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08-12-2014 Agenda with backupREGULAR SESSION CITY COUNCIL August 12, 2014, 6:00 P.M. HAL BALDWIN MUNICIPAL COMPLEX COUNCIL CHAMBERS 1400 SCHERTZ PARKWAY BUILDING #4 SCHERTZ, TEXAS 78154 08-12-2014 Council Agenda Policy Values 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 AGENDA TUESDAY, AUGUST 12, 2014 AT 6:00 P.M. Call to Order – City Council Regular Session Invocation and Pledges of Allegiance to the Flags of the United States and State of Texas. (Pastor Corey Webb, Everyday Christian Fellowship Church, Cibolo, TX) City Events and Announcements  Announcements of upcoming City Events (J. Bierschwale/B. James)  Announcements and recognitions by City Manager (J. Kessel) Hearing of Residents This time is set aside for any person who wishes to address the City Council. Each person should fill out the speaker’s register prior to the meeting. Presentations should be limited to no more than 3 minutes. All remarks shall be addressed to the Council as a body, and not to any individual member thereof. Any person making personal, impertinent, or slanderous remarks while addressing the Council may be requested to leave the meeting. Discussion by the Council of any item not on the agenda shall be limited to statements of specific factual information given in response to any inquiry, a recitation of existing policy in response to an inquiry, and/or a proposal to place the item on a future agenda. The presiding 08-12-2014 City Council Agenda Page - 2 - officer, during the Hearing of Residents portion of the agenda, will call on those persons who have signed up to speak in the order they have registered. Workshop  Presentation and discussion of the FY 2014-15 Proposed Budget. (J. Kessel/ J. Walters) Consent Agenda Items The Consent Agenda is considered self-explanatory and will be enacted by the Council with one motion. There will be no separate discussion of these items unless they are removed from the Consent Agenda upon the request of the Mayor or a Councilmember. 1. Minutes – Approve the minutes of the regular meeting of August 5, 2014. (J. Kessel/B. Dennis) 2. Ordinance No. 14-S-41 – Consideration and/or action approving an Ordinance amending the Comprehensive Land Plan associated with a revision to the Parks Master Plan. Final Reading (B. James/L. Wood) Discussion and Action Items 3. Resolution No. 14-R-68 – Consideration and/or action approving a Resolution regarding the acceptance of a bid and authorizing the purchase of two (2) new ambulances. (J. Bierschwale/D. Wait) Roll Call Vote Confirmation Requests and Announcements 4. Announcements by City Manager  Citizen Kudos  Recognition of City employee actions  New Departmental initiatives 5. Requests by Mayor and Councilmembers that items be placed on a future City Council agenda. 6. Announcements by Mayor and Councilmembers  City and community events attended and to be attended  City Council Committee and Liaison Assignments (see assignments below)  Continuing education events attended and to be attended  Recognition of actions by City employees  Recognition of actions by community volunteers  Upcoming City Council agenda items 08-12-2014 City Council Agenda Page - 3 - Adjournment CERTIFICATION I, BRENDA DENNIS, CITY SECRETARY OF THE CITY OF SCHERTZ, TEXAS, DO HEREBY CERTIFY THAT THE ABOVE AGENDA WAS PREPARED AND POSTED ON THE OFFICIAL BULLETIN BOARDS ON THIS THE 8th DAY OF AUGUST 2014 AT 4:00 P.M., WHICH IS A PLACE READILY ACCESSIBLE TO THE PUBLIC AT ALL TIMES AND THAT SAID NOTICE WAS POSTED IN ACCORDANCE WITH CHAPTER 551, TEXAS GOVERNMENT CODE. Brenda Dennis Brenda Dennis CPM, TRMC, MMC, City Secretary I CERTIFY THAT THE ATTACHED NOTICE AND AGENDA OF ITEMS TO BE CONSIDERED BY THE CITY COUNCIL WAS REMOVED BY ME FROM THE OFFICIAL BULLETIN BOARD ON _____DAY OF _______________, 2014. ____________________________Title:__________________________ This facility is accessible in accordance with the Americans with Disabilities Act. Handicapped parking spaces are available. If you require special assistance or have a request for sign interpretative services or other services please call 210-619-1030. The City Council for the City of Schertz reserves the right to adjourn into executive session at any time during the course of this meeting to discuss any of the matters listed above, as authorized by the Texas Open Meetings Act. Executive Sessions Authorized: This agenda has been reviewed and approved by the City’s legal counsel and the presence of any subject in any Executive Session portion of the agenda constitutes a written interpretation of Texas Government Code Chapter 551 by legal counsel for the governmental body and constitutes an opinion by the attorney that the items discussed therein may be legally discussed in the closed portion of the meeting considering available opinions of a court of record and opinions of the Texas Attorney General known to the attorney. This provision has been added to this agenda with the intent to meet all elements necessary to satisfy Texas Government Code Chapter 551.144(c) and the meeting is conducted by all participants in reliance on this opinion. COUNCIL COMMITTEE AND LIAISON ASSIGNMENTS Mayor Carpenter Audit Committee Hal Baldwin Scholarship Committee Interview Committee for Boards and Commissions Investment Advisory Committee TIRZ II Board Mayor Pro-Tem John – Place 3 Lone Star Rail District Board Councilmember Fowler – Place 1 Interview Committee for Boards and Commissions Mayor Pro-Tem Scagliola – Place 2 Animal Control Advisory Committee 08-12-2014 City Council Agenda Page - 4 - Schertz Housing Board Liaison Randolph Joint Land Use Study (JLUS) Executive Committee Cibolo Valley Local Government Corporation Schertz Seguin Local Government Corporation Interview Committee for Boards and Commissions Sweetheart Advisory Committee Councilmember Edwards – Place 4 Audit Committee Hal Baldwin Scholarship Committee Councilmember – Duke – Place 5 Audit Committee Investment Advisory Committee CITY OF SCHERTZ FY 2014-15 PROPOSED BUDGET THIS PAGE INTENTIONALLY LEFT BLANK 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 THIS PAGE INTENTIONALLY LEFT BLANK 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 4.9% 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 9.1% 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 8.2% 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 1.0% 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. 1 311 Customer Service The FY 2014-15 Budget will increase 4.8% 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 3.6% 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 1.9% 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 5.2% 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 26.8% 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. Public Affairs The FY 2014-15 Budget will be increased by 17.0% 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 75% from the Hotel/Motel Tax Fund. 2 Records Management The FY 2014-15 Budget increases by 14.1% 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 5.7% 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 14.5% 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 9.2% 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 Department’s overall FY 2014-15 Budget increased 6.1% when compared to the FY 2013-14 year end estimates. There is a 5.1% increase within Personnel based on merit pay, overtime, longevity, FICA, TMRS, healthcare and workers compensation. 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 14.3% 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 17.3% 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. 3 Marshal Services The FY 2014-15 Budget will increase 4.2% 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 4.2% 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 19.8% 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 11.0% 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 increase 0.3% from the FY 2013-14 year end estimates. There are no change in operations. Animal Services The FY 2014-15 Budget will increase 9.1% 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 10.0% 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 4 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. Human Resources The FY 2013-14 Budget will increase by 8.7% 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 15.6% 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 3.1% from the FY 2013-14 Budget. This increase reflects higher personnel costs. Fleet The FY 2014-15 Budget increases by 29.1% 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 17.1% 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. 5 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. 6 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. 7 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. 8 Hotel Motel Tax Fund Revenue The revenue for FY 2014-15 will increase 9.1% from year end estimates due to a transfer from reserves and an increase in hotel stays. Expenses The FY 2014-15 Budget will decrease 10.5% from the FY 2013-14 year end estimates. The Inferfund Charge for the General fund increased to fund 75% of the new Events Specialist position since the majority of their duties will be related to the events put on by the City. Offsetting this is a decrease in funding of the Special Events. The improvements planned for the Civic Center include the replacement of a projector, front door etchings, audio/visual upgrades, and client management software. The client management software was approved in FY 2013-14 but due to resource restraints it wasn’t able to be purchased. Offsetting the increases is a one-time transfer to fund lighting at the soccer fields in FY 2013-14. 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 fo r 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. 9 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. . 10 11 12 13 14 15 16 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 17 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 18 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. 19 20 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. 21 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 $835,368 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 $869,113 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will decrease by 8.2% 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 22 23 24 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. 25 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. 26 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 27 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 $304,057 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 $393,267 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase 1.0% 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. 28 29 30 DEPARTMENT: PUBLIC AFFAIRS DIVISION: 153 CUSTOMER RELATIONS/311 Fund: 101 General Fund VISION STATEMENT Provide a convenient, central point for customers to enjoy excellent and courteous customer service when calling, emailing, or visiting to request or inquire about municipal services. MISSION STATEMENT To provide high quality, courteous, and timely customer service in response to requests and inquiries from the public and fellow City employees. GOALS AND OBJECTIVES  Answer all customer requests in a friendly and professional manner.  Ensure Customer Relations/311 Representatives are knowledgeable and well trained.  Ensure each request, inquiry, and work order is processed through the appropriate department in a timely manner.  Provide convenient service to each customer and prevent call backs.  Meet and exceed each customer’s expectations. DEPARTMENT DESCRIPTION Answer general incoming calls and direct them to the correct departments, when necessary. Accurately process customer requests and inquiries; create work orders and route to the appropriate department; monitor work order process through life cycle. Receive process and answer incoming email traffic through the Customer Care email portal. Manage and update WebQA, the City’s work order system. Serve as receptionist in the City Administration Building. This department is overseen by the Public Affairs Director. 31 CUSTOMER RELATIONS/311 ORGANIZATIONAL CHART CUSTOMER RELATIONS/311 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 32 CUSTOMER RELATIONS/311 2011-12 2012-13 2013-14 Budget Actual Estimate Budget Personnel $104,689 $109,702 $113,978 Supplies 50 200 200 Staff Support 336 221 750 Operating Equipment 0 0 500 Total $105,075 $110,123 $115,428 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase 4.8% from the FY 2013-14 year end estimates. This increase is due to personnel related increases and the replacement of workstation equipment. 33 34 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. 35 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. 36 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 37 PLANNING & ZONING 2012-13 2013-14 2014-15 Budget Actual Estimate Budget Personnel $108,699 $130,905 $134,688 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 $158,810 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase 3.6% from the FY 2013-14 year end estimates. There will be no change in operations. 38 39 40 DEPARTMENT: 155 LEGAL SERVICES FUND: 101 GENERAL FUND VISION STATEMENT To provide excellent legal advice and counsel to the City Council, City Manager and City Departments to fulfill the mission of the City. MISSION STATEMENT To provide expert legal services to the City Council, City Manager, and City Departments in strategic planning, developing city policies and ordinances, contract negotiations, litigation, and developing legal documents for the management and operations of the City. GOALS AND OBJECTIVES  To provide expert legal counsel on proposed ordinances.  To attend all city council meetings, planning and zoning, and other meetings as needed and provide timely legal advice on proposed ordinances and related items.  To represent the City in litigation.  Prepare legal documents for City contracts and agreements.  To provide counsel on strategic issues that will be of the most benefit the City. 41 LEGAL SERVICES DEPARTMENT DESCRIPTION The City Attorney is the legal advisor to City Council and City Council’s appointees, boards, commissions, committees, and staff. In addition, the City Attorney represents the City in all court cases where the City has an interest. Responsibilities of the City Attorney include providing legal advice to City Council, appointees, managers, boards, commissions, and committees in all legal matters; providing litigation and legal transaction services for the City and its enterprises; representing the City and its enterprises in employment matters; and reviewing, updating and maintaining the City Code. ORGANIZATIONAL CHART 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 42 43 THIS PAGE INTENTIONALLY LEFT BLANK 44 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, 45 GENERAL SERVICES Community Center North, City Council Chambers, Civic Center, Public Library, Visitor Center (Kramer House), YMCA, Senior Center, Purchasing building, Public Works facility, Animal Control, Fire/EMS station on I.H.35, Marion EMS station, Records and General Services building, Employee ID badges and building access. This department was moved under Public Affairs 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 46 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 $582,841 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 $998,780 PROGRAM JUSTIFICATION AND ANALYSIS The General Services Budget for FY 2014-15 will decrease by 1.9% 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. 47 48 49 50 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. 51 CITY SECRETARY DEPARTMENT DESCRIPTION The City Secretary’s Department is responsible for providing service in a manner that merits the highest degree of public confidence in providing information to the City Council, City staff, general public, candidates, voters, and the media in order to promote a work environment that leads to compliance with all laws and better decision-making. We apply creativity and innovation to the organizational structure and in the delivery of public services. The City Secretary’s Department supports, facilitates and strengthens the City of Schertz governmental process by recording all laws, resolutions, and ordinances approved by the City Council, preparing City Council agendas and giving notice of such meetings, countersigning or notarizing, as applicable, all contracts, commissions, and licenses, providing public information according to state guidelines, providing continuity for the City of Schertz government by recording its legislative actions, both contemporary and archival, and serving as historian for the City, safeguarding and enriching the municipal election and records management processes, and assisting the City Council in fulfilling their goals. ORGANIZATIONAL CHART CITY SECRETARY 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 52 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 $168,755 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 $188,600 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase by 5.2% from the FY 2013-14 year end estimates. This increase is due to the annual merit and other personnel related expenses. 53 54 DEPARTMENT: 167 NON-DEPARTMENTAL FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION This department accounts for expenses and payments that are not specific to an individual function/department. Items in this department include audit cost, city insurance, appraisal district contracts, and emergency medical services. 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 169,196 475,000 176,000 Operating Equipment 269 1,955 50,000 Total $1,422,472 $2,155,553 $2,733,829 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget increases 26.8% 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. 55 56 57 THIS PAGE INTENTIONALLY LEFT BLANK 58 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. 59 PUBLIC AFFAIRS DEPARTMENT DESCRIPTION Publish and distribute Schertz Magazine to over 12,000 households and area businesses; produce, coordinate, or promote all City events and activities, including: Sweetheart Court, Festival of Angels, 4th of July Jubilee, SchertzFest, Wilenchik Walk, 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 60 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 $259,935 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 $310,185 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will be increased by 17.0% 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 75% from the Hotel/Motel Tax Fund. 61 62 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. 63 RECORDS MANAGEMENT DEPARTMENT DESCRIPTION The Records Management Division performs the following functions:  Scan permanent and historical documents to store as electronic documents.  Destroy records that meet the requirements of the records retention schedule.  Identify historical documents.  Provide stored records upon request to departments.  Maintain inventories of records stored offsite and onsite.  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 64 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 $51,598 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 $63,748 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget increases by 14.1% 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. 65 66 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. 67 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 68 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 $138,191 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 $405,591 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase by 5.7% of the FY 2013-14 year end estimates. This increase is due to the estimated increase in printing costs. 69 70 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 (TS AC) 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. 71 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 72 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 73 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 122,200 231,837 284,03 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 $338,243 74 ENGINEERING PROGRAM JUSTIFICATION AND ANALYSIS The overall budget for the Engineering Department increases 14.5% from FY 2013-2014 year end estimates as a result of full year funding of the new Engineer position authorized at mid-year. 75 76 77 THIS PAGE INTENTIONALLY LEFT BLANK 78 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. 79 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 80 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 $136,478 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 $155,778 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget increases by 9.2% 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. 81 82 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. 83 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 84 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 7 TOTAL POSITIONS 76 81 81 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 85 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 $4,996,751 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 $5,776,509 86 POLICE PROGRAM JUSTIFICATION AND ANALYSIS The Police Departments overall FY 2014-15 Budget increased 6.1% when compared to the FY 2013-14 year end estimates. There is a 5.1% increase within Personnel based on merit pay, overtime, longevity, FICA, TMRS, healthcare and workers compensation. 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. 87 88 89 THIS PAGE INTENTIONALLY LEFT BLANK 90 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. 91 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 92 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% 93 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 $2,906,117 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 $3,488,849 94 FIRE RESCUE PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget increases 14.3% 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. 95 96 97 THIS PAGE INTENTIONALLY LEFT BLANK 98 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. 99 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. 100 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 101 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 $537,736 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 $588,744 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase 17.3% 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. 102 103 104 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. 105 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 106 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 $574,003 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 $662,603 107 MARSHAL’S OFFICE PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase 4.2% 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. 108 109 110 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. 111 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 112 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 $698,489 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 $1,056,219 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will decrease by 4.2% 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. 113 114 115 THIS PAGE INTENTIONALLY LEFT BLANK 116 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. 117 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 118 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 $536,789 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 $924,817 119 PARKS, RECREATION AND COMMUNITY SERVICES PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-2015 Budget increases 19.8% 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. 120 121 122 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. 123 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 124 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. 125 126 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 127 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 128 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 $58,887 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 $156,046 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase 11.0% 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. 129 130 131 THIS PAGE INTENTIONALLY LEFT BLANK 132 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. 133 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. 134 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. 135 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 136 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 1.05 137 LIBRARY 2012-13 2013-14 2014-15 Budget Actual Estimate Budget Personnel Services $681,903 $679,890 $677,251 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 $846,896 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase 0.3% from the FY 2013-14 year end estimates. There are no change in operations. 138 139 140 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. 141 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 142 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 $308,854 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 21,500 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 $505,717 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase 9.1% 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. 143 144 145 THIS PAGE INTENTIONALLY LEFT BLANK 146 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 147 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. 148 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) 149 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 $444,942 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 $1,628,478 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase 10.0% 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. 