FY 2014-15 Proposed Budget
CITY OF SCHERTZ
FY 2014-15
PROPOSED BUDGET
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The members of the governing body voted on the proposal to consider the budget as follows:
FOR:
AGAINST: N/A
PRESENT and not voting: N/A
ABSENT: N/A
Property Tax Rate Comparison
2014-2015 2013-2014
Property Tax Rate:$0.4974/100 $0.4974/100
Effective Rate:$0.4857/100 $0.4829/100
Effective Maintenance & Operations Tax Rate:$0.2940/100 $0.2892/100
Rollback Tax Rate:$0.5066/100 $0.5218/100
Debt Rate:$0.1810/100 $0.1964/100
Total debt obligation for the City of Schertz secured by property taxes: 75,187,118$
This budget willraisemoretotalpropertytaxes
thanlastyear's budgetby $1,239,434 or a 9%
increase,andof thatamount,$669,757 is tax
revenue to be raisedfrom new property added to
the tax roll this year.
City of Schertz
Fiscal Year 2014-15
Budget Cover Page
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CITY OF SCHERTZ 2014-15 BUDGET
Table of Contents
Interest & Sinking Fund ------------------------------------------------- 207
Executive Summary ---------------------------------------------- 1
General Fund
Summary --------------------------------------------------------------- 11
Revenues --------------------------------------------------------------- 13 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 ----------------------------- 79 Police -------------------------------------------------------------------- 83
Fire Rescue ------------------------------------------------------------ 91
Inspections ------------------------------------------------------------ 99 Marshal Services ----------------------------------------------------- 105
Streets ----------------------------------------------------------------- 111
Parks, Recreation, & Community Services ----------------- 117 Swim Pools ---------------------------------------------------------- 123
Event Facilities ----------------------------------------------------- 127
Library --------------------------------------------------------------- 133 Animal Services -------------------------------------------------- 141
Information Technology -------------------------------------------- 147
Human Resources -------------------------------------------------- 153 Finance ---------------------------------------------------------------- 159
Purchasing & Asset Management ----------------------------- 165 Fleet Service ------------------------------------------------------- 171 Building Maintenance --------------------------------------------- 177
City Assistance ----------------------------------------------------- 183 Court Restricted Funds -------------------------------------------- 187
Special Events Fund ---------------------------------------------- 189
Public, Educational, and Government (PEG) Access Fund-- 203
Water & Sewer
Summary -------------------------------------------------------------- 211 Business Office ----------------------------------------------------- 217
Water & Sewer Administration ---------------------------------- 223
CITY OF SCHERTZ 2014-15 BUDGET
Table of Contents
Capital Recovery Water -------------------------------------------------------------- 235
Sewer -------------------------------------------------------------- 243
Schertz Economic Development Corporation Summary -------------------------------------------------------------- 271 Revenues -------------------------------------------------------------- 276
Expenditures -------------------------------------------------------- 277
Drainage
Summary -------------------------------------------------------------- 249
Revenues -------------------------------------------------------------- 254 Expenditures -------------------------------------------------------- 255
Emergency Medical Services (EMS) Summary -------------------------------------------------------------- 259
Revenues -------------------------------------------------------------- 265 Expenditures -------------------------------------------------------- 266
Hotel Tax
Summary -------------------------------------------------------------- 283 Revenues -------------------------------------------------------------- 286 Expenditures -------------------------------------------------------- 287
Park Fund
Summary -------------------------------------------------------------- 289
Revenue ---------------------------------------------------------------- 291 Expense --------------------------------------------------------------- 292
Tree Mitigation Summary -------------------------------------------------------------- 295 Revenues -------------------------------------------------------------- 297
Expenditures ---------------------------------------------------------- 298
Library Fund Summary -------------------------------------------------------------- 299
Revenues -------------------------------------------------------------- 301
Expenditures -------------------------------------------------------- 302
Historical Committee
Summary -------------------------------------------------------------- 303 Revenues -------------------------------------------------------------- 305
Expenditures -------------------------------------------------------- 306
Parks & Recreation Foundation
Summary --------------------------------------------------------------- 307
Revenue -------------------------------------------------------------- 309 Expenditures -------------------------------------------------------- 310
Glossary ----------------------------------------------------------------------- 315
Executive Summary
General Fund
Revenue
The revenue for FY 2014-15 will increase 4.4% from the FY 2013-14 year end
estimates. Revenues from property taxes and sales taxes increase 14.5% and 4.0% respectively. Maintenance & Operations property taxes are based on a rate of $0.3164
per $100 of valuation which is an increase of 5.1% from FY 2013-14. The overall
property tax rate will remain unchanged at $0.4974 due to a decrease of the Interest &
Sinking property tax rate to $0.1810. Franchise fees will increase due to a growing
customer base and a franchise fee rate increase for City Public Service (CPS) from 3% to 4.5%. Of this increase 1% has been committed by City Council to be used only on
utility right of way improvements within the CPS service area. Permits will offset these
increases as the City had an above average year on development permits with many
large business renovations and new construction.
Expenses
The FY 2014-15 Budget will increase 8.9% from the FY 2013-14 year end estimates.
This increase includes continuation of the merit program for employees and funds to act
on the Compensation Study when it is completed. This budget puts an emphasis on
replacing aging and expiring equipment by replacing six vehicles, conducting building repairs on Fire Station #2 and the Administration Building, and replacing two
defibrillators and the first phase of the Self Contained Breathing Apparatuses (SCBAs)
before they expire. New programs include two new Mechanic positions, an Accountant
I, a Building Maintenance Worker, additional landscaping services, and new permit
tracking software. These programs, along with a traffic study of FM 1518, are both necessary and forward looking in order to meet the needs of a growing community.
City Council
The FY 2014-15 Budget will increase 23.4% from the FY 2013-14 year end estimate
due to holding an additional election in May for charter amendments.
City Manager
The FY 2014-15 Budget will decrease by 8.5% from the FY 2013-14 year end
estimates. This decrease is from the transfer of funding for an Executive Director
position to fund positions in other departments in the budget as approved in the Mid-Year Adjustment.
Municipal Court
The FY 2014-15 Budget will increase 0.3% from the FY 2013-14 year end estimates.
The increase in court costs are offset by reducing funding for the vacant court clerk position to 9 months. This position will be filled if the number of court cases filed
continues to increase.
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311 Customer Service The FY 2014-15 Budget will increase 4.1% from the FY 2013-14 year end estimates.
This increase is due to personnel related increases and the replacement of workstation
equipment.
Planning & Zoning The FY 2014-15 Budget will increase 2.9% from the FY 2013-14 year end estimates.
There will be no change in operations.
Legal Services
There will be no change in the current level of legal services.
General Services
The General Services Budget for FY 2014-15 will decrease by 2.4% from the FY 2013-
14 year end estimates. By handling more services in house, the need for outside
maintenance services decreased. The door lock replacement program will be focused on the Fire Station and City Hall in FY 2014-15.
City Secretary
The FY 2014-15 Budget will increase by 4.6% from the FY 2013-14 year end estimates.
This increase is due to the annual merit and other personnel related expenses.
Non-Departmental
The FY 2014-15 Budget increases 28.1% from the FY 2013-14 year end estimates.
This increase sets the contingency account to $180,000 or about 0.8% of the overall
General Fund budget and takes into account upcoming property tax reimbursements required by incentive agreements between the City and new businesses. The increase
also allows the City to address additional priorities. In FY 2013-14 the City was able to
fund repairs to the Recreation Center. In FY 2014-15 funding is appropriated to repair
leaks at Fire Station #2 and the Administration building and to contract an engineer to
provide an executable solution for the water runoff in the Administration Building parking lot. A priority raised by Citizens in the Community Pre-budget meetings is to design FM
1518 for increased traffic demands. A study on FM 1518 is funded which will provide a
long term look at what needs to be done to accommodate this growth. Another increase
is to provide funding to finish the Compensation Study and to act on the first phase of
this study. Due to a growing number of employees and the age of existing workstations, a budget allowance has been included for reconfiguration of workstations for better
efficiency. The increase will also provide funding for the Sweetheart program and
Festival of Angels.
Public Affairs The FY 2014-15 Budget will be increased by 16.2% from the FY 2013-14 year end estimates. This increase is due to the full year funding of the new Events specialist
position. This position will be reimbursed by 50% from the Hotel/Motel Tax Fund.
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Records Management The FY 2014-15 Budget increases by 13.2% from the FY 2013-14 year end estimates.
This change is related to additional scanning and shredding planned by working in
coordination with other departments to identify the applicable records.
Schertz Magazine The FY 2014-15 Budget will increase by 5.5% of the FY 2013-14 year end estimates.
This increase is due to the estimated increase in printing costs.
Engineering
The overall budget for the Engineering Department increases 14.0% from FY 2013-2014 year end estimates as a result of full year funding of the new Engineer position
authorized at mid-year.
GIS
The FY 2014-15 Budget increases by 8.5% from the FY 2013-14 year end estimates. This increase is due to the purchase of a laminator and a replacement printer. The
laminator will be able to protect documents that are used in the field increasing
effectiveness and efficiency. The current printer is aging, printing slowly and is prone to
jams. The replacement printer will still be shared with neighboring departments.
Police
The Police Departments overall FY 2014-15 Budget increased 5.9% when compared to
the FY 2013-14 year end estimates. There is a 3.3% increase within Personnel based
on merit pay, overtime, longevity, payroll taxes, retirement, workers’ compensation, and
to bring the total number of crossing guards to nine. The police department’s remaining budget increases are based on vehicle fuel, uniforms and body armor, training, and
promotional and applicant testing service. In addition there is a need to replace 5 patrol
cameras, 5 mobile computers, and the Live Scan finger print scanner. The mobile
computers and the Live Scan need to be replaced since they run on Windows XP and
are no longer supported my Microsoft.
Fire Rescue
The FY 2014-15 Budget increases 13.7% from the FY 2013-14 year end estimates.
This increase is to replace two vehicles: the chief’s vehicle and a battalion chief’s
vehicle. The old vehicles will be used by the new inspector, who needs a dedicated vehicle and the second will replace a broken down vehicle used by the Training Safety
Officer. The rest of the increase is dedicated to replacing outdated equipment. The Self
Contained Breathing Apparatuses will be replaced over a 3 year time period while 2
defibrillators will be replaced using a leasing program started through the Emergency
Medical Services department.
Inspections
The FY 2014-15 Budget will increase 16.6% from the FY 2013-14 year end estimates.
This increase is attributed to the full year funding of a Plans Examiner position and to
replace a broken down Inspector vehicle.
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Marshal Services The FY 2014-15 Budget will increase 3.6% from the FY 2013-14 year end estimates by
purchasing a new laptop and tablets for field work and to develop a code enforcement
program for ticket writers.
Streets The FY 2014-15 Budget will decrease by 4.9% from the FY 2013-14 year end
estimates. The decrease is due to the completion of the new lighted crosswalk in front
of Clemens High School and the purchase of two vehicles in FY 2013-14. These
completed projects are partially offset by the purchase of another replacement vehicle
in FY 2014-15.
Parks
The FY 2014-2015 Budget increases 19.3% over the FY 2013-2014 estimates because
of the additional landscaping/site improvements that came on line this year including the
new Animal Adoption Center, Skate Park, and Veterans Memorial Plaza. The Department is also acquiring additional park acreage at Cypress Point (10 acres) within
the next budget year. In addition, the department will be replacing a truck.
Pools
No changes in operations for the FY 2014-15 Budget.
Event Facilities
The FY 2014-15 Budget will increase 10.8% from the FY 2013-14 year end estimates.
Rental revenue decreased from FY 2012-13 when there was an advertising emphasis
on wedding advertisements. The department will reintroduce this advertising campaign as well as place more ads in local magazines and business journals. New operating
equipment will also be purchased including window screens and kitchen shelves for the
Community Center and lobby seating and gathering room furnishings for the Civic
Center.
Library
The FY 2014-15 Budget will decrease 0.2% from the FY 2013-14 year end estimates.
There are no change in operations.
Animal Services The FY 2014-15 Budget will increase 8.6% from the FY 2013-14 year end estimates.
This increase is due to the full year funding of the larger Animal Adoption Center. It also
reflects the purchase of an Animal Adoption Trailer as long as the City receives at least
$9,000 in donations to put toward this capital purchase.
Information Technology The FY 2014-15 Budget will increase 9.8% from FY 2013-14 year end estimates. Along
with an increase in cost of our current supported systems and programs the City will be
adding planning tracking software for Development Services to track the platting and
permitting process from start to finish. The Fire Department will now be able to create
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better reports by migrating their RMS data to a different system. This will help them find efficiencies in their everyday operations. As more of the City goes digital the costs for
internet and data plans will increase proportionally. In addition to software the City will
also be replacing network switches for better server performance, upgrading the
firewall, and purchasing video streaming software.
Human Resources
The FY 2013-14 Budget will increase by 8.2% from FY 2013-14 year end estimates.
This increase is to better advertise for vacant specialized positions and to provide full
year funding of the FMLA service contract.
Finance
The FY 2014-15 Budget will increase 14.9% from the FY 2013-14 year end estimates
due to 10 month funding of a new Accountant position.
Purchasing & Asset Management The FY 2014-15 Budget will increase 2.4% from the FY 2013-14 Budget. This increase
reflects higher personnel costs.
Fleet
The FY 2014-15 Budget increases by 27.9% from the FY 2013-14 year end estimates. This increase reflects the addition of two Mechanic I positions; one of which will be paid
by EMS and be trained to specifically work on emergency service vehicles. There is
also funding for replacement vehicles when they break down.
Building Maintenance The FY 2014-15 Budget decreases 17.5% from the FY 2013-14 year end estimates. FY
2014-15 includes the addition of a new Worker I position and a vehicle; however this
increase is offset by the one-time funding of the security and audio/visual upgrades to
the Council Chambers in FY 2013-14.
City Assistance
The FY 2014-15 Budget will decrease by 15.0% from the FY 2013-14 year end
estimates. The decrease is due to one-time expenses related to the City taking over
operation of the Senior Center that occurred in FY 2013-14.
Court Restricted Funds
In FY 2014-15 the court security fund will be used to remodel the Municipal Court
counter and subsidize one half of a marshal’s salary for the time they spend in court.
Court technology expenditures will be to replace ticket writers and other equipment as
the need arises throughout the year.
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Special Events Fund
Revenue
Revenue for the FY 2014-15 Budget will decrease 12.0% from the FY 2013-14 year end
estimates. Fewer fund transfers from reserves are needed due to the completion of the
Hal Baldwin Memorial Plaza. Revenue is set through transfers to balance this fund.
Expenses
The FY 2014-15 Budget will decrease 16.8% from the FY 2013-14 year end estimates.
This decrease is due to the completion of the Hal Baldwin Memorial Plaza in FY 2013-
14.
Public, Educational, and Governmental Access (PEG) Fund
Revenue
Revenue increases in FY 2014-15 by 74.8% with a transfer from reserves to continue
the Master Communication Plan.
Expenses
The FY 2014-15 Budget increases 151.6% from the FY 2013-14 year end estimates to
continue the Master Communication Plan by purchasing the necessary equipment.
Interest & Sinking Fund
Revenues
Revenues for FY 2014-15 will increase 1.6% from the FY 2013-14 estimates with the
growth of the tax base.
Expenses
The FY 2014-15 Budget will increase 0.7% from the FY 2013-14 year end estimates
with the addition of a debt service for Public Works equipment.
Water & Sewer Fund
Revenue
Revenue for FY 2014-15 will decrease 9.4% from FY 2013-14 year end estimates.
Increases in service customers, water rates, and sewer rates are offset by the one-time
transfer in FY 2013-14 to fund waterline replacements and a new water tower.
Expenses
The FY 2014-15 budget will decrease 7.4% from FY 2013-14 year end estimates.
Increases in service costs and maintenance are offset by the project funding in FY
2013-14.
Business Office
The FY 2014-15 Budget increases 10.2% from FY 2013-14 year end estimates. This
increase is due to additional costs of online transaction with the removal of the online
convenience fee.
