND VISION STATEMENT To offer superior facilities for meetings, events and receptions in a convenient, flexible and innovative environment while providing exceptional value and service to our customers. MISSION STATEMENT The Schertz Civic Center, Community Center and North Center are properties within the Public Affairs Department which provide quality education, meeting, and entertainment facilities for the enrichment and use of individuals, the community, and the region. The provision of rental space generates income to help offset the cost of operating the facilities. We are committed to excellence, economy, professionalism, innovation, and integrity. GOALS AND OBJECTIVES ? Maintain quality Event Facilities to serve our internal and external customers. ? Market the Event Facilities to off-set operation of the facilities. ? Reinforce the ‘Affordable Luxury’ brand. ? Maintain membership in appropriate associations to increase exposure. ? Maintain print advertising to maximize target markets. ? Partner with ancillary service providers to generate income for the Event Facilities: ? Catering ? Photography ? Bartending ? Decorating Materials 121 EVENT FACILITIES ? Utilize the Event Facilities as a catalyst to bring the art community to Schertz. DEPARTMENT DESCRIPTION The Event Facilities department performs all duties related to the rental of the Civic and Community Centers. By issuing marketing material as well as direct marketing to specific groups the department goal is to book events year-round as a service to the residential and business communities. This department also handles all contracts with clients to reduce liability to the City. Contracts also serve to track payments and deposits for services and coordinate logistics of items and services specific to each event. Facility inspections are conducted per event to maintain quality of facilities. ORGANIZATIONAL CHART EVENT FACILITIES 2011-12 2012-13 2013-14 Civic and Community Centers Coordinator 1 1 1 TOTAL POSITIONS 1 1 1 City Manager Executive Director Support Public Affairs General Services Customer Relations Schertz Magazine Records Management Event Facilities 122 EVENT FACILITIES PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Number of events 1448 1025 1050 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Revenue $162,914 $183,575 $193,542 Complimentary use value $26,000 $32,000 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Percentage Revenue to Non-Revenue events 80% 80% 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $55,840 $56,003 $57,282 Supplies 12,934 27,000 17,000 Utility Services 40,466 48,200 48,800 Operations Support 14,826 27,332 15,200 Staff Support 1,996 2,727 2,727 Professional Services 150 800 1,600 Operating Equipment 5,000 0 0 Total $131,211 $162,062 $142,609 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget decreases by 12.0% from FY 2012-13 year end estimates. For FY 2013-14 Event Facilities will discontinue the additional advertising reimbursed by the Hotel Tax Fund in order to boost bookings. The funds used to provide ancillary products will be reduced to match historical averages. 123 124 125 THIS PAGE INTENTIONALLY LEFT BLANK 126 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 priorities. ? Create Young Readers: Early 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. 127 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. ? 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. 128 LIBRARY DEPARTMENT 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, electronic informational and research databases, and online book clubs; ? Provides weekly story time programs for children from infants to teens, as well as winter and summer reading programs; ? Provides instructional and recreational programming for adults in highinterest areas such as computers and computer software, health and fitness, financial planning, crafts, and literature; and ? Actively cooperates and interacts with other libraries in the region to share ideas and stay current in library practices. The library participates in CTLS, Inc. (Connecting Texas Libraries Statewide), a non-profit corporation that sponsors continuing education programs for library staff and encourages library usage and support by Texas residents. 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 129 LIBRARY LIBRARY 2011-12 2012-13 2013-14 Library Director 1 1 1 Assistant Director 1 1 1 Adult Services Librarian 1 1 1 Youth Services Librarian 1 1 1 Library Technical Assistant 1 1 1 Library Clerk II 4 4 4 Part-time Library Clerk--Circulation (20 hours) 3 3 3 Part-time Library Clerk--Circulation (10 hours) 2 2 2 Part-time Library Clerk--Processing (20 hours) 1 1 1 Part-time Library Clerk--Shelving (20 hours) 3 3 3 Part-time Library Clerk—Children’s Programming (20 hours) 1 1 1 Part-time Library Page (10 hours) 2 2 2 TOTAL POSITIONS 21 21 21 PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Input Actual Estimate Budget Service population* 77,631 80,137 81,000 Total Staffing FTE 13.5 14.0 14.0 Circulation Staffing FTE 6.5 7.0 7.0 Total Operating Budget** $821,352 $853,092 $871,438 Total Materials Collection 81,468 84,000 88,000 Registered Borrowers 30,475 31,200 32,500 Materials Budget $59,102 $75,000 $80,130 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Circulation per Capita 5.29 5.12 5.06 Library Visits per Capita 3.30 3.19 3.16 Program Attendance per Capita 0.21 0.17 0.20 Collection Turnover Rate 5.04 4.88 4.66 Total Circulation 410,312 410,000 410,000 Total Library Visits 256,349 256,000 256,000 Total Program Attendance 16,035 14,000 16,000 *Service population determined by Texas State Library **Does not include capital items 130 LIBRARY 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Cost per Person Served $10.58 $10.65 $10.76 Cost per Circulation $2.00 $2.08 $2.13 Circulation per Circulation FTE 63,125 58,571 58,571 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Percentage of Service Population With Library Cards 39.26% 38.93% 40.12% Materials Expenditures per Capita $0.76 $0.94 $0.99 Materials Expenditures as a Percentage of Operating Budget (Striving for 20%) 7.20% 8.79% 9.20% Items per Capita (Striving for 3 items per Capita) 1.05 1.05 1.09 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel Services $693,266 $703,928 $719,957 Supplies 9,425 12,000 12,000 Utility Services 51,107 51,500 50,000 Operations Support 1,157 3,500 3,500 Staff Support 1,555 4,040 5,940 Professional Services 3,340 2,140 2,350 Maintenance Services 2,400 600 2,400 Operating Equipment 59,102 75,000 80,130 Total $821,352 $852,708 $876,277 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 2.8% from the FY 2012-13 year end estimate. The Library will increase its Operation Equipment line item in order to purchase more library materials to maintain our current level of service. This department will be sending representatives to the Texas Library Association Conference in 2014. Additional funds will be allocated to provide more landscaping services to the front of the Library. 131 132 133 THIS PAGE INTENTIONALLY LEFT BLANK 134 DEPARTMENT: PARKS, RECREATION, AND COMMUNITY SERVICES DIVISION: 762 ANIMAL SERVICES FUND: 101 GENERAL FUND VISION STATEMENT Envision a community that embraces the mutual benefit of the human-animal bond by providing superior service to the public. Promote education, safety, health, and recreation for animals and their RESPONSIBLE OWNERS. MISSION STATEMENT Our mission is to provide a Texas Department of State Health Services approved quarantine facility for control and eradication of rabies. Our goal is to promote responsible pet ownership and to prevent the spread of animal borne diseases. In addition, we will provide services, care, registration, animal control and public safety for our community, as well as serve as a disaster relief center during times of emergency. We strive to promote adoptions of healthy, non-aggressive animals to the public and to work with approved rescue organizations, while providing temporary shelter for stray, unwanted or homeless animals. GOALS AND OBJECTIVES ? To educate the community in public safety and humane issues regarding animals. ? To enforce the City ordinances and State statues pertaining to animals. ? To assist the public in resolving animal issues. ? To protect the safety and welfare of the citizens and animals of this community. ? To prevent the spread of animal illnesses and other zoonotic diseases. ? To improve the co-existence of animals humans. . . 