150 151 152 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 153 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 154 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 $190,000 155 HUMAN RESOURCES 2012-13 2013-14 2014-15 Budget Actual Estimate Budget Personnel $285,736 $300,906 $312,583 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 $425,403 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2013-14 Budget will increase by 8.7% 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. 156 157 158 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. 159 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 160 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 $520,073 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 $539,478 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase 15.6% from the FY 2013-14 year end estimates due to 10 month funding of a new Accountant position. 161 162 163 THIS PAGE INTENTIONALLY LEFT BLANK 164 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. 165 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. 166 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 167 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 $264,063 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 $275,433 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget will increase 3.1% from the FY 2013-14 Budget. This increase reflects higher personnel costs. 168 169 170 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. 171 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 172 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 $316,396 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 $651,651 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget increases by 29.1% 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. 173 174 175 THIS PAGE INTENTIONALLY LEFT BLANK 176 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. 177 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 178 BUILDING MAINTENANCE 2013-14 2013-14 2014-15 Budget Actual Estimate Budget Personnel $71,555 $94,670 $137,999 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 $269,074 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2014-15 Budget decreases 17.1% 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. 179 180 181 THIS PAGE INTENTIONALLY LEFT BLANK 182 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 $126,390 183 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. 184 185 186 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. 187 188 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. 189 190 191 192 193 194 195 196 197 198 199 200 201 202 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. 203 204 205 206 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. 207 208 209 210 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. 211 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. 212 213 214 215 THIS PAGE INTENTIONALLY LEFT BLANK 216 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. 217 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 218 BUSINESS OFFICE 2012-13 2013-14 2014-15 Budget Actual Estimate Budget Personnel Services $395,924 $445,554 $450,429 Supplies 4,012 4,600 4,600 Human Services 122 183 183 City Support Services 0 6,375 19,675 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. 219 220 221 THIS PAGE INTENTIONALLY LEFT BLANK 222 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 223 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 224 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 118 145 160 225 WATER AND SEWER ADMINISTRATION 2012-13 2013-14 2014-15 Budget Actual Estimate Budget Personnel Services $1,062,234 $1,194,325 $1,233,439 Supplies 162,707 195,150 195,150 Human Services 398 1,000 1,000 City Support Services 47,615 92,507 139,800 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. 226 227 228 229 230 231 232 233 THIS PAGE INTENTIONALLY LEFT BLANK 234 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 235 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 236 237 238 239 240 241 THIS PAGE INTENTIONALLY LEFT BLANK 242 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. 243 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 244 245 246 247 248 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. 249 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 250 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 $457,461 Supplies 4,374 8,300 8,300 Human Services 0 325 325 City Support Services 3,234 21,500 26,500 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 $1,094,618 251 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. 252 253 254 255 256 257 258 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. 259 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 21 Training Academy Coordinator 1 1 1 P/T Paramedics 15 15 15 P/T EMT Intermediates 5 5 5 TOTAL POSITIONS 55 55 55 City Manager Executive Director Operations Emergency Medical Services (EMS) 260 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 201 5. 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 261 EMERGENCY MEDICAL SERVICES (EMS) 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 $3,054,101 Supplies 316,289 355,800 378,284 Human Services 193 800 1,000 City Support Services 15,572 37,826 92,850 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. 262 EMERGENCY MEDICAL SERVICES (EMS) 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. 263 264 265 266 267 268 269 THIS PAGE INTENTIONALLY LEFT BLANK 270 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. 271 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 272 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 273 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. 274 275 276 277 278 279 280 281 282 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 $518,219 $565,353 Fund Transfer 0 0 20,000 Miscellaneous 513 375 600 Total $503,780 $518,219 $565,353 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 238,743 431,576 264,032 Building Maintenance 0 26,000 20,000 Operating Equipment 50,195 48,567 65,012 Capital Outlay 0 0 76,033 Total $424,091 $630,396 $564,402 PROGRAM JUSTIFICATION AND ANALYSIS Revenue The revenue for FY 2014-15 will increase 9.1% from year end estimates due to a transfer from reserves and an increase in hotel stays. 283 HOTEL TAX FUND Expenses The FY 2014-15 Budget will decrease 10.5% from the FY 2013-14 year end estimates. The Inferfund Charge for the General fund increased to fund 75% of the new Events Specialist position since the majority of their duties will be related to the events put on by the City. Offsetting this is a decrease in funding of the Special Events. The improvements planned for the Civic Center include the replacement of a projector, front door etchings, audio/visual upgrades, and client management software. The client management software was approved in FY 2013-14 but due to resource restraints it wasn’t able to be purchased. Offsetting the increases is a one-time transfer to fund lighting at the soccer fields in FY 2013-14. 284 285 286 287 288 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. 290 291 292 293 294 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. 295 296 297 298 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. 299 300 301 302 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. 303 304 305 306 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. 307 308 309 310 311 312 313 314 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. 315 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. 316 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. 317 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. 318 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. 319 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. 320 Agenda No. 1 CITY COUNCIL MEMORANDUM City Council Meeting: August 12, 2014 Department: City Secretary Subject: Minutes BACKGROUND The City Council held a regular meeting on August 5, 2014. FISCAL IMPACT None RECOMMENDATION Staff recommends Council approve the minutes of the regular meeting on August 5, 2014. ATTACHMENT Minutes –regular meeting August 5, 2014 08-05-2014 Minutes Page - 1 - MINUTES REGULAR MEETING August 5, 2014 A Regular Meeting was held by the Schertz City Council of the City of Schertz, Texas, on August 5, 2014, at 6:00 p.m., in the Hal Baldwin Municipal Complex Council Chambers, 1400 Schertz Parkway, Building #4, Schertz, Texas. The following members present to-wit: Mayor Michael Carpenter Mayor Pro-Tem Daryl John Councilmember Jim Fowler Councilmember David Scagliola Councilmember Cedric Edwards Staff Present: City Manager John Kessel Deputy City Manager John Bierschwale Executive Director Brian James Chief of Staff Bob Cantu City Attorney Charles Zech City Secretary Brenda Dennis Deputy City Secretary Donna Schmoekel Councilmember Matthew Duke was absent. Call to Order Mayor Carpenter called the Regular Meeting to order at 6:00 p.m. Invocation and Pledges of Allegiance to the Flags of the United States and the State of Texas (Pastor Garry Shelton, Church of God by Faith Spirit of Life, Universal City) Pastor Garry Shelton provided the invocation followed by the Pledges of Allegiance to the Flags of the United States and the State of Texas. A. Mayor Carpenter administered the Mayor Pro-Tem Oath of Office to Councilmember Daryl John. Mayor Carpenter stated that procedurally their first step is to have a motion from one of the Councilmembers to appoint Councilmember John as the next Mayor Pro- Tem. Mayor Carpenter recognized Councilmember Edwards who moved, seconded by Mayor Pro-Tem Scagliola to appoint Councilmember Daryl John as the next Mayor Pro-Tem. The vote was 3-0-1 with Mayor Pro-Tem Scagliola, Councilmembers Fowler and Edwards voting yes and no one voting no, and Councilmember Daryl John abstaining. Councilmember Duke was absent. Motion Carried. Mayor Carpenter administered the Oath of Office for the Mayor Pro-Tem to Councilmember Daryl John. Mayor Pro-Tem John introduced his mom Debra and daughter Amber who were in the audience this evening. 08-05-2014 Minutes Page - 2 - Mayor Carpenter congratulated Mayor Pro-Tem John, and also thanked former Mayor Pro-Tem Scagliola for a job well done. City Events and Announcements  Announcements of upcoming City Events (J. Bierschwale/B. James) Mayor Carpenter recognized Executive Director of Development Services Brian James who provided the following announcements and upcoming events: o Wednesday, August 6, 2014, City of Schertz Community Budget meeting, Schertz Civic Center (Bluebonnet Room) from 7-9 p.m. o Friday, August 8, 2nd Annual Senior Center Gala Fundraiser Event, Schertz Civic Center, 1400 Schertz Pkwy, Bldg. #5, 7:00-11:00 p.m. A night of big band, and more; contact Sandy Bryant at 619-1854 for more info. o Thursday, August 14, 2014, 2nd City of Schertz Community Budget meeting, Schertz United Methodist Church, 3560 Roy Richard Drive (FM 3009), from 7-9 p.m.  Announcements and recognitions by City Manager (J. Kessel) Mayor Carpenter recognized City Manager John Kessel who gave kudos to the Finance Department and all the Department Heads for the work they have done on the proposed budget. He also reiterated the importance of citizen input and attendance at the upcoming Community Budget Meetings and asked those who attended last year to stand and be recognized. Hearing of Residents: Mayor Carpenter recognized the following who spoke:  Miss Claire Jones, a student at Kung Jung Mu Sul. Mayor Carpenter came down from the dais to greet Claire and asked her how old she was; she responded stating she was 8 years old. Miss Jones updated the Council on their recent events and invited Council to the following: - August 27, 2014, Belt testing, Miss Jones stated she will be testing for her red belt. - August 29, 2014, Back to School Bash - August 30, 2014, Belt Ceremony Mayor Carpenter stated that this evening Miss Jones showed her indomitable spirit, one of the required tenets of the program. Mayor Carpenter congratulated and thanked Miss Jones for coming this evening. 08-05-2014 Minutes Page - 3 -  Mr. David Richmond, 2921 Bent Tree Drive, who spoke on the approval, importance and significance of the Lone Star Rail District as well as the importance of having a member of Council serving. Mr. Richmond urged Council’s continued support. Mayor Carpenter moved to the Consent Agenda section of the meeting. Consent Agenda Items 1. Minutes – Approve the minutes of the regular meeting of July 29, 2014. (J. Kessel/B. Dennis) 2. Resolution No. 14-R-43 – Consideration and/or action approving a Resolution authorizing an agreement for leased copiers with Ricoh, USA, Inc. (B. Cantu/J. Santoya/R. Galindo/J. McFarland) Mayor Carpenter recognized Councilmember Fowler who moved, seconded by Councilmember Scagliola to approve the consent agenda items 1 and 2. The vote was unanimous with Mayor Pro-Tem John, Councilmembers Fowler, Scagliola and Edwards voting yes and no one voting no. Councilmember Duke was absent. Motion Carried. Mayor Carpenter moved to the Discussion section of the agenda. Discussion and Action Items 6. Lone Star Rail District Board Council Appointment – Discussion and consideration and/or action appointing an Elected Official to the Lone Star Rail District Board, replacing Councilmember Edwards. (Mayor/Council) Mayor Carpenter recognized Councilmember Edwards who stated it is very important to have someone who can stay active on this board. He recommended Mayor Pro-Tem Daryl John for the post. Mayor Pro-Tem John stated he would volunteer for this appointment. Mayor Carpenter thanked Mayor Pro-Tem John for volunteering and reiterated that this was indeed an important role for the city. Mayor Carpenter recognized Councilmember Edwards who moved, seconded by Councilmember Fowler to approve the appointment of Mayor Pro-Tem John to the Lone Star Rail District Board. The vote was 3-0-1 with Councilmembers Fowler, Scagliola, and Edwards voting yes and no one voting no, and Mayor Pro-Tem John abstaining. Councilmember Duke was absent. Motion Carried. Workshop  Presentation and discussion of the FY 2014-15 Proposed Budget. (J. Kessel/ J. Walters) 08-05-2014 Minutes Page - 4 - Mayor Carpenter recognized Senior Budget/Finance Analyst James Walters who provided a PowerPoint presentation on the proposed FY2014-15 budget. The following information was included: FY 2014-15 Proposed Budget Budget Goals:  Balanced Structurally  Conservative and Responsible  Follows Financial Policies  Maintains Current Service Levels  Focuses on Priorities Management Practices:  Focus on Priorities  Maintain Appropriate Fund Balance  Team Input  Departments, Council, and Citizens  Forward Looking  Planning for Future Revenues & Expenses  Consider Project schedules  5 Year Forecast  Long Term Debt Model 2013 Key City 5 Year Goals:  Building Repairs*  Rebuild Reserves**  Construct Fire Station 3*  Update our P25 Compliant Public Safety Radios**  Conduct a Master Facilities Plan*  Hold Tax Rate Flat*  Perform an Employee Compensation Study* * Currently being worked on ** Has been completed 2014 Key City 5 Year Goals  Still have Building Repairs*  Still working on Fire Station 3*  Conduct the Master Facilities Plan*  Hold Tax Rate Flat*  Conduct and act on Compensation Study*  New FM 1518 Funding Study*  New Maintain Reserves* * Currently being worked on 08-05-2014 Minutes Page - 5 - Mr. Walters stated that at the end of this fiscal year we will be above the 25% recommended reserve balance. Budget Highlights:  Addresses all Key 5 Year Goals - Funding of the Compensation Study and implementation - Fund Administration Building, Fire Station #2 Repairs, Recreation Center Repairs - Continues Master Facilities Plan, which includes Fire Station #3 - Includes a Funding Study on FM 1518 - Continues to fund replacement reserves  Focus on our Fleet vehicles and operations  Focus on Replacing aging equipment  Introduced New Long Term Debt Model Pre-Budget Community Input in Spring  FM 1518 solution study as a priority  Facilities and Infrastructure planning to take place  Continued focus on public safety  Plan for the future needs and services of the community  Move forward with our Long Term Debt Plan (bond capacity analysis)  Includes Employee Compensation, Staffing Levels, and Training City Manager John Kessel interjected by stating there are a number of citizens in the audience this evening that attended some of these meetings, and asked if they would stand. Mr. Kessel encouraged the citizens to come and participate at the upcoming Community Budget Meetings on Wednesday, August 6, 2014, 7 to 9 p.m., Schertz Civic Center and Thursday, August 14, 2014, 7 to 9 p.m., Schertz United Methodist Church. He also encouraged them to attend the meetings next year. Mr. Kessel stated that staff developed the list of priorities based on the community input last year. All Funds – Revenues Mr. Walters stated that the general fund makes up 39% of the budget, Water & Sewer fund makes up 27%, EMS fund makes up 12%, I&S fund makes up 9%, and the rest goes to the smaller funds. General Fund $25,814,170 Special Events Fund 153,800 PEG Fund 209,000 Water & Sewer Fund 17,860,678 EMS Fund 8,186,919 Drainage Fund 1,159,200 Hotel Tax 565,353 Park Fund 100,116 Tree Mitigation 116,335 08-05-2014 Minutes Page - 6 - Capital Recovery Water 885,500 Capital Recovery Sewer 1,160,497 I&S Fund 5,707,276 Other Funds 349,010 SEDC 3,692,257 GRAND TOTAL $65,960,111 All Funds – Expenses Mr. Walters stated that the general fund makes up 39% of the budget, Water & Sewer fund makes up 28%, EMS fund makes up 13%, I&S fund makes up 9%, and the other funds make up the rest. General Fund $25,460,304 Special Events Fund 153,800 PEG Fund 209,000 Water & Sewer Fund 17,788,563 EMS Fund 8,151,501 Drainage Fund 1,094,618 Hotel Tax 564,402 Park Fund 60,000 Tree Mitigation 116,125 Capital Recovery Water 536,109 Capital Recovery Sewer 1,160,497 I&S Fund 5,636,157 Other Funds 339,000 SEDC 3,074,554 GRAND TOTAL $64,344,630 Fund Balance/Equity Mr. Walters stated that you can see the beginning balance of each fund as well as the ending balance, and whether next year we are expecting a change either up or down. If you add up the middle column overall the City will be putting back $890,000 into its reserves over all funds, which includes capital recovery funds, which is meant to save up and build a water tower or sewer lines. FY 2014/15 Estimated Beginning Balance Net Change Budgeted Ending Balance General Fund $5,936,142 $353,866 $6,290,008 Special Events Fund 89,752 (16,125) 73,627 PEG Fund 419,655 (89,428) 330,227 I&S Fund 537,677 71,119 608,796 Water & Sewer Fund 2,324,516 72,115 2,396,631 Capital Recovery-Water 4,885,761 349,391 5,235,152 Capital Recovery-Sewer 3,912,719 (559,497) 3,353,222 Drainage Fund 1,067,462 64,582 1,132,044 08-05-2014 Minutes Page - 7 - EMS Fund 1,651,754 35,418 1,687,172 SEDC 6,494,930 668,447 7,163,377 Hotel Tax Fund 358,072 (19,049) 339,023 Park Fund 93,023 40,000 133,023 Tree Mitigation 340,600 (79,915) 260,685 Library Fund 58,099 (6,940) 51,159 Historical Committee 9,659 0 9,659 Parks & Rec Foundation 146,966 6,950 153,916 2014 Property Values Mr. Walters stated that our 2014 property values came in with an increase. 2013 Adjusted Taxable Value $2,502,344,661 2014 Equivalent Taxable Value $2,571,657,271 2014 New Improvements +$ 134,651,610 2014 Adjusted Taxable Value $ 2,706,308,881 Difference $ 203,964,220 Mr. Walters showed a slide on how the property taxes are broken out with all entities depending upon which county you live in. Tax Rate The current tax rate is broken out into two sections: Tax Rate Current M&O $0.3010 To operate general City Services I&S $0.1964 Pays for the City’s Debt Total $0.4974 The combined tax rate seen on tax bill Tax Rate Mr. Walters stated that the state has us calculate different property taxes and present them to City Council and to the citizens. Following are the calculations: Effective: The tax rate which, on average, will keep the tax bill the same as in 2013. Current: The rate currently adopted by the City. 08-05-2014 Minutes Page - 8 - Proposed Max: The maximum rate set at which the final adopted rate cannot exceed, and the rate we are requesting Council set tonight. This is also the rate that we cannot exceed without issuing notices. Rollback: The rate if exceeded allows citizens to initiate a rollback election. The results of this election can reduce the adopted tax rate back to the rollback rate. Effective: $0.4857 Current: $0.4974 Proposed Max: $0.4974 - Proposed budget is balanced at this rate Rollback: $0.5066 $0.01 is equal to $270,630 revenue or $17.42 on the average home Proposed Tax Rate Breakdown The proposed tax rate does change: Tax Rate Proposed M&O $0.3164 To operate general City Services I&S $0.1810 Pays for the City’s debt Total $0.4974 The combined tax rate seen on the tax bill FY 2013-14 City Tax Rate At $0.4974 2013 Tax Bill = $820 Average Home Value $164,194 2014 Tax Bill = $866 Average Home Value $174,200 Increase = $ 46 2013 Tax Bill = $497 Home Value of $100,000 2014 Tax Bill = $497 Home Value of $100,000 Increase = $ 0 Mr. Walters showed information on the historic tax rates for our M&O and I&S. Breakdown of General Fund Revenues Property Taxes $ 9,288,520 Sales Tax 7,346,170 Fees 2,814,366 Franchises 1,986,159 Fund Transfers 1,878,881 Permits 1,175,803 Inter-Jurisdictional 708,392 Miscellaneous 462,650 08-05-2014 Minutes Page - 9 - Licenses 91,229 Library Fines 31,000 Other taxes 31,000 Total Revenues $25,814,170 Mr. Walters stated that 36% represents property taxes, 28% represents sales taxes, 11% represents fees, and the others represent the rest. General Fund Expenses General Government $ 7,364,919 Internal Service 3,789,517 Police 5,776,509 Fire Rescue 3,488,849 Inspections 588,744 Marshal Service 662,603 Streets 1,056,219 Parks & Recreation 1,380,331 Library 846,896 Animal Services 505,717 Total Expenses $25,460,304 Mr. Walters stated that General Government make up 28%, Police make up 23%, Fire Rescue make up 14%, Internal Service make up 15%, and the others make up the rest. General Fund Mr. Walters stated that using our revenue and expenses our increase in fund balance is expected to be $353,866. Below is the breakdown: Revenues $25,814,170 Expenditures 25,460,304 Increase of Fund Balance 353,866 Beginning Fund Balance 5,936,141 Ending Fund Balance 6,290,008 25% Reserve Policy $ 6,142,323 Mr. Walters stated that our reserve policy requires us to have at least $6.14 million; this is a goal that the City has been working on for the past 5 years. This is the first year where we have gotten back to our 25%. City Manager John Kessel stated that this is an area of policy discussion. We have reached our 25% reserve policy mark. One position that staff takes, and Council can discuss this in more detail as we go through the budget process, is if we feel we should place additional funds in reserve beyond the 25% that we know we are going to have to spend, (for example, vehicle replacement), this will allow us to start saving up for future 08-05-2014 Minutes Page - 10 - vehicles that we know we are needing to purchase. This will allow us to purchase them on a cash basis where we won’t have to dip into the reserves and drop below the 25% amount. The 25% is equivalent to 3 months of operating reserves in case something of a catastrophic nature were to happen with the economy or with a natural disaster. We want to be in a position to operate for a period of time, and that is the purpose of the 25%, and not to dip into it for operational items. M&O $0.3164 Total Change in Expenditures $ 203,000 New Employees $ 54,015 Small Expanded Programs (10,000 or less) $ 794,800 Large Expanded Programs (over 10,000) $ 300,000 Act on Compensation Study $ 770,000 Continued Existing Staffing Levels & Programs $2,121,815 Total Increase $ 353,500 Reserve Funding M&O $0.3164 New Personnel $ 26,000 2 Seasonal Park Workers $ 45,000 Accountant I $ 93,000 2 additional mechanics $ 39,000 Building Maintenance Worker I $203,000 Total New Employees M&O $0.3164 Small Expanded Programs $ 1,500 Baby Changing Stations $ 2,500 Lync Implementation – add on to our new Office 365 program $ 5,250 Portable AC Unit $11,200 Fleet Equipment $19,565 Laptops, Tablets, Printers, and Servers $14,000 2 Defibrillators - Fire $54,015 Total Small Expanded Programs M&O $0.3164 Large Expanded Programs $ 327,200 Vehicle Replacements $ 36,000 Planning Tracking Software $ 109,600 Replace 1/3 of Self Contained Breathing Apparatus $ 30,000 Additional Landscaping Services $ 21,000 Animal Adoption Trailer (City Portion - $10,000) $ 50,000 New/Replacement Desks & Minor Renovations $ 150,000 Building Repairs – Admin. Bldg. and Parking lot, and Fire Station 2 $ 20,000 May Charter Election 08-05-2014 Minutes Page - 11 - $ 50,000 FM 1518 Funding Study (I-10 to FM 78) $ 794,800 Total New Programs M&O $0.3164 Large Expanded Programs - Vehicles $ 36,000 Replace Fire Chief’s Vehicle $ 65,000 Replace Battalion Chief’s Vehicle $ 28,000 Replace Inspections’ Truck $ 28,000 Replace Streets’ Truck $ 25,200 CID Replacement Vehicle $ 60,000 Replace Parks’ Truck $ 28,000 Building Maintenance Truck $ 57,000 Fleet Replacement Fund $327,200 Vehicle Replacements Mr. Kessel stated that regarding the vehicle replacements, they have attempted to identify the vehicles which are the worst performers, as we do not want to be caught short and dip into the reserves for those funds. If we do not spend this money it will go back into reserves. Mr. Walters stated that the vehicle replacement list was comprised based on the cost of repairs that we have seen over the last few years. There are vehicles that are over 10 years old and have 90,000 and 100,000 miles on them. M&O $0.3164 Reserve Funding $ 169,000 Vehicle Replacement – able to replace more often $ 24,500 A/C Replacement $ 25,000 Server Replacement $ 35,000 Phone System Replacement $ 100,000 Unassigned Fund Balance – to be used on other projects necessary $ 353,500 Total Reserve Funding Mr. Walters stated that not all the general fund is funded by property tax. There is also a sales tax component. A chart was shown for those over the last five years. Month to month sales tax over all have been positive. There was only one dip in this last month that was due to a one time sales tax collection that we had the year prior. Since last year we had a large one time sales tax bump, which is why we are estimating a 10% increase for this year end over last year, but reducing this to only 4% for next year. We are starting to see those one time payments fall off. Current year to date is a 12.8% growth from last year. We still have a couple of months to finish out the fiscal year. 08-05-2014 Minutes Page - 12 - Sales Tax breakdown component: FY 2012/13 FY 2013/14 FY 2014/15 Actual Estimate Budget General $6,421,478 $7,063,625 $7,346,170 Fund +10% +4% Mr. Walters stated that last year we introduced the five (5) year forecast and below is what it looked like last year based on the rate Council adopted. He pointed out FY 2014 stating that we are still $1,000,000 away from our goal; now we are showing we will reach that goal. In FY 2018 we are projecting we would have to dip into reserves for $107,000, and still be $1,000,000 away from our mark. 2013 – 5 Year Forecast Information FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Revenue $ 22,689,507 $ 23,170,010 $ 23,501,901 $ 24,092,029 $ 24,754,718 $ 25,440,833 Expense $(21,513,138) $22,618,597 $(22,776,669) $(24,009,901) $(24,699,240) $(25,547,867) Reserve Funding $1,176,369 $551,413 $725,232 $82,128 $55,479 $(107,034) M&O Fund Balance $3,976,709 $4,528,123 $5,253,355 $5,335,484 $5,390,962 $5,283,928 25% Goal $5,471,635 $5,637,149 $5,694,167 $5,983,725 $6,174,810 $6,371,967 Over/Under $(1,494,926) $(1,109,026) $(440,812) $(648,242) $(783,848) $1,088,039) The FY 2014 – five (5) year forecast now shows in FY 2014 we will be over our goal by $250,000; next year we will be over our goal by $239,000. Starting FY 2016 we will still fall below our goal of 25% when we take on new estimated operations of the natatorium as well as a fire fighter ramp-up program for the new station where we will be hiring multiple fire fighters per year to get them trained and ready to go by the time the fire station is complete. This all comes to a head in FY 2018 once all the fire fighters are hired; then the revenues will start to pick up and we will once again begin to close the gap. In the new forecast not a single year dips in reserves to fund operations. Councilmember Edwards stated that this doesn’t include any other growth that we have from the commercial base. Mr. Walters answered, “no”. This has a conservative growth rate for the property tax as a whole. Mr. Kessel stated that appears obvious in the FY 2018 number of the over/under in the red at the bottom, the $655,000; if you see the chart on the previous forecast, that same number was over $1,000,000 so that is in one year with the planning and efforts we have made. We have made up that ability to get to the $400,000. Our goal is to each year as we go through these exercises, that we make decisions that help us get closer and closer, so that each of those years are into the yellow (meaning) it is better than the year before. 