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Administration
The FY 2014-15 Budget increases 4.3% from the FY 2013-14 year end estimates. For
FY 2014-15 the Cibolo Creek Municipal Authority (CCMA) is increasing its charge for
sewer treatment 9.5%. Funds are also budgeted to act on the Compensation Study
once it’s completed. The contribution to the Cibolo Valley Local Government Corporation (CVLGC) will increase since another member City backed out of the
corporation, spreading their contribution to the remaining members. The waste
contractor expense for garbage collection in the City is increasing but is offset by an
increase in revenue. This increase is from additional customers only and does not
reflect a change in the fees. To replace aging vehicles and equipment the Water & Sewer Fund will replace two vehicles and join with the Drainage and General Funds in a
debt issuance to replace back hoes, chippers, mowers, and other equipment.
Capital Recovery Fund - Water
Revenues Revenues for FY 2014-15 are expected to remain at levels estimated for FY 2013-14.
Expenses
The FY 2014-15 Budget will increase 339.4% from the FY 2013-14 year end estimates
with the addition of the project to make improvements to the Live Oak Pump.
Projects to be completed FY 2014-15
• Engineering for the southeast elevated water tank
• Improvements to the Live Oak Pump
Capital Recovery Fund - Sewer
Revenues
The revenue for FY 2014-15 will increase 59.8% from the FY 2013-14 year end
estimates due to a transfer from reserves to fund the next phase of a project.
Expenses
The FY 2014-15 Budget will increase 805.3% from the FY 2013-14 year end estimates.
This increase is to fund the finish out of phase three of the Town Creek Project.
Projects to be completed FY 2014-15
• Preliminary engineering for the south Schertz wastewater treatment plant
• Finish Out of Phase III at Town Creek
Drainage Fund
Revenue
Revenue in FY 2014-15 will increase 8.6% from the FY 2013-14 year end estimates
due to an increase in service population. There is no increase in fees.
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Expenses The FY 2014-15 Budget will increase 28.1% from the FY 2013-14 year end estimates
with the completion of projects started in FY 2013-14 and for additional debt service to
purchase new equipment for Public Works.
EMS Fund
Revenues
Revenues for FY 2014-15 will increase 7.8% from the FY 2013-14 year end estimates
due to an increase in expected transports. There are no change in fees.
Expenses
The FY 2014-15 Budget will increase 22.9% from the FY 2013-14 year end estimates.
Along with the additional expenses related to an increase in transports, the budget also
includes funds to act on the Compensation Study, debt service for new ambulances,
equipment for new ambulances, and an increase in the interfund charge to reimburse the General Fund for a new Mechanic position.
Schertz Economic Development Corporation (SEDC)
Revenues
The revenue for FY 2014-15 is projected to increase by 4.1% from the FY 2013-14 year
end estimate. The increase is the result of general improvements in the economy.
Expenses
The proposed FY 2014-15 Budget will decrease by 1.7% from the FY 2013-14 year end
projections. The SEDC continues to work with the City Manager’s office to eliminate
Non-Departmental Expenses from the SEDC Budget; this is the final year of the four
year plan to eliminate the emergency service buildings and related expenses from the SEDC Budget.
The SEDC has moved both the Development Incentive fund and the Impact Fee
Matching fund to the projects section of the SEDC budget to more accurately reflect
year-to-year comparisons. Both incentive funds will have fund balances of $500,000; these funds will be used for qualified economic development projects.
The SEDC has allocated $200,000 to the Construction fund for the extension of David
Lack Boulevard which was approved by the Resolution No. 14-R-14.
The SEDC has allocated $250,000 to the Land Purchase fund. These funds have been set aside for future SEDC property purchases.
These increases were offset by the one-time payout of an incentive during FY 2013-14.
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Hotel Motel Tax Fund
Revenue
The revenue for FY 2014-15 will increase 5.2% from year end estimates due to an
increase in hotel stays.
Expenses
The FY 2014-15 Budget will decrease 52.0% from the FY 2013-14 year end estimates.
This decrease reflects the removal of direct support for the Event Facilities such as the
Civic and Community Centers. The direct support consisted of expenditures for building
maintenance, equipment, and reimbursements of Event Facilities related staff costs. The Festival of Angels and the Steve Simonson Award and Luncheon will now be
funded by the General Fund instead of the Hotel Tax Fund. There was also a one-time
transfer to fund lighting at the soccer fields in FY 2013-14 which adds to the overall
budget decrease.
Park Fund
Revenue:
The revenue for FY 2014-15 will decrease 22.5% from the FY 2013-14 year end
estimates due to fewer known upcoming developments which would result in parkland dedication fees.
Expenses
The FY 2014-15 Budget will increase 50.0% from FY 2013-14 year end estimates.
Projects planned for FY 2014-15 include pavilions for the upcoming Dog Park and for the skate park and for Crossvine park improvements including a decomposed granite
trail and two park benches.
Tree Mitigation
Revenue
Revenue for FY 2014-15 will decrease 50.0% from FY 2013-14 year end estimates with
fewer fees expected to be collected. Offsetting this will be a transfer from reserves to
fund additional projects.
Expenses
The FY 2014-15 Budget will increase 158.1% from the FY 2013-14 year end estimates.
Projects to be funded in FY 2014-15 include trees for the soccer complex, the baseball
fields, E. Live Oak Road, and the Arroyo Verde Drainage Project.
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Library Fund
Revenues
Revenues for FY 2014-15 are expected to increase 1.7% FY 2013-14 from year end
estimates through additional book sales.
Expenses The FY 2014-15 Budget will decrease 7.4% from FY 2013-14 year end estimates due to
a reduction in operating equipment.
Historical Committee
Revenues
Revenues for FY 2014-15 increase 258.1% from the FY 2013-14 year end estimates.
This increase comes from additional funding for the committee from the Special Events
Fund.
Expenses
The FY 2014-15 Budget increases 269.0% from the FY 2013-14 year end estimates.
This increase is to provide additional funding for training for all committee members.
Parks & Recreation Foundation
Revenues
Revenues for FY 2014-15 are expected to remain at the same levels as FY 2013-14.
Expenses
The FY 2014-15 Budget will increase 27.6% from FY 2013-14 year end estimates in
order to grow the events and provide improvements to parks in Schertz.
.
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DEPARTMENT: 150 CITY COUNCIL
FUND: 101 GENERAL FUND
VISION STATEMENT
Community. Service. Opportunity.
The City operates under core values which we measure our actions, both as employees and elected officials. Our core values are simple, straightforward,
and directive:
Do the right thing Do the best you can Treat others the way you would want to be treated
Work together cooperatively as a team
MISSION STATEMENT
To ensure our community enjoys an exceptional quality of life and sustainable
economic prosperity.
GOALS AND OBJECTIVES
Economic Prosperity
Fiscally Sustainable
Family Friendly for all ages
High Quality of Life
Safe Community
Essential Services
Attractive Community
Innovative and Proactive
Service Oriented
Friendly City
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CITY COUNCIL
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, Deputy City Secretary, City
Attorney, and Municipal Court Judges.
ORGANIZATIONAL CHART
Citizens
Mayor &
City Council
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CITY COUNCIL
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Actual Estimate Budget
Number of ordinances passed 34 59 60 Number of resolutions passed 121 112 115
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Meeting Attendance rate 90% 92% 92%
2012-13 2013-14 2014-15
Effectiveness Actual Estimate Budget
Number of Council Meetings 50 50 50
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel 21,575 24,303 23,575
Supplies 646 508 1,800 City Support Services 40,057 40,538 60,600 Operations Support 484 300 400
Staff Support 21,463 30,391 21,300
Professional Services 0 1,200 0
Total $84,546 $87,240 $107,675
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will increase 23.4% from the FY 2013-14 year end estimate due to holding an additional election in May for charter amendments.
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DEPARTMENT: 151 CITY MANAGER
FUND: 101 GENERAL FUND
VISION STATMENT
Provide the needed leadership to ensure fiscal responsibility throughout the organization, plan for future needs, and continue to deliver on the communities expectations of service and opportunity today and in the future.
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.
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CITY MANAGER
ORGANIZATIONAL CHART
CITY MANAGER 2012-13 2013-14 2014-15
City Manager 1 1 1
Deputy City Manager 0 0 1
Executive Director 3 3 1
Chief of Staff 1 1 1
Executive Assistant 2 2 2
TOTAL POSITIONS 7 7 6
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel $951,751 $911,509 $832,380
Supplies 1,082 2,750 3,000
City Support Services 0 2,100 2,770
Operations Support Services 0 100 0 Staff Support 32,093 30,130 27,975
Total $984,926 $946,589 $866,125
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will decrease by 8.5% from the FY 2013-14 year end
estimates. This decrease is from the transfer of funding for an Executive Director
position to fund positions in other departments in the budget as approved in the
Mid-Year Adjustment.
Mayor &
City Council
City Manager
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DEPARTMENT: 152 MUNICIPAL COURT
FUND: 101 GENERAL FUND
VISION STATEMENT
It is the vision of the Schertz Municipal Court to be the most efficient and
impartial court, while maintaining an essential approach to customer
service relations.
MISSION STATEMENT
The mission of the City of Schertz Municipal Court is to administer justice
under the law, equally, impartially, and efficiently in a professional
environment with respect for all. Additionally, it is the mission of this
division to provide a friendly environment responding to the needs of all
people who come in contact with Schertz Municipal Court.
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 efficient and security.
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.
Implementing a new filing system for our closed cases.
Renovate front counter to include and efficient work station for clerks and
defendants.
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MUNICIPAL COURT
DEPARTMENTAL DESCRIPTION
Municipal Court represents the judicial branch of the City’s government; the
Mayor and City Council serve as the executive and legislative branches. Municipal Court has jurisdiction over all Class C misdemeanors and City ordinances.
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, and ensure juror payment. Assist the
judge with open records requirements, report convictions, Drivers Safety Course
and alcohol violations to the Texas Department of Public Safety, assist the
Marshal Officer’s with warrants, 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.
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MUNICIPAL COURT
ORGANIZATIONAL CHART
MUNICIPAL COURT 2012-13 2013-14 2014-15
Director/Court Clerk 1 1 1
Clerk/Juvenile Case Manager 1 1 1
Deputy Clerk 3 4 4
TOTAL POSITIONS 5 5 5
City Manager
Deputy City
Manager
Municipal Court
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MUNICIPAL COURT
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Actual Estimate Budget
Charges Filed 21,760 17,540 18,145 Cases Disposed 21,554 16,690 17,645
Total Amount Collected $2,995,770 $2,886,680 $2,979,850
Amount Remitted to State $605,102 $530,868 $593,112
2012-13 2013-14 2014-15
Effectiveness Actual Estimate Budget
% Of New Charges Disposed 99% 95% 97%
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel $263,450 $308,618 $301,231
Supplies 2,398 2,379 3,500 City Support Services 0 1,000 1,000
Operations Support 4,176 4,000 4,500
Staff Support 3,538 6,476 7,710
Court Support 120 700 700
Professional Services 51,543 62,491 68,200 Maintenance Services 1,400 2,800 2,800
Operating Equipment 0 800 800
Total $326,625 $389,264 $390,441
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will increase 0.3% from the FY 2013-14 year end
estimates. The increase in court costs are offset by reducing funding for the
vacant court clerk position to 9 months. This position will be filled if the number of court cases filed continues to increase.
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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.
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CUSTOMER RELATIONS/311
ORGANIZATIONAL CHART
CUSTOMER RELATIONS/311 2012-13 2013-14 2014-15
Customer Relations/311 Rep 2 2 2
Customer Relations/311 Rep (PT) 1 1 1
TOTAL POSITIONS 3 3 3
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15
Workload/Output Actual Estimate Budget
Work Orders (311) 26* 20 30
Work Orders (For Other Depts) 445 350 400
Calls Received 47,991 47,264 52484 Average Calls Per Day Received 197 191 237
Calls Exiting System (Answered by
Other Staff) 821 20^ 19^
Abandoned Calls (Hung Up) 4,039 4,000 4,445
Emails Processed for Customers 2435 1,500 2,225 WebQA Searches by Customers 6,332 5,900 5,867
Customer at Window 5,216 5,000 4,201
*July 2012 these requests go
Directly to Public Works
^no dedicated staff
City Manager
Chief of Staff
Public Affairs
Customer
Relations/311
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CUSTOMER RELATIONS/311
2011-12 2012-13 2013-14
Budget Actual Estimate Budget
Personnel $104,689 $109,702 $113,241 Supplies 50 200 200 Staff Support 336 221 750
Operating Equipment 0 0 500
Total $105,075 $110,123 $114,691
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will increase 4.1% from the FY 2013-14 year end estimates. This increase is due to personnel related increases and the replacement of workstation equipment.
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DEPARTMENT: DEVELOPMENT SERVICES
DIVISION: 154 PLANNING & ZONING
FUND: 101 GENERAL FUND
VISION STATEMENT
To positively impact the quality of life for residents and assist in the safe,
balanced, efficient, visually appealing and economically sustainable development
within Schertz’ planning area.
Schertz is the best place to live for a community over 50,000 in population… We
agree…
MISSION STATEMENT
Guide the growth of the city to improve the quality of life for residents and
maintain a strong sense of community. We strive to provide a level of personal
service that is unmatched.
GOALS AND OBJECTIVES
Update Comprehensive Land Plan for the City that promotes all aspects of our vision to ensure that Schertz is the best place to live.
Ensure the vision of the Comprehensive Land Plan and Master
Thoroughfare Plan throughout the community by encouraging multi-modal
transportation including pedestrian and bicycle routes and public transit.
Support the Master Parks Plan to provide welcoming parks, trails, open
space and recreational facilities.
Implement the Schertz Sector Plan to support the future vision of the
community through Unified Development Code amendments, zoning and
long range plan development.
Update Planning website and development manual to provide improved
customer service.
Continue to review and revise the Unified Development Code.
Promote continuous staff development.
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PLANNING & ZONING
ACCOMPLISHMENTS
Adopted revisions to the Unified Development Code associated with the
Sector Plan.
Completed revisions to the Unified Development Code related to general
provisions, duties of Boards and Commissions, signs and architectural design standards.
Codified the Unified Development Code in MuniCode.
Worked with Texas Department of Transportation and Alamo Area
Metropolitan Planning Organization on the approval of a sidewalk project
to FM 3009 to be funded and constructed in 2016.
Approximately 15 acres of developed public parkland has been dedicated
in support of the Master Parks Plan. The improvements to the parks
include playground equipment, walking trails, sport fields and open space
gathering areas.
DEPARTMENT DESCRIPTION
The primary purpose of the Planning Division is to ensure planned and purposeful development within the City limits and the Extraterritorial Jurisdiction. The division provides guidance to help citizens, businesses and developers
achieve successful development. Division responsibilities include review and
processing of annexations, zone changes, specific use permits, development
plans and plats for consistency with the Comprehensive Land Plan and Code compliance. Staff works with outside agencies to coordinate development projects and promote regional planning. The division also provides staff support
and recommendations to the Planning and Zoning Commission, Capital
Improvements Advisory Committee, Board of Adjustment and City Council.
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PLANNING & ZONING
ORGANIZATIONAL CHART
PLANNING AND ZONING 2012-13 2013-14 2014-15
Senior Planner 1 1 1
Planner I 1 1 1
Planner Technician 1* 1* 1*
TOTAL POSITIONS 3 3 3
* Position is unfunded.
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Actual Estimate Budget
Plats 31 32 32
Site Plans and Master Plan 19 20 20
Variances 9 10 10
Zone Changes and Specific Use Permits 13 13 13
UDC/ Comp. Plan Revisions 3 6 6 Annexation 0 0 0
All Plats $49,750 $41,500 $41,500
Site Plan, Master Plan $25,500 $30,000 $30,000
Variance $4,000 $5,000 $5,000 Zone Change, Specific Use Permit $24,000 $25,800 $25,800
Other (Zoning Letters and Additional Admin fees) $2,400 $1,050 $1,050
Total Revenue $104,150 $109,350 $109,350
City Manager
Executive Director
Development
Development
Services
Planning & Zoning Inspections
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PLANNING & ZONING
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel $108,699 $130,905 $133,705
Supplies 1,753 2,672 2,672
Operations Support 200 750 750
Staff Support 10,483 $18,850 $19,950
Professional Services 40,603 150 300
Operating Equipment 0 0 450
Total $161,738 $153,327 $157,827
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will increase 2.9% from the FY 2013-14 year end
estimates. There will be no change in operations.
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DEPARTMENT: 155 LEGAL SERVICES
FUND: 101 GENERAL FUND
VISION STATEMENT
To provide excellent legal advice and counsel to the City Council, City Manager
and City Departments to fulfill the mission of the City.