135 ANIMAL SERVICES DEPARTMENT 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 Joint Base San Antonio-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 ANIMAL SERVICES 2011-12 2012-13 2013-14 Manager 1 1 1 Officer 5 5 5 Facility Technician 0 0 1 TOTAL POSITIONS 6 6 7 City Manager Executive Director Development Parks, Recreation, and Community Services Pools Animal Services 136 ANIMAL SERVICES PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Animals brought in by staff 1089 1150 1300 Animals brought in by public 374 350 375 Calls for service per year 1664 1700 1750 Animals saved via adoption, redemption, or transfer 752 900 1000 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Training cost per staff member $833 $1000 $1100 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Animals licensed 464 600 650 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $270,685 $298,443 $321,679 Supplies 23,308 22,300 30,700 Utility Services 10,977 11,50 20,110 Operations Support 0 500 1,000 Staff Support 8,643 12,860 7,450 City Assistance 10,958 11,500 17,550 Professional Services 12,482 13,500 21,500 Maintenance Services 4,625 7,280 23,200 Operating Equipment 4,639 9,000 12,000 Total $346,317 $386,933 $455,189 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 17.6% from the FY 2012-13 year end estimate. This increase is due to the opening of the new Animal Adoption Facility. As the facility is larger and is expecting more activity expenditures related to its maintenance and operation will increase. A new part time position will be filled to assist with the ongoing maintenance of the building. 137 138 139 THIS PAGE INTENTIONALLY LEFT BLANK 140 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. DEPARTMENT 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. 141 INFORMATION TECHNOLOGY ORGANIZATIONAL CHART INFORMATION TECHNOLOGY 2011-12 2012-13 2013-14 Director 1 1 1 Senior Systems Engineer 1 1 1 Computer /Web Technician 1 1 1 1 Computer Technician I 1 1 2 Public Safety Tech (paid by PD) 1 1 1 Administrative Assistant 0 1 1 TOTAL POSITIONS 5 6 7 PERFORMANCE INDICATORS Workload/Output 2011-12 2012-13 2013-14 Actual Estimate Budget Work Orders per month 168 277 400 Man-hours per month spent on work orders 185 353 450 Web development /management 121 270 350 New Systems Implementation Computers/Users/Devices managed 425 450 495 -Computers -Servers (Includes real and virtual servers) 46 45 48 -Cameras (security) 67 75 90 -Copiers /Printers /Multi-Function Printers 48 48 50 -Network devices (switches, wireless access points, etc.) 48 59 65 -Communications Equipment (phones, fax machines, aircards, etc.) 601 620 650 -Active Users /Email Accounts 305 378 400 City Manager Executive Director Support Information Technology (IT) 142 INFORMATION TECHNOLOGY 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Network Downtime Rate (unplanned) 0 6 0 Response time for public safety vehicle IT issues 24 hrs 24 hrs 24 hrs Public safety communications uptime rate 100% 100% 100% Average hours per work order 1.1 1.3 1.3 Supported Burden : tech staff (Industry Standard 60:1, Gartner Group) 308:1 324:1 291:1 2011-12 2012-13 2013-14 Output Actual Estimate Budget Number of days any city department operationally down due to planned IT maintenance issues annually 1.0 4 5 Number emails processed monthly (approx) (inbound only) 88,700 108,000 120,000 Number spam messages filtered monthly (approx) (inbound only) 45,000 52,000 61,000 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Prevention of virus attack attempts 100% 100% 100% 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $285,642 $286,793 $403,002 Supplies 318 1,950 1,500 City Support Services 276,234 365,636 442,927 Utility Services 172,112 173,527 184,038 Staff Support 16,537 18,105 22,000 Professional Services 0 2,500 0 Maintenance Services 9,464 6,475 12,500 Operating Equipment 131,050 110,030 196,500 Capital Outlay 27,152 0 0 Total $918,510 $965,016 $1,262,467 143 INFORMATION TECHNOLOGY PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget will increase by 30.8% from the FY 2012-13 year end estimate. The Administrative Assistant position in Engineering was reassigned to Information Technology in June, 2013. A Computer Technician will be added to provide additional support services as the City and technical demands grow. There will be an upgrade and replacement of the City’s messaging systems, additional computer replacements for City employees and for citizen use in the library, and the purchase of a Computer Aided Dispatch reporting server. 144 145 146 DEPARTMENT: 866 HUMAN RESOURCES FUND: 101 GENERAL FUND VISION STATEMENT Community Service Opportunity MISSION STATEMENT The mission of the Human Resources department is to advance the City’s reputation as an employer of choice by attracting, developing, motivating, and retaining a diverse workforce within a supportive work environment. It is also our mission to develop an attitude of teamwork and quality, create an atmosphere focused on professional learning and development, foster a culture of employee ownership in work processes, accept responsibility for promoting ethical conduct, and communicate in a clear and fair manner with our fellow employees. GOALS AND OBJECTIVES ? To coordinate and manage staffing needs ? To respond to training and development needs ? To coordinate compensation and benefits administration ? To spearhead performance management initiatives ? To ensure legal compliance in employment-related matters ? To respond timely to information requests and needs ? To spearhead employment policy administration ? To promote health and wellness DEPARTMENT DESCRIPTION The Human Resources Department provides services and support in the areas of recruitment, selection, staffing, benefits administration, compliance, performance management, employee development and relations, health and wellness, policy administration, and employee consultation. 147 HUMAN RESOURCES ORGANIZATIONAL CHART HUMAN RESOURCES 2011-12 2012-13 2013-14 Director 1 1 1 Senior Generalist 1 1 1 Generalist 1 1 1 Administrative Assistant 1 1 1 TOTAL POSITIONS 4 4 4 PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Measures Actual Estimate Projected Total No. of Employees 314 329 335 # Full Time Employees 276 287 293 Job Announcements Posted 31 48 50 # Applications received for Open Positions 1,982 3,272 5,401 # Full Time Positions Filled 31 35 41 # Part Time Positions Filled 11 14 18 Avg. Days to Fill Positions 81 60 55 # Total Turnover 39 40 44 # Full Time Turnover 32 34 37 # Part Time Turnover 7 6 7 # Retirements 5 3 4 City Manager Executive Director Support Human Resources 148 HUMAN RESOURCES 2011-12 2012-13 2013-14 Efficiency Measures Actual Estimate Projected Time to Process Job Postings (Hours) 16 10 10 In-processing time for new hires (Hours) 66 48 48 Out-processing time for new hires (Hours) 156 160 176 FTE absenteeism (Hours) 18,645 21,799 20,000 2011-12 2012-13 2013-14 Effectiveness Measures Actual Estimate Projected Turnover Rate (Total) 12.4% 12.2% 11% Full-Time Turnover Rate 11.6% 11.6% 10% Part-Time Turnover Rate 18.4% 16.2% 14% Retirement Rate 1.8% 1% 1.4% 2011-12 2012-13 2013-14 Cost Measures Actual Estimate Projected Full-Time Absenteeism Cost $383,383 $444,428 $400,000 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $270,981 $288,210 $311,603 Supplies 1,828 1,300 1,300 Human Services 40,512 57,025 62,900 Operations Support 7,773 14,500 14,500 Staff Support 10,034 13,970 14,813 City Assistance 8,717 10,000 10,000 Operating Equipment 6,289 0 0 Total $346,134 $385,005 $415,122 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 7.8% from FY 2012-13 year end estimates. The Personnel expenditures will increase due to having lower than expected unemployment compensation in FY 2012-13 and with the merit and health insurance increase. 149 150 151 THIS PAGE INTENTIONALLY LEFT BLANK 152 DEPARTMENT: FINANCE DIVISION: 868 ACCOUNTING 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. This will ensure the City is in good financial standing so that staff can provide quality municipal services to the citizens of Schertz and to provide a good relationship with our 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. ? Receive the Government Finance Officers Association Distinguished Budget Award for the first time. ? Receive the Government Finance Officers Association Certification of Excellence in Financial Reporting for the 28th consecutive year. ? Receive a Gold Scorecard from the State Comptroller’s Office for leadership in financial transparency. ? Initiate a 5 year budgeting and forecasting plan 153 ACCOUNTING DEPARTMENT 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. The Finance Director also oversees the Purchasing & Asset Management Division. ORGANIZATIONAL CHART ACCOUNTING 2011-12 2012-13 2013-14 Finance Director 1 1 1 Assistant Director 1 1 1 Staff Accountant 1 1 1 Financial Analyst 1 1 1 Senior Payroll Specialist 1 1 1 Senior AP Specialist 1 1 1 TOTAL POSITIONS 6 6 6 City Manager Executive Director Support Finance Accounting Purchasing & Asset Management 154 ACCOUNTING PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Accounts payable checks 4,712 4,684 4,700 Payroll checks 9,412 9,486 9,200 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Certificate of Achievement for Excellence in Financial Reporting Yes Yes Yes Monthly Financials completed within 30 days 7 8 12 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $436,913 $443,023 $453,725 Supplies 2,998 2,460 2,500 Operations Support 198 987 1,000 Staff Support 6,984 8,510 14,805 Rental/Leasing 502 0 0 Operating Equipment 266 1,770 0 Total $447,861 $456,750 $472,030 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 3.3% from the FY 2012-13 year end projections. The Accounting Division will send 2 employees to the Government Finance Officers Association Conference in 2014. Other increases are due to the merit and the health insurance increase. 