08-05-2014 Minutes Page - 13 - 2014 – 5 Year Forecast Information FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Revenue $ 24,611,808 $ 25,814,170 $ 26,755,653 $ 27,822,123 $ 28,943,387 $ 30,122,409 Expense $(23,338,563) $(25,460,304) $(26,525,088) $(27,808,712) $(28,912,910) $(29,795,924) Reserve Funding $1,273,245 $353,866 $230,565 $13,410 $30,477 $326,485 M&O Fund Balance $5,936,141 $6,290,008 $6,520,572 $6,533,982 $6,564,460 $6,890,945 25% Goal $5,686,391 $6,150,872 $6,578,522 $6,918,178 $7,219,477 $7,448,981 Over/Under $249,750 $139,136 $(57,950) $(384,196) $(655,017) $(558,036) Mr. Walters stated that this year we have introduced the Long Term Debt Model, which is the capacity analysis. This is the second part of our five year forecast. This is for the I&S fund as the other one was for the general fund. The purpose of the long term debt model was to avoid large tax increases on the I&S rate in the future. He stated that earlier in a slide where the I&S tax rate was broken out you saw every time the city had a bond issue the tax rates jumped. The purpose of the model and its design is to anticipate future bond packages and set a rate that will provide enough revenue so that we would not have to move the property tax rate. There will be some fluctuating depending on what bonds get approved, on how the economy is, and how the city grows, but it will be a much smaller change than if we were to just wait until the bonds are issued and they would go up .06 cents at a time. Councilmember Edwards stated what we are doing is leveling off that long term debt rate. Mr. Walters indicated “yes”. City Manager John Kessel stated that one goal is to not have to have the I&S rate jump every time there is a bond election. No one wants to put our citizens in the position to vote for a Fire Station 3, for example, and in order to do this we would have to fund a tax increase. We should be planning and having that tax rate for debt service stay relatively flat. He stated that the other thing that came out of the citizen and council discussions in the pre-budget planning sessions was the desire to have facilities and infrastructure funded for the growth when we are 50,000 and 70,000 in population, how we are going to have proper buildings, road ways, drainage features, parks, all of those things that make up a community. The Citizens and the Council wanted to see a clear path to this, and this debt model lets us start to understand what we can afford as a community for our bond measures, not just for one time, but over several years holding that constant tax rate. Staying with these conservative forecasts this is what we can reasonably afford to do in five year increments. Mayor Carpenter commented that by starting to build this model and put this together has taken a lot of research and effort. One of the things that was done was we took a look at other cities on similar growth trajectories as Schertz and see what they did during the period of 35,000 to 50,000 and looking at what they did to their tax rate, their spending, the bond elections that they had etc., and we learned from that. We basically saw that those that didn’t do the five year rolling budget planning, those that didn’t look at a long term debt model, continued to have that regular stair step of rising of tax rates in order to fund the bonds they had to float in order to keep up with their growth. The purpose here is to avoid 08-05-2014 Minutes Page - 14 - large tax increases in the future and to learn from other communities whether it was done well or, as many as we did look at, not well, and make sure that we do not find ourselves in that same position. Mayor Carpenter thanked staff for this work because there is no better way for us to avoid failures other cities have experienced than by studying what they did, and making sure that we do not do the same things. Mayor Carpenter stated this is very well done and this is a very important part of the work that takes us out to 30 years. Below was the information provided on how the model works: Long Term Debt Model  o For I&S Fund o Purpose -To avoid large tax increases in the future o Design -Model is long term in nature -Includes all current debt obligations -Takes into account the growth of the tax base -Ensures fund balance never falls below a certain level -Includes bond elections every 5 years 5 Year Summary – I&S o At I&S Rate of $0.1810 - Includes $25 million bond package from elections in 2015 - The lowest fund balance is $522,147 in FY 2017/18 which is 8.4% of the annual debt service. - Rate could fluctuate based on the actual growth of the tax base and the results from the bond election but at a reduced rate due to the model Mr. Walters stated that the model will be updated every year to keep it current. Mr. Kessel stated that this model and the five (5) year budget forecasts are tools they work with that the community will be able to use long past the 50,000 population mark. Certainly we expect these models to change and grow and become more sophisticated. This is what communities do to be proactive and accomplish certain tasks and still maintain a quality of life in an affordable economically sustainable community over one that is reactionary and always feels they are behind the curve. He is proud of the finance department for putting this information together and in reacting to the citizens and councils challenge. Mr. Walters showed a graph of debt service on how this model works. 08-05-2014 Minutes Page - 15 - Target Tax Rate Mr. Walters stated that our current tax rate is $0.4974 with an M&O of $0.3010 and I&S of $0.1964. Below is a chart of the current, recommended proposed maximum as well as an alternative rate. Mr. Walters stated that should council adopt the alternative it would remove the maintenance worker and their vehicle. He stated there were other positions they wanted to hire, but they could not fit this into the $0.4974 rate. Tax Current Recommended Alternative Rate Maximum M&O $0.3010 $0.3164 $0.3139 I&S $0.1964 $0.1810 $0.1810 Total $0.4974 $0.4974 $0.4949 Proposed Public Hearing Dates Mr. Walters stated that below are the proposed public hearing dates Council will also be asked to take action on later on the agenda. o August 19th, 2014 o August 26, 2014 Budget Calendar FY 2014/15 Mr. Walters provided the below information on what the budget calendar looks like: July 31 File with City Secretary, Budget Workshop August 5 Budget Workshop, vote to place a preliminary tax rate on the agenda, and schedule public hearings August 6 First Community Budget Presentation – Civic Center August 12 Budget Workshop August 14 Second Community Budget Presentation – Schertz United Methodist Church August 19 First Public Hearing August 26 Second Public Hearing, First Vote September 2 Second Vote and adoption of the budget and tax rate October 1 Budget goes into effect Mayor Carpenter stated that this is a workshop and opened it up for Council comments and questions. Mayor Carpenter recognized Councilmember Edwards who commended staff stating we are $186,000 away from having our reserves back up to where we need them. This is a great goal to shoot for and would like staff to continue to work on this. He understands that this is an ongoing process. As long as we keep our measures in place 08-05-2014 Minutes Page - 16 - to continue to look for ways to give the maximum amount of service to our residents and cut costs, if we can do that, we can meet that reserve amount. Mayor Carpenter recognized Councilmember Fowler who also thanked Mr. Walters for the presentation. He stated that the forward looking five year budget and the five (5) year debt model allow us to take a look at setting the priorities of what we need in the future. Councilmember Fowler commented on the successes of the communications between the different departments allowing them to prioritize projects on what is most important and what needed to be funded. This budget shows as we go forward, the ability to hold our tax structure and the ability to pay for our bond issues at the same time. We have done our citizens a great service. Councilmember Fowler stated this is putting us on the right track, and as we grow we will have to make adjustments to the models as indicated earlier. The growth of our city is going to require us to start looking at hiring more employees. The process we are looking at now, especially now that we have our reserves up to where we want them, this allows us more flexibility to hire and do more projects that we were unable to do as we were rebuilding our reserves. Again, Councilmember Fowler thanked the finance department and the other departments on their work on the proposed budget. Discussion and Action Items 3. Ordinance No. 14-S-41 – Conduct a public hearing and consideration and/or action approving an Ordinance amending the Comprehensive Land Plan associated with a revision to the Parks Master Plan. First Reading (B. James/L. Wood) The following was read into record: ORDINANCE NO. 14-S-41 AN ORDINANCE BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS AMENDING THE COMPREHENSIVE LAND USE PLAN AND OTHER MATTERS IN CONNECTION THEREWITH Mayor Carpenter recognized Executive Director of Development Services Brian James who stated that a few weeks ago they had listened to a work session presentation led by Parks and Recreation Advisory Board member Mark Davis on the Parks Master Plan update where they outlined the process we would go through, which was going to the Planning and Zoning Commission to ask for them to recommend approval of the City Comprehensive plan to incorporate the Parks Master Plan document into the Comp plan. The Parks Master Plan becomes the guide for our future Parks and Recreation system going forward in what our needs and assets are as well as future goals. The Parks Advisory Board recommended approval of it as did the Planning and Zoning Commission. Staff is recommending approval. Mayor Carpenter opened the public hearing and as no one spoke, closed the public hearing and called for Council comments. PH 08-05-2014 Minutes Page - 17 - Mayor Carpenter recognized Councilmember Fowler who pointed out that the Parks Master Plan has been reviewed by the state and he saw it as receiving kudos because of the effort we put into it. Mr. James stated that one of the requirements for applying for a grant and going before the Texas Parks and Wildlife Department is that a community must have an up to-date-Parks Master Plan component. Former Director of Parks and Recreation George Logan, Parks Manager Chuck Van Zandt, and Parks and Recreation Board Member Mark Davis took the time to take it up to the state to review and ask for any recommendations they might be able to provide. He stated this was done to make sure the plan was done right and meets all the state requirements going forward. Part of the point of this plan is that when we get unexpected future opportunities to do something cost effectively, we can measure it against what is already in the plan to evaluate it and make a good decision. The plan does a good job in balancing specificity with flexibility so we are not too constrained, but we are also not too free to go off in a direction that may not be in our best interest. Councilmember Fowler stated he wanted to thank Mark Davis for his excellent work on this document. Mayor Carpenter stated this plan was not written with help from a consultant. Our neighbors and your neighbors put this together, which included hundreds of hours of time. Nobody put in more time than Mark Davis. Mayor Carpenter recognized Councilmember Scagliola who stated he recommends everyone take time to read it. What caught his attention were the captions such as, diversity, accommodation, conservation, opportunity, and connectivity. You can detect it throughout the document. He thanked everyone for putting it together. Mayor Carpenter recognized Councilmember Fowler who moved, seconded by Councilmember Edwards to approve Ordinance No. 14-S-41, first reading. The vote was unanimous with Mayor Pro-Tem John, Councilmembers Fowler, Scagliola, and Edwards voting yes and no one voting no. Councilmember Duke was absent. Motion Carried. 4. Ordinance No. 14-M-39 – Consideration and/or action approving an Ordinance amending the City of Schertz Code of Ordinances establishing fees for certain licenses, permits, and other services provided by the City of Schertz. Final reading (J. Kessel/J. Santoya/J. Walters) The following was read into record: ORDINANCE NO. 14-M-39 AN ORDINANCE BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS AMENDING THE CITY OF SCHERTZ CODE OF ORDINANCES AND CERTAIN OTHER ORDINANCES BY AMENDING AND ESTABLISHING FEES FOR CERTAIN LICENSES, PERMITS, AND OTHER SERVICES PROVIDED BY THE CITY OF SCHERTZ. 08-05-2014 Minutes Page - 18 - Mayor Carpenter recognized Senior Budget/Finance Analyst James Walters who went over the proposed fee schedule. He stated the majority of the proposed fee changes in the General Fund are not expected to result in significant revenue changes. The convenience fee removal will affect the General Fund by an estimated $4,000. The EMS Fund will now be adding other rates to the fee schedule that were already in place, including: standby rates for being present at a sporting event or another event, training fees, and vaccinations. There will be no fiscal impact for these additions. The EMS Fund is a self- sustaining fund. For the Water & Sewer Fund, the proposed Water rates increase is expected to generate an additional 2% in revenue or $150,000. The increase in the Sewer rates along with population growth is estimated to generate an additional $592,000 in revenue; roughly $300,000 of this will go toward sewer treatment. These changes to the Water and Sewer rates are in accordance with the approved Rate Study and will help offset increases in maintenance costs and contributions to Cibolo Valley Local Government Corporation (CVLGC). The removal of the convenience fee will affect the Water & Sewer Fund by an estimated $40,000. The Water & Sewer Fund is a self- sustaining fund and these fee increases are necessary to support ongoing operations and maintenance. The proposed rate changes will be effective October 1, 2014. Staff recommends this Ordinance be approved. Mayor Carpenter moved, seconded by Councilmember Fowler to approve Ordinance No. 14-M-39 on final reading. The vote was unanimous with Mayor Pro-Tem John, Councilmembers Fowler, Scagliola, and Edwards voting yes and no one voting no. Councilmember Duke was absent. Motion Carried. 5. Ordinance No. 14-S-38 – Conduct a public hearing and consider an Ordinance on a request for a Specific Use Permit to allow a Convenience Store with Gas Pumps with associated site plan at 21901 IH-35 North. Final reading (B. James/M. Sanchez/L. Wood) The following was read into record: ORDINANCE NO. 14-S-38 AN ORDINANCE BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS ZONING 21901 IH 35 NORTH, SCHERTZ, COMAL COUNTY, TEXAS TO ALLOW A SPECIFIC USE PERMIT FOR OPERATION OF A CONVENIENCE STORE WITH GAS PUMPS Mayor Carpenter recognized Senior Planner Lesa Wood who introduced this item stating that this item was heard last week for first reading at Council. She stated at that meeting Council discussed the Specific Use Permit and also discussed for consideration the placing of sidewalks along the IH 35 frontage road. Ms. Wood stated that this morning she received an email from the applicant of the developer and they have agreed to put the 08-05-2014 Minutes Page - 19 - sidewalk in along IH 35. She stated that staff has reviewed this and does recommend approval of the Specific Use Permit with the following conditions: o That the site plan is revised to include the 5 foot concrete sidewalk to be installed along IH 35 frontage road and constructed in accordance with the City of Schertz specifications. o That a building permit has been approved within one-year of the adoption of the Specific Use Permit ordinance; and o The use has begun operation within 2 years of the issuance of the necessary building permit. Mayor Carpenter recognized Councilmember Edwards who stated we are planning to have this sidewalk put in right on the edge of IH 35 and there could be a widening of IH 35 so the most important thing is how far away from the curb now. In the future, we or TxDOT may be tearing them up and he asked if this is a cost we should be passing on to a developer at this point. Ms. Wood stated that TxDOT would actually have to approve the sidewalks and they have already reviewed the plat and verified how much dedication they would need and at the point when they would do the development they would submit their application to make sure we get it in the right location. Mayor Carpenter recognized Councilmember Fowler who asked about the original plans for shrubbery in front. Would the sidewalk installation eliminate the shrubbery? Ms. Wood answered that the developer is still required to fit the shrubbery in the plan layout. Mayor Carpenter recognized Councilmember Edwards who moved, seconded by Mayor Pro-Tem John to approve Ordinance No. 14-S-38 on final reading and revising the site plan to include the five foot concrete sidewalks along IH 35. The vote was unanimous with Mayor Pro-Tem John, Councilmembers Fowler, Scagliola and Edwards voting yes and no one voting no. Councilmember Duke was absent. Motion Carried. 7. Resolution No. 14-R-66 – Consideration and/or action approving a Resolution authorizing an Interlocal Agreement between the City of Schertz and the Cibolo Creek Municipal Authority regarding purchase of property for a future Wastewater Treatment Facility. (J. Kessel/J. Bierschwale) The following was read into record: RESOLUTION NO. 14-R-66 RESOLUTION BY THE CITY COUNCIL AUTHORIZING THE CITY MANAGER TO ENTER INTO AN INTERLOCAL AGREEMENT BETWEEN THE CITY OF SCHERTZ, TEXAS AND THE CIBOLO CREEK MUNICIPAL AUTHORITY REGARDING PURCHASE OF PROPERTY FOR A FUTURE WASTEWATER TREATMENT FACILITY 08-05-2014 Minutes Page - 20 - Mayor Carpenter recognized Deputy City Manager John Bierschwale who stated the Cibolo Creek Municipal Authority (the “Authority”) is a regional agency designated to provide regional wastewater service in the Cibolo Creek Watershed. The City will assist the Authority in its efforts to acquire the Plant Site located off Interstate Highway 10 and Cibolo Creek. The Agreement will not affect the existing wholesale contract between the City and the Authority. The City and CCMA are amending the original agreement to simplify the language in Section II Repayment of Funds 2.2, in the event the project does not develop then the properties will revert back to the City. This amendment allows for the flexibility for CCMA to complete negotiations with the last tract of land to meet the terms with property owners. The City is faced with future growth within its city limits in the vicinity of Interstate Highway 10 and Cibolo Creek for which additional wastewater treatment facilities will be needed. The only change they ask is to change District to Authority. Mayor Carpenter recognized Councilmember Edwards who moved, seconded by Councilmember Scagliola to approve Resolution No. 14-R-66 with the stated change from ‘District’ to ‘Authority.’ The vote was unanimous with Mayor Pro-Tem John, Councilmembers Fowler, Scagliola and Edwards voting yes and no one voting no. Councilmember Duke was absent. Motion Carried. 8. Resolution No. 14-R-67- Property Tax Rate – Consideration and/or action approving a Resolution taking a Record Vote on setting the Preliminary Maximum Tax Rate for FY 2014-15 and Scheduling of Public Hearings on the proposed tax rate. (J. Kessel/J. Walters) The following was read into record: RESOLUTION NO. 14-R-67 A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS AUTHORIZING A PRELIMINARY MAXIMUM TAX RATE FOR FISCAL YEAR 2014-15, AND OTHER MATTERS IN CONNECTION THEREWITH Mayor Carpenter recognized Senior Budget/Finance Analyst James Walters who stated in accordance with Chapter 26.05(d) of the State’s Property Tax Code, a governing body must take a Record Vote to place a proposal to adopt the rate on the agenda of a future meeting as an action item if the preliminary tax rate exceeds the Effective Tax Rate. The proposal must specify the desired rate. After the Record Vote, the governing body must then schedule two (2) Public hearings at which the proposed tax rate will be considered. A one-quarter page “Notice of 2014 Tax Year Proposed Property Tax Rate for the City of Schertz must be published in the local newspaper and online in compliance with Senate Bill 1510. The notice will contain information based upon a preliminary tax rate to be determined by the City Council and 08-05-2014 Minutes Page - 21 - the dates of the public hearings, if necessary. Further, another record vote will have to be taken on the proposed rate prior to final adoption of the tax rate ordinance. The proposed maximum property tax rate maintains quality services to residents and businesses, provides for public safety, adds best management processes for our growing community, and replenishes the General Fund reserve. The current property tax rate is $0.4974 per $100 valuation. The proposed maximum tax rate will remain the same at $0.4974 per $100 valuation. The M&O portion of the property tax rate will increase to $0.3164 per $100 valuation. The I&S portion will decrease to $0.1810 per $100 valuation. The rollback rate is $0.5066 per $100 valuation. Staff recommends the Council take a Record Vote on the preliminary maximum tax rate of $0.4974 per $100 valuation and schedule two Public Hearings for August 19, 2014 and August 26, 2014. Final adoption vote is scheduled for September 2, 2014. Mayor Carpenter recognized Councilmember Edwards who moved, seconded by Councilmember Fowler to approve Resolution No. 14-R-67, setting the preliminary maximum tax rate for FY 2014-15 at $0.4974, with the M&O rate at $0.3164 and the I&S portion at $0.1810. The vote was 3-1-0, with Mayor Pro-Tem John, Councilmembers Fowler, and Edwards voting yes, and Councilmember Scagliola voting no. Councilmember Duke was absent. Motion Carried. Roll Call Vote Confirmation Mayor Carpenter recognized Deputy City Secretary Donna Schmoekel who recapped the votes of items 1 through 8. Executive Session Mayor Carpenter recessed the regular meeting into executive session at 7:31 p.m. 9. City Council will meet in closed session for evaluation of the City Secretary and Deputy City Secretary under Texas Government Code Sections 551.074 personnel issues and 551.071 consultation with attorney. 10. City Council will meet in closed session for evaluation of the City Manager under Texas Government Code Section 551.074 personnel issues. Reconvene into Regular Session Mayor Carpenter reconvened into regular session at 9:06 p.m. 9. a. Take any necessary action based on discussions held in closed session under Agenda Item number 9. 