MISSION STATEMENT
To provide expert legal services to the City Council, City Manager, and City Departments in strategic planning, developing city policies and ordinances, contract negotiations, litigation, and developing legal documents for the
management and operations of the City.
GOALS AND OBJECTIVES
To provide expert legal counsel on proposed ordinances.
To attend all city council meetings, planning and zoning, and other
meetings as needed and provide timely legal advice on proposed
ordinances and related items.
To represent the City in litigation.
Prepare legal documents for City contracts and agreements.
To provide counsel on strategic issues that will be of the most benefit the
City.
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LEGAL SERVICES
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
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Operations Support $9,021 $10,000 $10,000
Professional Services 502,310 350,000 350,000
Total $511,331 $360,000 $360,000
PROGRAM JUSTIFICATION AND ANALYSIS
There will be no change in the current level of legal services.
Mayor &
City Council
Legal Services
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DEPARTMENT: PUBLIC WORKS
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 213,847 square feet
with a value of $27,177,765.00 consisting of carpet, tile floors, other flooring,
offices, storage areas, rest rooms, cells, meeting/training rooms. Provide function
set up for events such as City Council, Planning and Zoning, Board of Adjustment, Library Board, Department meetings, Municipal Court, training
seminars, exercise classes, elections, 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,
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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 as a Division in FY 2011-12. Also in FY 2012-13 this department’s Building Maintenance division was moved under Public Works. For FY 2013-14 at mid-year this division was
renamed from Facilities Maintenance to General Services and was moved under
Public Works.
ORGANIZATION CHART
GENERAL SERVICES 2012-13 2013-14 2014-15
Director 1 1 1
Supervisor 1 1 1
Administrative Assistant 1 1 1
General Services Tech I 7 7 7
P/T General Services Tech I 4 4 4
TOTAL POSITIONS 14 14 14
City Manager
Deputy City
Manager
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
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GENERAL SERVICES
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Actual Estimate Budget
Square footage maintained 202,847 213,847 234,202 Events set up 137 150 155
City Buildings Maintained 19 19 19
Completed work orders 250 250 260
I.D. Badges made (City/Strac/YMCA ect) 240 260 265 Pest Control Services 12 15 18 Carpet Cleaning 8 12 12
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel $566,442 $577,607 $578,049
Supplies 93,313 89,850 90,675
Utility Services 181,615 186,000 189,115 Staff Support 11,443 12,147 11,749 Maintenance Services 100,969 104,650 90,600
Rental Equipment 458 0 0
Operating Equipment 11,776 48,110 33,800
Total $996,016 $1,018,364 $993,988
PROGRAM JUSTIFICATION AND ANALYSIS
The General Services Budget for FY 2014-15 will decrease by 2.4% from the FY 2013-14 year end estimates. By handling more services in house, the need for outside maintenance services decreased. The door lock replacement program
will be focused on the Fire Station and City Hall in FY 2014-15.
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DEPARTMENT: 164 CITY SECRETARY
FUND: 101 GENERAL FUND
VISION STATEMENT
Support, facilitate, and strengthen the governmental process through transparent
and service oriented interaction with our citizens and with current technology.
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.
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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 2012-13 2013-14 2014-15
City Secretary 1 1 1
Deputy City Secretary 1 1 1
TOTAL POSITIONS 2 2 2
Mayor &
City Council
City
Secretary
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CITY SECRETARY
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload Actual Estimated Budget
Ordinances Passed and Processed 34 59 60
Resolutions Passed and Processed 121 112 115
Council Meetings Attended 50 50 50
Open Records 419 456 465
2012-13 2013-14 2014-15
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 94% 94% 95% Council meeting minutes transcribed within 48
hours following Council meeting 100% 100% 100%
Agendas available to citizens within legally
required timeframe - Posted on website 100% 100% 100% Alcohol permits processed within the month of
expiration 96% 98% 98%
2012-13 2013-14 2014-15
Budget Actual Estimated Budget
Personnel $148,708 $160,766 $167,772
Supplies 675 800 1,200
City Support Services 7,088 9,576 9,700 Operations Support 0 150 150 Staff Support 4,568 7,000 8,795
Total $189,876 $179,287 $187,617
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will increase by 4.6% from the FY 2013-14 year end
estimates. This increase is due to the annual merit and other personnel related
expenses.
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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.
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
City Support Services $352,632 $417,243 $860,000
Operations Support 135,013 127,000 141,500
Staff Support 13 340 150
City Assistance 671,154 993,665 1,243,779 Professional Services 94,196 140,350 262,400 Fund Charges/Transfers 169,196 475,000 203,000
Operating Equipment 269 1,955 50,000
Total $1,422,472 $2,155,553 $2,760,829
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget increases 28.1% from the FY 2013-14 year end
estimates. This increase sets the contingency account to $180,000 or about
0.8% of the overall General Fund budget and takes into account upcoming property tax reimbursements required by incentive agreements between the City and new businesses. The increase also allows the City to address additional
priorities. In FY 2013-14 the City was able to fund repairs to the Recreation
Center. In FY 2014-15 funding is appropriated to repair leaks at Fire Station #2
and the Administration building and to contract an engineer to provide an executable solution for the water runoff in the Administration Building parking lot. A priority raised by Citizens in the Community Pre-budget meetings is to design
FM 1518 for increased traffic demands. A study on FM 1518 is funded which will
provide a long term look at what needs to be done to accommodate this growth.
Another increase is to provide funding to finish the Compensation Study and to act on the first phase of this study. Due to a growing number of employees and the age of existing workstations, a budget allowance has been included for
reconfiguration of workstations for better efficiency.
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DEPARTMENT: 170 PUBLIC AFFAIRS
FUND: 101 GENERAL FUND
VISION STATEMENT
To promote a positive City image and foster a sense of community through
events, venues and products.
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.
GOALS AND OBJECTIVES
To be the primary source of information for all current and potential
residents and existing businesses in the Schertz sphere of influence.
Promote city activities/festivals throughout the region and the State of
Texas.
Disseminate information to residents and the media during emergency
and non-emergency situations efficiently.
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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, 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
Department serves an internal audience of employees elected and appointed
officials, as well as an estimated city population of 35,000.
ORGANIZATIONAL CHART
PUBLIC AFFAIRS 2012-13 2013-14 2014-15
Public Affairs Director 1 0 0
Senior Administrative Assistant 1 0 0
Office Manager 1 1 1
Events Coordinator 1 0 0
Communications Manager 0 1 1
Events Specialist 0 1 1
Events Manager 0 1 1
TOTAL POSITIONS 4 4 4
City Manager
Chief of Staff
Public Affairs
Customer
Relations/311
Records
Management
Schertz
Magazine
Event
Facilities
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PUBLIC AFFAIRS
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Measures Actual Estimate Budget
Press Inquiries N/A 8 15 City Sponsored Events 8 11 13
Marketing Materials Produced 13 7 8
Website Postings 800 800 800
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Average cost per Advertising Run outside of
the magazine $1,200 $1,300 $2,500
Average Amount of Dollars Raised for
Events, per FTE $7,500 $9,000 $4,500
2012-13 2013-14 2014-15
Effectiveness Actual Estimate Budget
Non-Magazine Advertisements 12 12 8
2012-13 2013-14 2014-15 Budget Actual Estimate Budget
Personnel $240,523 $214,895 $257,970
Supplies 3,021 3,500 3,500
Operations Support 28,083 24,642 27,100
Staff Support 3,101 5,040 5,150
Professional Services 0 14,040 14,500
Operating Equipment 0 3,100 0
Total $274,729 $265,217 $308,220
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will be increased by 16.2% from the FY 2013-14 year
end estimates. This increase is due to the full year funding of the new Events
specialist position. This position will be reimbursed by 50% from the Hotel/Motel Tax Fund.
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DEPARTMENT: PUBLIC AFFAIRS DEPARTMENT
DIVISION: 171 RECORDS MANAGEMENT
FUND: 101 GENERAL FUND
VISION STATEMENT
Under the supervision of the Chief of Staff, 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.
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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.
Conduct research for departments.
ORGANIZATION CHART
RECORDS MANAGEMENT 2012-13 2013-14 2014-15
Records Management Coordinator I 1 1 1
TOTAL POSITIONS 1 1 1
City Manager
Chief of Staff
Public Affairs
Customer
Relations/311
Records
Management
Schertz
Magazine
Event
Facilities
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RECORDS MANAGEMENT
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Actual Estimate Budget
Number of Documents scanned 28,705* 13,500* 13,500* Number of boxes stored offsite 298 239 239
Number of boxes inventoried 165 100 150
Number of cubic feet of documents
destroyed (pounds)
12,443 10,200 10,000
Digitize Public Work Plans (pages) 7,500 2,500 2,500
Digitize Commercial Plans (pages) 5,166 5,000 5,000
*Scanned by Records Management
and other Departments
2011-12 2012-13 2013-14
Budget Actual Estimate Budget
Personnel $48,000 $49,763 $51,106
Supplies 41 300 400 Staff Support 1,231 1,286 1,750 Professional Services 11,248 4,513 10,000
Operating Equipment 360 0 0
Total $60,879 $55,862 $63,256
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget increases by 13.2% from the FY 2013-14 year end
estimates. This change is related to additional scanning and shredding planned by working in coordination with other departments to identify the applicable records.
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DEPARTMENT: PUBLIC AFFAIRS
DIVISION: 172 SCHERTZ MAGAZINE
FUND: 101 GENERAL FUND
VISION STATEMENT
To become Schertz’ primary source of information for all current and potential
residents and existing businesses; with an evolving goal of expanding
information dissemination beyond traditional means.
MISSION STATEMENT
Established in its current format in 2008, Schertz Magazine is an informational tool aimed at providing internal and external audiences information 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.
GOALS AND OBJECTIVES
Schertz Magazine will continue to explore new revenue streams in order to provide superior information to readership.
Inform our audience about City initiatives throughout this region of the
State of Texas.
Promote City activities, educate the public, and enhance a positive City
image.
DEPARTMENT DESCRIPTION
Publication and distribution of Schertz Magazine to more than 13,000 households
and businesses, including: writing of articles, photography, graphic design and
layout, sales, advertising design, marketing, copy editing, billing, and collections; distribution of copies to staff and select pick-up locations across the city. Promote all City events and activities, including: Festival of Angels, 4th of July Jubilee,
Wilenchik Walk, SchertzFest, Absolute Jazz, Doggie Dash, and other City
programs. 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.
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SCHERTZ MAGAZINE
ORGANIZATIONAL CHART
Schertz Magazine 2012-13 2013-14 2014-15
Publications Editor 1 1 1
Account Manager 1 1 1
TOTAL POSITIONS 2 2 2
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Measures Actual Estimate Budget
Number of Staff, FTE (Full Time Equivalents) 2 2 2
Number of potential advertisers
approached 525 N/A 250
Number of customers served (advertisers) 88 90 100
Number of Magazines Printed 168,000 180,000 180,000
City Manager
Chief of Staff
Public Affairs
Customer
Relations/311
Records
Management
Schertz
Magazine
Event
Facilities
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SCHERTZ MAGAZINE
2012-13 2013-14 2014-15
Efficiency Measures Actual Estimate Budget
Total Schertz Magazine Articles/Ads/
Photographs Produced 627 594 614
Customer Service / Retention Hours per
FTE (Advertisers) 160 N/A N/A
Percentage of Magazine Contracted 58% 53% 53% Hours Contracted for Magazine Production (Writing, Ad Design, Photography, Layout,
Graphics) 1,700 N/A N/A
2012-13 2013-14 2014-15
Effectiveness Actual Estimate Budget
Schertz Magazine Ad revenue $230,247 $220,000 $220,000
City Sponsored/Non-Revenue $27,900 $30,000 $30,000
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel Services $132,286 $133,149 $137,208 Supplies 200 200 200 Operations Support 23 50 100
Staff Support 771 1,483 3,000
Professional Services 275,400 238,200 253,500
Fund Charges/Transfers 9,250 10,000 10,000 Operating Equipment 0 500 600
Total $417,930 $383,582 $404,608
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will increase by 5.5% of the FY 2013-14 year end
estimates. This increase is due to the estimated increase in printing costs.
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DEPARTMENT: 173 ENGINEERING
FUND: 101 GENERAL FUND
VISION STATEMENT
The Department of Engineering, in cooperation with other City departments, and
with the input and participation of the community, will allow the City of Schertz to
develop to its full potential supported by a strong backbone of well designed, well-constructed, sustainable infrastructure.
MISSION STATEMENT
The mission of the Department of Engineering is to facilitate responsible
stewardship of the community’s natural resources and physical assets by
providing support wherever needed. Engineering collaborates with Public Works, Development Services, other City departments, citizens, developers, and
other governmental agencies in order to effectively plan and implement
infrastructure improvement and development for the organized growth of the
City.
DEPARTMENT DESCRIPTION
The Engineering Department serves as technical advisor to the City Manager,
City Council, Executive Staff, and other City departments. Engineering is
responsible for the development and implementation of the Capital Improvement
Program. That responsibility includes the development and maintenance of infrastructure master plans; the prioritization of projects; the identification and procurement of project funding; and the management of the design and
construction of necessary infrastructure.
The Engineering Department reviews applications for public and private land
development for conformance with adopted engineering standards, policies, codes, and infrastructure master plans.
The Engineering Department maintains standard construction details, technical
specifications, and design guidelines.
The Transportation Safety Advisory Commission (TSAC) is staffed by the
Engineering Department. TSAC is a Commission that hears citizen input and makes recommendations to City Council regarding traffic issues throughout the City.
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ENGINEERING
ORGANIZATIONAL CHART
ENGINEERING 2012-13 2013-14 2014-15
City Engineer 1 1 1
Assistant City Engineer *1 0 0
Staff Engineer 0 1 1
Graduate Engineer 1 1 1
TOTAL POSITIONS 3 3 3
*Position was unfunded.
ACCOMPLISHMENTS AND GOALS
FY 2013-2014 Accomplishments
Along with Public Works Department, successfully managed the following Capital Improvement Projects:
o Lazy Oak (Bond)
o Ware-Seguin Road (Bond)
o Lower-Seguin Road Improvements (Bond)
o Borgfeld Drainage Remediation (Drainage Fund)
o Pickrell Park Sidewalk (CDBG/Parks)
o David Lacks Boulevard Extension (Economic Development)
o Town Creek Wastewater Phase 3 (Bond) - ongoing
Entered into three-year, extendable agreements with four professional
engineering firms for on-call engineering services
Began update of City’s Master Thoroughfare Plan and worked toward
establishment of Transportation Impact Fee Program
City Manager
Executive Director
Development
Engineering
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ENGINEERING
Renewed Stormwater Management Plan General Permit (required every
five years)
Supported TXDoT in order to secure $2.85 million funding for sidewalks on FM 3009
Developed comprehensive 10-year Capital Improvement Program
including water, wastewater, drainage, roadway, and facilities projects.
Worked with Information Technology Department to develop user-friendly, helpful Engineering Department web page
Completed engineering review of multiple subdivision and site
development projects
FY 2014-2015 Goals
Successfully manage Capital Improvement Projects in order to meet or
exceed deadline and budget criteria.
Finalize establishment and implement Transportation Impact Fee Program
Begin update of Water and Wastewater Impact Fee Study
Establish Master Drainage Plan
Maintain efficiency with review of private development application and
construction review
Assist Public Works Department with application for and implementation of
participation in the FEMA Community Rating System
Review and assess standard construction details and specifications for
potential improvement
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ENGINEERING
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Measures Actual Estimate Budget
Capital Improvement Projects (number) 11 12 15
Capital Improvement Project Construction Expenditures ---- $1,290,000 $1,400,000
Grading and Clearing Permits Issued 22 27 25
Grading and Clearing Permits Active (Average Monthly Concurrent Maximum) ---- 26* 20
Grading and Clearing Permits Active (Concurrent Maximum) 20* 28 25
Grading and Clearing Permits Issued –
acreage 410 400 400
Number of Non-Construction Plan Reviews (includes master plans, plats, site plans,
etc.)
---- 40* 50
Residential Subdivision Construction –
number of projects 10 10 9
Residential Subdivision Construction –
dollar value of public improvements ---- $4,780,000* $4,750,000
Commercial Subdivision Construction – number of projects 9 18 15
Commercial Subdivision Construction – dollar value of public improvements ---- $91,000* $100,000
*Data not tracked historically– value is
estimated.