155 156 157 THIS PAGE INTENTIONALLY LEFT BLANK 158 DEPARTMENT: FINANCE DIVISION: 872 PURCHASING & ASSET MANAGEMENT FUND: 101 GENERAL FUND VISION STATEMENT To establish ethical guidelines and accountability for the expenditure of taxpayer funds in the procurement of goods and services for City Departments from the best qualified vendor. To manage the City’s Capital and Fixed asset inventory program with a high level of accuracy. To provide a quality Risk Management and Safety program for the City and its employees. MISSION STATEMENT The Purchasing and Asset Management Department is committed to providing prompt and professional attention to each department’s needs, while developing and managing systems, policies and procedures that ensure the best value for the City. We provide support, information, and analysis that assist in reducing the cost of materials and services to all departments and vendors. We provide goods and services of high quality, at the best value, with timely delivery to City staff members while complying with all city ordinances, state laws, and federal regulations. The department is committed to managing and reducing risk for the City through aggressive monitoring of facilities, and safety, as well as scheduling staff training programs. The department will insure prompt processing of insurance claims with maximum return to the City. The department performs the Contract Management function for the City. In addition, we provide accurate capital and fixed asset inventories of all City assets. GOALS AND OBJECTIVES ? Maintain the highest levels of ethical practices for all department functions. ? All City departments receive their orders in a timely manner to effectively perform their job functions in an efficient manner. ? Procure quality goods and services for all City departments, from appropriate sources, using the most efficient and economical means at the best possible price and make them available at the right place and time. ? Use supply contracts and co-ops in order to improve delivery time of particular items and to take advantage of quantity discounts. 159 PURCHASING & ASSET MANAGEMENT ? Maintain a professional relationship with all City departments and vendors insuring open communication. ? Randomly audit purchase orders in the Incode system. ? Maintain the City Purchasing Manual, combining State and Local Purchasing Legislation. ? Manage, review, and track City contracts and agreements. Notify departments when contracts are expiring. ? Manage procedures for Capital and Fixed asset inventory and accountability, and conduct physical surveys of City property. ? Manage disposal and auction activities for excess and damaged City property. ? Manage insurance claims and accident/incident reports with immediate response. Gather all information for all incidents involving City property regardless of repair costs. Retain claims, reports and litigation according to the Texas State Records Retention Schedules. ? Program and oversee safety training for employees to minimize accidents and incidents, and mitigate risk. DEPARTMENTAL DESCRIPTION The Purchasing and Asset Management Department is responsible for managing the Purchasing, Inventory, Property Disposal, Risk Management, and Safety functions for the City. Manages all bids, quotes, contracts and agreements, City purchases, warehouse inventory, City property disposal, and manages fleet vehicle registration and titles, and conducts random purchase order audits The department is responsible for the City Risk Management and Safety program. Maintains the City Capital and Fixed Assets inventory, property and liability insurance schedules, processes all insurance claims and insurance litigation, monitors all safety aspects of City functions, schedules employee safety training, evaluates loss runs to identify trends and mitigate risk. Establish and update all associated City policies, manuals, and documentation as they pertain to this department. 160 PURCHASING & ASSET MANAGEMENT ORGANIZATIONAL CHART PURCHASING & ASSET MGMT. 2011-12 2012-13 2013-14 Director 1 1 1 Senior Purchasing Specialist 1 1 1 Administrative Assistant 1 1 1 Risk & Safety Specialist 1 1 1 TOTAL POSITIONS 4 4 4 PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Purchase Orders (Processed) 87 75 75 Bids 11 10 10 Contracts (Initiated) 32 50 50 Meeting with Vendors 119 125 125 Meetings (Internal) 42 50 50 Auction Revenue (Property) $7,103 $8,000 $7,000 Auction Revenue (Vehicles) $15,013 $11,000 $10,000 City Manager Executive Director Support Finance Accounting Purchasing & Asset Management 161 PURCHASING & ASSET MANAGEMENT 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $245,562 $247,803 $255,726 Supplies 6,457 950 1,200 Utility Services 420 600 600 Operations Support 5 108 300 Staff Support 4,524 7,860 7,985 Operating Equipment 7,591 2,270 2,050 Total $264,559 $257,571 $267,861 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 4.0% from the FY 2012-13 year end estimate. The increase is due to the merit program and the increase in health insurance. 162 163 164 DEPARTMENT: PUBLIC WORKS DIVISION: 877 FLEET MAINTENANCE FUND: 101 GENERAL FUND VISION STATEMENT The primary function of the Fleet Maintenance Department 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 lifespan. GOALS AND OBJECTIVES ? Maintain and repair vehicles and equipment to increase their lifespan. ? Optimize fleet availability by improving turn-around times. ? Develop and implement fleet utilization guidelines and procedures. DEPARTMENT DESCRIPTION Maintain fleet vehicles including: transmission service, motor oil changes, state inspections, and tire repair and replacement. Troubleshoot, diagnose, and repair mechanical and electrical failures. 165 FLEET MAINTENANCE ORGANIZATIONAL CHART FLEET MAINTENANCE 2011-12 2012-13 2013-14 Fleet Maintenance Supervisor 1 1 1 Fleet Maintenance Foreman 1 0 0 Fleet Mechanic II 0 1 1 Fleet Mechanic I 2 2 2 TOTAL POSITIONS 4 4 4 City Manager Executive Director Operations Public Works General Fund Streets Fleet Service Building Maintenance Public Works Enterprise Funds Water & Sewer Drainage Billing Office Water & Sewer Administration Capital Recovery 166 FLEET MAINTENANCE PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Work Orders: -Police Department vehicles and equipment 423 404 426 -EMS vehicles and equipment 328 534 420 -Streets vehicles and equipment 251 352 300 -Administration vehicles 7 8 10 -Animal Control vehicles 21 28 25 -Facilities Maintenance vehicles 55 60 65 -Fire vehicles and equipment 132 250 265 -Fleet Service vehicles 60 37 40 -Inspection vehicles 12 30 35 -Marshal Service vehicles 49 45 49 -Parks vehicles and equipment 119 161 165 -Water & Sewer vehicles and equipment 265 239 249 -Drainage vehicles and equipment 182 203 216 -Economic Development vehicles 4 7 13 -Purchasing vehicles 5 12 13 -Motor Pool vehicles 10 12 14 Total Work Orders Issued 1,923 2,382 2,305 Number of after-hour calls 43 46 48 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget % of all vehicles and equipment issues resolved without recall 97% 97% 97% 2011-12 2012-13 2013-14 Effectiveness Actual Budget Budget Average field service calls, vehicle and equipment Failures 160 198 192 Average response time for emergency repair, in minutes 25 25 25 167 FLEET MAINTENANCE 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $186,525 $185,571 $222,793 Supplies 130,444 173,681 169,025 City Support Services 1,500 2,400 3,500 Utility Services 3,710 5,000 5,000 Operations Support 0 400 400 Staff Support 2,895 4,300 4,500 City Assistance 0 0 180 Maintenance Services 69,411 80,750 70,750 Rental/Leasing 270 200 200 Operating Equipment 4,932 10,000 5,000 Capital Outlay 0 0 10,000 Total $399,686 $462,302 $491,348 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 6.3% from the FY 2012-13 year end estimate. The purchase of a diagnostic scanning tool for the emergency vehicles should help reduce the cost of outside repairs. Turnover in FY 2012-13 resulted in lower than average expenditures in personnel. 