08-05-2014 Minutes Page - 22 - Mayor Carpenter recognized Councilmember Scagliola who moved, seconded by Councilmember Fowler to rescind the City Secretaries’ previous retro-active pay increase to provide a one-time pay increase of $613.16 for the City Secretary and $711.46 for the Deputy City Secretary for the pay period of August 9 through August 22, 2014 per their evaluation and pay increase of two (2) percent for the City Secretary and four (4) percent for the Deputy City Secretary beginning on August 23, 2014. The vote was unanimous with Mayor Pro-Tem John, Councilmembers Fowler, Scagliola and Edwards voting yes and no one voting no. Councilmember Duke was absent. Motion Carried. 10. a Take any necessary action based on discussions held in closed session under Agenda Item 10. No action was taken but Council requested that the City Secretary place the City Manager’s evaluation back on the agenda in two weeks. Roll Call Vote Confirmation Mayor Carpenter recognized Deputy City Secretary Donna Schmoekel who recapped the vote of item 9.a. Requests and Announcements 11. Announcements by City Manager o Citizen Kudos o Recognition of City employee actions o New Departmental initiatives No further announcements provided. 12. Requests by Mayor and Councilmembers that items be placed on a future City Council agenda. No items requested. 13. Announcements by Mayor and Councilmembers o City and community events attended and to be attended o City Council Committee and Liaison Assignments (see assignments below) o Continuing education events attended and to be attended o Recognition of actions by City employees o Recognition of actions by community volunteers o Upcoming City Council agenda items No announcements were provided. Adjournment 08-05-2014 Minutes Page - 23 - As there was no further business, the meeting was adjourned at 9:12 p.m. __________________________________ Michael R. Carpenter, Mayor ATTEST: __________________________________ Brenda Dennis, City Secretary Agenda No. 2 CITY COUNCIL MEMORANDUM City Council Meeting: August 12, 2014 Department: Development Services Subject: Ordinance No. 14-S-41 Consider and act on an amendment to the Comprehensive Land Plan associated with a revision to the Parks Master Plan. Final Reading BACKGROUND Goal The Parks and Recreation Master Plan carries forward the goals and objectives first developed in the city’s Comprehensive Land Use Plan adopted in 2001 and is congruent with the concepts proposed in the 2013 Schertz Sector Plan. As Schertz continues to grow, it is an opportune time to revitalize our parks and recreation programs to further enhance Schertz’s quality of life, build tax revenue, and promote community pride and identity. Schertz is a community with young, active families that have clearly expressed the need for a well-planned, robust Parks and Recreation program. They have continually displayed strong support for our existing facilities and programs. A survey of Schertz residents was conducted and the survey data and public input indicates that there appears to be a strong desire to continue devoting adequate resources to Parks and Recreation in order to maintain and improve the quality of life for our residents. The Members of the Parks and Recreation Advisory Board has worked diligently to prepare and present the City of Schertz Parks & Recreation Master Plan 2014: Live & Play! City Council approved this on first reading at their meeting of August 5, 2014. Since the first reading, a final review of the document occurred and a number of corrections were made to renumber some of the graphics, tables and charts and to add the Google copyright logo. Community Benefit It is the City’s desire to maintain an updated Comprehensive Plan by fulfilling many of the goals outlined in the Parks Plan that provides for a diverse blend of parks, encourages conservation of natural resources and promotes a variety of recreational opportunities. City Council Memorandum Page 2 Summary of Recommended Action The Planning and Zoning Commission conducted a public hearing on July 23, 2014 to receive public comment and input from the Commission. FISCAL IMPACT None RECOMMENDATION The Planning and Zoning Commission conducted a public hearing on July 23, 2014 and offered a recommendation of approval by a unanimous vote. City Council approved this on first reading at their meeting of August 5, 2014. Staff recommends approval of final reading of Ordinance 14-S-41 amending the Schertz Comprehensive Land Use Plan to include the associated Parks and Recreation Master Plan. ATTACHMENT Ordinance No. 14-S-41 Parks and Recreation Master Plan 2014: Live and Play! ORDINANCE NO. 14-S-41 AN ORDINANCE BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS AMENDING THE COMPREHENSIVE LAND USE PLAN AND OTHER MATTERS IN CONNECTION THEREWITH WHEREAS, the City Council of the City of Schertz, Texas (the “City”) desires to maintain an updated Comprehensive Land Use Plan by fulfilling many of the goals outlined in the Schertz Parks Plan that that provides for a diverse blend of parks, encourages conservation of natural resources and promotes a variety of recreational opportunities. WHEREAS, the City Council of the City of Schertz recognizes the need for a Strategic Parks and Recreation Master Plan (the Plan) to provide goals, assessments, standards, recommendations and strategies for implementation over a five year period in an effort to provide for and continually improve park and recreational facilities, provide trail opportunities, preserve open spaces and rehabilitate existing parks in the City of Schertz; and WHEREAS, the primary objective of the Plan is to provide recreational services desired by the citizens of Schertz, acquire needed open spaces and preserve natural resources; and WHEREAS, the City of Schertz has sought input from the citizens of Schertz through surveys, public input meetings, and the Parks and Recreation staff; and that input has been incorporated into the Plan; and WHEREAS, the Plan complies with Texas Parks and Wildlife Department master plan guidelines which require parks and recreation needs to be prioritized and addressed in an action plan format; and WHEREAS, the City Council, having taken into consideration the results of the in-depth study conducted by the Parks and Recreation Advisory Board for the City of Schertz, determines that the Plan is reasonable; NOW WHEREAS, the City’s Unified Development Code Section 21.4.6.D. provides for certain conditions to be considered by the Planning and Zoning Commission in making recommendations to City Council and by City Council in considering final action on an amendment to the Comprehensive Land Plan (the “Conditions”); and WHEREAS, on July 23, 2014, the Planning and Zoning Commission conducted a public hearing and, after considering the Conditions, hereby makes a recommendation of approval of the amendment to the Comprehensive Land Plan by adopting the associated Parks and Recreation Master Plan 2014: Live and Play! set forth in Exhibit A attached herein (the “Parks Master Plan”); and WHEREAS, on August 5, 2014 the City Council conducted a public hearing and after considering the Conditions and recommendation by the Planning and Zoning Commission, determined that the amendment to the Comprehensive Land Plan be approved as provided for herein. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS: THAT: Section 1. The current Comprehensive Land Plan is hereby amended to incorporate the Parks Master Plan as set forth in Exhibit A attached hereto. Section 2. The recitals contained in the preamble hereof are hereby found to be true, and such recitals are hereby made a part of this Ordinance for all purposes and are adopted as a part of the judgment and findings of the Council. Section 3. All ordinances and codes, or parts thereof, which are in conflict or inconsistent with any provision of this Ordinance are hereby repealed to the extent of such conflict, and the provisions of this Ordinance shall be and remain controlling as to the matters resolved herein. Section 4. This Ordinance shall be construed and enforced in accordance with the laws of the State of Texas and the United States of America. Section 5. If any provision of this Ordinance or the application thereof to any person or circumstance shall be held to be invalid, the remainder of this Ordinance and the application of such provision to other persons and circumstances shall nevertheless be valid, and the City hereby declares that this Ordinance would have been enacted without such invalid provision. Section 6. It is officially found, determined, and declared that the meeting at which this Ordinance is adopted was open to the public and public notice of the time, place, and subject matter of the public business to be considered at such meeting, including this Ordinance, was given, all as required by Chapter 551, as amended, Texas Government Code. Section 7. This Ordinance shall be effective upon the date of final adoption hereof and any publication required by law. Section 8. This Ordinance shall be cumulative of all other ordinances of the City of Schertz, and this Ordinance shall not operate to repeal or affect any other ordinances of the City of Schertz except insofar as the provisions thereof might be inconsistent or in conflict with the provisions of this Ordinance, in which event such conflicting provisions, if any, are hereby repealed. Approved on first reading the 5th day of August, 2014. PASSED, APPROVED AND ADOPTED on final reading the 12th day of August, 2014. ____________________________________ Michael R. Carpenter, Mayor ATTEST: ________________________________ Brenda Dennis, City Secretary (SEAL OF THE CITY) Exhibit A “Parks Master Plan” 2014 Parks & Recreation Advisory Board Schertz, Texas 7/8/2014 City of Schertz Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! The Members of the Parks and Recreation Advisory Board are pleased to submit the City of Schertz Parks & Recreation Master Plan 2014: Live & Play! This new plan, built on the foundation of the city’s 2001 Comprehensive Land Plan and the 2007 Parks & Open Space Master Plan, strives to set the vision for the growth and expansion of our city’s parks and open spaces, as well as plan for the maintenance and improvement of our existing parks and facilities. Our plan was developed with input from multiple sources from the city staff, several of the city’s Boards and Commissions and direct input from our citizens. We hope it captures the needs of a rapidly growing community, while preserving the “small town” feeling that the residents of Schertz prefer. This long range plan addresses all aspects of the city’s park and recreation system and covers a variety of issues, ranging from management, funding, maintenance and operations, parks standards and facility requirements, athletics and our partnership with local youth organizations, the expansion of our athletic fields and aquatics programs, the addition of new activities like a Skate Park and Dog Park, as well as and other key concerns. As in any comprehensive analysis, this document contains many recommendations. Our recommendations include actions that address immediate needs as well as long term actions that will guide the city in its future growth. We look forward to helping guide the city in developing a “State of the Art” Parks & Recreation system, which we can all be proud of! Sincerely, Mustapha Debboun Parks & Recreation Advisory Chair City of Schertz Introduction Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! City of Schertz Introduction Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! ORDINANCE NO. 14-S-41 AN ORDINANCE BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS AMENDING THE COMPREHENSIVE LAND USE PLAN AND OTHER MATTERS IN CONNECTION THEREWITH WHEREAS, the City Council of the City of Schertz, Texas (the “City”) desires to maintain an updated Comprehensive Land Use Plan by fulfilling many of the goals outlined in the Schertz Parks Plan that that provides for a diverse blend of parks, encourages conservation of natural resources and promotes a variety of recreational opportunities. WHEREAS, the City Council of the City of Schertz recognizes the need for a Strategic Parks and Recreation Master Plan (the Plan) to provide goals, assessments, standards, recommendations and strategies for implementation over a five year period in an effort to provide for and continually improve park and recreational facilities, provide trail opportunities, preserve open spaces and rehabilitate existing parks in the City of Schertz; and WHEREAS, the primary objective of the Plan is to provide recreational services desired by the citizens of Schertz, acquire needed open spaces and preserve natural resources; and WHEREAS, the City of Schertz has sought input from the citizens of Schertz through surveys, public input meetings, and the Parks and Recreation staff; and that input has been incorporated into the Plan; and WHEREAS, the Plan complies with Texas Parks and Wildlife Department master plan guidelines which require parks and recreation needs to be prioritized and addressed in an action plan format; and WHEREAS, the City Council, having taken into consideration the results of the in-depth study conducted by the Parks and Recreation Advisory Board for the City of Schertz, determines that the Plan is reasonable; NOW WHEREAS, the City’s Unified Development Code Section 21.4.6.D. provides for certain conditions to be considered by the Planning and Zoning Commission in making recommendations to City Council and by City Council in considering final action on an amendment to the Comprehensive Land Plan (the “Conditions”); and WHEREAS, on July 23, 2014, the Planning and Zoning Commission conducted a public hearing and, after considering the Conditions, hereby makes a recommendation of approval of the amendment to the Comprehensive Land Plan by adopting the associated Parks and Recreation Master Plan 2014: Live and Play! set forth in Exhibit A attached herein (the “Parks Master Plan”); and WHEREAS, on August 5, 2014 the City Council conducted a public hearing and after considering the Conditions and recommendation by the Planning and Zoning Commission, determined that the amendment to the Comprehensive Land Plan be approved as provided for herein. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS: THAT: Section 1. The current Comprehensive Land Plan is hereby amended to incorporate the Parks Master Plan as set forth in Exhibit A attached hereto. Section 2. The recitals contained in the preamble hereof are hereby found to be true, and such recitals are hereby made a part of this Ordinance for all purposes and are adopted as a part of the judgment and findings of the Council. Section 3. All ordinances and codes, or parts thereof, which are in conflict or inconsistent with any provision of this Ordinance are hereby repealed to the extent of such conflict, and the provisions of this Ordinance shall be and remain controlling as to the matters resolved herein. Section 4. This Ordinance shall be construed and enforced in accordance with the laws of the State of Texas and the United States of America. Section 5. If any provision of this Ordinance or the application thereof to any person or circumstance shall be held to be invalid, the remainder of this Ordinance and the application of such provision to other persons and circumstances shall nevertheless be valid, and the City hereby declares that this Ordinance would have been enacted without such invalid provision. Section 6. It is officially found, determined, and declared that the meeting at which this Ordinance is adopted was open to the public and public notice of the time, place, and subject matter of the public business to be considered at such meeting, including this Ordinance, was given, all as required by Chapter 551, as amended, Texas Government Code. Section 7. This Ordinance shall be effective upon the date of final adoption hereof and any publication required by law. Section 8. This Ordinance shall be cumulative of all other ordinances of the City of Schertz, and this Ordinance shall not operate to repeal or affect any other ordinances of the City of Schertz except insofar as the provisions thereof might be inconsistent or in conflict with the provisions of this Ordinance, in which event such conflicting provisions, if any, are hereby repealed. Approved on first reading the 5th day of August, 2014. PASSED, APPROVED AND ADOPTED on final reading the 12th day of August, 2014. ____________________________________ Michael R. Carpenter, Mayor ATTEST: ________________________________ Brenda Dennis, City Secretary City of Schertz Introduction Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Acknowledgements City of Schertz - City Council Michael Carpenter - Mayor Jim Fowler - Council Member Place 1 David Scagliola - Council Member Place 2 Daryl John - Council Member Place 3 Cedric Edwards - Council Member Place 4 Matthew Duke - Council Member Place 5 City of Schertz - City Staff John Kessel - City Manager Brian James - Executive Director John Bierschwale - Executive Director David J. Harris - Executive Director Katherine Tapley - City Attorney Brenda Dennis - City Secretary Juan Santoya - Finance Director Sam Willoughby - Public Works City of Schertz - Parks & Recreation Department Staff George Logan - Director of Community Services Sandy Bryant - Senior Administrative Assistant Chuck Van Zandt - Parks Manager Michael Trainor - Parks Foreman Phil Gaudreau - Owners Representative City of Schertz - Information Technology Department Staff Myles Clauser - Director, Information Technologies City of Schertz - GIS Staff Tony McFalls - GIS Coordinator City of Schertz – Planning & Zoning Staff Michelle Sanchez - Director, Development Services Lesa Wood - Senior Planner City of Schertz – Public Affairs Staff Mary Spence - Events Coordinator Sherry Davis - 311 Chuck McCullough - Editor, Schertz Magazine City of Schertz – Library Gail Douglas - Library Director Melissa Uhlhorn - Assistant Library Director Parks & Recreation Advisory Staff Mustapha Debboun - Chair Robert Wallace - Vice Chair Aundra Davis Mark Davis Samantha Henness Sally Macias Floy Simmons Harriet Higgs Patrick Russell Johnie McDow Regina Agee Planning & Zoning Commission David Richmond - Chair Ernest Evans Jr. - Vice Chair Christian Glombik Ken Greewald Richard Braud Bert Crawford Michael Dahle City of Schertz - Economic Development Corporation Schertz Cibolo Universal City Independent School District City of Schertz Introduction Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Index Chapter 1 – Forward Mission Statement Page 1.2 Vision Statement Page 1.3 Master Plan 2014 Goals Page 1.4 Chapter 2 - Executive Summary Our Community Page 2.2 Demographics Summary Page 2.3 Planning Guidance Summary Page 2.4 Summary of Current State Page 2.6 Summary of Desired State Page 2.7 Plan Priorities Page 2.8 Chapter 3 – History and Demographics Schertz History Page 3.2 Current City Demographics Page 3.4 Chapter 4 – Current Inventory Purpose of Inventory Page 4.2 Park Classifications Page 4.3 Current Inventory Page 4.10 Recreation Programs Inventory Page 4.36 Current Partnerships Page 4.37 Operating and Maintenance Standards Page 4.38 Maintenance Activities Page 4.40 Deferred Maintenance Page 4.42 Chapter 5 – Citizen Survey and Public Input Public Input Survey Page 5.2 Survey Results Page 5.6 Chapter 6 - Desired State & Needs Analysis Needs Overview Page 6.2 Needs Assessment Process Page 6.3 Schertz Parks Standards Page 6.6 Other Planning Efforts in Schertz Page 6.54 Chapter 7 – Goals, Objectives and Specific Actions Gap Summary Page 7.2 Current Level of Needs Page 7.5 Planning Principles Page 7.6 Goals & Objectives and Specific Actions Page 7.9 Recommended Action Plans Page 7.17 Chapter 8 - Plan Summary Summary of Citizen Input Page 8.2 Summary of Current Inventory Page 8.3 Summary of Desired State Page 8.4 & Identified Gaps Summary of Goals & Objectives & Specific Actions Page 8.5 Appendix A - Public Input Survey Results B – Funding & Potential Grant Sources C – Recommended Standard Park Amenities City of Schertz Introduction Diversity Accommodation Conservation Opportunity Connectivity Chapter Contents: - Mission Statement - Vision Statement - Goals Parks and Recreation Master Plan 2014: Live and Play! City of Schertz Chapter 1 Forward City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 1.2 Parks & Recreation Advisory Board Mission Statement “To provide a forum to communicate between the citizens and city officials in the stewardship and conservation of Schertz’s natural and recreational resources, while promoting the well-being of the community and improvement of the quality of life for all residents.” City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 1.3 Parks & Recreation Advisory Board Vision Statement “We strive to comply with our mission statement by creating an outstanding environment for both the customer and the employee. The use of teamwork is what makes the Parks & Recreation Advisory Board and the Parks & Recreation Department one of the best around. This teamwork allows the Board to advise City Council and the Parks & Recreation Department in planning, development, maintenance, and usage of park and recreational facilities and programs.” City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 1.4 Parks & Recreation Goals  Goal 1 Provide a diverse blend of parks, recreation and open space areas to accommodate the current and future needs of Schertz’s residents.  Goal 2 Encourage the conservation of natural resources through acquisition of parks and recreation areas, preservation of open space, and environmentally sensitive planning.  Goal 3 Encourage and promote a variety of recreational opportunities including cultural activities, community activities and special events to enhance recreation and education opportunities for residents and tourists. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 2.1 Diversity Accommodation Conservation Opportunity Connectivity Chapter Contents: - Executive Summary - Our Community - Planning Guidance - Current State of Parks & Recreation - Desired State of Parks & Recreation - Plan Priorities Parks and Recreation Master Plan 2014: Live and Play! City of Schertz Chapter 2 Executive Summary City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 2.2 Executive Summary This executive summary will briefly explain the background information including city growth and demographics; planning guidance used by the city; the existing status of parks and recreation, including on-going projects, and finally; the city’s needs, recommendations and priorities. The Parks and Recreation Master Plan, carries forward the goals and objectives first developed in the city’s Comprehensive Land Use Plan, adopted in 2001. Furthermore, it is congruent with the concepts proposed in the 2013 Schertz Sector Plan. Our Community Schertz, Texas, is located approximately 15 miles northeast of San Antonio and sits within three counties: Bexar, Guadalupe and Comal. Today, Schertz is the largest city within the Randolph Metrocom. Since the late 1990s, Schertz has experienced unprecedented growth. In just over five years, from 2000 to 2005, the city’s population jumped from 18,694 to 26,463. In 2006 alone, the population rose from 26,463 to over 34,000. During that same period, the city platted 1,357 new lots and the growth shows no sign of slowdown. In 2007, Schertz was voted as “One of the Best Places to Live” by CNN Money, coming in at No. 40 and was named to the list again in 2009, coming in at No. 39. In 2013, the city was identified as one of the safest cities in Texas by Safewise, a home security company, which ranked Schertz No. 28 on a list of the 50 Safest Cities in Texas. The city was also noted by CNN Money Magazine in 2013 for its contribution to Guadalupe county, which was rated at No. 4 on their list of “Where the jobs are” with a 12.2% job growth rate. As Schertz continues to grow, it is an opportune time to revitalize our parks and recreation programs to further enhance Schertz’s quality of life, build tax revenue, and promote community pride and identity. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 2.3 Demographics Schertz is a community with young, active families that have clearly expressed the need for a well-planned, robust Parks and Recreation program. They have continually displayed strong support for our existing facilities and programs. Survey data and public input indicate that there appears to be a strong desire to continue devoting adequate resources to Parks and Recreation in order to maintain and improve the quality of life for our residents. Seventy-three percent of survey respondents were between the ages of 25 and 54. Over 67% of those participating in the Parks and Recreation Survey identified themselves as families with three or more persons residing in their household and 31% indicated they had two or more children in their residence. 