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel 122,200 231,837 282,558
Supplies 643 1,100 1,300
City Support Services 0 1,380 1,500
Utility Services 788 1,400 1,498 Operations Support 195 0 0
Staff Support 1,598 8,580 10,512
Professional Services 79,000 43,000 38,800
Operating Equipment 292 8,000 600
Total $204,717 $295,297 $336,768
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ENGINEERING
PROGRAM JUSTIFICATION AND ANALYSIS
The overall budget for the Engineering Department increases 14.0% from FY
2013-2014 year end estimates as a result of full year funding of the new
Engineer position authorized at mid-year.
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DEPARTMENT: 174 GEOGRAPHIC INFORMATION
SYSTEMS (GIS)
FUND: 101 GENERAL FUND
VISION STATEMENT
The GIS Department will furnish a gateway to prompt, effective and essential geographic knowledge.
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.
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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 2012-13 2013-13 2014-15
GIS Coordinator 1 1 1
GIS Specialist 1 1 1
TOTAL POSITIONS 2 2 2
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15
Workload/Output Actual Estimate Budget
Work orders processed, per month 35 30 36
Document pages created, per month 45 40 70
Property attributes updated per month 225 300 250
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Hours per work order 7.7 8.0 7.0
Remaining non-updated data 18% 16% 10%
City Manager
Executive
Director of
Development
Geographic
Information
Systems
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GIS
2012-13 2013-14 2014-15
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
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel $128,654 $130,952 $135,495
Supplies 1,415 2,855 2,910
Staff Support 1,781 5,000 5,235
Professional Services 307 0 0
Rental/Leasing 0 3,805 3,805
Operating Equipment 0 0 7350
Total $132,157 $142,612 $154,795
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget increases by 8.5% from the FY 2013-14 year end
estimates. This increase is due to the purchase of a laminator and a replacement
printer. The laminator will be able to protect documents that are used in the field
increasing effectiveness and efficiency. The current printer is aging, printing slowly
and is prone to jams. The replacement printer will still be shared with neighboring departments.
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DEPARTMENT: 256 POLICE
FUND: 101 GENERAL FUND
VISION STATEMENT
United in a spirit of teamwork, the Schertz Police Department, as a regional
leader and in partnership with the Community, is devoted to excellence in innovative and proactive public service and safety while contributing to an exceptional quality of life.
MISSION STATEMENT
The mission of the Schertz Police Department is to effectively and efficiently
enhance a peaceful and valued quality of life in which the public feels safe and
secure from crime, social disorder, and circumstances which compromise their
safety and well-being. To provide needed community services with the highest level of professionalism and ethical standards. Continuing to strive 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.
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POLICE
DEPARTMENT DESCRIPTION
The Schertz Police Department patrols the 32.01 square miles of Schertz, with a
current population of 34,833. 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
Deputy City
Manager
Police
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POLICE
POLICE 2012-13 2013-14 2014-15
Chief of Police 1 1 1
Assistant Chief of Police 1 1 1
Captain 1 0 0
Support Services Lieutenant 0 1 1
Investigations Lieutenant 1 1 1
Patrol Lieutenant 1 1 1
Investigation Sergeant 3 2 2
Patrol Sergeant 3 4 4
Investigations Corporal / Detectives 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
Records 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 9
TOTAL POSITIONS 76 81 83
LAW ENFORCEMENT
COMMISSIONS 2012-13 2013-14 2014-15
Fire Dept. Law Enforcement Commission 2 2 2
City Manager Law Enforcement Commission 1 0 0
Reserve Officer 1 2 2
TOTAL COMMISSIONS 4 4 4
PERFORMANCE INDICATORS
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POLICE
2012-13 2013-14 2014-15 Workload/Output Actual Estimate Budget
Patrol Vehicles 18 20 22
Traffic Vehicles (3 stealth, 2
motorcycles) 6 6 5
# Patrol Officers including supervisors 33 33 33 # Patrol Officers with supervisory
position 9 9 9
Calls for Service - Schertz 19,894 17,360 18,000
Calls for Service – Accidents 1960 1724 1800
Citations Issued 19,335 17,770 18,000 Criminal Cases Filed 793 772 800
Total Active Alarm Permits 2,550 2,550 2,610
State Seizures $2,106 $1,600 $1500
Federal Seizures $54,814 $34,858 $35,000
2012-13 2013-14 2014-15 Efficiency Actual Estimate Budget Average time on calls for service 20:36 21:23 21:00
Average time on tickets, per minute 9:09 10:16 10:20
Average response time to calls
(minutes)
6:49 7:10 7:25
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel $4,687,295 $4,823,080 $4,983,836 Supplies 47,346 32,547 47,646 City Support Services 20,657 26,722 26,750
Utility Services 132,016 131,419 148,064
Operations Support 3,272 1,751 2,950
Staff Support 62,329 83,508 109,423 City Assistance 781 8,178 10,200 Professional Services 19,369 27,965 53,313
Fund Charges/Transfers 33,167 0 0
Maintenance Services 38,557 50,565 53,790
Operating Equipment 153,832 109,161 108,868 Capital Outlay 176,017 147,005 218,754 Total $5,374,637 $5,441,901 $5,763,594
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POLICE
PROGRAM JUSTIFICATION AND ANALYSIS
The Police Departments overall FY 2014-15 Budget increased 5.9% when
compared to the FY 2013-14 year end estimates. There is a 3.3% increase within Personnel based on merit pay, overtime, longevity, payroll taxes, retirement, workers’ compensation, and to bring the total number of crossing guards to nine.
The police department’s remaining budget increases are based on vehicle fuel,
uniforms and body armor, training, and promotional and applicant testing service.
In addition there is a need to replace 5 patrol cameras, 5 mobile computers, and the Live Scan finger print scanner. The mobile computers and the Live Scan need to be replaced since they run on Windows XP and are no longer supported
my Microsoft.
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DEPARTMENT: 257 FIRE RESCUE
FUND: 101 GENERAL FUND
VISION STATEMENT
Through selection, training, and professional development we will create a Fire
Rescue Department that is a model to our peers, an asset to our community, and a valued place to work.
MISSION STATEMENT
Protect all we serve with an emergency service that promotes public education and prevention; emphasizes community involvement; and provides the safe,
timely, and efficient delivery of fire and rescue resources.
GOALS AND OBJECTIVES
Deliver comprehensive safety services of the highest quality.
o Respond to 90% of City within 5 minutes from time of dispatch.
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, hazardous materials, and
wildland strike teams.
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 face-to-face contact with 30% of population annually.
o Quarterly inspects all restaurants, schools, and nursing homes.
o Encourage public speaking for all firefighters.
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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 apply for staffing grants through Department of
Homeland Security.
DEPARTMENTAL DESCRIPTION
The Schertz Fire Rescue Department is a paid career department that responds
to all fire and emergency service calls in the City of Schertz, the contracted areas
of Guadalupe and Bexar Counties, and through mutual aid, the surrounding
cities. All department members are certified as structural firefighters and emergency medical technicians through the Texas Commission on Fire
Protection and the Texas Department of Health Services, respectively. Schertz
firefighters are highly trained with many holding advanced firefighter, medical,
and multi-discipline specialized certifications. Schertz Fire Rescue has an active
public education/fire prevention program that conducts code review and enforcement within the city. Fire and arson investigation services are maintained
within the department.
ORGANIZATIONAL CHART
City
Manager
Deputy City
Manager
Fire Rescue
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FIRE RESCUE
FIRE RESCUE 2012-13 2013-14 2014-15
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/Emergency Manager 1 1 1
Lieutenant 6 6 6
Fire Inspector 0 1 1
Fire Apparatus Operator 6 6 6
Firefighter 12 12 12
Senior Administrative Assistant 1 1 1
TOTAL POSITIONS 32 33 33
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15
Input Actual Estimate Budget
Population Serviced 32,000 35,000 35,000
Number of Commercial Occupancies 729 740 750 Total staffing 32 32 33 Suppression staffing 27 27 27
Prevention staffing 1 1 2
Support staffing
(command/training/admin) 4 4 4 Number of fire stations 2 2 2 Number of full-time engine companies 2 2 2
2012-13 2013-14 2014-15
Workload/Output Actual Estimate Budget
Number of incidents 2,154 2,007 2,100
Unit Responses (# calls for all units
responding to all emergencies) 3,390 2,950 3,150
Buildings preplan contacts 729 740 750 Community Contact (citizen contact) 6,330 6,375 7,000 Fire Inspections Conducted 332 350 700
Plan Reviews Completed 100 120 120
Training Hours Provided 2,743 2,790 3,100
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Average Response Time (Minutes) 6:54 6:00 6:00
% Response Time < 5 Minutes 36.03% 36.79% 36.00%
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FIRE RESCUE
% of Buildings Preplanned 100% 100% 100% % Prevention Contacts 59.0% 45.5% 50.0%
Inspections per Inspector 332 350 350
Training Hours/Employee 88.47 90.00 100.00
2012-13 2013-14 2014-15
Effectiveness* Actual Estimate Budget
Total Fire Loss ($1,000) 226.60 211.40 200.00
Property Saved ($1,000) 392.90 749.90 600.00 Fire Loss Ratio % 36.58% 21.99% 25.00% Civilian Fire Injuries 1 5 0
* Using structure fire data, we compare the value of the structure and its contents
with the fire loss to arrive at a quantifiable value of property saved that could have been consumed had there been no intervention. The fire loss ratio is the fire loss as a percent of total property value. For example, the estimated ratio for
2013-14 is 22%, meaning that the average loss in a structure fire in the City of
Schertz resulted in a fire loss of 22% of the total value of the house and contents.
This is a new measure and as such there are no national figures with which to compare.
2012-13 2013-14 2014-15 Budget Actual Estimate Budget
Personnel $2,659,969 $2,712,169 $2,890,145 Supplies 4,707 17,000 16,500
Utility Services 52,845 45,960 58,700
Operations Support 689 1,160 1,200
Staff Support 105,875 116,165 115,700 City Assistance 8,847 16,200 16,200 Professional Services 11,430 14,000 25,000
Maintenance Services 27,295 51,700 58,932
Rental/Leasing 0 0 14,000
Operating Equipment 49,265 66,700 65,900 Capital Outlay 0 12,146 210,600
Total $2,920,922 $3,053,200 $3,472,877
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FIRE RESCUE
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget increases 13.7% from the FY 2013-14 year end
estimates. This increase is to replace two vehicles: the chief’s vehicle and a
battalion chief’s vehicle. The old vehicles will be used by the new inspector, who needs a dedicated vehicle and the second will replace a broken down vehicle used by the Training Safety Officer. The rest of the increase is dedicated to
replacing outdated equipment. The Self Contained Breathing Apparatuses will be
replaced over a 3 year time period while 2 defibrillators will be replaced using a
leasing program started through the Emergency Medical Services department.
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DEPARTMENT: DEVELOPMENT SERVICES
DIVISION: 258 BUILDING INSPECTIONS
FUND: 101 GENERAL FUND
VISION STATEMENT
To build the community of Schertz as a safe place to live, work and play through the enforcement of building codes with a helpful customer service process led by
knowledgeable and dedicated staff.
MISSION STATEMENT Schertz Inspection staff is committed to the enforcement of life safety building and fire codes and we pledge to assist customers through a collaborative
development process by:
Taking pride in building a safe Schertz.
Public awareness of building safety through personal interaction with
homeowners, business owners, developers and builders.
Fostering an eager attitude to assist the customer through the rules and regulations of building procedures; and
To help them find solutions to challenges presented by the application of
building codes and ordinances.
GOALS AND OBJECTIVES
Strive to provide superior customer service through courteous and
professional relationships with the public and building community.
Continue to invest in educational opportunities and training for city staff.
Planned attendance at the Building Professional’s Institute will focus on the 2012 International Codes scheduled for May 2014 and February 2015.
Work with IT Department to promote the use of automated technology in
permit application and inspection software which will streamline the
construction process and provide the applicant with on-line access to
projects.
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INSPECTIONS
ACCOMPLISHMENTS
Adopted building code amendments to foundation requirements which
were implemented in August 2013.
Achieved inspector training through the Post Tensioning Institute (PTI) in
support of newly adopted code amendments for foundations. Chief
Inspector successfully obtained a Level I PTI Inspector Certification.
Adopted electronic submittal of residential plans and a 10 year retention period of plans effective October 2013.
Initiated staff review of 2012 International Codes and amendments
thereto. Goal is to present adoption of these codes to City Council this
fiscal year.
Introduced several permit applications as interactive documents thereby
giving the customer an opportunity to submit for permits on the City
website. We will continue to work on making all permit applications
interactive documents.
Inspectors created new residential and new commercial plan review and
inspection checklists to improve efficient review of building plans and
performance of field inspections of these projects.
Launched inspector call-backs to contractor/homeowner on delivery and
status of inspections.
DEPARTMENT DESCRIPTION
The Inspections Division of Development Services assists customers seeking
permits for various types of building and improvement projects to include all
aspects of residential and commercial construction. Enforces building, electrical,
energy, gas, mechanical, and plumbing codes as adopted; verifies that contractors are licensed and insured to provide safe and efficient service to our
citizens. Works in partnership with the Planning and Zoning Division to enforce
the Unified Development Code; works with the Environmental Health Department
to ensure that food establishments in the City comply with health codes; works
with the Public Works Department to enforce backflow prevention requirements in an effort to protect the City potable water system. Investigates and resolves
complaints received by the public concerning alleged code violations. Conducts
plan review of all proposed construction within the city limits. We will continue to
coordinate and provide inspections in a timely manner and to protect, promote
and assure safety to our citizens.
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INSPECTIONS
ORGANIZATIONAL CHART
INSPECTIONS 2012-13 2013-14 2014-15
Director of Development Services 1 1 1
Executive Assistant 1 1 1
Chief Inspector 1 1 1
Assistant Chief Inspector 1 1 1
Assistant Inspector 1 1 1
Plans Examiner 0 1 1
Permit Technician 2 2 2
TOTAL POSITIONS 7 8 8
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15
Workload/Output Actual Estimate Budget
New Residential Construction 293 348 348
New Commercial Construction 7 11 7 Garage Sale Permits 556 446 446 Reroof Permits 272 194 194
Shed Permits 148 80 80
Deck/Patio Permits 118 114 114
Sign Permits 98 130 130 Fence Permits 144 132 132 All Other Permits 408 336 336
Mechanical Permits 782 584 584
City Manager
Executive Director
Development
Development
Services
Planning & Zoning Inspections
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INSPECTIONS
Electric Permits 743 610 610 Plumbing Permits 955 898 898
Total Permit Revenue $1,207,972 $1,381,082 $1,061,803
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Avg. days to complete residential
plan review
5 5 5
Avg. days to complete commercial
plan review 45 45 30
2012-13 2013-14 2014-15 Effectiveness Actual Estimate Budget
Standard Inspections (i.e. framing) 12,452 9,420 9,420
Re-Inspections 756 550 550
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel $429,678 $478,407 $533,804
Supplies 1,841 2,438 2,938
Utility Services 6,219 6,770 6,500 Operations Support 1,586 1,700 2,200
Staff Support 5,921 8,950 10,850
Professional Services 0 46 0
Operating Equipment 545 3,430 28,520
Total $445,789 $501,741 $584,812
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will increase 16.6% from the FY 2013-14 year end estimates. This increase is attributed to the full year funding of a Plans Examiner
position and to replace a broken down Inspector vehicle.
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DEPARTMENT: 259 MARSHAL’S OFFICE
FUND: 101 GENERAL FUND
VISION STATEMENT
Creating a safe, healthy community where people chose to work and live, now
and in the future.
MISSION STATEMENT
The Marshal’s Office comprised of Warrants, Code Enforcement, and Sanitarian takes pride in:
Providing information
Treating people fairly
Effective communication with customers
Providing quality service by knowing our jobs
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 Office and its personnel.
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MARSHAL’S OFFICE
DEPARTMENT DESCRIPTION
The Marshal’s Office was created October 1, 2008. Through this act, the
Marshal’s Office 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.