168 169 170 DEPARTMENT: PUBLIC WORKS DIVISION: 878 BUILDING MAINTENANCE FUND: 101 GENERAL FUND VISION STATEMENT Building Maintenance ensures facilities are maintained and operated efficiently for the benefit of employees and the citizens of Schertz. MISSION STATEMENT Provide safe, enjoyable, and attractive facilities that allow diverse programs and responsive services that enhance the quality of life of citizens and employees by managing building functions, facility care, and security through quality maintenance in a professional environment. GOALS AND OBJECTIVES ? Provide quality customer services in an effective and efficient manner. ? Promote and implement energy efficiency programs to reduce utility consumption. ? Provide high-quality preventative maintenance to extend the life of facilities. DEPARTMENT DESCRIPTION Building Maintenance 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, restrooms, meeting/training rooms. Provide facility maintenance repairs, and upkeep of City Hall, Administration Building, Police, Fire, EMS, Community Center Central, Community Center North, City Council Chambers, Civic Center, Public Library, Visitor Center (Kramer House), YMCA, Senior Center, Purchasing, Public Works, Animal Control, Fire/EMS substation on I.H.35, Marion EMS substation, Records, and Facilities Maintenance. Provide preventive maintenance on HVAC units, stand-by generators, replacing light bulbs and ballasts, plumbing repairs, carpentry work, painting, employee ID 171 BUILDING MAINTENANCE badges and building access, minor electric and general building and fixture repairs. This department was reorganized and restructured to report to the Director of Public Works in December of 2012. ORGANIZATION CHART FACILITIES MAINTENANCE 2011-12 2012-13 2013-14 Facilities Maintenance Foreman 0 1 1 Facilities Maintenance Worker I 0 1 1 TOTAL POSITIONS 0 2 2 City Manager Executive Director Operations Public Works General Fund Streets Fleet Service Building Maintenance Public Works Enterprise Funds Water & Sewer Drainage Billing Office Water & Sewer Administration Capital Recovery 172 BUILDING MAINTENANCE PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Square footage maintained 202,847 202,847 202,847 Events set up City Buildings Maintained 19 19 19 Completed work orders 600 800 850 HVAC units air filters replaced 2291 2298 2300 Light bulbs and ballasts replaced 353 600 620 Miscellaneous Items (office moving etc.) 310 378 380 Plumbing Repairs 65 162 180 Electrical Repairs 144 205 220 Preventive maintenance on Generators 3 12 12 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $0 $66,058 $93,317 Supplies 0 43 1,043 Utility Services 0 2,952 4,350 Staff Support 0 875 2,600 Maintenance Services 0 10,643 20,000 Rental Equipment 0 1,400 1,400 Capital Outlay 0 59,781 118,000 Total $0 $191,640 $298,880 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 56.0% from the FY 2012-13 year end estimate. This division was separated from Facilities Maintenance, now General Services, early in the FY 2012-13. The FY 2013-14 Budget reflects the full year funding of this function. In addition to recognizing a full year’s worth of expenditures there will also be improvements made to the Council Chambers security measures and audio/visual systems. 173 174 175 THIS PAGE INTENTIONALLY LEFT BLANK 176 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 administered at the Hospital’s Seguin facility. The City agrees to pay the hospital an agreed upon amount under the yearly contract. 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. This contract is for $5,000. 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 five days a week at the former Library site. This agreement is for $42,000 annually. 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. This agreement is for $5,000 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Utility Services $281 $0 $0 City Assistance 52,000 52,000 74,000 Total $52,281 $52,000 $74,000 PROGRAM JUSTIFICATION AND ANALYSIS The City will now also contract out for a new service to provide transportation for the elderly who would otherwise may not be able to get around on their own. 177 178 DEPARTMENT: 910 COURT RESTRICTED FUNDS FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The court security fee and court technology fees are revenues that are restricted on use. The court technology must only be spent to purchase new or replacement devices to improve or maintain the efficiency of the Municipal Court. Approved purchases are computers, servers where court files are stored and computerized ticket writers. The court security fee can only be used to add or enhance security measure to the court room for the safety of staff and citizens. 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Court Technology $15,019 $54,266 $6,400 Court Security 0 25,540 0 Total $15,019 $82,806 $6,400 Other Expenditures Building Maintenance Division $0 $0 $85,000 Marshal Services Department $30,409 $30,409 $30,409 PROGRAM JUSTIFICATION AND ANALYSIS In the Proposed FY 2013-14 Budget the Technology Fund will purchase 4 new ticket writers for our police officers. The Building Maintenance Division will utilize these funds funds in FY 2013-14 for the Council Chamber improvements while the Marshal Services Department uses these funds to partially fund the salary of a Marshal who provides court room security. 179 180 181 THIS PAGE INTENTIONALLY LEFT BLANK 182 FUND: 106 SPECIAL EVENTS DESCRIPTION The Special Events Fund is designated to monitor and manage funds appropriated to pay for all events sponsored or co-sponsored by the City of Schertz. Events include: Wilenchik Walk for Life, Doggie Dash, Absolute Jazz, Trunk-or-Treat, Festival of Angels, and the Sweetheart Court Scholarship program. 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Revenues $84,540 $113,650 $147,100 Expenses Non Departmental $2,385 $500 $5,150 Festival of Angels 14,000 16,018 15,000 Employee Appreciation 0 6,485 12,000 4th of July Jubilee 218 0 0 National Night Out 0 150 150 Walk for Life 26,451 20,846 25,000 TML Events 195 0 0 Sweetheart Event 27,075 34,000 37,000 Jazzfest 0 15,538 25,000 Hal Baldwin Scholarship 4,767 11,740 13,800 Other Events 10,341 2,340 14,000 Total $85,433 $107,617 $147,100 PROGRAM JUSTIFICATION AND ANALYSIS Revenue The revenues for FY 2013-14 will increase 29.4% from FY 2012-13 estimates. This increase is due to higher transfers to cover the expenditures related to these events. Expenses The Proposed FY 2013-14 Budget increases by 36.7% from FY 2012-13 year end estimate. In Other Events there is now funding for the Steve Simonson award luncheon and funding for retirements and receptions. 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 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 and institutional network capacity. 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. 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Revenues $92,538 $98,000 $361,500 Expenses Leases $0 $33,000 $38,046 Capital Outlay 0 50,052 323,454 Total $0 $83,052 $361,500 PROGRAM JUSTIFICATION AND ANALYSIS Revenue The revenues in FY 2013-14 will increase by 29.3% from FY 2012-13 with a transfer from reserves to fund the Master Communications Plan. Expenses The Proposed FY 2013-14 Budget will increase 57.8% from the FY 2012-13 year end estimate. This increase is for the continued funding of the Master Communications Plan. 199 200 201 202 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. 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Revenue Taxes $4,306,882 $5,032,646 $5,314,017 Miscellaneous 390,726 394,150 391,213 Total $4,697,608 $5,426,838 $5,705,230 Expenses Professional Service 37,760 22,000 42,350 Debt Service 4,549,424 5,159,586 5,554,425 Total $4,587,185 $5,181,586 $5,596,775 PROGRAM JUSTIFICATION AND ANALYSIS Revenues The revenues for FY 2013-14 increase by 5.1% from the FY 2012-13 year end estimate. Expenses The Proposed FY 2013-14 Budget increases by 8.0% from the FY 2012-13 year end estimate. This increase is due to the 2 new tax notes issued for the P25 compliant radios and the new fire engine. 203 204 205 206 FUND: 202 WATER & SEWER DESCRIPTION The Water & Sewer Fund tracks revenue and expenses for the City’s water, sewer, and solid waste functions and is managed by the Public Works Department. Staff 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. 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Revenues Franchises $184,016 $195,710 $195,710 Permits 0 25,000 12,000 Fees 14,873,696 14,782,917 16,092,683 Fund Transfers 113,004 1,664,803 2,687,196 Miscellaneous 401,864 430,548 165,440 Total $15,572,580 $17,098,978 $19,153,029 Expenses Business Office $525,592 $620,210 $621,700 W&S Administration 15,451,102 14,727,059 16,343,838 Projects 0 885,258 2,050,000 Total $15,976,695 $16,232,527 $19,015,038 PROGRAM JUSTIFICATION AND ANALYSIS Revenue Revenue for the FY 2013-14 Proposed Budget will increase by 12.0% from the FY 2012-13 year end estimate. This increase is due to the fee increases and a growth in the customer base and a transfer in from reserves to fund new projects. Miscellaneous revenue will decrease as the San Antonio Water System (SAWS) will no longer be paying the City a reservation fee for the construction of waterlines within our City limits. 207 WATER & SEWER FUND Expenses The Proposed FY 2013-14 Budget will increase by 17.1% from FY 2012-13 year end estimates. The Schertz Seguin Local Government, Cibolo Creek Municipal Authority, and Bexar Waste will all be raising their services fees they charge the City. Additionally the Water & Sewer Fund will fund half of the construction on a new water tower in the southeastern quadrant of the City to provide water utilities to the developing areas. 208 209 210 211 THIS PAGE INTENTIONALLY LEFT BLANK 212 DEPARTMENT: PUBLIC WORKS DIVISION: 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 exceptional service and customer satisfaction. MISSION STATEMENT To provide an exceptional customer service for all of our customers and to resolve any utility billing issues in a timely, reliable, and efficient manner. GOALS AND OBJECTIVES ? Continue to provide friendly and efficient services for all customers. ? To encourage and educate our customers to use delivery of e-mail statements. ? To encourage and educate our customers to pay their utility bill by using the City’s automatic draft payments services and online web payments, and e-services through their financial institution. ? To read water meters in a safe, reliable, and efficient manner ? Provide accurate utility billing statements DEPARTMENT DESCRIPTION Read meters for calculating usage. Prepare all utility bills for mailing. Collect utility payments and post to customer’s account. Set up new customer accounts. Conduct sewer averaging annually. Collect payments for other departments. Collect debt for various departments. Solve complaints in timely and fair manner. Collect payments for other utilities and service providers. Take care of meter box maintenance. 