65% indicated that they have lived in Schertz for more than six years. Sixty-six percent of survey respondents indicated that they use our parks one or more times a month. Additionally, 94% of respondents identified an important need for establishing greenways and trails to connect our parks and facilities and 67% felt that the city should acquire additional land for parks. When asked to rank their priorities, survey respondents indicated that the highest need was for more hike and bike trails, followed by additional natural or open spaces. The recreational activities that scored the highest interest include hiking (89.9%), biking (87.5%) and health/wellness programs (86%). City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 2.4 Planning Guidance Summary The Comprehensive Land Plan The Comprehensive Land Plan recognized that a parks and recreation system that met the needs of the residents was a key element in their quality of life. A properly designed and managed system contributes to the city in many ways, including the health of its residents, preserving the natural environment and contributing to the economic development and financial well-being of the community. Schertz has always had a desire to provide a quality parks and recreation program to its residents, and has worked hard to achieve the goals and objectives adopted by city residents, planners and staff. Many of the issues identified during the development of the Comprehensive Land Use plan in 2001 have been resolved or addressed, are in the process for completion at the time of this plan, or have been imbedded in the city’s culture and are actively guiding current planning and development! The following general planning principles from the Comprehensive Land Plan are still valid and should be used for future planning purposes to guide parks and recreation development. Parks and Recreation Issues Guiding Principles (From the 2001 Comprehensive Land Plan) • Expanding and improving Cibolo Creek into a linear park; • Enforcing existing development regulations and codes – requiring sufficient, usable park space set asides, with the necessary physical improvements; • Providing more parks, especially with activities for teens; • Developing a parks department and/or a parks commission; • Increasing cooperation with adjacent municipalities and counties; • Developing and maintaining partnerships between the public and private sectors, school districts, and other entities; • Linking facilities, parks and schools with trails and walkways; • Increasing public information about parks programs and activities; and, • Providing a richness of facilities and programs for persons of all ages. Physical improvements include: • Multi-purpose community center; • Additional public swimming pools • Fishing, hiking and bird watching • Natural habitat observation activities along Cibolo Creek; • More trails (hiking, biking); • Additional mini/pocket parks; • Parks in the South Schertz; • Amphitheater and performing arts venue; • Athletic complex; • Indoor recreation facilities; • Interpretive centers for indigenous species (wildlife observation); and, • Annotated interpretive pathways and signage along creeks, environmentally and historically significant areas and sites. Potential program enhancements: • Arts, culture and education; • Free activities; • Multi-cultural education; • Activities for all ages, in particular adolescents, teens and seniors; • Concerts in the park; • Facilities for skate boarding, roller blading and BMX bicycling; • Historic preservation; and, • Entertainment. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 2.5 Parks and Recreation Planning Principles from the Comprehensive Land Plan There are common parks and recreation planning principles that ensure a balanced emphasis on the public and private sectors; indoor and outdoor opportunities; and the integration of space, services, and facilities. These principles include that: • All people should have equal access to recreational areas, activities, services, and facilities regardless of personal interest, age, gender, income, cultural background, housing environment, or handicap; • Public recreation should be highly coordinated among public institutions and private entities to avoid duplication and encourage cooperation; • Public recreation should incorporate public services such as education, health and fitness, transportation, and leisure; • Facilities should be well planned and coordinated to ensure adequate adaptability to future needs and requirements; • The availability of financial resources should be considered in all phases of planning, acquisition, development, operation, and maintenance of spaces and facilities; • Public participation is critical to the eventual success of the parks and recreation system and should, therefore, be included in all stages of the process; • The process should offer continuous opportunities for incremental evaluation and review; • Other existing plans that affect the area should be integrated into the final recommendations and ultimately in implementation; • There should be established procedures for acquiring land for future parks and recreation areas and facilities prior to development; and, • The design of spaces and facilities should encourage the most efficient utilization of land and consider the needs, desires, and opinions of the intended users. Schertz Sector Plan In 2013, the City completed a Sector Plan to help guide future development in Schertz. The sector plan recommendations support this Parks Master Plan in validating the high interest and priority placed by the residents on Hike & Bike trails. It also identified the importance of addressing thoroughfares and undevelopable corridors and formalizing our plans for the development of pathways and trails in support of a citywide pedestrian plan. Public presentation during sector planning Citizen working groups in planning process City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 2.6 Summary of Current State Existing Parks System Schertz has dedicated significant resources to building a quality Parks and Recreation program. Presently, the city maintains 13 developed city parks, covering more than 340 acres. The city has also identified an additional eight park locations, covering more than 33 acres that are undeveloped or are in the initial stages of development. Supplementing the city parks system is a network of parks owned and maintained by various homeowners’ associations in the city. HOA parks and dedicated open space reserves provide an additional 18 locations, covering more than 41 acres. Furthermore, three additional developments are currently platted with over 87 acres of land tentatively identified as a mix of dedicated city park space and undeveloped open space. Finally, several facilities owned by the Schertz-Cibolo-Universal City Independent School District (SCUCISD) provide additional opportunities for recreation within the city. SCUCISD facilities include eight schools and one athletic complex, which are available to some degree for utilization by the residents when not directly required for school activities. For community and recreational activities, the city provides and maintains a civic center, two community centers, a library, a senior center and a city recreation center and two outdoor swimming pools. Throughout the city, a network of approximately 18 miles of trails and paths are available for use, as well as several marked bicycle lanes on established city streets and roadways. Finally, the city has two natural drainage systems, Cibolo creek and Dietz creek, which can serve to provide additional natural open spaces and connectivity paths. The city has extensive “partnerships” to augment its recreation program and provide services to its residents, including agreements with the Buffalo Valley Youth Association (BVYA), the Schertz Youth Soccer Alliance (SYSA) and the Young Men’s Christian Association (YMCA). Current Projects New projects on the horizon include the development of a dedicated dog park, a skate park, renovation of the Schertz Ballpark Complex, renovation of the Schertz Soccer Complex, addition of a city natatorium, and a park plaza dedicated as a veterans memorial. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 2.7 Summary of Desired State The desired state for the city’s parks and recreation program in this plan was developed after a complete inventory of existing facilities was conducted. The Parks and Recreation Advisory Board then examined the results of the citizen survey, reviewed on-going projects, and compared Schertz and its parks system to other Texas cities of comparable size and to national parks standard and recommendations. Finally, the Board reviewed growth projections for the city to identify projected shortfalls in the system, identify existing gaps in service and provide recommendations for future parks development and projects. Identified Gaps & Recommendations Although the city has initiated numerous improvements to the Schertz parks and recreation system in recent years, the Board identified several areas that should be addressed in the upcoming years as the city grows. Complete analysis is included in Chapter 6 of this plan. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 2.8 Plan Priorities The following tables identify the recommended administrative and capital improvement projects the city should address, pending the next revision and update of the Parks and Recreation Master Plan. Administrative Actions 1. Review the staffing and budgeting process for the parks department in order to mitigate ongoing maintenance concerns, upgrade and maintain installed amenities and establish goals to monitor and achieve city standards. 2. Develop cost recovery standards and models for parks and recreation programs. 3. Develop plans to identify and pursue multiple funding sources for parks and recreation. 4. Formally adopt standards for park facilities and installed amenities. 5. Develop specific plans for the development of existing park locations that are currently undeveloped. 6. Develop plans for additional sport practice fields to accommodate youth programs and reduce impact on tournament quality fields. 7. Develop specific plans to provide better connection between existing trails and pathways, and to link city parks, facilities, schools and greenbelts wherever practical. 8. Develop plans or recommendations for the addition of outdoor volleyball courts to parks where practical. 9. Develop a stronger partnership with SCUCISD for expanded joint-use of playgrounds, practice facilities and indoor gymnasiums during non-school hours and on weekends. 10. Provide recommendations for the identification and design of potential park lands in southern Schertz to facilitate future growth in that area and ensure adequate service coverage. 11. Review, update and expand existing partnership agreements to increase and enhance services, reduce gaps in service areas, and clarify funding and maintenance responsibilities. 12. Identify possible locations better suited to accommodate festivals and events as city growth exceeds the capacity of current locations. 13. Develop a program for the installation of art in public places, parks and along trails. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 2.9 Specific cost estimates for these recommendations were not developed or explored by the Parks and Recreation Advisory Board. It is recommended that the City develop cost estimates for the capital improvement actions presented in this plan in order to adequately address parks and recreation requirements in the city budget, capitalize on funding opportunities as they present themselves, and aid in developing priorities for future parks and recreation facilities. Priority Capital Improvement Actions 1. Build & Connect Trails to support connectivity throughout the city. 2. Construct soccer practice locations. 3. Construct baseball practice locations. 4. Construct new and renovate existing outdoor basketball courts. 5. Construct outdoor volleyball courts. 6. Obtain additional dedicated open space. 7. Build Phase II and Phase III of the Schertz Skate Park. 8. Construct an additional Splash Pad. 9. Construct a Disc Golf Course in the city. 10. Improve fishing access at Cibolo Creek & Crescent Bend Nature Park. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 2.10 This page intentionally left blank City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.1 Diversity Accommodation Conservation Opportunity Connectivity Chapter Contents: - Schertz History - Current Demographics Parks and Recreation Master Plan 2014: Live and Play! City of Schertz Chapter 3 History and Demographics City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.2 Schertz History Schertz, Texas is located approximately 15 miles northeast of San Antonio and sits within three counties: Bexar, Guadalupe and Comal. Prior to settler arrival in 1843, Karankawa, Lipan Apache and Comanche Indians inhabited the area. Schertz was originally known as “Cibolo Pit,” and later as “Cut Off,” due to the fact that when Cibolo Creek flooded, the settlement was practically cut off from its surroundings. In 1875, when the Galveston, Harrisburg and San Antonio railroad was built through the area, the Schertz family donated land for the construction of the railroad depot. The town was soon officially known as Schertz. The first settlers of the area planted wheat, corn and oats. Cotton, however, proved most successful. With the arrival of the railroad and with it the ability to export goods, Schertz transformed from a small German settlement to a lively trading post. In 1890, the town had a cotton gin, a grocery and an estimated 200 residents. By 1914, it included a church, bank and hotel. Randolph Air Force Base built on 2,000 acres in the late 1920’s. This gave a big boost to Schertz’s economy, as well as to surrounding areas such as Selma, New Braunfels, Seguin, and San Antonio. Interstate 35, also known as the Pan Am Freeway, was constructed in the 1960’s. The city’s downtown area was shaped in the 1870’s when the Galveston, Harrisburg and San Antonio railroad was built. Main Street and the downtown area developed around the bustling railroad that transported goods and passengers to and from San Antonio and the surrounding area City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.3 The population remained at about 350 from the early 1930’s to the late 1950’s. Then, with the construction of nearby Interstate Highway 35 and the outward expansion of San Antonio, the population began to grow much faster. In 1958, the year of its incorporation, Schertz reported 2,281 residents and 24 businesses. In 1988, it had 7,576 residents and 86 businesses. In 1990, the population of Schertz was 10,555, and the city had expanded into Comal County. As of 2010, the population had reached 31,560. In 2009, Schertz was voted as ”One of the Best Places to Live” by CNN Money, coming in at No. 39 based on the city’s affordability, job growth, good schools and small-town charm. As Schertz continues to grow, it is an opportune time to revitalize the city’s historic center to further enhance Schertz’s quality of life, build tax revenue, and promote community pride and identity. City of Schertz community members’ direction and feedback are represented in this report. It is a summary of the public’s expressed vision for Main Street and the downtown area. It also illustrates the application of their vision into a conceptual plan and associated plans and graphics. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.4 Demographics used to develop this plan The City of Schertz encompasses 28.32 square miles with an estimated population of 31,560 residents. The City of Schertz is located northeast of San Antonio between IH-10 and IH-35. Table 3.1 and Figure 3.1 show the population growth of Schertz over the past 50 years. Table 3.2 provides an overall snapshot of the Schertz demographics compared to our local counties. Year Population 1960 2,281 1970 4,061 1980 7,262 1990 10,597 2000 18,694 2010 31,560 Table 3.2 - Schertz Population Growth (Source: U.S. Census Bureau, Decennial Census) Figure 3.1 - Schertz Population Growth (Source: U.S. Census Bureau, Decennial Census) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.5 People QuickFacts Schertz Bexar County Comal County Guadalupe County Texas Population, 2011 estimate 32,478 1,756,153 111,963 135,757 25,631,778 Population, 2010 (April 1) estimates base 31,469 1,714,777 108,472 131,533 25,145,561 Population, percent change, Apr 1, 2010 to Jul 1, 2011 3.2% NA 3.2% 3.2% 1.9% Population, 2010 31,465 1,714,773 108,472 131,533 25,145,561 Persons under 5 years, percent, 2010 6.3% 7.5% 5.6% 6.8% 7.7% Persons under 18 years, percent, 2010 27.1% 26.9% 23.2% 27.2% 27.3% Persons 65 years and over, percent, 2010 11.5% 10.4% 16.1% 11.8% 10.3% Female persons, percent, 2010 51.7% 50.9% 50.9% 50.8% 50.4% White persons, percent, 2010 (a) 78.8% 85.9% 94.6% 88.0% 70.4% Black persons, percent, 2010 (a) 8.6% 8.0% 2.1% 7.2% 11.8% American Indian and Alaska Native persons, percent, 2010 (a) 0.7% 1.3% 0.8% 1.0% 0.7% Asian persons, percent, 2010 (a) 2.3% 2.6% 0.9% 1.6% 3.8% Native Hawaiian and Other Pacific Islander, percent, 2010 (a) 0.2% 0.2% 0.1% 0.2% 0.1% Persons reporting two or more races, percent, 2010 3.9% 2.0% 1.5% 2.1% 2.7% Persons of Hispanic or Latino origin, percent, 2010 (b) 25.7% 58.9% 25.6% 36.0% 37.6% White persons not Hispanic, percent, 2010 60.5% 30.2% 70.3% 54.1% 45.3% Living in same house 1 year & over, percent, 2007- 2011 87.5% 80.4% 82.9% 86.5% 82.1% Foreign born persons, percent, 2007-2011 6.5% 12.8% 6.2% 6.8% 16.2% Language other than English spoken at home, percent age 5+, 2007-2011 16.3% 42.8% 17.3% 24.0% 34.4% High school graduate or higher, percent of persons age 25+, 2007-2011 93.1% 81.7% 88.9% 85.4% 80.4% Bachelor's degree or higher, percent of persons age 25+, 2007-2011 31.6% 25.6% 32.6% 24.1% 26.1% Veterans, 2007-2011 5,006 153,044 12,507 15,306 1,618,413 Mean travel time to work (minutes), workers age 16+, 2007-2011 24.9 24.2 28.9 25.2 24.8 Housing units, 2010 12,047 672,307 47,901 51,815 9,977,436 Homeownership rate, 2007-2011 78.2% 61.6% 75.6% 78.3% 64.5% Housing units in multi-unit structures, percent, 2007- 2011 9.5% 26.9% 11.7% 7.0% 24.0% Median value of owner-occupied housing units, 2007- 2011 $161,000 $121,200 $196,300 $150,700 $126,400 Households, 2007-2011 10,916 590,364 40,119 44,554 8,667,807 Persons per household, 2007-2011 2.73 2.79 2.61 2.82 2.79 Per capita money income in the past 12 months (2011 dollars), 2007-2011 $30,650 $23,866 $33,181 $25,627 $25,548 Median household income, 2007-2011 $71,842 $48,083 $65,521 $61,608 $50,920 Persons below poverty level, percent, 2007-2011 5.4% 17.1% 9.5% 9.7% 17.0% Land area in square miles, 2010 28.41 1,239.82 559.48 711.3 261,231.71 Persons per square mile, 2010 1,107.5 1,383.1 193.9 184.9 96.3 Table 3.2 - Schertz Demographic Snapshot versus Surrounding Counties & Texas Source: US Census Bureau State & County QuickFacts (a) Includes persons reporting only one race. (b) Hispanics may be of any race, so also are included in applicable race categories. NA: Not available City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.6 The Economy of Schertz Schertz Residents’ Employment by Industry Twenty two percent of Schertz residents work in Educational Services and Healthcare, followed with 15% working in Public Administration and 13% working in the Retail Trade industry. Industry (Civilian employed population 16 years and over) % of Population Agriculture, forestry, fishing and hunting, and mining 1.2% Information 1.5% Wholesale trade 3.2% Construction 4.2% Other services, except public administration 4.5% Transportation and warehousing, and utilities 4.6% Manufacturing 5.9% Arts, entertainment, and recreation, and accommodation and food services 6.0% Finance and insurance, and real estate and rental and leasing 8.4% Professional, scientific, and management, and administrative and waste management services 10.3% Retail trade 13.0% Public administration 15.2% Educational services, and health care and social assistance 22.0% Table 3.3 - Employment by Industry (Source: U.S. Census Bureau, 2007-2011 American Community Survey) Figure 3.3 - Employment by Industry (Source: U.S. Census Bureau, 2007-2011 American Community Survey) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.7 Schertz Residents’ Employment by Occupation Almost half of the residents of Schertz (44%) have an occupation that is regarded as some type of management, business or financial occupation. This is followed with 28% of the population working in a sales or office occupation. Approximately 16% of Schertz residents are employed in the service industry. Table 3.45 shows additional employment by occupation. Occupation (Civilian employed population 16 years and over) % of Population Natural resources, construction, and maintenance occupations 5.4% Production, transportation, and material moving occupations 6.7% Service occupations 16.2% Sales and office occupations 27.6% Management, business, science, and arts occupations 44.1% Table 3.4. - Employment by Occupation (Source: U.S. Census Bureau, 2007-2011 American Community Survey Figure 3.4. - Employment by Occupation (Source: U.S. Census Bureau, 2007-2011 American Community Survey City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.8 Schertz Residents’ Employment by Occupation Class The majority of Schertz workers (70%) are employed by the private sector and an additional 4% are self-employed. The City of Schertz borders Randolph AFB, which has a significant impact on employment for the community. Nearly 26% of the city’s residents are government workers. Table 3.5 shows employment by class. Class of Worker (Civilian employed population 16 years and over) % of Population Private wage and salary workers 70.3% Government workers 25.4% Self-employed in own not incorporated business workers 4.3% Table 3.5. - Employment by Occupation (Source: U.S. Census Bureau, 2007-2011 American Community Survey Figure 3.5 - Employment by Occupation (Source: U.S. Census Bureau, 2007-2011 American Community Survey City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.9 Schertz Residents’ Employment Status More than 64% of Schertz workers are employed in the civilian labor force and approximately 3% are in the Armed Forces. Approximately 33% are not in the active labor force. Table 3.6 shows the Schertz Employment by Status. Employment Status (Population 16 years and over) % of Population Armed Forces 3.0% Civilian labor force 64.2% Not in labor force 32.8% Table 3.6. - Employment Status (Source: U.S. Census Bureau, 2007-2011 American Community Survey Figure 3.6 - Employment Status (Source: U.S. Census Bureau, 2007-2011 American Community Survey City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.10 Major Employers. Table 3.7 shows the top 10 Employers in Schertz. Top 10 Employers Number of Employees SCUCISD 944 Sysco Central Texas 582 Vision Works 542 Wal-Mart 385 HEB 346 City of Schertz 344 Brandt Engineering 300 Republic Beverage 250 Valero Diamond Distribution 170 FedEx Freight 141 Table 3.7. –Top 10 Employers (Source: City of Schertz Economic Development Corporation) Figure 3.7. –Top 10 Employers (Source: City of Schertz Economic Development Corporation) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.11 Transportation Major Roadways Major highways are IH-35 and IH-10 Minor highways are FM 78, FM 3009, FM 1604, and FM 1518 San Antonio International Airport – San Antonio Texas Two terminals with a total of 35 gates Over 13 domestic and international airlines provide regular commercial service Over 30 non-stop domestic and international destinations Over 8 million passengers per year Austin – Bergstrom International Airport - Austin, Texas One terminal with a total of 25 gates Over 9 million passengers per year Served by 11 commercial airlines and their regional partners Over 150 daily departures to 41 destinations in the U.S. and Mexico City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.12 Schertz Home Values The median home value in Schertz is $161,000. Table 3.8 shows a breakout of home values in Schertz. Home Value (owner-occupied units) Units % of Units Less than $50,000 517 6.1% $50,000 to $99,999 945 11.1% $100,000 to $149,999 1,950 22.8% $150,000 to $199,999 3,055 35.8% $200,000 to $299,999 1,742 20.4% $300,000 to $499,999 317 3.7% $500,000 to $999,999 8 0.1% $1,000,000 or more 7 0.1% Owner-occupied units 8,541 Median Value (dollars) $161,000 Table 3.8. –Schertz Home Values (Source: U.S. Census Bureau, 2007-2011 American Community Survey) Figure 3.8. –Schertz Home Values (Source: U.S. Census Bureau, 2007-2011 American Community Survey) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.13 Census Tract Population Breakout Population Growth & Demographics Schertz’s growth over the past decades has been tremendous. Table 3.9 shows that Schertz’s growth has been high above the county, state and national average in the past 30 years, and population growth has not slowed at this point. Schertz is projected to reach a population of approximately 70,000 residents by the year 2040. Schertz Texas United States Year Pop % Growth Pop % Growth Pop % Growth 1980 7,262 - 14,229,191 - 226,545,805 - 1990 10,597 45.90% 16,986,510 19.4% 248,709,873 9.8% 2000 18,694 76.40% 20,851,820 22.8% 281,421,906 13.2% 2010 31,560 68.80% Table 3.9 - Schertz Population growth versus the Local Area, Texas and U.S. Year Build Out Projection Current 31,560 2020 44,505 2030 57,330 2040 70,155 Table 3.10 - Schertz Population Projection City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.14 Demographic Characteristics Key demographic characteristics include age, educational attainment and income. Age - Table 3.11 illustrates the age characteristics of Schertz. The population of Schertz is younger than the state of Texas as a whole. Schertz has a large portion of its population in the age categories of 0-19 and 25-44. The median age of Schertz’s population is 31.3 years old. Age Distribution Population Male % Male Female % Female Under 18 8,537 4,430 52.0% 4,107 48.0% 18 to 24 2,352 1,197 51.0% 1,155 49.0% 25 to 44 8,509 3,964 47.0% 4,545 53.0% 45 to 64 8,454 4,056 48.0% 4,398 52.0% 65 and over 3,613 1,558 43.0% 2,055 57.0% Table 3.11. – Schertz Age Distribution (Source: U.S. Census Bureau, 2010 Census) Figure 3.9. – Schertz Age Distribution (Source: U.S. Census Bureau, 2010 Census) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.15 Education - As shown in Table 3.12, over half (51.4%) of the population has some sort of college degree, whether an Associate’s degree or higher. Educational Attainment Population % of Population Less than 9th grade 572 2.9% 9th to 12th grade, no diploma 781 4.0% High school graduate 4,752 24.1% Some college, no degree 5,197 26.3% Associate's degree 2,203 11.2% Bachelor's degree 3,739 18.9% Graduate or professional degree 2,501 12.7% Population 25 years and over 19,745 Table 3.12. – Schertz Education Levels (Source: U.S. Census Bureau, 2007-2011 American Community Survey) Figure 3.10. – Schertz Education Levels (Source: U.S. Census Bureau, 2007-2011 American Community Survey) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.16 School Enrollment - Table 3.13 shows the school enrollment for Schertz Residents from Preschool through college. School Enrollment Population % of Population Preschool 279 3.3% Kindergarten 465 5.5% Elementary 1 - 8 3,830 45.5% High school 9 - 12 1,785 21.2% College or Grad School 2,060 24.5% Table 3.13. – Schertz Enrollment (Source: U.S. Census Bureau, 2007-2011 American Community Survey) Figure 3.11. – Schertz Enrollment (Source: U.S. Census Bureau, 2007-2011 American Community Survey) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.17 Income Level - The income level of the residents of Schertz is high with over 70% of residents earning more than $50,000. More than 30% of the residents earn over $100,000, an unusually high figure, given the young population of Schertz. The median income level for Schertz is $71,842.00. Table 3.14 shows the income levels for Schertz Residents. Income and Benefits Households % of Households Less than $10,000 235 2.2% $10,000 to $14,999 405 3.7% $15,000 to $24,999 635 5.8% $25,000 to $34,999 710 6.5% $35,000 to $49,999 1,328 12.2% $50,000 to $74,999 2,426 22.2% $75,000 to $99,999 1,894 17.4% $100,000 to $149,999 2,238 20.5% $150,000 to $199,999 591 5.4% $200,000 or more 454 4.2% Total households 10,916 Median household income (dollars) $71,842 Mean household income (dollars) $82,968 Per capita income in the past 12 months (in 2011 inflation- adjusted dollars) $30,650 Table 3.14. – Schertz Income (Source: U.S. Census Bureau, 2007-2011 American Community Survey) Figure 3.12. – Schertz Income (Source: U.S. Census Bureau, 2007-2011 American Community Survey) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.18 Home Value and Per Capita Income - These values are used to show the typical home values in Schertz, as well as the median household income for residents. These values demonstrate that Schertz is a competitive and viable city for people to reside in when compared to the central Texas. Figure 3.13. – Schertz Income (Source: U.S. Census Bureau, 2007-2011 American Community Survey) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.19 Key Demographic Characteristic Findings Based on the demographic information, the City of Schertz’s population is largely young families. The meaning of this information in terms of parks and recreation is that the city should focus on ensuring facilities are located close enough to residential areas to foster an active lifestyle and continue to offer and expand family events such as Movies in the Park, Schertz Jubilee, SchertzFest and The Festival of Angels. Youth athletic programs are available; however, as the children of Schertz grow older, increased focus on a strong teen program will be needed in future years. The Parks and Recreation Department should consider offering adult instructional classes or fitness classes at the same time as child or youth programs so that parents can enjoy activities while waiting on their child. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 3.20 This page intentionally left blank City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.1 Chapter Contents: - Purpose of Parks & Open Space Inventory & Parks Components - Park Classifications - Current Inventory - Current Partnerships - Operating & Maintenance Standards - Deferred Maintenance Parks and Recreation Master Plan 2014: Live and Play! City of Schertz Chapter 4 Current Inventory City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.2 City of Schertz Page 4.2 Purpose of the Existing Parks and Open Space Inventory Schertz has an established network of both neighborhood and larger community park facilities. These parks are well placed within the neighborhoods that they serve and are well maintained. However, population shifts within the city over time have resulted in some areas having a significant number of parks, while other newer areas have few or no parks. A key part of the park and recreation planning process is to understand what parks, recreation buildings, trails and open space facilities are currently available. The process also evaluates the current condition of those facilities so as to assess whether or not they are addressing the current park and recreation needs of the city. This inventory serves as the foundation for the needs assessment for new or improved recreational facilities. Components of the Existing Parks Inventory This inventory of existing parks reviews several aspects of each park in the Schertz system. These include: Classification: What is the purpose of a given park? Is it intended to serve a local neighborhood around it, giving children and young adults a place to play? Is it intended to serve a much larger population, providing fields for organized league play? This determines whether a park should be classified as a neighborhood park, a community park, a special purpose park, or a linkage park. Location: Where is the park located in relation to the population that it serves? Is it accessible? Service Area: What are the limits of the area served by each park? Are there any major thoroughfares or physical features that create barriers to accessing the park? Size of the Park: How big is the park? Is it large enough to adequately accomplish its intended purpose? Facilities in each Park: What does the park contain? Are the facilities appropriate for the type of park? Layout: Is the arrangement of facilities in each park appropriate? Condition of the Park: What is the general condition of the facilities in each park? Special Considerations: Does the park provide facilities for people with disabilities that meet the requirements of the Americans with Disabilities Act? City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.3 City of Schertz Page 4.3 Park Classification (From the Comprehensive Land Use Plan) Standards provide a measure for determining the amount of parks, recreation and open space needed to meet the current and projected future demands. Parks and recreation standards are usually expressed in terms of acres of land dedicated for parks, recreation and open space per unit of population. While general standards are useful, it is important to establish standards that are based on unique local considerations such as participation trends, user characteristics, demographics, climate and natural environment. Values related to recreation are unique to each municipality, so the standards should represent the interests of local park users. The National Recreation and Park Association (NRPA) published the Recreation, Park and Open Space Standards and Guidelines to establish nationally applicable criteria for the provision of parks, recreation facilities and open space. These standards serve as a general guide for parks and recreation planning in Schertz. Classification System A variety of sizes and types of parks and recreation facilities and activities are recommended to satisfy diverse individual interests, ensure adequate and equal opportunity, and ultimately encourage use by all of Schertz’s population groups. As noted, the system of mini/pocket, neighborhood, community, linear and special use parks are outlined along with the description of desirable size and service population. For each park type a general description is given along development guidelines regarding size, service area, location and access, use hours, parking, typical development, optional facilities, facility setbacks, park lighting, and development codes. Notable is the inclusion of guidelines addressing location and access, facility setbacks and development costs. The most important factors, however, are location and access, which play a key role in park visibility and the quality of the park environment. The quality of a park environment is strongly influenced by adjacent land uses and the type of adjoining streets. A neighborhood park, for example, should ideally be surrounded by residential uses on quiet residential streets. However, larger community parks, especially those with lighted athletic fields, are best located adjacent to a major thoroughfare and away from homes. The classification system provides guidance in this regard for each park type. For the purpose of this plan, the following parks classifications, outlined in the City Development Plan will be used and typical characteristics of each are listed in Tables 4.1 through 4.6.  Pocket Park  Neighborhood Park  Community Park  Regional Park  Linear / Greenways  Special Purpose City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.4 City of Schertz Page 4.4 Mini/Pocket Parks Classification Mini/Pocket Parks Size Less than one acre. Service Area Usually less than 1/2 mile. Location and Access Centrally located within a neighborhood and/or easily accessed by residents. Frontage required on one street but preferred on two (collector or local streets). Minimum street frontage of 100 feet. Prefer adjacent residences to face or side park site instead of backing. Use Hours Daytime to early evening through sunset. Parking None required or desired. Typical Facilities Picnic tables (two-three minimum), small playground, support facilities (benches, bike racks, trash receptacles, drinking fountains, signage, etc.), and tree plantings. Optional Facilities Gazebos or similar shade structures, special horticultural plantings or gardens (maintained by residents), public works of art, monuments/statues, and decorative fountains Minimum Setbacks Playground: 15’ from street right-of-way, Multi-use court: 15’ from street right-of- way, 25’ from single family residential property lines Park Lighting Security and safety only. Development Costs Can range from $50,000 to $200,000 depending on the type and scale of development. Table 4.1 - Mini/Pocket Parks City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.5 City of Schertz Page 4.5 Neighborhood Parks Classification Neighborhood Parks Size One to ten acres, five acres is optimum. Service Area 1/2 mile desirable to one-mile maximum radius, preferably uninterrupted by major thoroughfares and other physical barriers. Location and Access Centrally located within a neighborhood and/or easily accessed by residents. Frontage required on at least two collector and/or local streets; major thoroughfare frontage is undesirable. Minimum street frontage of 500 feet. Prefer adjacent residences to face park site instead of backing. Access to adequate water, sewer and electric service. Use Hours Daytime to early evening through sunset. Parking Street or curbside parking. On-site parking should be provided only as required by ordinance or where adjoining streets are not curbed or guttered to encourage pedestrian access. Typical Facilities Playground, passive recreational open space, sports field(s) for practice or non-league play (unlighted), trails (1/4 mile increments preferred), picnic tables (five-six maximum), support facilities (benches, bike racks, trash receptacles, drinking fountains, signage, etc.), and tree plantings. Optional Facilities Picnic shelters, basketball/multi-use court, tennis courts (one-two), special horticultural plantings or gardens (principally maintained by neighborhood residents), and swimming pool (if the nearest public pool is more than two miles away). Minimum Setbacks On-site parking: 10’ from street right-of-way, 25’ from single-family residential properties. Playground: 25’ from street right-of-way 25’ from property line. Multi-use court or swimming pool: 25’ from street right-of-way, 50’ from single-family residential property lines. Park Lighting Generally intended for security and safety only. Very limited facility lighting, preferably lighted tennis courts with no glare to adjoining residential uses. Development Costs Can range from $100,000 to $300,000 depending on existing site conditions and type and scale of development. Table 4.2 - Neighborhood Parks City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.6 City of Schertz Page 4.6 Community Parks Classification Community Parks Size 5 to 50 acres (10 acre minimum preferable) Service Area One mile – two miles. Location and Access Adjacent to, or in close proximity to, predominantly single family and multi-family residential areas. Frontage required on collector streets (not local neighborhood streets). Direct access to a major thoroughfare is desirable or within ¼ mile. Park access by public transit or designated bikeway is desirable. Minimum street frontage of 700 feet. Access to adequate water, sewer and electric service. Use Hours Daytime and evening use. Parking Parking – As required by ordinance for traditional facilities. Parking lots located off-street; vehicular traffic prohibited within the park. Gates at the parking lot entrance are optional. Typical Facilities Medium to large playground, passive recreational open space, sports fields (lighted) for practice and league play, basketball/multi-use court, trails (1/4 mile increments with distance signage), picnic area with up to 15 tables, group picnic facility (open-air pavilion with four-five tables on concrete slab and large grill), support facilities (benches, bike racks, trash receptacles, drinking fountains, access walks, signage, etc.), and landscaping. Optional Facilities Recreation center with gym, multi-use meeting and activity spaces, offices, restrooms, kitchen and optional weight/exercise room; tennis courts (two-four lighted); multi-use pavilion (i.e. basketball, lighted); swimming pool with bathhouse; and visually screened portable toilets. Minimum Setbacks On-site parking: 10’ from street right-of-way, 50’ from single family residential property lines. Playground: 25’ from street right-of-way and other property lines. Multi-use pavilion: 25’ from street right-of-way, 100’’ from any residential property. Recreation center and swimming pool: 25’ from street right-of-way, 50’ from single-family residential properties. Tennis courts: 25’ from street right-of-way, 10’ from other property lines. Park Lighting Facility lighting at ball fields, pavilions, courts, and associated parking. Security lighting at playgrounds, trails and exterior perimeters of park structures. Avoid glare to adjoining residential uses. Development Costs Can range from $200,000 to several million dollars depending on existing conditions and the type and scale of many, but not all, of the typical facilities listed above development. Community parks will likely include Table 4.3 – Community Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.7 City of Schertz Page 4.7 Regional Parks Classification Regional Parks Size 50-200 acres. Service Area Up to 50 miles Location and Access Some residential development may be within a short walking distance of the site, but high use activity areas should be segregated from adjacent residential areas. Frontage required on major thoroughfares and collector streets. Park access by public transit or designated bikeway desirable. Minimum street frontage of 1,500 feet. Multiple access points to water, sewer, and electric service preferred. Use Hours Daytime through late evening use; some facilities open 24 hours. Parking One or more parking lots (i.e. 100-300 cars each) possibly serviced by internal roads. Gates located at parking lot entrances. Typical Facilities Large playground, passive recreational open spaces and reserves, sports complexes (lighted) with three or more fields per sport and concession building, basketball / multiuse courts, trails (1/2 mile increments with distance signage), one or more picnic areas, one or more picnic pavilions of varying size, support facilities (benches, bike racks trash receptacles, drinking fountains, access walks, signage, etc.), landscaping. Optional Facilities Optional Facilities - 18-hole golf course and clubhouse, tennis courts (two-eight, lighted), tennis center, swimming pool with bathhouse, screened portable toilets, / restrooms, multi-use pavilion (i.e. basketball, lighted), natatorium (indoor pool), nature trails or nature areas, multi-purpose center for recreational use and other City services (health, library, etc.), senior citizens center, fishing access sites (i.e. decks, piers). Minimum Setbacks Minimum Setbacks – equal to or greater than those specified for community parks. On- site parking: 10’ from street right-of-way, 50’ from residential property lines. Playground: 25’ from street right-of-way and other property lines. Multi-use pavilion: 25’ from street right-of-way, 100’ from any residential property. Recreation center: 25’ from street right- of-way, 50’ from single-family residential properties. Swimming pool: 25’ from street right-of-way, 50’ from single-family residential property lines. Tennis courts: 25’ from street right-of-way, 10’ from other property lines. Park Lighting Facility and security lighting similar to a community park. Park drives and major entrance drives. Trail lighting – optional Development Costs Can range from one million to several million dollars depending on existing conditions and the type and scale of development. A regional park may include a wide variety, but not all of the facilities listed above. Table 4.4 – Regional Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.8 City of Schertz Page 4.8 Linear Parks and Greenways Classification Linear Parks and Greenways Size A minimum width of 25 feet; length is variable Service Area City quadrant to citywide and beyond. Location and Access Determined by resource availability, linkage need, and opportunities for public access utilizing the resource. The design of new subdivisions for adjacent private land should be encouraged to facilitate visibility, access, and safety. Use Hours Daytime and early evening use, trails may be open 24 hours. Parking On-street parking preferred at the trail head, except along major thoroughfares. Parking lots for trail users should be small and infrequent (one or more mile spacing). Typical Facilities Pedestrian trails and/or bike paths, support facilities (benches, bike racks, receptacles, fountains, signage, etc.), and landscaping. Optional Facilities Small picnic area(s), small playground, screened portable toilets, exercise stations, emergency telephones, and public works of art, statues, monuments, etc. Minimum Setbacks Trails paralleling major thoroughfares should generally be setback at least 10’ from the edge of the street curb. Park Lighting Security night lighting at picnic areas, playgrounds and trails. Where adjacent to streets, make dual use of street light poles to supplement park lighting. Development Costs Development Costs – Bike paths and usual support facilities average $50-70 per linear foot. Table 4.5 – Greenway / Linear Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.9 City of Schertz Page 4.9 Special Purpose Areas of a specified activity, such as golf courses, zoos, conservatories, bird sanctuary, nature reserves, theme parks, equestrian activities, and other special uses. Classification Special Purpose Size Variable Service Area Variable Location and Access Specific to the intended use. Street Frontage Specific to the intended use. Use Hours Variable Parking Specific to the intended use. Typical Facilities Specific to the intended use. Optional Facilities Specific to the intended use. Minimum Setbacks Specific to the intended use. Park Lighting Specific to the intended use. Development Costs Variable Table 4.6 – Special Purpose Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.10 City of Schertz Page 4.10 Current Inventory of the Parks and Recreation System Schertz is currently served by a system of parks and recreational facilities, available from multiple sources, which provide opportunity for a range of activities for both residents and visitors. The Schertz Park and Recreation System includes 39 Parks covering 415.10 acres. These locations are a combination of city-owned and private Home Owner Association (HOA) owned parks. School district (SCUCISD) owned facilities are referenced in this report, but are not counted in the calculations of park space, since most facilities are not available to the general public. City-owned park sites include 21 locations and a total of 373.76 acres. HOA parks include 18 locations and a total of 41.34 acres. Table 4.7 summarizes the overall existing park facilities in the system. City Owned Parks HOA Parks Totals Total Number 21 18 39 Developed Acreage 340.42 29.45 369.87 Undeveloped Park Acreage 33.34 11.89 45.23 Total Park Acreage 373.76 41.34 415.10 Pocket Parks 1 2 3 Neighborhood Parks 11 16 27 Community Parks 4 0 4 Linear Parks 1 0 1 Regional Parks 1 0 1 Special Purpose Parks 3 0 3 Largest Park 175 7.96 Smallest Park .11 .23 Developed Parks vs. Total Parks 13/21 16/18 29/39 Table 4.7 – Overall Parks & Recreation System Property Inventory These following sections provide additional details on all park and recreation locations in the City of Schertz. Included are in-depth details on all city-owned properties that may be related to Parks and Recreation activities. Information is provided in the following categories:  City-Owned Developed Parks  Designated for Parks Utilization, but undeveloped  City-Owned Facilities Related to Recreation (full or part time)  Trails and Connecting Paths  City-Owned Properties - Undeveloped & Undesignated  Parkland-Platted  Open Space Lands  Home Owner Association (HOA) Parks  Schertz Cibolo Universal City Independent School District (SCUCISD) Facilities  Commercial Golf Courses  Recreational programs inventory  Recreation Partnerships City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City Owned Developed Parks Developed Parks Address Type Pl a y E q u i p m e n t Pa v i l i o n s / G a z e b o s Gr i l l s Pi c n i c T a b l e s Be n c h e s Wa t e r F o u n t a i n s Tr a s h R e c e p t a c l e s Re s t r o o m s Po o l s Ba s k e t b a l l C o u r t s Ba l l Fi e l d s So c c e r F i e l d s Te n n i s C o u r t s Tr a i l / P a t h s ( l e n g t h i n m i l e s ) Ac r e a g e Ashley Park 534 Ashley Park Neighborhood 3 1 6 2 1 5 2 1 0.25 14.08 Crescent Bend Nature Park 12805 Schaefer Road Regional 5 3 8 2 1.30 175.00 Cut-Off Park FM 1518 along Cibolo Creek Linear 6.25 47.28 Forest Ridge Park 17529 Wiederstein Road Neighborhood 0.50 14.60 Gutierrez Park 1231 Borgfeld Neighborhood 1 2 2.12 Lone Oak Park Cloverleaf Drive Pocket 1 1 2 1 1 0.34 Pickrell Park Intersection of Oak and Aero (east) Community 7 4 8 40 3 3 48 10 2 2 16.92 Schertz Ballpark 1400 Schertz Parkway Community 2 10 2 7 6.90 Schertz Community Playscape Elbel and Westchester Neighborhood 2 1 2 0.40 Schertz Soccer Complex Maske Rd Community 12 42.00 Thulemeyer Park Intersection of Oak and Aero (west) Community 4 5 16.18 Wendy Swan Memorial Park 4601 Cherry Tree Neighborhood 4 1 4 1 1 6 1 1 0.17 2.78 Woodland Oaks Park 905 Woodland Oaks Drive Neighborhood 3 1 4 4 2 1.82 Totals 19 7 10 60 8 16 86 16 3 6 12 12 0 8.47 340.42 Table 4.8 – City-Owned Developed Parks City of Schertz Page 4.11 City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.12 City of Schertz Page 4.12 Ashley Park Location 534 Ashley Park Current Park Classification Community Recommended Classification Neighborhood Recreational Facilities Asphalt Trail (.25 mile loop) Basketball Courts Benc hes Grills Open Space Picnic Tables Playgrounds Soccer Field Restrooms Table 4.9 – Ashley Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.13 City of Schertz Page 4.13 Crescent Bend Nature Park Location 12805 Schaefer Road Current Park Classification Specialty Recommend Park Classification Regional Recreational Facilities Trail Fishing Grills Open Space Picnic Tables Restrooms Table 4.10 – Crescent Bend Nature Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.14 City of Schertz Page 4.14 Cut-Off Park (Including Cut-Off Extension) Location Along FM 1518 / Cibolo Creek Current Park Classification Community Recommended Park Classification Linear Recreational Facilities Asphalt Trail Open Space Table 4.11 – Cut-Off Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.15 City of Schertz Page 4.15 Forest Ridge Park Location Along Wiederstein Road Current Park Classification Neighborhood Recommended Park Classification Neighborhood Recreational Facilities Decomposed Granite Trail Table 4.12 – Forest Ridge Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.16 City of Schertz Page 4.16 Gutierrez Xeriscape Park Location 1231 Borgfeld Current Park Classification Special Use Recommended Park Classification Neighborhood Recreational Facilities Benc hes Concrete Trail Compost Bin Education Area Pavilion Table 4.13 – Gutierrez Xeriscape Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.17 City of Schertz Page 4.17 Lone Oak Park Location Cloverleaf Drive Current Park Classification Ornamental Recommended Park Classification Pocket Recreational Facilities Benc hes Picnic Table Grill Concrete Paths Open Space Table 4.14 – Lone Oak Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.18 City of Schertz Page 4.18 Pickrell Park Location Intersection of Oak & Aero (E) Current Park Classification Community Recommended Park Classification Community Recreational Facilities Pools Basketball Courts Benc hes Grills Open Space Picnic Tables Playgrounds Pavilions Restrooms Water Fountains Table 4.15 – Pickrell Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.19 City of Schertz Page 4.19 Schertz Ballpark Location 1400 Sc hertz Parkway Current Park Classification Community Recommended Park Classification Community Recreational Facilities 7 Baseball Fields Concessions Building Restrooms Table 4.16 – Schertz Ballpark City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.20 City of Schertz Page 4.20 Schertz Community Playscape Location Along Elbel Road Current Park Classification Special Use Recommended Park Classification Neighborhood Recreational Facilities Benc hes Playground Table 4.17 – Schertz