The Marshal’s Office is comprised of the Warrants, Sanitarian and Code Enforcement Division. The Marshal’s Office 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 Warrant 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’s Office
Animal Services
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MARSHAL’S OFFICE
MARSHAL’S OFFICE 2012-13 2013-14 2014-15
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
Administrative Assistant 1 1 1
Total Personnel 8 8 8
COMMISSIONS 2012-13 2013-14 2014-15
Marshal’s Office 4 4 4
TOTAL COMMISSIONS 4 6 6
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15
Workload Actual Estimate Budget
Warrants Issued 3,177 3,100 3,500
Code Enforcement Violation Notices Sent 1,613 1,800 2,100
Citizen Complaints 697 750 751 Food Establishment Inspections 281 350 350
Warrants Cleared 4,687 3,850 4,700
Code Enforcement Issues Resolved
without notice
393 460 500
Bandit Signs Removed 1,304 1,500 1,500 Food Handler Permits 868 950 950
2012-13 2013-14 2014-15 Budget Actual Estimate Budget
Personnel $538,428 $554,092 $570,071
Supplies 1,024 3,890 6,400
Utility Services 15,488 16,000 16,000
Operations Support 707 2,000 3,500
Staff Support 5,403 9,200 14,800 City Assistance 0 0 2,500
Maintenance Services 10,183 12,000 17,700
Operating Equipment 10,452 6,650 19,700
Capital Outlay 0 32,121 8,000
Total $581,675 $635,953 $658,671
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MARSHAL’S OFFICE
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will increase 3.6% from the FY 2013-14 year end
estimates by purchasing a new laptop and tablets for field work and to develop a code enforcement program for ticket writers.
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DEPARTMENT: PUBLIC WORKS
DIVISION: 359 STREETS
FUND: 101 GENERAL FUND
VISION STATEMENT
Provide superior customer service, safe roadways and sidewalks, and traffic
experiences for our residents and visitors.
MISSION STATEMENT
Ensure 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.
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 Division assists other departments as
needed.
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PUBLIC WORKS-STREETS
ORGANIZATIONAL CHART
STREETS 2012-13 2013-14 2014-15
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
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15
Workload/Output Actual Estimate Budget
Street Sweeping hours 1,595.5 1,674 1,757 Number of signs produced 641 673 706
Quantity of asphalt purchased (tons) 1,037.9 1,088 1,142
Special projects (Hours) 3,536.5 3,712 3,898
Street centerline miles 133.62 135.00 138.00
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Annual cost to operate street
sweepers (operators and fuel) $99,200 $104,160 $109,368 Cost per ton of asphalt $60 $65 $65
Approved daily budget expenditures
for operation $4,148 $3,893 $4,031
City Manager
Deputy City
Manager
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
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PUBLIC WORKS-STREETS
2012-13 2013-14 2014-15
Effectiveness Actual Estimate Budget
Hours spent on roadway maintenance 4,738 4,974 5,223
Hours spent on traffic control device maintenance and repair 773 811 852
2012-13 2013-14 2014-15 Budget Actual Estimate Budget
Personnel $656,431 $675,005 $691,780 Supplies 5,263 7,150 7,100
Utility Services 143,229 136,200 136,200
Staff Support 6675 8,880 10,030
City Assistance 0 500 500
Professional Services 0 0 40,000 Maintenance Services 134,485 160,400 135,400
Rental Equipment 0 450 200
Operating Equipment 5,444 10,564 300
Capital Outlay 0 103,898 28,000
Total $951,528 $1,103,047 $1,049,510
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will decrease by 4.9% from the FY 2013-14 year end estimates. The decrease is due to the completion of the new lighted crosswalk in
front of Clemens High School and the purchase of two vehicles in FY 2013-14.
These completed projects are partially offset by the purchase of another
replacement vehicle in FY 2014-15.
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DEPARTMENT: 460 PARKS, RECREATION AND
COMMUNITY SERVICES
FUND: 101 GENERAL FUND
VISION STATEMENT
Through the provision of exceptional parks and recreational facilities, enhance
the quality of life, nurture health and well-being, promote a sense of community
and kinship, and contribute life-long learning, leisure, and recreational opportunities for the residents of the City of Schertz.
MISSION STATEMENT
Provide safe, enjoyable, and attractive parks and facilities; provide diverse
programs and responsive services to residents of all ages; preserve, protect and
enhance our open spaces; and, provide park development that will enhance
health, happiness, and morale accomplished through pride of ownership, forward thinking, and commitment to excellence in customer service.
GOALS AND OBJECTIVES
Continue to develop a system of parks, open space, recreational facilities,
and leisure services that will meet the needs of an expanding community.
Implement the on-going Parks and Open Space Master Plan recommendations and priorities to keep pace with the needs of an
expanding community.
Complete the approved (and budgeted) Capital Improvement Program for park projects.
Continue the development of trails and greenbelts to improve connectivity
among parks, neighborhoods, churches, schools, public facilities, and municipal buildings.
Provide recreational and leisure opportunities to City of Schertz residents
of all ages through the provision of high quality parks and recreational facilities.
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PARKS, RECREATION AND COMMUNITY SERVICES
DEPARTMENT DESCRIPTION
The Parks, Recreation, and Community Services department oversees the
maintenance and management of approximately 400 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
(Buffalo Valley Youth Association and Schertz Youth Soccer Alliance). Conducts
community-wide tree planting and beautification programs. Acquires, designs, constructs, and renovates existing and additional park land and facilities. Provides citizen input and communication venues utilizing the Parks and
Recreation Advisory Board, surveys, and community meetings. Supports
seasonal special events. The Director of Parks, Recreation, and Community
Services oversees the budgets for the Swimming Pools, Animal Services, Tree
Mitigation, and Parkland Dedication. In addition, the Director oversees/manages the contracts with the YMCA of Greater San Antonio for the Recreation Center
staffing/programming and Pickrell pool seasonal staffing/programming.
ORGANIZATIONAL CHART
PARKS, RECREATION & COMMUNITY SERVICES 2012-13 2013-14 2014-15
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
*Positions are unfunded.
City Manager
Executive Director
Development
Parks, Recreation,
and
Community Services
Pools
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PARKS, RECREATION AND COMMUNITY SERVICES
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Outputs Actual Estimate Budget
Total Acres of Park Land Managed 379.05 379.05 389.05 Total Acres of Park Land Managed Per FTE 75.81 75.81 77.81
Routine Park Maintenance Hours (net) 7,171 7,484 7,480
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Acres of Contractual Mowing 21.6 21.6 21.6
Acres of Athletic Association Maintenance 68.6 71.6 71.6
Hours of Community restitution/Volunteer
Service 2,702 2,364 2,350 Hours of Athletic Association Service 5,000 5,110 5,219
2012-13 2013-14 2014-15 Effectiveness Actual Estimate Budget
Cost Benefit for Athletic Association Field
Maintenance $106,650 $112,420 $114,818
Cost Benefit for Community
Restitution/Volunteer Hours $57,418 $52,008 $51,700
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel $498,800 $489,556 $533,103 Supplies 33,078 41,905 41,905 Utility Services 154,940 144,220 143,800
Operations Support 0 250 250
Staff Support 7,146 8,473 8,473
Professional Services 43,399 35,190 72,000 Maintenance Services 14,044 23,000 20,000 Rental/Leasing 42,969 44,000 39,600
Operating Equipment 2,522 1,043 2,000
Capital Outlay 0 0 60,000
Total $796,899 $771,873 $921,131
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PARKS, RECREATION AND COMMUNITY SERVICES
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-2015 Budget increases 19.3% over the FY 2013-2014 estimates
because of the additional landscaping/site improvements that came on line this
year including the new Animal Adoption Center, Skate Park, and Veterans Memorial Plaza. The Department is also acquiring additional park acreage at Cypress Point (10 acres) within the next budget year. In addition, the department
will be replacing a truck.
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DEPARTMENT: PARKS, RECREATION, AND
COMMUNITY SERVICES
DIVISION: 463 POOLS
FUND: 101 GENERAL FUND
VISION STATEMENT
Provide and maintain 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 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.
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POOL
ORGANIZATIONAL CHART
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Outputs Actual Estimate Budget
Revenue per year 28,775 28,800 28,800 Days open per year 68 67 67
In-House Pool Renovation Hours 40 30 30
Daily Admissions Northcliffe Pool 4,892 4,900 4,900
Daily Attendees Northcliffe Pool 4437 4,500 4,500 Daily Admissions Schertz Pool 18,273 18,300 18,300 Daily Attendees Schertz Pool 13,666 13,700 13,700
Season Pool Pass Sales 4,925 5,000 5,000
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Cost per resident Pool Operation 7.58 7.34 7.12
City Manager
Executive Director
Development
Parks, Recreation,
and
Community Services
Pools
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POOL
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Supplies $14,529 $20,700 $20,700 Utility Services 23,869 29,000 29,000
Maintenance Services 187,971 203,378 203,378
Total $226,370 $253,078 $253,078
PROGRAM JUSTIFICATION AND ANALYSIS
No changes in operations for the FY 2014-15 Budget.
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DEPARTMENT: PUBLIC AFFAIRS
DIVISION: 464 EVENT FACILITIES
FUND: 101 GENERAL FUND
VISION STATEMENT
To offer superior facilities for meetings, banquets and other community and public events 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 meeting, education,
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, integrity, economy, professionalism, and innovation.
GOALS AND OBJECTIVES
Maintain quality Event Facilities to serve our internal and external
customers well.
Increase competitiveness by providing enhancements and upgrades to the
facilities.
Improve public awareness of the existence and location of public events in the facilities.
Implement new or improve existing event/client resource management
processes to enhance functionality and communication.
Increase exposure and maximize target markets through print/media
advertising and appropriate association memberships.
Continue to develop partner relationships with ancillary providers to
increase revenue stream
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EVENT FACILITIES
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 all year around 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. When the event is
concluded, and inspection is done to assess any damages which would result in a full or partial withholding of the deposit refund.
ORGANIZATIONAL CHART
EVENT FACILITIES 2012-13 2013-14 2014-15
Civic and Community Centers Coordinator 1 0 0
Events Manager 0 1 1
TOTAL POSITIONS 1 1 1
City Manager
Chief of Staff
Public Affairs
Customer
Relations/311
Records
Management
Schertz
Magazine
Event
Facilities
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EVENT FACILITIES
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Actual Estimate Budget
Number of events 1,260 1,095 1,106
2012-13 2013-14 2014-15 Efficiency Actual Estimate Budget
Revenue $249,022 $196,000 $198,000 Complimentary use value $43,950 $39,000 $38,000
2012-13 2013-14 2014-15 Effectiveness Actual Estimate Budget
Percentage Revenue to Non-Revenue
events
88% 83% 84%
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel Services $53,453 $57,176 $58,642
Supplies 16,163 16,500 14,500
Utility Services 45,230 50,250 51,400 Operations Support 19,623 12,600 23,311 Staff Support 1,498 2,483 2,448
Professional Services 195 1,600 500
Operating Equipment 0 0 5,000
Total $136,160 $140,609 $155,801
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will increase 10.8% from the FY 2013-14 year end estimates. Rental revenue decreased from FY 2012-13 when there was an advertising emphasis on wedding advertisements. The department will
reintroduce this advertising campaign as well as place more ads in local
magazines and business journals. New operating equipment will also be
purchased including window screens and kitchen shelves for the Community
Center and lobby seating and gathering room furnishings for the Civic Center.
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DEPARTMENT: 665 LIBRARY
FUND: 101 GENERAL FUND
VISION STATEMENT
Wisdom from yesterday, knowledge for today, dreams for tomorrow.
MISSION STATEMENT
The Schertz Public Library promotes the love of reading and the joy of discovery
for persons of all ages, provides information and learning resources in a variety of formats for both education and leisure, and supports our customers in their life-long learning pursuits.
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.
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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.
Visit a Comfortable Place
Residents will have safe and welcoming physical places to meet and
interact with others or to sit quietly and read and will have open and
accessible virtual spaces that support social networking.
GOALS
Develop training modules for electronic resources, Polaris, and customer service for staff and volunteers; modules to be added to the City’s online
training site.
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.
Complete the Edge Initiative for Public Library Technology assessment to
establish benchmarks for the library.
Revise and/or update 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 or expand great programming offerings based on results of needs assessment.
Review and update policies and procedures relating to circulation and
collection development 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.
Increase the number of databases, online services and digital offerings to
our customers.
Develop volunteer program and recruit and train volunteers to help with
library tasks.
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LIBRARY
DEPARTMENT DESCRIPTION
The Schertz Public Library:
Supports life-long learning, literacy and recreation by developing and maintaining a wide variety of library materials in print, audiovisual and
digital formats for users of all ages;
Encourages the love of reading and learning by providing story time and special event programs for infants, children and teens, as well as winter and summer reading programs;
Enriches the lives of adults by providing instructional and recreational
programming in high-interest areas such as computers and computer
software, e-readers, health and fitness, financial planning, crafts, and literature;
Provides public access to technology including computers, the Internet,
Wi-Fi and printers, as well as to online employment, business and
educational resources;
Provides answers and information to telephone, email, and in-person
queries;
Provides meeting and study space to individuals and community groups;
Provides access to a number of services such as Inter-Library Loan
(ILL), faxing, scanning and tax forms, 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.
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LIBRARY
ORGANIZATION CHART
LIBRARY 2012-13 2013-14 2014-15
Library Director 1 1 1
Assistant Director 1 0 0
Adult Services Librarian 1 1 1
Youth Services Librarian 1 1 1
Virtual Services Librarian 0 1 1
Library Technical Assistant 1 1 1
Library Clerk II 4 4 4
Part-time Library Clerk I (20 hours) 3 3 5
Part-time Library Clerk I (10 hours) 2 2 2
Part-time Processing Clerk (20 hours) 1 1 1
Part-time Shelving Clerk (20 hours) 1 1 1
Part-time Children’s Programming Clerk (20
hours) 1 1 1
Part-time Library Page (10 hours) 2 2 2
TOTAL POSITIONS 21 21 21
City Manager
Executive Director
Support
Library
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LIBRARY
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Input Actual Estimate Budget
Service population* 80,183 86,162 89,500 Total Staffing FTE 14 14 14
Circulation Staffing FTE 7 7 7
Total Operating Budget** 830,149 847,530 863,514
Total Materials Collection 86,221 91,000 94,000 Registered Borrowers 31,658 31,000 32,500 Materials Budget 73,732 85,130 89,500
2012-13 2013-14 2014-15
Workload/Output Actual Estimate Budget
Circulation per Capita 5.05 4.74 4.57
Library Visits per Capita 3.18 2.97 2.91
Program Attendance per Capita 0.16 .16 .16
Collection Turnover Rate 4.69 4.48 4.35 Total Circulation 404,691 408,000 409,000 Total Library Visits 254,633 256,000 260,000
Total Program Attendance 12,581 14,000 14,600
*Service population determined by Texas State Library **Does not include capital items
2012-13 2013-14 2014-15 Efficiency Actual Estimate Budget
Cost per Person Served 10.35 9.84 9.65 Cost per Circulation 2.05 2.08 2.11
Circulation per Circulation FTE 57,813 58,286 58,429
2012-13 2013-14 2014-15
Effectiveness Actual Estimate Budget
Percentage of Service Population With Library Cards 39.48 35.98 36.31
Materials Expenditures per Capita .92 .99 1.00
Materials Expenditures as a Percentage
of Operating Budget (Striving for 20%) 8.88 10.04 10.36
Items per Capita (Striving for 3 items per
Capita) 1.08 1.06 1.05
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LIBRARY
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel Services $681,903 $679,890 $672,828
Supplies 10,981 12,000 12,000
Utility Services 55,857 54,260 56,500
Operations Support 3,020 2,700 3,000
Staff Support 1,916 5,020 6,345
Professional Services 2,140 2,190 2,300
Maintenance Services 600 2,400 0
Operating Equipment 73,732 85,570 89,500
Total $830,149 $844,030 $842,473
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will decrease 0.2% from the FY 2013-14 year end
estimates. There are no change in operations.
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DEPARTMENT: MARSHAL’S OFFICE
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. Encourage positive communication to the public by promoting education, safety, health, and
recreation for animals. Advocate humane, compassionate treatment of animals
to reduce homelessness by having employees who take pride of their role in the
community.
MISSION STATEMENT
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.
To strengthen the relationship with volunteers.
To provide a Texas Department of State Health Services approved
quarantine facility for control and eradication of rabies.