213 BUSINESS OFFICE ORGANIZATIONAL CHART BUSINESS OFFICE 2011-12 2012-13 2013-14 Business Office Manager 1 1 1 Business Office Assistant Manager 1 1 1 Solid Waste Coordinator/Debt Collections Clerk 1 1 1 Senior Utility Billing Clerk/Cash Collections Clerk 1 1 1 Utility Billing Clerk 3* 3* 3* Meter Tech I 2* 2 2 Meter Tech II 1 1 1 TOTAL POSITIONS 10 10 10 *One position is unfunded PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Water meter/accounts 12,192 12,748 12,867 Garbage accounts 11,237 11,740 12,084 Sewer accounts 11,386 11,429 11,500 City Manager Executive Director Operations Public Works General Fund Streets Fleet Service Building Maintenance Public Works Enterprise Funds Water & Sewer Drainage Billing Office Water & Sewer Administration Capital Recovery 214 BUSINESS OFFICE 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Meters per meter tech 4,064 4,249 4,289 Accounts per clerks 3,048 3,187 3,216 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $383,991 $436,060 $446,455 Supplies 4,754 4,517 4,600 Human Services 40 183 183 City Support Services 0 1,000 6,375 Operations Support 96,538 115,000 117,000 Staff Support 3,893 7,150 7,100 Professional Services 23,383 23,000 24,000 Fund Charges/Transfers 0 20,000 0 Maintenance Services 7,060 11,000 13,440 Operating Equipment 5,933 2,300 2,547 Total $525,592 $620,210 $621,700 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget will increase by 0.2% from the FY 2012-13 year end estimate. The budget for bad debt expense will now be assigned to the Water & Sewer Administration division instead of the Business Office. Offsetting that decrease is an increase in operational costs specifically in personnel with the merit and health insurance increase and City Support Services for the reverse 911 system annual maintenance. 215 216 217 THIS PAGE INTENTIONALLY LEFT BLANK 218 DEPARTMENT: PUBLIC WORKS DIVISION: 575 WATER & SEWER ADMINISTRATION FUND: 202 WATER AND SEWER VISION STATEMENT The Water & Sewer Administration takes pride in providing superior customer service and excellent water and wastewater services to the citizens of Schertz. 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. 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 to the treatment plants. GOALS AND OBJECTIVES ? Provide an efficient and reliable water and wastewater system that meets all of the State rules and regulations. ? Maintain a sound water and sewer system. ? Ensure an adequate future water supply. ? Encourage staff to be active in making decision to strengthen our ability to respond promptly to daily events. ? Emphasize safety to our employees to reduce preventable accidents. ? Promote water conservation, delivery of quality services, and providing accurate and timely responses to customer requests. 219 WATER AND SEWER ADMINISTRATION DEPARTMENT 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 departments as needed. Provide administrative support to water and wastewater departments. Provide a weekly chipping service. Inspect new infrastructure. Review plat and subdivision plans. Review water and wastewater construction plans. Manage department improvement projects. Oversee drought, conservation plan, and rules. Maintain bookkeeping & records management. Provide letters of availability and Certificate of Convenience and Necessity. Meet with developers and utility providers. Conduct department training, education, and planning. ORGANIZATION CHART City Manager Executive Director Operations Public Works General Fund Streets Fleet Service Building Maintenance Public Works Enterprise Funds Water & Sewer Drainage Billing Office Water & Sewer Administration Capital Recovery Recovery 220 WATER AND SEWER ADMINISTRATION WATER & SEWER ADMINISTRATION 2011-12 2012-13 2013-14 Director 1 1 1 Coordinator 0 1 1 Senior Administrative Assistant 1 1 1 Inspector 1 2 2 Clerk/Dispatcher 1 1 1 Schertz-Seguin Local Government Corp Gen Mgr 1 1 1 Water & Sewer Supervisor 1 1 1 Water & Sewer Foreman 1 1 1 Serviceman III 2 1 1 Serviceman II 4 4 4 Serviceman I 8 8 8 TOTAL POSITIONS 21 22 22 PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Water Accounts 12,192 12,748 12,867 Miles of Water Main 195 199 204 Miles of Sewer Main 85 87 89 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Gallons Pumped (Edwards), acre feet 114 150 180 Gallons Received (SSLGC), acre feet 5,230 5,440 6,000 Gallons Distributed, acre feet 4,950 5,080 5,160 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget New Meter Installed 271 297 357 New Service Taps 3 9 18 Water Service Calls 346 409 512 Water Main Break, Service Repair Calls 380 433 445 Sewer Backup and Repair Calls 118 145 160 160 221 WATER AND SEWER ADMINISTRATION 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $1,021,525 $990,216 1,202,040 Supplies 135,448 196,050 195,150 Human Services 596 1,000 1,000 City Support Services 35,390 77,500 78,100 Utility Services 3,358,895 3,245,900 3,339,800 Operations Support 6,746 8,750 9,250 Staff Support 19,759 25,400 28,200 City Assistance 769 1,912 1,900 Professional Services 249,432 212,440 249,113 Fund Charges/Transfers 4,613,468 2,801,554 3,356,760 Maintenance Services 5,786,836 5,585,250 5,924,250 Other Costs 30,956 35,000 35,000 Debt Service 167,959 1,353,891 1,458,925 Rental/Leasing 3,216 4,901 6,070 Operating Equipment 20,107 6,400 6,400 Capital Outlay 0 180,895 451,380 Total $15,451,102 $14,727,059 $16,343,338 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2013-14 Budget increases by 11.0% from the FY 2012-13 year end estimate. Personnel expenses will increase in FY 2013-14 through lower turnover and filling all vacancies. Fund Charges/Transfers increase with the addition of a contribution to the Cibolo Creek Municipal Authority to help with the construction of a new sewer treatment plan in the developing southern Schertz. The contribution to the Cibolo Valley Local Government Corporation will increase along with addition of bad debt expense to this division. Maintenance Services increase with an increase in the cost of sewer treatment and garbage collection services. This division will also purchase 3 replacement vehicles, 2 new trucks, and a Vacuum & Router truck to help with the maintenance and repair of the sewer lines. These capital items will be purchased with the Water & Sewer vehicle and equipment replacement reserves. 222 223 224 225 226 227 228 229 THIS PAGE INTENTIONALLY LEFT BLANK 230 FUND: 411 CAPITAL RECOVERY FUND (Water & Sewer) 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 to the citizens of Schertz. MISSION STATEMENT The purpose of the Capital Recovery Fund is to implement infrastructure projects, remain complaint with State requirements, and keep pace with city growth as outlined in the Water & Sewer 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 and provide an efficient and reliable water and wastewater system that meets all of the State rules and regulations and future growth in the community. ? Preliminary engineering and land acquisition for a waste water treatment plant for South Schertz. Initiate plans for the Southeast Quad Pump Station and the Ground Storage and Distribution Main for South Schertz. ? Initiate and institute a study to implement reuse water throughout the City. ? Provide citizens with quality projects completed on-time and onbudget. 231 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 ten 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 2011-12 2012-13 2013-14 Input Actual Estimate Budget Water Storage Million Gallons 15.5 15.5 16.5 Water Connections 12,192 12,748 12,867 2011-12 2012-13 2013-14 Effectiveness: Water Projects Actual Estimate Budget Gallons per connection 1,346 1,489 1,520 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Revenue Fees $1,686,256 $1,365,440 $1,449,960 Fund Transfers 487,342 0 1,425,609 Miscellaneous 19,302 296,601 20,300 Total $2,192,901 $1,662,041 $2,895,869 Expenses Non Departmental $446,387 $2,212,166 $576,109 Water Projects 0 18,265 1,750,000 Sewer Projects 0 125,000 0 Total $446,387 $2,355,431 $2,326,109 232 CAPITAL RECOVERY FUND PROGRAM JUSTIFICATION AND ANALYSIS Revenues Revenues for FY 2013-14 increase by 74.2% from FY 2012-13 with a transfer in from water reserves to fund new projects. Expenses The Proposed FY 2013-14 Budget decreases by 1.2% from the FY 2012-13 year end estimate. The new projects to be funded through water capital recovery reserves are a new water tank and distribution lines in south Schertz. Projects to be completed FY 2013-14 ? Preliminary engineering for the south Schertz wastewater treatment plant ? Engineering for the southeast elevated water tank 233 234 235 236 237 238 239 240 241 THIS PAGE INTENTIONALLY LEFT BLANK 242 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 the storm water system by adding a Storm Water Manager to implement & manage Phase II Storm Water Program to keep in compliance with local, state and federal regulations. Ensure compliance with program requirements associated with the National Pollutant Discharge Elimination System permit. ? Institute best management practices in the maintenance of our natural creek ways and earthen channels to ensure water quality, reduce erosion, and increase conveyance. ? Technical review and issuance of floodplain permits, floor insurance rate map revision, floodplain violation identification, coordination and prosecution support. ? Review storm water infrastructure plans ? Maintain storm water data collection. ? Continue to evaluate, consider, and pursue all available resources for improving management of the local storm water infrastructure. 243 PUBLIC WORKS DRAINAGE ? Provide Storm water pollution and floodplain awareness to the community and city personnel. DEPARTMENT DESCRIPTION The Public Works Drainage Department is responsible for the maintenance and management of drainage channels, storm water inlets, floodways, road right-ofways, alleys, and compliance with regulations. Reviewing the issuance of permits for development that might affect the infrastructure such as subdivision plans, and providing guidance to other departments as needed. The revenues come from a fee charged to “users”. A “user” is any citizen or business that owns impervious surfaces, any man made structure, such as buildings, parking lots, or driveways. ORGANIZATIONAL CHART City Manager Executive Director Operations Public Works General Fund Streets Fleet Service Building Maintenance Public Works Enterprise Funds Water & Sewer Drainage Billing Office Water & Sewer Administration Capital Recovery 244 PUBLIC WORKS DRAINAGE DRAINAGE 2011-12 2012-13 2013-14 Assistant Public Works Director 1 1 1 Stormwater Manager 0 1 1 Drainage Foreman 1 1 1 Drainage Worker II 2 2 2 Drainage Worker I 3 3 3 TOTAL POSITIONS 7 8 8 PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Acres of Alleys Mowed 6.25 6.25 6.25 Acres of Rights-of-Way (ROW) Mowed 45.39 47.40 48.50 Acres of Drainage Ditches Mowed 157.75 159.25 164.50 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Monthly Operating Expenditures $45,571 $68,257 $66,671 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget ROW Maintenance & Mowing, Hours 3,193 3,672 3,500 Drainage Mowing, Hours 1,191 1,205 1,300 Drainage Structure Maintenance, Hours 615 2,598 2,700 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Revenue Fees $734,530 $1,017,250 $1,041,000 Fund Transfers 4,034 0 0 Miscellaneous 1,573 3,050 1,700 Total $740,137 1,020,300 $1,042,700 Expenses Personnel $325,468 $362,499 $457,350 Supplies 4,552 8,300 8,300 Human Services 184 325 325 City Support Services 1,509 17,500 26,500 245 PUBLIC WORKS DRAINAGE Utility Services 21,375 26,500 29,500 Operations Support 0 2,460 2,460 Staff Support 3,705 6,400 7,625 City Assistance 378 840 840 Professional Services 20,759 72,800 23,500 Fund Charges/Transfers 165,046 188,336 197,304 Maintenance Services 42 22,000 22,000 Other Costs 100 200 200 Debt Services 3,169 18,091 18,574 Rental/Leasing 561 500 500 Operating Equipment 0 0 632 Capital Outlay 0 156,625 243,398 Total $546,848 $883,376 $1,039,008 PROGRAM JUSTIFICATION AND ANALYSIS Revenue For the FY 2013-14 Revenue will increase by 2.2% from the FY 2012-13 year end estimate. This increase is due to growth in the number of customers served by the City. Expenses The Proposed FY 2013-14 Budget increases by 17.6% from the FY 2012-13 year end estimate. This increase is due to the full year funding of the new Stormwater Manager which was approved in FY 2012-13 and drainage improvements for the Borgfeld Detention and Arroyo Verde Dietz Creek. 246 247 248 249 250 251 252 FUND: 203 EMERGENCY MEDICAL SERVICES (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 Schertz 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 prevent and prepare them for medical emergencies through community education, demonstrations, immunizations, and CPR and Automatic External Defibrillator training programs. ? Be the preferred employer for pre-hospital healthcare providers in the State of Texas ? Be thoroughly prepared for man-made and natural disasters in our jurisdiction, regionally, and statewide. 253 EMERGENCY MEDICAL SERVICES (EMS) ? Meet the needs of our customers and to solidify relationships and agreements with all eight cities, three counties and one Emergency Services District for which we provide service. DEPARTMENTAL DESCRIPTION Schertz Emergency Medical Services responds to 911 requests for ambulance service across 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 sixty hours of Continuing Education annually and over thirty six hours for our first responders. Provide ambulance demonstrations and stand-by event coverage to further the knowledge of Emergency Medical Services and injury/illness prevention and preparedness. ORGANIZATIONAL CHART EMS 2011-12 2012-13 2013-14 Director 1 1 1 Assistant Director 1 1 1 Clinical Manager 1 1 1 Office Manager 1 1 1 Senior Administrative Asst. 1 1 1 Billing Specialist 1 1 1 Billing Clerk 1 1 1 EMS Supervisor 3 3 3 Field Training Officer 3 3 3 Paramedic 21 21 21 Training Academy Coordinator 1 1 1 P/T Paramedics 15 15 15 P/T EMT Intermediates 5 5 5 TOTAL POSITIONS 55 55 55 City Manager Executive Director Operations Emergency Medical Services (EMS) 254 EMERGENCY MEDICAL SERVICES (EMS) PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Requests for EMS Service 7,543 8,347 8,698 Transports to Hospitals 4,785 5,373 5,741 Hospital to Hospital Transports 0 272 840 Collections per Transport 398.89 410.85 440.00 Students Enrolled in Certification Classes 87 87 116 Trips billed for Alamo Heights 0 885 930 Members of EMS Passport 336 410 500 2011-12 2012-13 2013-14 Efficiency Actual Estimate Budget Response Time 90% Reliability 14:00 14:00 13:00 Total Time on Task (Minutes) 68.4 57.7 56.0 Transport Percentage 63.4% 64.4% 66.0% Days Sales Outstanding 60 61 60 Mutual Aid Requested N/A 72 60 Students Graduated from Certification Classes 43 39 55 2011-12 2012-13 2013-14 Effectiveness Actual Estimate Budget Customer Service Card Scores (Percentage all positive) 98.01% 98.79% 99% Critical Failures /100,000 miles* N/A N/A 2.0 Fleet Accidents /100,000 miles* N/A N/A 1.13 Cardiac Arrest Save %* N/A N/A 9.0% Correct recognition of STEMI* N/N/A N/A 90.0% EMS certification Pass Rate 95% 80% 93% *EMS will begin reporting several new effectiveness measures in FY 2014. Customer Service Cards are mailed to all patients we encounter. We ask the patients 5 customer focused questions and measure the percentage of time they respond positively (Yes). Critical Failures are responses where the original dispatched ambulance could not respond or complete the call due to 255 EMERGENCY MEDICAL SERVICES (EMS) a vehicle failure of any type (other than an accident). Both these failures and fleet ambulance accidents will be measured and reported per 100,000 fleet miles driven. From our Clinical Department, we will begin reporting our cardiac arrest save percentage and the percentage of time we correctly recognize patients who are experiencing an ST-segment Myocardial Infarction (STEMI). Both of these reflect time sensitive patient encounters and the clinical expertise of our medics in recognizing and treat them appropriately. 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Revenue Fees $3,522,013 $4,758,189 $5,563,353 Inter-Jurisdictional 1,452,262 1,488,058 1,556,828 Fund Transfers 29,930 0 0 Miscellaneous 110,272 136,562 239,500 Total $5,114,477 $6,382,809 $7,359,681 Expenses Personnel $2,725,196 $2,775,333 $2,848,462 Supplies 296,156 350,435 359,284 Human Services 230 450 800 City Support Services 10,277 33,889 32,500 Utility Services 131,839 114,260 115,800 Operations Support 48,483 51,377 62,305 Staff Support 61,686 58,199 79,500 City Assistance 11,751 9,800 14,400 Professional Services 122,075 142,605 137,016 Fund Charges/Transfers 1,668,784 2,169,678 2,662,073 Maintenance Services 39,634 46,700 57,820 Debt Service 12,466 110,545 152,772 Rental/Leasing 0 0 82,000 Operating Equipment 43,008 111,876 188,500 Capital Outlay 0 0 80,000 Total $5,171,858 $5,975,147 $6,873,232 PROGRAM JUSTIFICATION AND ANALYSIS Revenues Revenue for FY 2013-14 will increase by 15.3% from FY 2012-13 year end estimates due to an expected increase in service calls and transport fees. 256 EMERGENCY MEDICAL SERVICES (EMS) Expenses The Proposed FY 2013-14 Budget will increase by 15.0% from the FY 2012-13 year end estimate. The EMS Fund’s bad debt expense will increase along with the increase in revenue. Additional equipment will be purchased and leased in FY 2013-14 including driving computers, a new supervisor truck with emergency gear, and patient/defibrillator monitors. Debt service will increase with a loan to purchase an additional ambulance. The EMS portion of the Computer Aided Dispatch service will now be paid out of the General Fund’s Information Technology Department and be reimbursed by the EMS Fund. 257 258 259 260 261 262 263 THIS PAGE INTENTIONALLY LEFT BLANK 264 FUND: 620 SCHERTZ ECONOMIC DEVELOPMENT 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. DEPARTMENT 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. 