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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 2012-13 2013-14 2014-15
Manager 1 1 1
Officer 5 4 4
Kennel Technician 0 3 4
TOTAL POSITIONS 6 8 9
City Manager
Executive Director
Development
Marshal's Office
Animal Services
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ANIMAL SERVICES
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Actual Estimate Budget
Animals brought in by staff 989 880 934 Animals brought in by public 250 225 237
Calls for service per year 1,326 1,184 1,255
Animals saved via adoption, redemption,
or transfer 894 695 794
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Training cost per staff member $1,000 $1,000 $1,000
2012-13 2013-14 2014-15
Effectiveness Actual Estimate Budget
Animals licensed 586 550 568
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel $260,481 $316,492 $306,397 Supplies 23,792 30,700 37,883 Utility Services 12,372 27,239 46,840
Operations Support 347 1,000 1,000
Staff Support 8,052 9,450 11,390
City Assistance 13,328 12,000 17,550 Professional Services 13,560 31,110 26,500 Maintenance Services 4,117 23,200 23,200
Operating Equipment 5,912 12,000 11,500
Capital Outlay 0 0 21,000
Total $341,961 $463,541 $503,260
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will increase 8.6% from the FY 2013-14 year end
estimates. This increase is due to the full year funding of the larger Animal
Adoption Center. It also reflects the purchase of an Animal Adoption Trailer as long as the City receives at least $9,000 in donations to put toward this capital
purchase.
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DEPARTMENT: 853 INFORMATION TECHNOLOGIES (IT)
FUND: 101 GENERAL FUND
VISION STATEMENT: Innovation – Adaptation – Productivity
Innovation: Finding new ways to enhance the City’s operations through unique and creative application of technologies.
Adaptation: Merging proven principles and systems with new approaches
to create unique solutions and processes that provide the highest quality
services to our employees and citizens.
Productivity: Promoting efficiency and economy through targeted
application of technologies, business analysis and support.
MISSION STATEMENT
To provide timely, accurate and responsive support to all who rely upon
our services.
To provide reasoned and informed technical analyses to all City
departments as they grow and develop.
To ensure that the City’s technology assets are carefully maintained and protected.
To provide a secure, responsive and flexible information assets
foundation.
To ensure that the City can rely on its information assets foundation for
the future.
DEPARTMENT DESCRIPTION
The Information Technologies Dept. is charged with maintaining, operating and
securing the City’s information assets. These assets include computer systems,
network and communications systems, security systems, web services and social
media, etc. and form the foundation upon which many of the City’s core operations depend. Therefore this foundation must be reliable, resilient and
responsive. To meet those expectations the department focuses daily on
customer service, education and planning.
The last FY we renewed our commitment to customer service by dedicating a new position to customer service management and response. In addition all IT
staff have taken one or more courses in customer service. For example, this last
FY, four of our staff completed the Dale Carnegie course on Effective
Communications and Human Relations. Our emphasis on improving customer
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INFORMATION TECHNOLOGY
service has resulted in a steady decrease in open work order response times and a marked improvement in customer satisfaction.
The last FY also saw the creation of the Laserfiche Strike Team, a cross-
departmental team of employees tasked with developing and managing advanced document management and workflow solutions designed to automate and streamline existing business processes city-wide.
Projects completed the last FY (2013/14) include:
Migration of email services to Microsoft Office 365 online services. Moving this mission-critical service to the secured cloud environment will save
more than $50K over a five-year period. This new venue also offers,
among its other features, an enhanced collaboration platform that was
unavailable before.
Resumption of the long-delayed desktop replacement program. The
program’s goal was to replace all remaining legacy Microsoft XP machines
with Windows 7 devices. This required the deployment of more than 125
new desktops within a 4 month timeframe. This program was completed in May, 2014.
Migration of City cell phone services from Sprint to Verizon saving approx.
$20k annually while providing better coverage and faster data
performance.
Completed upgrade to VisitSchertz.com website.
Introduction of dedicated on-line training resource for employees
Introduction of web-based conferencing service for Economic Development and other departments.
Projects for Current FY (2014 / 2015) include:
Completion of Public Safety mobile device refresh to replace legacy Microsoft XP devices in vehicles.
Begin employee training program to make better use of Office 365
environment including Sharepoint, local and department collaboration
tools, Lync messaging system, etc.
Work with Public Works to define requirements for upgrading SCADA
system.
Begin planning and implementation of online and cable TV broadcasting of Council and Commission meetings.
Review and replace Schertz.com website.
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INFORMATION TECHNOLOGY
ORGANIZATIONAL CHART
INFORMATION TECHNOLOGY 2012-13 2013-14 2014-15
Director 1 1 1
Senior Systems Engineer 1 1 1
Senior Customer Services Engineer 0 1 1
Computer / Web Technician 1 1 1 1
Computer Technician I 1 1 1
Public Safety Tech (paid by PD) 1 1 1
Administrative Assistant 1 1 1
TOTAL POSITIONS 6 7 7
PERFORMANCE INDICATORS
Workload/Output 2012-13 2013-14 2014-15 Actual Estimate Budget
Customer Service Incidents Recap:
Work Orders / Incidents Totals: 4,972 5,415 5,910
Work Orders per month 153 295 350
Man-hours per month spent on work
orders 185 353 400
Average # Activities / WO 1.2 1.45 1.6 Resources Allocation Breakdown:
Web development / management hours 121Hrs 270Hrs 350Hrs
New Systems/Replacements (qty) 35 175 110
Computers/Users/Devices managed
Computers, Servers, Cameras, Printers, Network devices, Communications
Equipment, Active Users, Email Accounts 2,750 2,924 2,975
City Manager
Executive
Director
Development
Information
Technology (IT)
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INFORMATION TECHNOLOGY
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Network Downtime Rate (unplanned) <1% <3% <1%
Supported Burden : tech staff (Industry
Standard 5.3%, Gartner Group) 2.0% 2.1% 2.08%
2012-13 2013-14 2014-15 Output Actual Estimate Budget
Number of days any city department
operationally down due to planned IT
maintenance issues annually 0 0 0
Emails processed monthly (inbound) 90,400 130,700 146,000
Malware/Spam filtered monthly (inbound) 41,250 65,000 75,000
2012-13 2013-14 2014-15 Effectiveness Actual Estimate Budget
Prevention of virus attack attempts 100% 100% 100%
2012-13 2013-14 2014-15 Budget Actual Estimate Budget
Personnel $302,109 $410,010 $441,993 Supplies 542 3,100 3,500
City Support Services 295,458 471,762 598,643
Utility Services 190,552 188,672 236,822
Staff Support 16,887 22,098 37,400 Maintenance Services 6,738 11,975 15,600 Operating Equipment 95,548 373,483 291,571
Total $907,835 $1,481,100 $1,625,529
PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase 9.8% from FY 2013-14 year end estimates.
Along with an increase in cost of our current supported systems and programs
the City will be adding planning tracking software for Development Services to
track the platting and permitting process from start to finish. The Fire Department
will now be able to create better reports by migrating their RMS data to a different system. This will help them find efficiencies in their everyday operations. As more
of the City goes digital the costs for internet and data plans will increase
proportionally. In addition to software the City will also be replacing network
switches for better server performance, upgrading the firewall, and purchasing
video streaming software.
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DEPARTMENT: 866 HUMAN RESOURCES
FUND: 101 GENERAL FUND
VISION STATEMENT To be the employer of choice in the State of Texas.
MISSION STATEMENT To faithfully serve our employees and community by recruiting and developing
the best talent, communicating with clarity, advocating for ownership and
engagement, striving for continuous improvement, and creating a healthy and
positive work environment.
CORE VALUES
Integrity
Professionalism
Teamwork
Positive Attitude
Innovation
Ownership
Respect
KEYS TO GREAT CUSTOMER SERVICE
Smile
Understand the Organization
Take Ownership - Help find answers
Ask questions for clarification
Follow - up in a timely manner
Lead and teach by example
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HUMAN RESOURCES
DEPARTMENT DESCRIPTION
The Human Resources Department provides services and support in the areas of
recruitment, selection, staffing, benefits administration, labor law compliance,
performance management, employee development and relations, health and wellness, policy administration, and employee counseling.
DEPARTMENT OBJECTIVES
Over the next 3-5 years, the HR Department is committed to doing the following: 1. Completely streamline all personnel files into the Laserfiche system using,
controlled, standardized procedures.
2. Have automated HR workflow processes implemented through the use of
Laserfiche.
3. Implement a standardized training and development program for employees and supervisors.
4. Implement a succession planning program for the City of Schertz to follow
5. Introduce process management, lean, and six sigma concepts to the
leadership of Schertz.
6. Continuing re-tooling the City’s employee policy handbook. 7. Pilot a 9/80 alternate work schedule
8. Complete formalized Hiring and Promotional with Public Safety Depts.
ORGANIZATIONAL CHART
HUMAN RESOURCES 2012-13 2013-14 2014-15
Director 1 1 1
Senior Generalist 1 1 1
Generalist 1 1 1
Administrative Assistant 1 1 1
TOTAL POSITIONS 4 4 4
City
Manager
Chief of
Staff
Human
Resources
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HUMAN RESOURCES
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Measures Actual Estimate Budget
Total No. of Employees (Avg.) 331 335 338
# Full Time Employees (Avg.) 282 285 297
Job Announcements Posted 55 65 70
# Applications received 3,774 3,800 3,900
# Full Time Positions Filled 56 65 65 # Part Time Positions Filled 18 25 30
# Total Turnover 48 50 52
# Full Time Turnover 32 32 33
# Part Time Turnover 16 18 19
# Retirements 4 4 5 # FMLA Claims 35 30 25
# General Training Courses 2 5 6
Avg. # of trainees per course 163 190 200
# of staff tuition requests 16 18 20
# of tuition reimbursements 23 25 26
2012-13 2013-14 2014-15 Effectiveness Measures Actual Estimate Budget
Turnover Rate (Total) 14.5% 15.67% 16.30% Full-Time Turnover Rate 11.35% 11.55% 11.91%
Part-Time Turnover Rate 32.65% 42.86% 45.24%
Retirement Rate 1.42% 1.44% 1.81%
Training Participation % 63.64% 59.56% 62.7%
2012-13 2013-14 2014-15 Efficiency Measures Actual Estimate Budget
Absenteeism Hours 20,187 20,000 19,000 Avg. Days to Fill Positions 64 60 55
2012-13 2013-14 2014-15
Cost Measures Actual Estimate Budget
Absenteeism Cost $400,503 $400,000 $395,000
Turnover Cost $222,615 $210,000 $190,000
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HUMAN RESOURCES
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel $285,736 $300,906 $310,863 Supplies 1,193 1,300 1,000 Human Services 42,105 55,900 64,000
Operations Support 10,982 11,000 14,000
Staff Support 14,369 12,470 14,620
City Assistance 11,550 7,000 10,000 Professional Services 0 4,000 9,200
Total $365,935 $391,518 $423,683
PROGRAM JUSTIFICATION AND ANALYSIS The FY 2013-14 Budget will increase by 8.2% from FY 2013-14 year end
estimates. This increase is to better advertise for vacant specialized positions
and to provide full year funding of the FMLA service contract.
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DEPARTMENT: FINANCE
DIVISION: 868 ACCOUNTING
FUND: 101 GENERAL FUND
VISION STATEMENT
The Finance Department strives to be the standard of excellence in financial
integrity and customer service.
MISSION STATEMENT
We strive to develop and implement new programs and processes which will ensure a financially strong City government while providing first class customer
service with a professional, courteous, knowledgeable, and respectful
department staff.
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 29th consecutive year.
Receive a Platinum Scorecard from the State Comptroller’s Office for leadership in financial transparency.
Improve the 5 year budgeting and forecasting plan.
Initiate long term debt service plan.
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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 and
safeguard 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
Senior Budget Analyst 0 1 1
Financial/Budget Analyst 1 0 0
Accountant I 0 0 1
Senior Payroll Specialist 1 1 1
Senior AP Specialist 1 1 1
TOTAL POSITIONS 6 6 7
City Manager
Chief of Staff
Finance
Accounting
Purchasing &
Asset
Management
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ACCOUNTING
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Actual Estimate Budget
Accounts payable checks 4,835 4,696 4,978 Out of Cycle AP Checks Payroll checks 9,015 9,250 9,665
Out of Cycle Payroll Checks
2012-13 2013-14 2014-15
Effectiveness Actual Estimate Budget
Certificate of Achievement for Excellence in Financial Reporting, Accumulative 27 28 29
Monthly Financials completed within 30 days 3 6 12
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Number of AP Checks per Employee 4,835 4,696 4,978
Number of Payroll Checks per Employee 9,015 9,250 9,665
Number of Journal Entries per Employee 582 614 651
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel $443,526 $454,855 $516,715
Supplies 2,762 2,500 2,800
Operations Support 987 1,000 1,000
Staff Support 6,956 8,160 15,605
Operating Equipment 1,795 0 0
Total $456,025 $466,515 $536,120
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will increase 14.9% from the FY 2013-14 year end estimates due to 10 month funding of a new Accountant position.
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DEPARTMENT: FINANCE
DIVISION: 872 PURCHASING & ASSET MANAGEMENT
FUND: 101 GENERAL FUND
VISION STATEMENT
To be national leaders in the stewardship of the City’s human and physical assets.
MISSION STATEMENT
To manage accurate inventory lists and facilitate purchases at the best quality
and value for the City’s departments through ethical practices in all areas with a
cohesive and flexible team of employees.
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.
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.
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PURCHASING & ASSET MANAGEMENT
Manage procedures for Capital and Fixed asset inventory and
accountability, and conduct physical surveys of City property.
Manage disposal and auction activities for surplus, excess, and damaged
City property.
Manage insurance and Workers Compensation 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. Develop and Maintain the City Safety
Policy.
DEPARTMENT DESCRIPTION
The Purchasing and Asset Management Department is responsible for managing
the Purchasing, Inventory, Property Disposal, Contracts, Grants, Risk
Management, and Safety functions for the City.
Manages all bids, quotes, contracts and agreements, City purchases, warehouse inventory, City property disposal, auctions, grants, fleet vehicle registration and
titles, Fleet Gas Card program, and conducts random purchase order audits
The department is also 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, insurance litigation, and workers compensation, monitors all safety aspects of City functions, schedules employee safety training, evaluates loss runs to identify trends and
mitigate risk.
Establish and update all associated City policies, manuals, and documentation
as they pertain to this department.
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PURCHASING & ASSET MANAGEMENT
ORGANIZATIONAL CHART
PURCHASING & ASSET MGMT. 2012-13 2013-14 2014-15
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
2012-13 2013-14 2014-15
Workload/Output Actual Estimate Budget
Bids and Proposals Drafted 8 10 10
Bids and Proposals Responses 40 60 50
Contracts Reviewed 45 150 150
Meetings with Vendors 93 125 125
Research Requests N/A 150 150
Quotes Received N/A 100 100 Deliveries Received N/A 504 500
Active Works Comp Claims N/A 216 225
Accident and Injuries Investigated N/A 60 65
New Hire Safety Training N/A 36 40
Training Classes Held N/A 10 10
City Manager
Chief of Staff
Finance
Accounting
Purchasing &
Asset
Management
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PURCHASING & ASSET MANAGEMENT
Vehicles Processed (Titles, Gas Cards, Plates) N/A 20 20
Property Damage Claims N/A 15 20
Certificates of Insurance Processed N/A 40 40
MSDS/SDS Added N/A 157 100
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel $248,324 $254,944 $262,098
Supplies 520 1,200 1,200
Utility Services 460 600 500
Operations Support 13 300 300 Staff Support 6,007 8,042 8,070 Operating Equipment 0 2,072 1,300
Total $255,325 $267,158 $273,468
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will increase 2.4% from the FY 2013-14 Budget. This
increase reflects higher personnel costs.
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DEPARTMENT: PUBLIC WORKS
DIVISION: 877 FLEET MAINTENANCE
FUND: 101 GENERAL FUND
VISION STATEMENT
To have the lowest vehicle downtime in the state with high quality assurance.
MISSION STATEMENT
Maintain and repair all city owned vehicles and equipment with technological
innovation to reduce down time, increase lifespan, and keep a safe operating fleet with a skilled and dedicated workforce.
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.