265 ECONOMIC DEVELOPMENT ORGANIZATIONAL CHART ECONOMIC DEVELOPMENT 2011-12 2012-13 2012-13 Executive Director 1 1 1 Economic Development Analyst 1 1 1 Economic Development Specialist 1 1 1 Administrative Assistant 1 1 1 TOTAL POSITIONS 4 4 4 PERFORMANCE INDICATORS 2011-12 2012-13 2013-14 Workload/Output Actual Estimate Budget Number of inquiries/prospects assisted 60 64 60 Number of companies visited in BRE (Business, Retention & Expansion) Program 10 16 15 Attendance at business seminars 10 35 20 Number of trade shows attended 12 11 10 Number of businesses from target industries interested in locating 8 21 15 Number of firms receiving assistance 15 43 20 City Council City Manager Economic Development Board Schertz Economic Development Corporation 266 ECONOMIC DEVELOPMENT 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Revenue Taxes $2,659,194 $3,004,889 $3,095,036 Fund Transfers 976 0 0 Miscellaneous 25,069 12,200 10,175 Total $2,685,238 $3,017,089 $3,105,211 Expenses-Non Departmental Supplies $26,227 $0 $0 Utility Services 83,431 0 0 Maintenance Services 52,368 0 0 Total Non Departmental $162,026 $0 $0 Expenses-Economic Development Personnel $248,531 $230,468 $326,237 Supplies 731 2,200 1,250 Human Services 0 200 200 City Support Services 9,128 16,500 16,545 Utility Services 1,417 5,950 2,795 Operations Support 101,297 166,100 148,200 Staff Support 33,959 20,250 18,050 City Assistance 10,000 995,000 1,525,000 Professional Services 245,481 184,093 102,500 Fund Charges/Transfers 472,810 615,647 503,605 Debt Service 428,329 428,504 427,672 Operating Equipment 372 2,000 2,500 Total Economic Development $1,552,056 $2,731,104 $3,074,554 Total Schertz Economic Development $1,714,082 $2,731,104 $3,074,554 PROGRAM JUSTIFICATION AND ANALYSIS Revenues The revenue for FY 2013-14 will increase by 2.9% from the FY 2012-13 year end estimate. Sales tax revenue is expected to increase by 3% from the FY 2012-13 estimates as a result of the general improvements in the economy. 267 ECONOMIC DEVELOPMENT Expenses The Proposed FY 2013-14 Budget will increase by 12.6% from the FY 2012-13 year end estimate. The SEDC has worked with the City Manager’s Office to remove expenses related to the ongoing maintenance and basic services of the emergency services buildings from the Economic Development budget. Beginning in FY 2012-13 these expenses were relocated to the General Fund and reimbursed by the Schertz Economic Development Corporation (SEDC). This reimbursement will be reduced by $86,245 for FY 2013-14 as part of a 4 year plan to remove all related maintenance expenses for the emergency services buildings from the SEDC budget. Professional Services will also decrease with the completion of the Gateway Planning survey in FY 2012-13 where the SEDC was responsible for 70% of the expenditures. Offsetting these decreases is an additional $500,000 in the Development Incentive Fund to meet anticipated financial responsibilities under the Economic Development Incentive Agreement with Amazon.com.kydc LLC. The SEDC has allocated funds to the TexasOne account to better reflect the SEDC’s ongoing plan to fully utilize TexasOne as a major promotional avenue for the City. There will be no change in the overall budget due to this reprioritization of expenses. 268 269 270 271 272 273 274 275 276 FUND: 314 HOTEL/MOTEL OCCUPANCY TAX DESCRIPTION Revenues for the Hotel/Motel Fund are derived from a 7% tax on rooms rented in the City. There are four hotels in Schertz; the Best Western Plus with 61 rooms, Hampton Inn with 98 rooms, La Quinta with 81 rooms and Fairfield Inn with 118 rooms. These revenues are used to support Schertz as a destination location. Advertising campaigns to increase awareness of all Schertz has to offer reach citizens all across the State and beyond. These funds are also used to support City held events and organizations such as the Festival of Angels, a jazz festival, and the Schertz Sweethearts which also promote the City. 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Revenue Taxes $470,290 $480,000 $485,000 Fund Transfer 0 0 22,738 Miscellaneous 420 600 550 Total $470,710 $480,600 $508,288 Expenses Supplies $1,827 $2,000 2,000 City Support Services 65,318 78,378 65,128 Operations Support 45,429 74,000 75,500 Professional Services 2,500 11,685 5,625 Fund Charges/Transfers 199,876 248,750 284,035 Operating Equipment 66,718 50,000 56,000 Capital Outlay 0 8,000 20,000 Total $381,667 $472,813 $508,288 PROGRAM JUSTIFICATION AND ANALYSIS Revenue The FY 2013-14 revenues increase by 5.8% from FY 2012-13 year end estimates due to a transfer in from reserves to fund one time projects. 277 HOTEL TAX FUND Expenses The Proposed FY 2013-14 Budget increases by 7.5% from the FY 2012-13 year end estimate. The increase is to help fund the council chamber renovations and the purchase of facility management software for the Event Facilities division. 278 279 280 281 THIS PAGE INTENTIONALLY LEFT BLANK 282 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. Revenues are derived from developer fees (in lieu of parkland dedication), local citizen groups, state, local non profit neighborhood associations, home owners associations (HOA’s), regional non-profit grants, and donations. Tree Mitigation was separated from this fund beginning FY2012-13. 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Revenue Fees $217,160 $221,000 $150,000 Miscellaneous 656 160 300 Total $217,816 $221,160 $150,300 Expenses Professional Services $23,350 $545 $0 Fund Charges/Transfers $100,000 138,884 0 Maintenance Services 136 0 0 Operating Equipment 67,902 2,386 0 Capital Outlay 23,416 0 40,000 Total $214,804 $141,815 $40,000 PROGRAM JUSTIFICATION AND ANALYSIS Revenue In FY 2013-14 revenues are expected to decrease by 32.0% from FY 2012-13 year end estimates. This decrease is due to a one time transfer from reserves in FY 2012-13 to fund projects such as improvements to the Animal Adoption Center. 283 PARK FUND Expenses The Proposed FY 2013-14 Budget will decrease by 71.8% from the FY 2012-13 year end estimate due to budgeting for the construction of 2 pavilions and no other projects. 284 285 286 287 288 FUND: 319 TREE MITIGATION DESCRIPTION Tree mitigation fund is a special fund that is derived from revenue from permits for tree removal issued in connection with a building permit, subdivision plan, and site plan. These funds are used to replace trees on City Parks, City owned property, Public lands, and SCUCISD school property. 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Revenue Fees $0 $27,000 $35,000 Miscellaneous 0 2,140 104,525 Total $0 $29,140 $139,525 Expenses Maintenance Services $0 $38,300 $139,525 Capital Outlay 0 23,226 0 Total $0 $61,526 $139,525 PROGRAM JUSTIFICATION AND ANALYSIS Revenue Revenues for FY 2013-14 increase by 378.8% from FY 2012-13 year end estimates with a transfer from reserves to fund new projects. Expenses The Proposed FY 2013-14 Budget increases by 126.8% from the FY 2012-13 year end estimate. This increase is to fund ornamental trees for the soccer complex and Animal Adoption Center and shade trees for the soccer complex, Animal Adoption Center, and the Arroyo Verde drainage project. 289 290 291 292 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. DESCRIPTION This fund is funded from the Special Events Fund by a transfer. The Historical Committee reviews locations for possible historic value and distributes books about the history of Schertz. 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Revenue Fees $391 $250 $500 Fund Transfers 2,385 500 $5,150 Total $2,776 $750 $5,650 Expenses Supplies $1,002 $750 $2,000 Operations Support 1,645 0 1,000 Staff Support 0 0 2,650 Operating Equipment 502 0 0 Total $3,149 $750 $5,650 PROGRAM JUSTIFICATION AND ANALYSIS Revenues Revenues for FY 2013-14 will be set at $5,650. Expenses The Proposed FY 2013-14 Budget will be set to $5,650. 293 294 295 296 FUND: 616 PARKS & RECREATION FOUNDATION MISSION STATEMENT The Schertz Parks and Recreation Foundation, in partnership with the City of Schertz, raises funds, fosters partnerships, and advocates in support of specific projects and activities that improve and benefit our City parks; providing recreation and educational experiences to all. Funds raised by quality of life events hosted by the Foundation; the 4th of July Jubilee and Schertz Fest, are used to improve city parks as well as provide for the cost of hosting future events. Both events include music, vendors, carnival, and a BBQ Cook-off. 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Revenue Fees $124,696 $248,198 $293,850 Fund Transfers 20,000 20,000 23,500 Miscellaneous 101,061 33,823 32,350 Total $245,758 $302,021 $293,850 Expenses Non Departmental $16,013 $109,999 $20,700 4th of July Jubilee 100,466 93,213 135,850 Schertz Fest 42,530 102,378 118,700 Total $159,008 $305,590 $275,250 PROGRAM JUSTIFICATION AND ANALYSIS Revenues The FY 2013-14 revenues will decrease by 2.7% from FY 2012-13 year end estimates. Expenses The Proposed FY 2013-14 Budget will decrease 9.9% from the FY 2012-13 year end estimate. The increase in festival funding will be offset by the one-time transfer out of the Veteran’s Memorial donations into a separate fund in FY 2012-13. 297 298 299 300 301 302 303 304 Glossary Account A designation assigned to an accounting entry where a running total of all entries is kept. It is a grouping of assets, liabilities, reserves, retained earnings, revenues, or expenses. Accounting Standards The generally accepted accounting principles (GAAP) set by the Governmental Accounting Standards Board (GASB) that guide the recording and reporting of financial information. Accounts Payable A short term liability (less than one year) showing the amounts currently owed for goods and services received by the City. Accounts Receivable A short term asset (less than one year) showing the amount currently due to the City for goods and services provided. Accrual Accounting An accounting method in which revenues and expenses are recorded at the time they occur, rather than when cash is traded hands. Used for financial reports Ad Valorem Taxes Commonly referred to as property taxes. The charges levied on all real and certain personal property according to the property's assessed value and the tax rate. Used to support the General Fund and pay general obligation debt. Adopted Budget The budget as approved by the City Council. It sets the legal spending limits and funding sources for the fiscal year. Assessed Value A value set upon real estate or other property as a basis for levying property taxes. For the City of Schertz, the Counties are responsible for assessing property values. Asset Resources of the City that cover liability obligations. Balanced Budget A budget where current revenues meet or exceed current expenses resulting in a positive fund balance at the end of the fiscal year. Bond Are a long term debt issued by the City to pay for large capital projects such as buildings, streets, and water/sewer system improvements. Budget Calendar The schedule of dates used as a guide to complete various steps of the budget preparation and adoption processes. 305 Glossary Capital Improvements Expenditures for the construction, purchase, or renovation of City facilities or property. Capital Outlay Purchase of property or equipment greater than $5,000 which will be added to the City's fixed assets. Cash Currency on hand with the bank. Cash Basis An accounting method Certificates of Obligation Tax supported bonds similar to general obligation bonds and can be issued after meeting strict publication requirements and council approval. Charter A document that establishes the city's governmental structure and provides distribution of powers and duties. In order to be implemented or changed it must be approved with a vote by the people City Council The elected governing body of the City, consisting of the Mayor and five (5) council members acting as the legislative and policy-making bod of the City. CRM Client Resource Management -a type of software for tracking dates, events, and clients. Debt Service Payments on debt made up of principle and interest following a set schedule Delinquent Taxes Property taxes remaining unpaid after the due date. Delinquent taxes incur penalties and interest at rates specified by law Department A functional group of the City with related activities aimed at accomplishing a major City service or program Depreciation Recognizes the expense related to a fixed asset over its expected useful life. Effective Tax Rate The rate that would produce the same amount of property taxes from the properties on the previous year's tax rolls. Enterprise Fund See Proprietary Fund. Equity The difference between assets and liabilities in the fund, usually made up of Fund Balance. Expenditure Any payment made by the City 306 Glossary Expense Any reduction in Fund Balance Fiscal Year The time period designated by the City signifying the beginning and ending period for recording the financial transactions of the City. The City of Schertz' fiscal year begins each October 1st and ends the following September 30th. Fixed Assets Assets of a long-term character which are intended to be held or used, such as land, buildings, machinery, furniture, and equipment. Fund A fiscal and accounting entity established to record receipt and disbursement of income from sources set aside to support specific activities or to attain certain objectives. Each fund is treated as a distinct fiscal entity where assets equal liabilities plus fund balances. Fund Balance The difference between fund assets and fund liabilities of governmental and trust funds. Fund Equity The difference between assets and liabilities of any fund. General Fund The major fund in most governmental entities. It contains many activities associated with municipal government, such as as police and fire rescue, libraries, parks and recreation. General Obligation Bonds A municipal bond backed by property taxes Goals Department/Division objectives intended to be accomplished or begun within the coming fiscal year. Governmental Fund Funds, or specific groups of revenues and expenses, including the General Fund, Special Revenue Funds, Capital Project Funds, and Debt Service Funds. Home Rule City Cities which have over 5,000 in population and have adopted home rule charters. I&S Interest and Sinking -The portion of the property tax that goes to pay debt issued by the City Interest & Sinking Fund See Debt Service Fund. 307 Glossary Interfund Transfers Transfer made from one City fund to another City Fund for the purpose of reimbursement of expenditures, general and administrative services, payments-in-lieu of taxes, or debt service. Intergovernmental Revenues Revenues from other governments in the form of grants, entitlements, shared revenues, or payments-in-lieu of taxes. Service contracts? Liability Debt or other legal obligations arising out of transactions in the past that must be liquidated, renewed, or refunded at some future date. The term does not include encumbrances. LUE's Living Unit Equivalent, the amount of water in gallons per year that an average household would produce M&O Maintenance and Operations -The portion of the property tax that goes to fund general government activities of the City M&O Acronym for "maintenance and operations". (1) The recurring costs associated with a department or activity; (2) the portion of the tax rate that is applied to the General Fund. Mission The basic purpose of a department/division -the reason for its existence. Mixed Beverage Tax A tax imposed on the gross receipts of a licensee for the sale, preparation, or serving of mixed beverages. Modified Accrual basis Method of governmental accounting recognizes revenues when they are measurable and available and expenditures when goods or services are received with the exception of principal and interest on long term debt. Operating Budget Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing activities of the City are controlled. Operating Expenses Proprietary Fund expenses related directly to the Fund's primary activity. Ordinance A formal legislative enactment by City Council. 308 Glossary Payment-in-lieu of Taxes A payment made to the City in lieu of taxes. These payments are generally made by tax exempt entities for which the City provides specific services. For example, the City's Water & Sewer Fund provides this payment to the City's General Fund because of the Water & Sewer Fund's exemption from property taxation. Proprietary Fund Also referred to as Enterprise Fund. A governmental accounting fund in which services are provided, such as water and sewer service, are financed and operated similarly to those in a private business. The intent is that the costs of providing these services be recovered through user charges. Resolution A special or temporary order of the City Council. Requires less formality than an ordinance. Retained Earnings An equity account reflecting the accumulated earnings of a proprietary fund. Revenue Bonds Bonds whose principal and interest are payable exclusively from earnings of a proprietary fund. Special Revenue Fund Accounts for the proceeds of specific specific revenue sources that are legally restricted to expenditure for specified purposes. Tax Base The total net taxable value after exemptions of all real and personal property in the City. Tax Levy The result of multiplying the ad valorem property tax rate per one hundred dollars times the tax base. Tax Rate The rate applied to all taxable property to general revenue. The City's tax rate is comprised of two components; the debt service rate, and the maintenance and operations (M&O) rate. Tax Roll The official list showing the amount of taxes levied against each taxpayer or property. See also Tax Base. Taxes Compulsory charges levied by a government to finance services performed for a common benefit. TMRS The Texas Municipal Retirement System provides retirement plans to its member cities. Each city selects its own plan and its contributions are computed on each individual city's plan and actuarial information. 309 Glossary Transmittal Letter A general discussion and overview of the proposed budget as presented in writing by the City Manager to the City Council Unencumbered Balance The amount of an appropriation that is not expended or encumbered. It is essentially the amount of money still available for future purchases. User Charges The payment of a fee for direct receipt of a public service by the party who benefits from the service. Utility Fund See Proprietary Fund. 310