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FLEET MAINTENANCE
ORGANIZATIONAL CHART
FLEET MAINTENANCE 2012-13 2013-14 2014-15
Fleet Maintenance Manager 0 0 1
Fleet Maintenance Supervisor 1 1 0
Fleet Maintenance Foreman 1 0 0
Fleet Mechanic II 0 1 1
Mechanic I 2 2 2
TOTAL POSITIONS 4 4 4
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Actual Estimate Budget
Work Orders:
-Police Department vehicles and equipment 460 462 485
-EMS vehicles and equipment 456 360 378 -Streets vehicles and equipment 344 317 332
-Administration vehicles 11 9 9
-Animal Control vehicles 27 27 28
-Facilities Maintenance vehicles 69 32 34 -Fire vehicles and equipment 244 173 181 -Fleet Service vehicles 27 41 43
-Inspection vehicles 26 20 21
-Marshal Service vehicles 41 37 39
-Parks vehicles and equipment 177 128 134 -Water & Sewer vehicles and equipment 285 288 302 -Drainage vehicles and equipment 247 125 131
-Economic Development vehicles 3 8 9
City Manager
Deputy City
Manager
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
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FLEET MAINTENANCE
-Purchasing vehicles 8 5 5 -Motor Pool vehicles 41 38 40
Total Work Orders Issued 2,466 2,070 2,171
Number of after-hour calls 46 44 46
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Actual field service calls, vehicle and
equipment Failures 160 198 192
Average response time for emergency repair, in minutes 25 25 25
2012-13 2013-14 2014-15 Effectiveness Actual Budget Budget
% of all vehicles and equipment issues resolved without recall 97% 97% 97%
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel Services $182,982 $221,326 $313,447
Supplies 164,311 176,250 174,525
City Support Services 2,388 3,500 3,500
Utility Services 3,869 5,000 5,000 Operations Support 142 400 400
Staff Support 1,944 4,500 4,500
City Assistance 0 180 180
Maintenance Services 98,241 80,750 73,750
Rental/Leasing 0 200 200 Operating Equipment 9,451 5,000 8,200
Capital Outlay 0 10,000 65,000
Total $463,328 $507,106 $648,702
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget increases by 27.9% from the FY 2013-14 year end
estimates. This increase reflects the addition of two Mechanic I positions; one of
which will be paid by EMS and be trained to specifically work on emergency service vehicles. There is also funding for replacement vehicles when they break down.
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DEPARTMENT: PUBLIC WORKS
DIVISION: 878 BUILDING MAINTENANCE
FUND: 101 GENERAL FUND
VISION STATEMENT
Ensure facilities are a safe and comfortable environment, 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 buildings. Provide preventive maintenance on HVAC units, stand-by generators, replacing light bulbs and ballasts, plumbing repairs, carpentry work,
painting, 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.
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BUILDING MAINTENANCE
ORGANIZATION CHART
FACILITIES MAINTENANCE 2012-13 2013-14 2014-15
Foreman 1 1 1
Worker I 1 1 2
TOTAL POSITIONS 2 2 3
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 Workload/Output Actual Estimate Budget
Square footage maintained 202,847 213,847 234,202 City Buildings Maintained 19 19 21
Work Orders Received 972 1,044 1,080
Work Orders Completed 892 936 983
HVAC units air filters replaced 2,158 2,178 2,178 Light bulbs and ballasts replaced 818 672 800 Miscellaneous Items (office moving etc.) 741 777 816
Plumbing Repairs 197 206 217
Electrical Repairs 346 363 381
Preventive maintenance on Generators 3 3 0
City Manager
Deputy City
Manager
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
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BUILDING MAINTENANCE
2013-14 2013-14 2014-15
Budget Actual Estimate Budget
Personnel $71,555 $94,670 $136,524 Supplies 0 1,043 1,043 Utility Services 2,712 4,350 2,350
Staff Support 582 2,800 2,900
Professional Services 12,623 10,000 12,000
Maintenance Services 60,293 93,170 71,132 Rental Equipment 375 400 1,400 Operating Equipment 540 0 1,500
Capital Outlay 0 118,000 38,750
Total $148,680 $324,433 $267,599
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget decreases 17.5% from the FY 2013-14 year end estimates. FY
2014-15 includes the addition of a new Worker I position and a vehicle; however this increase is offset by the one-time funding of the security and audio/visual upgrades to the Council Chambers in FY 2013-14.
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DEPARTMENT: 901 CITY ASSISTANCE
FUND: 101 GENERAL FUND
DEPARTMENTAL DESCRIPTION
The City will set up a preliminary budget of $46,390 for the operations of the
Senior Center through January 2015. These expenses are offset by revenue generated by the program. An additional $45,000 is left in City Assistance for the possibility of a third party taking over operations of this program after the said
date.
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 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
Transportation Assistance is provided through Alamo Regional Transit for senior citizens.
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Senior Center $0 $60,955 $46,390
City Assistance 52,000 87,648 80,000
Total $52,000 $148,603 $126,390
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CITY ASSISTANCE
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget will decrease by 15.0% from the FY 2013-14 year end
estimates. The decrease is due to one-time expenses related to the City taking over operation of the Senior Center that occurred in FY 2013-14.
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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.
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Court Technology $17,266 $840 $50,872 Court Security 3,816 0 35,000
Total $21,082 $840 $85,872
Expenditures Located in Other
Departments
$30,409 $90,409 $30,409
PROGRAM JUSTIFICATION AND ANALYSIS
In FY 2014-15 the court security fund will be used to remodel the Municipal Court counter and subsidize one half of a marshal’s salary for the time they spend in
court. Court technology expenditures will be to replace ticket writers and other
equipment as the need arises throughout the year.
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FUND: 106 SPECIAL EVENTS
DESCRIPTION
The Special Events Fund is designated to monitor and manage funds
appropriated to pay for all events sponsored 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.
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Revenues $112,161 $174,783 $153,800
Expenses
Non Departmental $732 $5,150 $10,850 Festival of Angels 16,018 10,284 15,000
Employee Appreciation 6,385 11,510 15,000
National Night Out 0 0 200
Walk for Life 20,846 $23,465 25,000
Sweetheart Event 31,350 40,500 35,000 Jazzfest 15,538 14,505 20,000
Hal Baldwin Scholarship 11,740 12,530 18,750
Other Events 2,337 66,857 14,000
Total $104,946 $184,801 $153,800 PROGRAM JUSTIFICATION AND ANALYSIS
Revenue
Revenue for the FY 2014-15 Budget will decrease 12.0% from the FY 2013-14
year end estimates. Fewer fund transfers from reserves are needed due to the completion of the Hal Baldwin Memorial Plaza. Revenue is set through transfers to balance this fund.
Expenses
The FY 2014-15 Budget will decrease 16.8% from the FY 2013-14 year end estimates. This decrease is due to the completion of the Hal Baldwin Memorial Plaza in FY 2013-14.
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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. Currently the level of funding from the collected fees is not great enough to warrant a public access channel but could be used so in the future.
2012-13 2013-14 2014-15 Budget Actual Estimate Budget
Revenues $91,851 $119,572 $209,000
Expenses
Leases 0 33,000 33,500
Capital Outlay 45,546 50,052 175,500
Total $45,546 $83,052 $209,000
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue Revenue increases in FY 2014-15 by 74.8% with a transfer from reserves to
continue the Master Communication Plan.
Expenses
The FY 2014-15 Budget increases 151.6% from the FY 2013-14 year end estimates to continue the Master Communication Plan by purchasing the
necessary equipment.
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FUND: 505 INTEREST & SINKING FUND
DESCRIPTION
This fund is used to account for the accumulation of resources for and the
payment of general long term debt principal and interest on city debt. The
Interest & Sinking portion of the property taxes are directly deposited by the County Tax Assessor’s Office into this fund.
2012-13 2013-14 2014-15 Budget Actual Estimate Budget
Revenue
Taxes $5,051,475 $5,250,140 $5,338,513
Miscellaneous 371,087 367,113 368,763
Total $5,422,563 $5,617,253 $5,707,276
Expenses
Professional Service 1,750 42,350 42,350
Debt Service 5,131,287 5,554,425 5,593,807
Total $5,133,037 $5,596,775 $5,636,157
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues
Revenues for FY 2014-15 will increase 1.6% from the FY 2013-14 estimates with
the growth of the tax base.
Expenses
The FY 2014-15 Budget will increase 0.7% from the FY 2013-14 year end
estimates with the addition of a debt service for Public Works equipment.
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FUND: 202 WATER & SEWER
DESCRIPTION
The Water & Sewer Fund tracks revenue and expenses for the City’s water,
sewer, and solid waste functions 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.
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Revenues
Franchises $198,322 $195,710 $211,813 Permits 38,794 60,000 60,000
Fees 15,190,455 16,286,108 17,169,500
Fund Transfers 119,298 2,917,282 276,425
Miscellaneous 1,737,963 264,516 142,940
Total $17,284,832 $19,723,616 $17,860,678
Expenses
Business Office $547,227 $619,211 $682,347
W&S Administration 15,891,132 16,399,970 17,106,216
Projects 367,519 2,185,086 0
Total $16,805,878 $19,204,267 $17,788,563
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue Revenue for FY 2014-15 will decrease 9.4% from FY 2013-14 year end estimates. Increases in service customers, water rates, and sewer rates are
offset by the one-time transfer in FY 2013-14 to fund waterline replacements and
a new water tower.
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WATER & SEWER FUND
Expenses The FY 2014-15 budget will decrease 7.4% from FY 2013-14 year end estimates.
Increases in service costs and maintenance are offset by the project funding in
FY 2013-14.
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DEPARTMENT: PUBLIC WORKS
DIVISION: 176 WATER AND SEWER BUSINESS OFFICE
FUND: 202 WATER AND SEWER
VISION STATEMENT
Provide exceptional service and customer satisfaction; to build a closer
partnership with our customers and the community.
MISSION STATEMENT
To provide an exceptional customer service experience by providing excellent customer service with accurate account tracking by using the latest technology
and a smile.
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, 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.
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BUSINESS OFFICE
ORGANIZATIONAL CHART
BUSINESS OFFICE 2012-13 2013-14 2014-15
Business Office Manager 1 1 1
Business Office Assistant Manager 1 1 1
Utility Billing Clerk II 1 2 2
Utility Billing Clerk I 1 2 2
Utility Billing Clerk 3* 0 0
Meter Tech I 2* 2 2
Meter Tech II 1 1 1
TOTAL POSITIONS 10 10 10
*One position is unfunded
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15
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
2012-13 2013-14 2014-15 Efficiency Actual Estimate Budget
Meters per meter tech 4,064 4,249 4,289 Accounts per clerks 3,048 3,187 3,216
City Manager
Deputy City
Manager
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
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BUSINESS OFFICE
2012-13 2013-14 2014-15 Budget Actual Estimate Budget
Personnel Services $395,924 $445,554 $446,006 Supplies 4,012 4,600 4,600
Human Services 122 183 183
City Support Services 0 6,375 24,098
Utility Services 0 0 170 Operations Support 106,068 119,000 123,000 Staff Support 2,711 5,300 7,300
Professional Services 22,423 24,000 62,000
Fund Charges/Transfers 4,715 0 0
Maintenance Services 9,800 11,000 13,440 Operating Equipment 1,452 3,199 1,550
Total $547,227 $619,211 $682,347
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget increases 10.2% from FY 2013-14 year end estimates.
This increase is due to additional costs of online transaction with the removal of
the online convenience fee.
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DEPARTMENT: PUBLIC WORKS
DIVISION: 575 WATER & SEWER ADMINISTRATION
FUND: 202 WATER AND SEWER
VISION STATEMENT Provide superior customer service by maintaining the best water and wastewater
networks and supplies to guarantee future city demands.
MISSION STATEMENT To provide excellent quality of water and wastewater to deliver a safe and
adequate supply of drinking water and prevent wastewater overflows and safely
deliver wastewater to 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.
DEPARTMENT DESCRIPTION
Provide water and wastewater services to all citizens. Conduct maintenance,
repair, and expansion of water and wastewater services. Provide excellent
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WATER AND SEWER ADMINISTRATION
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
WATER & SEWER ADMINISTRATION 2012-13 2013-14 2014-15
Director 1 1 1
Coordinator 1 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 2 2
Serviceman II 4 4 4
Serviceman I 8 8 8
TOTAL POSITIONS 22 23 23
City Manager
Deputy City
Manager
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
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WATER AND SEWER ADMINISTRATION
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15 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
2012-13 2013-14 2014-15
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
2012-13 2013-14 2014-15 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
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WATER AND SEWER ADMINISTRATION
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Personnel Services $1,062,234 $1,194,325 $1,223,136 Supplies 162,707 195,150 195,150 Human Services 398 1,000 1,000
City Support Services 47,615 92,507 150,103
Utility Services 3,180,990 3,341,350 3,454,440
Operations Support 3,488 5,750 9,250 Staff Support 21,934 28,200 31,150 City Assistance 510 1,900 1,900
Professional Services 406,005 249,138 249,113
Fund Charges/Transfers 4,713,331 3,336,760 3,594,442
Maintenance Services 5,876,511 5,947,233 6,496,250 Other Costs 29,542 35,000 35,000 Debt Service 380,455 1,458,925 1,534,512
Rental/Leasing 3,571 6,070 6,070
Operating Equipment 1,841 15,346 21,200
Capital Outlay 0 491,316 103,500
Total $15,891,132 $16,399,970 $17,106,216
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2014-15 Budget increases 4.3% from the FY 2013-14 year end
estimates. For FY 2014-15 the Cibolo Creek Municipal Authority (CCMA) is
increasing its charge for sewer treatment 9.5%. Funds are also budgeted to act
on the Compensation Study once it’s completed. The contribution to the Cibolo Valley Local Government Corporation (CVLGC) will increase since another
member City backed out of the corporation, spreading their contribution to the
remaining members. The waste contractor expense for garbage collection in the
City is increasing but is offset by an increase in revenue. This increase is from additional customers only and does not reflect a change in the fees. To replace aging vehicles and equipment the Water & Sewer Fund will replace two vehicles
and join with the Drainage and General Funds in a debt issuance to replace back
hoes, chippers, mowers, and other equipment.
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FUND: 411 CAPITAL RECOVERY FUND
WATER
(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.
Provide citizens with quality projects completed on-time and on-
budget.
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
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CAPITAL RECOVERY FUND - WATER
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. The Sewer Capital Recovery portion was moved to its own fund in FY 2013-14.
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Revenue
Fees $1,435,840 $880,200 880,200 Miscellaneous 39,656 5,300 5,300
Total $1,475,496 $885,500 $885,500
Expenses
Non Departmental 1,555,766 122,000 86,109 Water Projects 0 0 450,000
Total $1,555,766 $120,000 $536,109
PROGRAM JUSTIFICATION AND ANALYSIS Revenues
Revenues for FY 2014-15 are expected to remain at levels estimated for FY
2013-14.
Expenses The FY 2014-15 Budget will increase 339.4% from the FY 2013-14 year end
estimates with the addition of the project to make improvements to the Live Oak
Pump.
Projects to be completed FY 2014-15
Engineering for the southeast elevated water tank
Improvements to the Live Oak Pump
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FUND: 421 CAPITAL RECOVERY FUND
SEWER
(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 on-
budget.
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CAPITAL RECOVERY FUND - SEWER
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. Wastewater Capital Recovery was moved to its own fund in FY 2013-14
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Revenue Fees $0 $680,400 $600,400 Fund Transfers 0 0 559,497
Miscellaneous 0 45,699 600
Total $0 $726,099 $1,160,497
Expenses Non Departmental $0 $122,143 $142,455
Sewer Projects 0 6,042 1,018,042
Total $0 $128,185 $1,160,497
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues
The revenue for FY 2014-15 will increase 59.8% from the FY 2013-14 year end
estimates due to a transfer from reserves to fund the next phase of a project. Expenses
The FY 2014-15 Budget will increase 805.3% from the FY 2013-14 year end
estimates. This increase is to fund the finish out of phase three of the Town
Creek Project.
Projects to be completed FY 2014-15
Preliminary engineering for the south Schertz wastewater treatment plant
Finish Out of Phase III at Town Creek
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FUND: 204 DRAINAGE FUND
VISION STATEMENT
Provide the infrastructure to protect property and life for generations to come.
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.
Provide Storm water pollution and floodplain awareness to the community and city personnel.
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PUBLIC WORKS DRAINAGE
DEPARTMENT DESCRIPTION
The Public Works Drainage Department is responsible for the maintenance and
management of drainage channels, storm water inlets, floodways, road right-of-ways,
alleys, and compliance with regulations. Reviewing the issuance of permits for development that might affect the infrastructure such as subdivision plans, and providing guidance to other departments as needed. 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
DRAINAGE 2012-13 2013-14 2014-15
Assistant Public Works Director 1 1 1
Stormwater Manager 1 1 1
Drainage Foreman 1 1 1
Drainage Worker II 2 2 2
Drainage Worker I 3 3 3
TOTAL POSITIONS 8 8 8
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15
Workload/Output Actual Estimate Budget
Acres of Alleys Mowed 6.25 6.25 6.25
Acres of Rights-of-Way (ROW) Mowed 45.39 47.47 48.00 Acres of Drainage Ditches Mowed 157.75 157.75 158.00
City Manager
Deputy City
Manager
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
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PUBLIC WORKS DRAINAGE
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Monthly Operating Expenditures $58,288 $66,248 $69,248
2012-13 2013-14 2014-15 Effectiveness Actual Estimate Budget
ROW Maintenance & Mowing, Hours 2,988 2,600 3,500 Drainage Mowing, Hours 904 1200 1,300
Drainage Structure Maintenance, Hours 2062 2600 2,700
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Revenue
Permits $0 $3,500 $3,000
Fees 1,027,958 1,063,500 1,155,500
Miscellaneous 3,781 891 700
Total $1,031,739 $1,067,891 $1,159,200
Expenses
Personnel $355,610 $415,923 $453,529
Supplies 4,374 8,300 8,300 Human Services 0 325 325
City Support Services 3,234 21,500 30,432
Utility Services 28,094 29,500 30,370
Operations Support 0 2,460 2,460
Staff Support 4,542 7,625 8,116 City Assistance 168 840 840
Professional Services 17,073 23,500 23,500
Fund Charges/Transfers 258,763 197,304 221,818
Maintenance Services 13,449 22,000 22,000
Other Costs 10 200 200 Debt Services 2,588 18,074 140,530
Rental/Leasing 0 500 500
Operating Equipment 11,468 12,880 5,500
Capital Outlay 0 24,322 0
Projects 0 69,200 146,198
Total $699,464 $854,453 $1,094,618
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PUBLIC WORKS DRAINAGE
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue
Revenue in FY 2014-15 will increase 8.6% from the FY 2013-14 year end estimates due
to an increase in service population. There is no increase in fees. Expenses
The FY 2014-15 Budget will increase 28.1% from the FY 2013-14 year end estimates
with the completion of projects started in FY 2013-14 and for additional debt service to
purchase new equipment for Public Works.
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FUND: 203 EMERGENCY MEDICAL
SERVICES (EMS)
MISSION STATEMENT Creating a healthier community by providing preventative, timely and efficient
healthcare services and destination management for the citizens we serve
VISION STATEMENT Currently we are using the most expensive means of transportation to take
patients to the most expensive place to get healthcare; We want to change that.
GOALS AND OBJECTIVES
Provide efficient pre-hospital healthcare services to the communities that
we serve.
Integrate the care that we provide with the rest of the healthcare system to
reduce demand for 911 services while elevating access to care and
appropriate destination management for the citizens we serve.
Provide appropriate and timely education and training to our employees
and our first responders to ensure the best and most current standard of
care is provided.
Provide high quality pre-hospital training and community education 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, region, and statewide.
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.
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EMERGENCY MEDICAL SERVICES (EMS)
DEPARTMENTAL DESCRIPTION
Schertz Emergency Medical Services responds to 911 requests for ambulance
service across a 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 also work with individual at-risk patients to
insure they have the best access to primary healthcare and that their medical needs are being met before an emergency occurs. We also 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 2012-13 2013-14 2014-15
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 23
Training Academy Coordinator 1 1 1
P/T Paramedics 15 15 15
P/T EMT Intermediates 5 5 5
TOTAL POSITIONS 55 55 57
City Manager
Executive Director
Operations
Emergency Medical
Services (EMS)
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EMERGENCY MEDICAL SERVICES (EMS)
PERFORMANCE INDICATORS
2012-13 2013-14 2014-15
Workload/Output Actual Estimate Budget
Requests for EMS Service 8,357 9,285 9,831
Transports to Hospitals 5,448 5,950 6,313
Hospital to Hospital Transports 323 992 1100
Collections per Transport $398.45 $445.00 $450.00
Students Enrolled in Certification
Classes 87 87 87
Trips billed for Alamo Heights 609 617 625
Members of EMS Passport 435 470 550
2012-13 2013-14 2014-15
Efficiency Actual Estimate Budget
Response Time 90% Reliability 14:00 14:00 13:00 Total Time on Task (Minutes) 58:07 56:01 55:00 Transport Percentage 64.96% 64.50% 65.00% Days Sales Outstanding 124 130 100 Mutual Aid Requested 74 56 45 Students Graduated from Certification Classes 50 50 50
2012-13 2013-14 2014-15
Effectiveness Actual Estimate Budget
Customer Service Card Scores (Percentage all positive) 97.42% 96.80% 97.5%
Critical Failures / 100,000 miles* N/A 8.0 4.0
Fleet Accidents / 100,000 miles* N/A 7.3 2.0
Cardiac Arrest Save %* N/A 10.0% 12.5%
Correct recognition of STEMI* N/A 80% 90%
EMS certification Pass Rate 89.13% 92% 94%
*EMS will begin reporting several new effectiveness measures in FY 2015.
Critical Failures are responses where the original dispatched ambulance
could not respond or complete the call due to 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
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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.
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Revenue
Fees $4,743,469 $5,908,288 $6,416,343
Inter-Jurisdictional 1,489,615 1,559,528 1,601,076
Miscellaneous 92,093 127,126 169,500
Total $6,325,177 $7,594,942 $8,186,919
Expenses
Personnel $2,781,261 $2,879,277 $3,036,899
Supplies 316,289 355,800 378,284
Human Services 193 800 1,000
City Support Services 15,572 37,826 110,052
Utility Services 146,409 118,407 154,500
Operations Support 53,827 60,555 62,555
Staff Support 63,412 82,503 85,786
City Assistance 12,823 13,400 11,900
Professional Services 151,294 150,500 147,080
Fund Charges/Transfers 2,038,948 2,445,761 3,366,084
Maintenance Services 31,415 46,820 59,500
Debt Service 8,521 152,772 270,820
Rental/Leasing 0 82,000 81,541
Operating Equipment 112,321 124,000 281,500
Capital Outlay 0 0 104,000
Total $5,732,284 $6,550,421 $8,151,501
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues
Revenues for FY 2014-15 will increase 7.8% from the FY 2013-14 year end estimates due to an increase in expected transports. There are no change in
fees.
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Expenses The FY 2014-15 Budget will increase 22.9% from the FY 2013-14 year end
estimates. Along with the additional expenses related to an increase in
transports, the budget also includes funds to act on the Compensation Study,
debt service for new ambulances, equipment for new ambulances, and an increase in the interfund charge to reimburse the General Fund for a new Mechanic position.
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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.
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ECONOMIC DEVELOPMENT
ORGANIZATIONAL CHART
ECONOMIC DEVELOPMENT 2012-13 2013-14 2014-15
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
2012-13 2013-14 2014-15 Workload/Output Actual Estimate Budget
Number of inquiries/prospects assisted 64 39 60
Number of companies visited in BRE
(Business, Retention & Expansion)
Program 14 14 15
Attendance at business seminars 21 26 20 Number of trade shows attended 10 11 10
Number of businesses from target
industries interested in locating 9 11 15
Number of firms receiving assistance 17 17 10
City Council
City Manager
Schertz Economic
Development
Corporation
Economic
Development
Board
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ECONOMIC DEVELOPMENT
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Revenue Taxes $3,215,620 $3,537,182 $3,682,057 Miscellaneous 8,819 10,175 10,200
Total $3,224,439 $3,547,357 $3,692,257
Expenses Personnel $304,104 $326,237 $364,312 Supplies 553 1,250 1,050
Human Services 0 200 1,000
City Support Services 1,212 16,545 16,545
Utility Services 1,128 2,795 4,120 Operations Support 103,408 148,200 147,145 Staff Support 6,649 18,050 18,250
City Assistance 588 1,525,000 1,025,000
Professional Services 154,501 102,500 92,500
Fund Charges/Transfers 566,934 503,605 471,280 Debt Service 428,504 427,672 430,608 Operating Equipment 737 2,500 2,000
Total Economic Development $1,568,317 $3,074,554 $2,573,810
Projects $0 $0 $450,000
Total Schertz Economic Development $1,568,317 $3,074,554 $3,023,810
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues
The revenue for FY 2014-15 is projected to increase by 4.1% from the FY 2013-
14 year end estimate. The increase is the result of general improvements in the
economy.
Expenses
The proposed FY 2014-15 Budget will decrease by 1.7% from the FY 2013-14
year end projections. The SEDC continues to work with the City Manager’s
office to eliminate Non-Departmental Expenses from the SEDC Budget; this is the final year of the four year plan to eliminate the emergency service buildings
and related expenses from the SEDC Budget.
The SEDC has moved both the Development Incentive fund and the Impact Fee
Matching fund to the projects section of the SEDC budget to more accurately
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ECONOMIC DEVELOPMENT
reflect year-to-year comparisons. Both incentive funds will have fund balances of $500,000; these funds will be used for qualified economic development projects.
The SEDC has allocated $200,000 to the Construction fund for the extension of
David Lack Boulevard which was approved by the Resolution No. 14-R-14. The SEDC has allocated $250,000 to the Land Purchase fund. These funds
have been set aside for future SEDC property purchases.
These increases were offset by the one-time payout of an incentive during FY 2013-14.
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FUND: 314 HOTEL/MOTEL OCCUPANCY TAX
DESCRIPTION
Revenues for the Hotel/Motel Fund are derived from a 7% tax on rooms rented 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 Absolute Jazz festival and the
Schertz Sweethearts which also promote the City.
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Revenue
Taxes $503,780 $517,844 $544,753
Miscellaneous 513 375 600
Total $503,780 $518,219 $545,353
Expenses
Supplies $0 $2,000 $2,500
City Support Services 77,760 69,128 61,500
Operations Support 45,708 47,500 69,500 Professional Services 11,685 5,625 5,825
Fund Charges/Transfers 238,743 431,576 126,405
Building Maintenance 0 26,000 0
Operating Equipment 50,195 48,567 37,000
Total $424,091 $630,396 $302,730
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue
The revenue for FY 2014-15 will increase 5.2% from year end estimates due to an increase in hotel stays.
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HOTEL TAX FUND
Expenses The FY 2014-15 Budget will decrease 52.0% from the FY 2013-14 year end
estimates. This decrease reflects the removal of direct support for the Event
Facilities such as the Civic and Community Centers. The direct support consisted
of expenditures for building maintenance, equipment, and reimbursements of Event Facilities related staff costs. The Festival of Angels and the Steve Simonson Award and Luncheon will now be funded by the General Fund instead
of the Hotel Tax Fund. There was also a one-time transfer to fund lighting at the
soccer fields in FY 2013-14 which adds to the overall budget decrease.
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FUND: 317 PARK FUND
DESCRIPTION
The Parks Fund is a special fund designated to monitor and manage funds for
the management of the City of Schertz Urban Forest and capital improvements of the City of Schertz Park System. The Fund is composed of parkland dedication revenues. Revenues are derived from developer fees (in lieu of parkland
dedication), local citizen groups, state, local nonprofit neighborhood associations,
home owners associations (HOA’s), regional non-profit grants, and donations.
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Revenue
Fees $192,000 $129,000 $100,000 Miscellaneous 225 11 0
Total $192,225 $129,151 $ 100,000
Expenses
Non-Departmental $189,650 $0 $0 Professional Services 545 0 0
Fund Charges/Transfers 138,884 0 0
Operating Equipment 10,049 0 0
Capital Outlay 0 40,000 60,000
Total $339,128 $40,000 $60,000
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue:
The revenue for FY 2014-15 will decrease 22.5% from the FY 2013-14 year end estimates due to fewer known upcoming developments which would result in parkland dedication fees.
Expenses
The FY 2014-15 Budget will increase 50.0% from FY 2013-14 year end estimates. Projects planned for FY 2014-15 include pavilions for the upcoming Dog Park and for the skate park and for Crossvine park improvements including
a decomposed granite trail and two park benches.
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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.
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Revenue
Fees $19,173 $227,758 $36,000
Fund Transfers 0 0 80,125 Miscellaneous 1,843 210 210
Total $21,015 $227,968 $116,335
Expenses
Maintenance Services $57,730 $45,000 $116,125 Capital Outlay 23,226 0 0
Total $80,956 $45,000 $116,125
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue
Revenue for FY 2014-15 will decrease 50.0% from FY 2013-14 year end
estimates with fewer fees expected to be collected. Offsetting this will be a
transfer from reserves to fund additional projects.
Expenses
The FY 2014-15 Budget will increase 158.1% from the FY 2013-14 year end
estimates. Projects to be funded in FY 2014-15 include trees for the soccer
complex, the baseball fields, E. Live Oak Road, and the Arroyo Verde Drainage Project.
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FUND: 609 LIBRARY FUND
DESCRIPTION
The purpose of the Library Advisory Board is to provide citizen input to the City of
Schertz on Library policy and operation and to raise community awareness of the library and its services. The Library Advisory Board oversees various fund-raising activities including the operation of the Read Before Bookstore, paper
recycling and book consignment sales with all proceeds providing supplementary
funding for library materials, programs, projects and building enhancements.
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Revenue Fees $20,772 $20,546 $21,000
Fund Transfers 0 10,000 10,000
Miscellaneous 1,825 1,960 2,060
Total $22,597 $32,506 $33,060
Expenses
Supplies $2,787 $2,400 $1,000
City Support Services 6,461 12,000 12,000
Operating Equipment 1,198 18,000 17,000
Total $10,446 $32,400 $30,000
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues Revenues for FY 2014-15 are expected to increase 1.7% FY 2013-14 from year end estimates through additional book sales.
Expenses
The FY 2014-15 Budget will decrease 7.4% from FY 2013-14 year end estimates due to a reduction in operating equipment.
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FUND: 615 HISTORICAL COMMITTEE
MISSION STATEMENT
To gather, preserve, and make available to the public historical information
regarding people, places, and events that have contributed to the development of
the City of Schertz.
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.
2012-13 2013-14 2014-15
Budget Actual Estimate Budget
Revenue Fees $168 $3,100 $11,100
Fund Transfers 732 2,850 10,850
Total $899 $3,100 $11,100
Expenses Supplies $677 $750 $1,500
Operations Support 222 250 1,000
Staff Support 0 500 7,150
Professional Services 0 1,308 1,450
Operating Equipment 0 200 0
Total $899 $3,008 $11,100
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues Revenues for FY 2014-15 increase 258.1% from the FY 2013-14 year end estimates. This increase comes from additional funding for the committee from
the Special Events Fund.
Expenses The FY 2014-15 Budget increases 269.0% from the FY 2013-14 year end estimates. This increase is to provide additional funding for training for all
committee members.
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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.
2012-13 2013-14 2014-15 Budget Actual Estimate Budget
Revenue
Fees $176,776 $248,198 $246,500
Fund Transfers 20,000 23,500 23,500
Miscellaneous 27,108 33,823 34,850
Total $223,884 $305,521 $304,850
Expenses
Non Departmental $43,916 $37,839 $33,500
4th of July Jubilee 99,099 93,213 124,200
Schertz Fest 76,814 102,378 140,200
Total $219,829 $233,430 $297,900
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues Revenues for FY 2014-15 are expected to remain at the same levels as FY
2013-14.
Expenses
The FY 2014-15 Budget will increase 27.6% from FY 2013-14 year end estimates in order to grow the events and provide improvements to parks in
Schertz.
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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 Appraisal
Districts of Bexar, Comal, and Guadalupe Counties are
responsible for assessing property values.
Asset Resources of the City that cover liability obligations.
Bad Debt Expense This expense is used to recognize the City's estimated amount
of uncollectable revenue.
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 key dates used as a guide to complete various
steps of the budget preparation and adoption processes.
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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 that recognizes revenues and expenses
when cash enters or leaves the bank instead of when services
are provided.
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 In accounting, this is a noncash expense that reduces the value
of a capital 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.
Expenditure Any payment made by the City.
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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.
FTE Full Time Equivalent (FTE) is a measure of employment of a
position based on the total hours worked in a week versus the
expected 40 hours of a full time employee.
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 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.
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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 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.
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.
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Glossary
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 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.
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.
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Glossary
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.
Vision The desired optiumum state or ultimate goal of the City or
Department.
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