Community Playscape City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.21 City of Schertz Page 4.21 Schertz Soccer Complex Location Maske Road Current Park Classification Community Recommended Park Classification Community Recreational Facilities 12 Soccer Fields Concessions Building Restrooms Table 4.18 – Schertz Soccer Complex City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.22 City of Schertz Page 4.22 Thulemeyer Park Location Intersection Of Oak & Aero (West) Current Park Classification Community Recommended Park Classification Community Recreational Facilities Baseball Fields Restrooms Concession Building Table 4.19 – Thulemeyer Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.23 City of Schertz Page 4.23 Wendy Swan Memorial Park (Former Northcliffe Park) Location 4601 Cherry Tree Drive Current Park Classification Neighborhood Recommended Park Classification Neighborhood Recreational Facilities Pool Open Space Picnic Tables Playground Water Fountains Table 4.20 – Wendy Swan Memorial Park (Former Northcliffe Park) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.24 City of Schertz Page 4.24 Woodland Oaks Park Location 905 Woodland Oaks Drive Current Park Classification Neighborhood Recommended Park Classification Neighborhood Recreational Facilities Basketball Court (2 Half Courts) Pavilion Picnic Tables Playground Table 4.21 – Woodland Oaks Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.25 City of Schertz Page 4.25 City-Owned Properties Designated for Parks Utilization, but Undeveloped The City of Schertz owns some areas of land that are designated as parkland but are not currently developed as parks. Park Address Park Classification Acreage Oak Forest Park Lazy Oak Street / FM 3009 Neighborhood 2.30 Berry Creek Park FM 3009 Neighborhood 1.57 Crossvine Park Crossvine Subdivision Neighborhood 13.10 Palm Park FM 78 Neighborhood 2.86 Cypress Point Park Neighborhood 10.50 Schertz Dog Park Community Drive Circle Special Purpose 1.90 Schertz Skate Complex (Phase 1) Community Drive Circle Special Purpose 0.11 Veterans Plaza Schertz Parkway Special Purpose 1.00 Totals 33.34 Table 4.22 – City-Owned Properties, Designated for Parks Utilization, but undeveloped City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.26 City of Schertz Page 4.26 City-Owned Facilities Related to Recreation (Full or Part-Time) Facility Address Schertz Civic Center 1400 Schertz Parkway Schertz Community Center 1400 Schertz Parkway Schertz Library 798 Schertz Parkway Schertz Senior Center 608 Schertz Parkway Schertz Recreation Center (Operated by the YMCA) 621 Westchester Drive North Center 3501 Morning Drive Table 4.23 – City Owned Recreation Facilities City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.27 City of Schertz Page 4.27 Trails and Connecting Paths Schertz has a total of 17.47 miles of trails and .25 miles of running tracks spread throughout the city. The existing trails include both trails within parks as internal walking loops with no external destination or connections, and linear/linkage trails, but does not include marked bike lanes on established roadways. There are several roadways with dedicated bicycle lanes throughout the community. Table 4.24 gives a more detailed looked at the existing trails in Schertz. The existing trails vary in the type of surfacing including asphalt, concrete and decomposed granite. At the time of the 2007 Trails Master Plan, asphalt was the preferred trail surface in the city. As additional trails were planned and developed, the utilization of alternative materials, such as decomposed granite has occurred. Name Sector Type of Construction Be n c h e s Wa t e r F o u n t a i n s Tr a s h R e c e p t a c l e s Le n g t h ( i n m i l e s ) Linear / Linkage Trails Schertz Parkway North Asphalt 1 1 6 6.3 Subtotal Linear Trails 1 1 6 6.3 Park Trails Ashley Park North Asphalt 0.25 Crescent Bend Park South Decomposed Granite/Asphalt 4 Cut-Off Park Central Asphalt 0.25 Cut-Off Park - Cibolo Creek Central Primitive Trail 6 Forest Ridge Park North Decomposed Granite 0.5 Wendy Swan Memorial Park North Concrete 0.17 Subtotal Park Trails 11.17 Tracks Clemens High School Central Rubber 0.25 Corbett Junior High South Rubber 0.25 Subtotal Tracks 0.5 Total Tracks 0.5 Total Trails 17.47 Total of Trails and Tracks in Schertz 17.97 Table 4.24 – Trails, Connecting Paths and Tracks City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.28 City of Schertz Page 4.28 Figure 4.1 – Existing Trail Locations in Schertz Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.29 City of Schertz Page 4.29 City-Owned Properties - Undeveloped & Undesignated The following are City-owned properties that are undeveloped and undesignated for any particular use. These properties potentially could be considered for park designation and utilization if needed. Area Address Type Ac r e a g e Zuehl Property 113 Zuehl Street Open Space 0.39 Hilltop Property (Between Fairhaven and Links @ Scenic Hills) Northcliffe Subdivision Open Space 8.39 Totals 8.78 Table 4.25 – City-Owned Properties - Undeveloped & Undesignated City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.30 Parkland-Platted At the time this document was being developed, several residential communities were being platted throughout the City. Each of these communities has different timelines for plat approval. However, as a point of reference, it is important to recognize where future parks are proposed within the city’s infrastructure. These parks may be either city-owned, HOA-owned, or a combination of both, depending on the platting process. Figure 4.2 – Proposed City Park for “The Parklands” Acreages and locations of parks identified in this category are approximate and subject to change. Area City Park/Open Space Size HOA Park/Open Space Size Rhine Valley 5.00 29.00 The Parklands 5.00 43.00 Kensington Ranch 15.00 Totals 10.00 87.00 Table 4.26 – Platted Parkland Figure 4.3 – Proposed City Park for “Rhine Valley” City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.31 Open Space Lands Numerous parcels of land are recognized by the City as open space, although these lands may never be developed as parks. They are included in the park area assessment but are not officially recognized in the park acreage guidelines. Area Cibolo Creek Dietz Creek Table 4.27 – Open Space Lands City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.32 Home Owner Association (HOA) Parks HOA Owner Address Type Pl a y E q u i p m e n t Pa v i l i o n s / G a z e b o s Gr i l l s Pi c n i c T a b l e s Be n c h e s Wa t e r F o u n t a i n s Tr a s h R e c e p t a c l e s Re s t r o o m s Po o l s Ba s k e t b a l l C o u r t s Ba l l F i e l d s Vo l l e y b a l l Te n n i s C o u r t s Tr a i l / P a t h s (l e n g t h i n m i l e s ) Ac r e a g e Arroyo Verde Park Arroyo Verde HOA North side of Arroyo Verde Neighborhood 3.93 Ashley Place Park Ashley Place Association Inc. At the terminus of Victoria Point Neighborhood 7.96 Belmont Park Belmont Park HOA Granville Peak Neighborhood 1 4 2 1 1.21 Belmont Park Open Space Belmont Park HOA Intersection of Hourless Oaks/Triple Crown Neighborhood 3 9.11 Dove Meadows Park Dove Meadows Community Improvement Association Sandy Ridge Circle Neighborhood 1 4 1 1 1 1 1 1 2.44 Elm Park Jonas Woods HOA Melville Lane Pocket 1 0.23 Fairhaven Park Pulte Homes of Texas LP Columbia Drive Neighborhood 1 1 0.78 Forest Ridge Park Forest Ridge Owners Association Inc. Forest Ridge Parkway Neighborhood 1 1 2 2 2 1 1.73 Jonas Woods Park Jonas Woods HOA Jonas Woods Drive Neighborhood 1 2 1 1.38 Kramer Farms Park Kramer Farms HOA Corner of Hitch Road/Rooster Run Neighborhood 2 1 1 3 4 3 0.42 Laura Heights Laura Heights HOA Inc. Halie Heights Neighborhood 0.99 Links @ Scenic Hills Park Links @ Scenic Hill HOA 6201 Jimmy Walker Neighborhood 1 2 1 1 1.26 Riata Amenity Center Riata Land Association of Homeowners Inc. Mineral Springs & Fairlawn Ave Neighborhood 1 2 1 0.61 Scenic Hills Lodge Scenic Hills Community Association Scenic Drive & Vista Drive Neighborhood 1 1 1 2 5.24 Turtle Park Jonas Woods HOA Thoreau Trail Neighborhood 1 1 1 1 0.68 Willow Park Jonas Woods HOA Melville Lane Pocket 1 0.30 Windy Meadows Park Yes Companies, LLC Windy Oaks Mobile Home Park, Meadow View Dr. Neighborhood 1 4 1 1 1.37 Woodland Oaks Park Woodland Oaks HOA Woodland Oaks Drive and Lockwood Drive Neighborhood 1 2 3 2 2 1 2 1.70 Totals 11 5 3 23 19 2 11 0 10 1 1 1 4 0 41.34 Table 4.28 – HOA Parks & Facilities City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.33 Schertz Cibolo Universal City Independent School District (SCUCISD) Facilities School playgrounds, sports fields and courts provide additional park and recreation areas. Although they are not owned, operated or maintained by the City of Schertz, these facilities do service the residents of Schertz and should be noted. Furthermore, if these areas were more accessible to the public, the potential use of school playgrounds could increase the number and effective service area of neighborhood parks and recreation opportunities throughout the community. Public access to school facilities is currently limited within the City; however, through a joint partnership with the SCUCISD, some opportunities exist to utilize property owned by the school district. A reciprocal agreement could address joint purchase and the use and maintenance of school grounds and equipment, which may be mutually beneficial to the school district and the City. SCUCISD encompasses all of Schertz as well as Universal City and Cibolo and has a total of 16 campuses, eight of which are located in the City of Schertz, as follows; 4 Elementary Schools 1 Intermediate School 1 Junior High School 1 High School 1 Enhanced Learning Center With a student to teacher ratio of approximately 14.8 to 1, SCUCISD is one of the most award-winning school districts in Texas. 2012 – 2013 School year enrollments are shown in Table 4.29 and a list of campuses and their amenities are reflected in Table 3.30. The inventory of SCUCISD campuses in terms of recreational amenities is limited to the schools located within Schertz’s city limits and its ETJ limits. SCUCISD School Enrollment School 2012 - 2013 Enrollment Schertz Elementary School 856 Norma J. Paschal Elementary School 735 John A. Sippel Elementary School 956 Green Valley Elementary School 735 Laura Ingalls Wilder Intermediate School 642 Ray D. Corbett Junior High School 1135 Samuel Clemens High School 2203 Allison L. Steele Enhanced Learning Center 92 Table 4.29 – SCUCISD School Enrollment City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.34 School Name Address Pl a y s c a p e s Ou t d o o r Ba s k e t b a l l C o u r t s Ba l l F i e l d s Fo o t b a l l F i e l d s So c c e r F i e l d s Ba s e b a l l P r a c t i c e F i e l d Re c t a n g u l a r P r a c t i c e F i e l d s Te n n i s C o u r t s Vo l l e y b a l l C o u r t Be n c h e s Pi c n i c T a b l e s Ca n o p y / P a v i l i o n Schertz Elementary School 701 Curtiss Street 6 1 0 0 0 0 0 0 0 6 2 2 Norma J. Paschal Elementary School 590 Savannah Drive 5 1 0 0 0 0 0 0 0 12 8 2 John A. Sippel Elementary School 420 Fairlawn Avenue 2 1 0 0 0 0 0 0 0 10 4 3 Green Valley Elementary School 1694 Green Valley Road 2 1 0 0 0 0 0 0 0 2 0 5 Laura Ingalls Wilder Intermediate School 806 Savannah Drive 1 1 0 0 0 0 0 0 1 9 2 2 Ray D. Corbett Junior High School 12000 Ray Corbett Drive 0 0 0 1 0 0 1 6 0 0 0 0 Samuel Clemens High School 1001 Elbel Road 0 3 1 1 0 1 1 0 0 0 0 0 Allison L. Steele Enhanced Learning Center 204 Wright Avenue 0 0 0 1 0 0 0 4 0 0 0 0 Clarence Shelton Athletic Complex Elbel Road 0 0 1 0 1 0 1 8 0 0 0 0 Totals 16 8 2 3 1 1 3 18 1 39 16 14 Table 4.30 – SCUCISD Parks & Facilities (Highlighted facilities are generally available for public use when school is not in session) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.35 Private Golf Course An existing privately owned golf course is located within the City of Schertz. It is not officially recognized in the park acreage guidelines. Figure 4.4 – Northcliffe Golf Course Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.36 Recreational Programs Inventory. Table 4.31 provides a listing of athletic and recreational programs available in the City of Schertz that are provided by the city, or affiliated providers. The City of Schertz also has several private athletic and recreation opportunities in the community, ranging from Martial Arts studios; Swimming and Art & Crafts opportunities, such as pottery, stained glass, etc. Schertz Recreation Programs Inventory Youth Athletic Programs Baseball (BVYA) Softball (BVYA) Basketball (BVYA) Volleyball (BVYA) Cheerleading (BVYA) Football (BVYA) Wrestling (BVYA) Stingrays Competition Swim Team (BVYA) Schertz Youth Soccer Alliance, Inc. (SYSA) Youth Recreation Programs Kinder Kamp (YMCA) Bump, Set, Spike (YMCA) Twinkle Toes (YMCA) Art Explorers (YMCA) Read, Write It! (YMCA) Sport Mania (YMCA) Goooal! (YMCA) Fantasy Football (YMCA) Just Dance (YMCA) Hoop Dreams (YMCA) Spirit Week: Cheer (YMCA) Spirit Week: Dance Team (YMCA) Girl Scouts – 210-349-2404 Boy Scouts of America – Troop 51 Cub Scouts – Pack 51 1,000 Books Before Kindergarten (Library) Summer & Winter Reading Clubs (Library) Reading Buddies (Library) Story time (Library) Baby & Me (Library) Toddler Story time (Library) Preschool Story time (Library) Evening Story time (Library) Fact Finders (Library) Book Parties (Library) Adult Athletic Programs Men’s Basketball (YMCA) Personal Training (YMCA) Group Exercise Courses (YMCA) Athletic Performance Training (YMCA) San Antonio Soccer Association (SASA) Women’s Soccer Association of San Antonio (WSASA) Adult Recreation Programs Baby & Me (Library) Needle Crafting Group (Library) “The Book Ends” Book Club (Library) Adult Computer Classes (Library) Genealogy Club (Library) 1,000 Books Before Kindergarten (Library) YMoms (YMCA) Senior Programs Local area trips (SASC) Bible Study (SASC) Sewing Class (SASC) Bunco (SASC) Quilting Class (SASC) Various Card Games (SASC) Bingo (SASC) Wellness Classes (SASC) Choir (SASC) Exercise Classes (SASC) Swimming / Aquatic Programs Parent Child Swim Lesson (YMCA) Preschool Swim Lesson (YMCA) Youth Swim Lesson (YMCA) Adult Swim Lessons (YMCA) Special Needs Swim Lesson (YMCA) Stingrays Competition Swim Team (BVYA) City Special Events Schertz Jubilee SchertzFest Festival of Angels Movies in the Park Trunk or Treat EMS Golf Tournament Doggie Dash Hal Baldwin Scholarship Golf Tournament Easter in the Park Sounds & Sips Jazz festival Wilenchik Walk for Life 5K Selma-Schertz Salute to Service Members 5K Table 4.31 – Recreation Program Inventory Key City Special Events Schertz Public Library Schertz Area Senior Center (SASC) Buffalo Valley Youth Association (BVYA) Young Men’s Christian Association (YMCA) Schertz Soccer Alliance (SYSA/SASA/WSASA) Private Organizations City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.37 Recreation Partnerships Buffalo Valley Youth Association (BVYA) The Buffalo Valley Youth Association is the premier youth sport organization servicing Schertz and the surrounding area of northeast San Antonio. As an organization, they are committed to providing the best in recreational sports opportunities for the children in our area. BVYA provides management of the City’s baseball fields. Additional information regarding BY VA is available at: http://bvya.com/ Schertz Youth Soccer Alliance The Schertz Youth Soccer Alliance, Inc. (SYSA Inc.) manages SSC for the City of Schertz. SYSA Inc. is comprised of two local youth soccer organizations: the Lions Futball Club (LFC) and the Greater Randolph Area Youth Soccer Association (GRAYSA). Find more information about SYSA at http://schertzsoccercomplex.org or http://www.leaguelineup.com/welcome.asp?url=schertz- soccer Schertz Recreation Center – (YMCA) The recreation center provides a daily opportunity for community wellness and leisure and is a reflection of the health consciousness of Schertz residents. The 30,733 square-foot recreation building is located at 721 Westchester Drive. Recreational facilities include a full-court gymnasium for basketball, volleyball, floor hockey, free play room, dodge ball, and other open space indoor games, a rock climbing wall, outdoor splash pad, and numerous pieces of fitness equipment. The YMCA can be contacted at (210) 619-1900 or visit http://www.ymcasatx.org/Schertz/ City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.38 Operating and Maintenance Standards Development of parks and recreational facilities cannot be properly programmed without considering criteria for their design and maintenance. Improvements made to parkland should be standardized in order to facilitate maintenance and repairs, maximize durability and longevity, and establish a minimum quality level. Through careful design and selection of materials, attractive park facilities can be developed that require minimum staff attention. All park improvements should be in accordance with the Americans with Disabilities Act (ADA), local building codes, and all applicable restrictions and requirements. Guidelines for park improvement standards may include roads and parking lots; gates and fences; park buildings (picnic pavilions, restrooms, offices, and maintenance buildings); playground equipment; playground fall surfaces; picnic tables; benches; trash receptacles; grills; bleachers; sports facilities; sidewalks; walking/jogging trails; equestrian trails and mountain biking trails. Maintenance Standards. In order for parks to be perceived as an asset to Schertz, they must be well maintained at all times. The parks system should maintain a high level of quality. It is essential that maintenance budgets be adopted as new park facilities are developed. If sufficient funds are not available, parkland should be held in reserve in its natural state until money can be dedicated for both construction and maintenance of facilities. Park Maintenance Standards, a publication of the National Recreation and Park Association (NRPA), contains a Maintenance Standard Classification System that outlines six general levels of maintenance, including:  Mode I — State-of-the-art Maintenance: State-of-the-art maintenance applies to a high quality diverse landscape. Usually associated with high traffic urban areas such as public squares, malls, public building grounds or high visitation parks.  Mode II — High Level Maintenance: Maintenance associated with well-developed park areas with reasonably high visitation.  Mode III — Moderate Level Maintenance: Maintenance associated with moderate to low levels of development, moderate to low levels of visitation or with agencies that because of budget restrictions cannot afford a higher intensity of maintenance.  Mode IV — Moderately Low Level Maintenance: Maintenance usually associated with low level of development, low visitation, undeveloped areas or remote parks. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.39  Mode V — High Visitation Natural Areas: Maintenance usually associated with large urban or regional parks. Size and user frequency may dictate resident maintenance staff. Road, pathway or trail systems are relatively well developed. Other facilities are included at strategic locations such as entries, trail heads, building complexes and parking lots.  Mode VI — Minimum Level Maintenance: Maintenance associated with low visitation natural areas or large urban parks that are undeveloped. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.40 Current Parks and Recreation Department Budget & Maintenance Activities The Schertz Parks and Recreation Department currently receives no funding on an annual basis for major capital improvements. The Parks and Recreation Department’s capital improvements are primarily dependent on bond initiatives and grants. All funding of the department’s maintenance, operations, programming, and staffing is through the general fund. Parks and Recreation Department Maintenance Requirements Table 4.32 identifies the typical maintenance tasks performed by the Parks and Recreation department, the frequency of performance and the time typically devoted to each task. This information is utilized to identify the approximate number of Full Time Equivalent (FTE) positions that would be need to carry out this level of maintenance. Table 4.33 captures the FTE workload currently being performed at Schertz sports facilities through the partnerships with BVYA and SYSA. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.41 Maintenance Task Units of Inventory Units of Measure Service Level Annual Freq. Total Annual Units Staff Hrs. / Unit Staff Hrs. / Year FTE’s / Year Amenity R&M 135 Each Annual 1 135 0.25 33.75 0.02 Banner Program 46 Each Quarterly 4 184 0.25 46 0.02 Basketball Courts R&M 8 Court Weekly 52 416 0.5 208 0.1 Capital Improvement Project Support 5 Each As Needed 2 10 113 1130 0.54 Community Circle Drive 6 Acres Daily 260 1,560 0.75 1170 0.56 Community Restitution and Volunteer Services Program Administration 1 Each Daily 260 260 1 260 0.13 Equipment R&M 26 Each Daily 260 6760 0.25 1690 0.81 Formal Bed Maintenance 20 Each Quarterly 4 80 1 80 0.04 Irrigation System R&M 35 Site Weekly 52 1820 0.25 455 0.22 Leaf / Debris Removal 340 Acres Annual 1 340 0.2 68 0.03 Mowing/Trimming/Blowing 340 Acres 10 Calendar Days 36 12240 0.5 6120 2.94 Municipal Campus (north) 2.35 Acres Daily 260 611 0.5 305.5 0.15 Municipal Campus (south) 8 Acres Daily 260 2080 0.5 1040 0.5 On-Call Duty 4 Each Daily 3 12 195 2340 1.13 PFD (personal, fatigue, delay) 5 6% of total man-time Annual 1 5 124.8 624 0.3 Park Cleanup 13 Each Daily 365 4745 0.5 2372.5 1.14 Parking Lots R&M 7 Lot Annual 6 42 0.2 8.4 0 Pavilion R&M 6 Each Daily 260 1560 0.25 390 0.19 Playground I&R 17 Each Weekly 52 884 0.33 291.72 0.14 Restroom Servicing 16 Facility Daily / Season 365 5840 0.33 1927.2 0.93 Schertz Beautification Program 16.3 Acres Daily 260 4238 1 4238 2.04 Schertz Parkway Clean-up 5.95 Acres Daily 365 2171.75 0.5 1085.88 0.52 Sick Leave 5 Each Monthly 12 60 18.5 1110 0.53 Sign R&M 10 Each Annual 1 10 5 50 0.02 Swimming Pools R&M 4 Each Daily / Season 150 600 0.5 300 0.14 Trails / Path R&M 15.65 Miles Monthly 12 187.8 1 187.8 0.09 Tree Hazards 12 Each Per Event 1 12 2 24 0.01 Vacation Leave 5 Each Monthly 12 60 18.5 1110 0.53 Vandalism R&M 12 Event Per Event 1 12 1 12 0.01 Winterization 57 Each Spigot/Faucet Annual 2 114 0.5 57 0.03 Total FTE 13.81 Table 4.32 – Estimated maintenance workload completed by the Parks & Recreation Department City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.42 Maintenance Task Units of Inventory Units of Measure Service Level Annual Freq. Total Annual Units Staff Hrs. / Unit Staff Hrs. / Year FTE’s / Year Seasonal Field Prep - Baseball/Softball Fields -HPT 5 Field Four times / year 4 20 4 80 0.04 Seasonal Prep - Common areas HPT 1 CA Four times / year 4 4 4 16 0.01 Seasonal Field Prep - Baseball/Softball Fields -SBP 7 Field Two times / year 2 14 4 56 0.03 Seasonal Prep - Common areas SBP 1 CA Two times / year 2 2 8 16 0.01 Baseball/Softball Fields R&M (During Season) -HPT 5 Field Twice per week 104 520 2.5 1300 0.63 Seasonal R&M Common Area HPT 1 CA Once per week 52 52 4 208 0.10 Baseball/Softball Fields R&M (During Season) -SBP 7 Field Twice per week 104 728 2.5 1820 0.88 Seasonal R&M Common Area SBP 1 CA Once per week 52 52 8 416 0.20 Seasonal Field Prep - Soccer 12 Field Twice per Year 2 24 2 48 0.02 Soccer Fields R&M (During Season) 12 Field Three times / week 72 864 1 864 0.42 Soccer Fields Common Area Maintenance 1 CA Three times / week 72 72 4 288 0.14 Total FTE 2.46 Table 4.33 – Estimated maintenance workload completed by the Buffalo Valley Youth Association and the Schertz Youth Soccer Alliance. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.43 Deferred Maintenance & Repairs of Existing Parks One very important job of a city is to maintain existing facilities and amenities. Often after a park is built, it is seen as less of a priority than new projects and the condition of the park begins to slip. As previously shown in the public input section of this chapter, an average 98% of the Schertz population agree that better parks will help to improve the City’s image. Additionally, only 8% of survey respondents rated our parks as “Excellent” overall. While 51% of the respondents gave an overall “Good” rating, 33% rated them as “Fair” Figure 4-5. Basketball Court at Wendy Swan Park The Federal Accounting Standards Advisory Board (FASAB) provides a detailed definition of deferred maintenance and repairs as follows; “Deferred maintenance and repairs” are maintenance and repair activities that were not performed when they should have been or were scheduled to be and which, therefore, are put off or delayed for a future period. Maintenance and repairs are activities directed toward keeping fixed assets in an acceptable condition. Activities include preventive maintenance; replacement of parts, systems, or components; and other activities needed to preserve or maintain the asset. Maintenance and repairs, as distinguished from capital improvements, exclude activities directed towards expanding the capacity of an asset or otherwise upgrading it to serve needs different from, or significantly greater than, its current use. Figure 4-6. Trash Receptacle at Wendy Swan Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.44 It is important to note that the failure to perform needed repairs in a timely fashion could lead to asset deterioration and ultimately asset impairment. Generally, a policy of continued deferred maintenance may ultimately result in higher costs, asset failure, and in some cases, health and safety implications. Figure 4-7. Basketball Court at Ashley Park A physical inspection of all parks was conducted and several areas were identified that should be addressed. Items identified in this section do not prevent continued operation of the facility at this time. Several parks were identified as needing installed amenities replaced. In most cases, replacement of amenities is due to the currently installed features nearing the end of their projected service life. In some cases, the currently installed features do not meet current standards, require routine maintenance on a basis that exceeds current department capabilities, or are simply inadequate for the demand being place on them. Figure 4-8. Trash Receptacle at Ashley Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.45 No significant deferred maintenance was identified at the Schertz Ballparks, the Schertz Playscape or Forrest Ridge Park. The Schertz Soccer Complex was not addressed, as it is currently programmed for a complete renovation. Significant deferred maintenance items were identified in Ashley, Crescent Bend, Cut Off, Gutierrez, Lone Oak, Wendy Swan Memorial, Pickrell, Thulemeyer and Woodland Oaks Parks. The Figures 4.5 through 4.12 are representative of some of the “Deferred Maintenance” issues. Figure 4-9. Gazebo at Gutierrez Park Figure 4-10. Pickrell Park Picnic Table Figure 4-11. Scorer’s booth at Thulemeyer Park Figure 4-12. Trash receptacle and Picnic Table at Thulemeyer Park City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.46 A list of deferred maintenance items by location is provided in Table 4.34. Estimated costs to bring these items up to current standards are not currently available but should be developed for planning purposes. Table 4.34 – Deferred Parks Maintenance Park Name Feature Ashley Park Replace basketball court surface Resurface path Remove, renovate or replace existing bathroom Replace 1 water fountain with new style Crescent Bend Park Top coat existing roads Cut Off Park Resurface path Gutierrez Park Remove excess water connections Replace benches with current style bench (amenity upgrade) Lone Oak Replace one bench (amenity upgrade) Wendy Swan Memorial Park Color coat & stripe basketball court Pickrell Park Replace existing water fountains (amenity upgrade) Replace existing trash receptacles (amenity upgrade) Replace existing picnic tables (amenity upgrade) Thulemeyer Park Replace field lighting Replace concession stand Repair / Replace dugouts & field structures Replace field fencing Replace existing water fountains (amenity upgrade) Replace existing trash receptacles (amenity upgrade) Replace existing picnic tables (amenity upgrade) Woodland Oaks Refurbish to establish as full outdoor court, color coat & stripe basketball court City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 4.47 This page intentionally left blank City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.1 Diversity Accommodation Conservation Opportunity Connectivity Chapter Contents: - Public Input - Key Findings from Public Input Parks and Recreation Master Plan 2014: Live and Play! City of Schertz Chapter 5 Citizen Survey and Public Input City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.2 Public Input Regarding Schertz’s Current State The recommendations of the 2014 Schertz Strategic Parks and Recreation Master Plan are designed to reflect the recreational needs and desires of the citizens of Schertz. Citizen input was key to determining what facilities are most used, where key needs exist, and what level of emphasis the citizens of Schertz would like to place on key recommendations of the plan. Public involvement is a key part of the process of developing the Parks and Recreation Master Plan. The goal of public involvement was to obtain input from the City of Schertz residents about their community priorities and understand the unique characteristics of the City of Schertz and its various neighborhoods. The input process also familiarized citizens with the master planning process and created awareness of opportunities for improvement. The benefits of having citizens involved in the planning process developed a sense of ownership and support for the overall Master Plan. Both quantitative and qualitative methods were used to gather citizen input. Public input methods included:  An online survey, available to any resident of the community so that all people had the opportunity to specifically voice their opinion.  Multiple interviews with representatives of governmental entities in Schertz and key stakeholder groups. Online Survey Citizens were given the opportunity to log onto the City of Schertz’s website and take a survey pertaining to parks and recreation. The survey was modeled after the questionnaire from the public input meetings with the questions being the same. The extensive questionnaire asked about topics such as beautification in the city, connectivity with trails and bike lanes, preservation of natural resources, recreation and programming, and funding strategies for the department. The purpose of the questionnaire and the other surveys was to establish a philosophy which the citizens of Schertz wanted the Parks and Recreation Department to follow. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.3 One-on-One Interviews One-on-one interviews were conducted with community leaders and other departments within the city government. The individuals were selected based upon consultation with city staff. These interviews provided a broad but varied understanding of needs and concerns, as well as a historical perspective. The interviews also afforded the opportunity to provide these community leaders with a project overview. Both quantitative and qualitative methods were used to gather citizen input. Reliability of Survey Data Confidence Interval & Confidence Level The confidence interval (also called margin of error) is the plus-or-minus figure usually reported in newspaper or television opinion poll results. For example, if you use a confidence interval of 4 and 47% percent of your sample picks an answer you can be "sure" that if you had asked the question of the entire relevant population between 43% (47-4) and 51% (47+4) would have picked that answer. The confidence level tells you how sure you can be. It is expressed as a percentage and represents how often the true percentage of the population who would pick an answer lies within the confidence interval. The 95% confidence level means you can be 95% certain; the 99% confidence level means you can be 99% certain. Most researchers use the 95% confidence level. When you put the confidence level and the confidence interval together, you can say that you are 95% sure that the true percentage of the population is between 43% and 51%. The wider the confidence interval you are willing to accept, the more certain you can be that the whole population answers would be within that range. Factors that Affect Confidence Intervals There are three factors that determine the size of the confidence interval for a given confidence level:  Sample size  Percentage  Population size City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.4 Sample Size The larger your sample size, the more sure you can be that their answers truly reflect the population. This indicates that for a given confidence level, the larger your sample size, the smaller your confidence interval. However, the relationship is not linear (i.e., doubling the sample size does not halve the confidence interval). Percentage Your accuracy also depends on the percentage of your sample that picks a particular answer. If 99% of your sample said "Yes" and 1% said "No," the chances of error are remote, irrespective of sample size. However, if the percentages are 51% and 49% the chances of error are much greater. It is easier to be sure of extreme answers than of middle-of-the-road ones. When determining the sample size needed for a given level of accuracy you must use the worst case percentage (50%). You should also use this percentage if you want to determine a general level of accuracy for a sample you already have. To determine the confidence interval for a specific answer your sample has given, you can use the percentage picking that answer and get a smaller interval. Population Size This may be the number of people in a city you are studying, such as the number of actual people, or the number of household, regardless of the number of people in each household. Often you may not know the exact population size. The mathematics of probability proves the size of the population is irrelevant unless the size of the sample exceeds a few percent of the total population you are examining. This means that a sample of 500 people is equally useful in examining the opinions of a state of 15,000,000 as it would a city of 100,000. Population size is only likely to be a factor when you work with a relatively small and known group of people (e.g., the members of an association). The confidence interval calculations assume you have a genuine random sample of the relevant population. If your sample is not truly random, you cannot rely on the intervals. Non- random samples usually result from some flaw in the sampling procedure. An example of such a flaw is to only call people during the day and miss almost everyone who works. For most purposes, the non-working population cannot be assumed to accurately represent the entire (working and non-working) population. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.5 Survey methodology - Residents throughout the city were able to complete an on-line survey from October 2012 through March 2013. The survey link was placed on the City’s main web site with a pop-up feature that informed visitors of the survey. Additionally, citizens were advised of the survey by an article in the City’s Schertz Tales Magazine and a notification line added to mailed city water bills. Survey administration included the use in IP address filtering, thereby only allowing each location to take the survey one time. This was done in order to limit the survey to one attempt per household. A total of 329 surveys were completed from a survey population size of approximately 10,916 households in the City of Schertz. In our survey, 329 respondents based on a population of 10,916 households yielded a 90% confidence level with an error interval of ± 4.5%. The confidence level indicates that on any given question, the responses received reflect the way most residents of Schertz would respond to the same question. This was a slight increase from the survey conducted when developing the 2007 Schertz Parks & Open Space Master Plan, where 252 individuals participated in the survey. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.6 Survey Results Question 1 – Which of the following do you think is/are important for the City of Schertz public parks and recreation facilities to provide for its citizens (check all that apply) Area Response Accessible place to enjoy nature 75.2% Fun for participants and observers 69.7% Improved physical and mental health 67.2% Improve quality of life 63.8% Increase in community pride 50.8% Structure and supervision for children and youth 43.7% Attraction for new business 23.2% Cultural education 22.0% Increase in tourism 14.2% Other 12.7% Question 2 – Check the park and recreation facilities which you or members of your household have used in the past year. Pickrell Park 74% Schertz (YMCA) 39.7% Schertz Library Playscape 32.3% Existing Trails 29.7% Crescent Bend Nature Park 27.7% Schertz Community Center 27.3% Schertz Baseball Fields 22.3% Ashley Park 18.7% Northcliffe Park 15.3% Woodland Oaks Park 15.0% Schertz Soccer Complex 11.7% Thulemeyer Park 7.3% Cut Off Park 6.7% Northcliffe Community Center 6.7% Forest Ridge Park 5.0% Gutierrez Xeriscape Park 2.7% Lone Oak Park 2.3% City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.7 When asked if they preferred many small parks, few larger parks, a combination or neither, the majority (60.1%) preferred a combination of large and small parks, with an additional 26.7% preferring large parks. Residents were asked to rate how well the parks facilities and activities meet the needs of their households. This question is very important in that it establishes a base level that can be tracked in subsequent surveys over time. Approximately 43% of the citizens in taking the survey felt that the current parks and activities met their household needs. Approximately 38% of the respondents felt that our facilities and activities DO NOT meet their needs. 19% were undecided. Question 3 – Would you prefer to have many small parks developed within the city or would you prefer to have a few large parks developed? Question 4 – Which of the following best describes your feeling on the following statement: “the existing facilities and activities for the City of Schertz Parks & Recreation are adequate and meet the needs of my household.” 8% 27% 60% 2% 3% Desired park size Many Small Parks A few large Parks Combination Neither Undecided 7% 36% 19% 31% 7% Existing facilities and activities meet needs of household Strongly Agree Agree Undecided Disagree Srongly Disagree City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.8 Question 5 – Which of the following best describes your feeling on the following statement: “Current recreation facilities at schools should be more accessible to the public during non-school use.” Question 6 – If spending were increased for parks and recreation, would you prefer the money be spent on acquiring and developing new parks and facilities or developing and operating recreational programs and activities? 33% 37% 12% 12% 6% School facilities should be more accessible Strongly Agree Agree Undecided Disagree Srongly Disagree 29% 18% 48% 2% 3% Preference towards spending Acquire and develop facilities Programs and activities Both Neither Undedided Approximately 70% of survey respondents expressed a desire to have school recreation facilities be made more accessible to the public during non-school use. This area should be addressed as an opportunity for increased partnership and cooperation between the City of Schertz and the Schertz Cibolo Universal City Independent School District (SCUC ISD). While 29% of the survey respondents preferred to see additional funding go to acquiring additional parkland and 18% preferred to see additional funding be spent on recreational programs & activities, the majority of respondents, 48% preferred a balance approach to address both areas! City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.9 Question 7 – What means of transportation do you usually use to get to a park or recreation facility. Question 8 – How far would you be willing to travel from your home to use a City of Schertz Parks & Recreation Facility or attend an activity? 80% 4% 11% 5% Methods of travel Car Bike Walk Other 24% 42% 19% 11% 4% Distance willing to travel 1-3 miles 4-6 miles 6-10 miles 10-15 miles Other 80% of the survey respondents indicated that they drive when going to a park or recreational facility. 11% indicated that they walk and 4% use a bike. With regards to travel distance, 24% indicated that they would be willing to travel 1-3 miles to get to a park or recreational facility; 42% stated 4-6 miles; 19% stated 6-10 miles. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.10 Question 9 – Which of the following best describe how you perceive the need for greenways, which would include trails for walking, biking, and running, that would interconnect many areas, parks and school facilities within the City of Schertz. Question 10 – How often have you and members of your household visited City of Schertz parks during the past year? 56% 38% 4% 2% Need for greenways & trail connections Extreme importance Some importance No Importance Undecided 17% 25% 24% 30% 5% Frequency of visits to parks Once a week Few time a month Once a month Few time a year Never 94% of survey respondents placed an important need for established greenway, including bicycle, walking and running trails designed to interconnect various areas and facilities within the city! Residents were asked to indicate how often they have visited a Schertz park in the past year. 66% indicated that they visit a park at least once a month or more often. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.11 Question 11 - How would you rate the physical condition of the parks in Schertz? Question 12 – Overall, how would you rate the parks, recreation opportunities and open space in Schertz? 8% 51% 33% 4% 4% Physical condition of Schertz parks Excellent Good Fair Poor No Opinion 6% 49% 35% 7% 4% Overall rating of parks, recreation & open space Excellent Good Fair Poor No Opinion While 59% of survey respondents rated the physical condition of our existing parks favorably, 41% rated them as fair or poor or had no opinion. 55% of survey respondents gave the overall rating of the Parks, Recreation and Open Space a favorable rating, 35% gave an overall rating of “fair”, 7% rated it “poor” with 4% having “no opinion”. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.12 Question 13 – Do you feel the City of Schertz would benefit from hiring a full time Recreation Director to plan, organize and develop city wide recreational activities? Question 14 – Do you feel the City of Schertz needs to acquire additional parkland? 66% 34% Would the City of Schertz benefit from hiring a full time recreation director to plan, organize and develop city wide recreational activities? Yes No 67% 33% Do you feel the City of Schertz needs to acquire additional park land? Yes No 66% of survey respondents felt that hiring a “full time” Recreation Director to plan, organize and develop recreational activities would benefit the city! 67% of survey respondents indicated that the City of Schertz needs to acquire additional park land. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.13 Question 15 – Which of the following best describes your feelings regarding the fees associated with city parks and activities, such as pool passes, pavilion rentals, community center fees, etc? Question 16 - How should the City pay for new and added park facilities and programs? 18% 46% 2% 34% Curent parks & activity fees Fees are too high Current fees are appropriate Fee are too low Unaware of fees 30% 25% 17% 14% 8% 6% How should we pay for parks? Bond Issue User Fees General Fund Development Impact Fee County Wide Rec Tax Property Tax Assessment 18% of survey respondents felt that current fees associated with Parks & Recreation are too high and 46% believe the current fees are appropriate. 34% of respondents were unaware of the current fees 30% of survey respondents indicated they were in favor of continued Bond Issues as a vehicle to pay for Parks & Recreation. 25% were in favor of users fees. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.14 Question 17 – In which recreation programs or activities would you or members of your household be most interested in participating? Activity Percentage of respondents Interested Hiking 89.90% Biking 87.50% Health / Wellness Programs 86.00% Fitness Classes 83.40% Fishing 74.70% Water Exercise 73.10% Nature Study 69.80% Swim Lessons 64.20% Dance Classes 60.50% Tennis 55.60% Soccer 53.90% Basketball 52.30% Football 50.00% Volleyball 49.30% Sand Volleyball 48.80% Baseball-T/ball 46.00% Racquetball 44.90% Softball 42.20% Competition swim team 41.00% Gymnastics 40.00% Youth Wrestling 20.10% In-Line hockey 17.20% Question 18 – Do you feel that there is a definite need, somewhat or not a need for any of the following ATHLETIC facilities that would be added to existing parks or in future parks in the City of Schertz? Facility Ranking Running Tracks 1.79 Basketball Courts 2.18 Tennis Courts 2.20 Volleyball Courts 2.24 Practice Athletic Fields 2.30 Soccer Fields 2.37 Football Fields 2.47 Baseball Fields 2.55 Softball Fields 2.57 Question 17 lists the respondents’ interests from high to low regarding desired activities. Question 18 lists the respondents’ interests from most needed to least needed with regards to athletic facilities for the city. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.15 Question 19 – Do you feel there is a definite need, somewhat or not a need for any of the following RECREATION facilities that would be added to existing parks or in future parks in the City of Schertz? Recreation Program Ranking Hike / Bike Trails 1.42 Natural / Open Spaces 1.49 Fitness Trail with Exercise Stations 1.68 Indoor Swimming Pool 1.75 Picnic Pavilions 1.81 Fishing Areas 1.87 Playgrounds 1.88 Water Park / Children Water Playground 1.93 Outdoor Swimming Pool 1.97 Botanic / Flower Garden Areas 2.02 Senior Centers 2.03 Skateboard Park 2.22 Amphitheater 2.24 Disc Golf 2.43 Horse Shoe Pits 2.46 Question 20 – Check the appropriate spaces if you would like to see the City of Schertz Parks & Recreation increase its activities for the following groups during the following hours. Question 19 lists the respondents’ interests from most needed to least needed with regards to recreation facilities for the Question 20 provides the respondents’ input on when they believe the city needs to expand activities for the residents, based on age groups. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.16 21. Please identify the methods you use to get information about activities offered by the City of Schertz Parks & Recreations facilities and activities (check all that apply) 22. How many persons, including yourself, reside within your household? 3.4% 9.1% 36.1% 38.2% 76.2% 78.7% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% Users source of park information Users Source of Park Information 6% 27% 23% 24% 20% Residents in household One Two Three Four Five or More Question 21 indicated that most residents received information regarding parks & recreation facilities and recreational activities from the city web site and the Schertz Magazine! 67% of the respondents reported 3 or more persons, living in their household. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.17 23. How long have you been a resident of the City of Schertz? 24. What is your age? 14% 22% 26% 25% 14% How long have you been a Schertz resident? Less than 2 Years 2 - 5 Years 6-10 Years 11-20 Years Over 20 Years 1% 2% 14% 31% 28% 20% 3% 1% Age of survey respondents Under 18 19-24 25-34 35-44 45-54 55-64 65-74 75 or Older 1.0% 1.6% 14.3% 30.9% 28.0% 19.9% 2.9% 1.3% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% Age of survey respondents Age of Survey Respondents 65% of the respondents have been residing in Schertz for 6 or more years. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.18 25. How many children (under the age of 18) live at your residence? 26. How many adults (age 18 or older) live at your residence? 45% 24% 20% 7% 3% 1% Number of children in residence No Answer One Two Three Four Five or More 12% 65% 15% 7% 1% Number of adults in residence One Two Three Four Five or More 55% of the survey respondents reported having children in their household with 31% reported having 2 or more children! The results from question 26 indicated that 88% of the respondents had more than one adult in the residence over 18 years of age. 65% of the respondents had 2 adults in the residence; an additional 23% had three or more. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.19 27. How many children in each of the following age groups live in your residence? 28. What is the total approximate income for your household (from all sources) (OPTIONAL) 65 119 85 106 Pre School or younger (4 yrs or under) Elementary School (5-11 yrs) Middle School (12- 14 yrs) High School (15-18 yrs) 0 20 40 60 80 100 120 140 Children by Age Grouping Children by Age Grouping 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% Under $25K $25K - $50K $50K - $75K $75K - $100K Over $100K Not Answered Total household income Total Household Income From the 182 respondents with children, most have 1-2 children and those children are fairly even distributed between the 4 age brackets 50% of survey participants reported an average income of $75K or more. This was comparable to the range reported by the U.S. Census Bureau, 2007-2011 American Community Survey, median salary of $71,842 City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 5.20 This page intentionally left blank Diversity Accommodation Conservation Opportunity Connectivity Chapter Contents: - Park System Needs Overview - Needs Assessment Process - Recommended Parks Standards - On-Going Planning and Development Parks and Recreation Master Plan 2014: Live and Play! City of Schertz Chapter 6 Desired State City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.2 Parks and Recreation Needs Overview The general plan for future development of Schertz’s parks and recreation system was developed through evaluation of existing conditions, planned improvements, and projected future needs based upon anticipated development and increases in population. This plan will be a valuable resource that is used on a continuous basis in guiding the City's parks and recreation development program. The goals, objectives and recommended actions of the plan should be referenced in other planning studies and development proposal reports to ensure consideration of existing and planned public parks, recreation areas and open space. As new residential subdivisions are platted and developed, there should be allowances for sufficient land capable of being developed for public parks and recreation uses. Schertz has experienced explosive growth in the past thirty years, growing from a population of 7,262 in 1980 to 31,560 in 2010. The City’s growth during these three decades averaged approximately 63.7%, and far exceeded the Texas average of approximately 20%. To facilitate future Parks & Recreation needs, we need to project the growth of the city into the future. While it might not be wise to expect the same level of growth into the next thirty years, it is safe to assume that the City of Schertz will continue to grow based on the current state of our economy, desirable location and recent addition of lands expanding the City’s ETJ. This plan utilizes the future growth forecast developed by Gateway Planning in their “Schertz Sector Plan.” Growth projections for planning purposes are as follows: Time Period Population Projected Gain Pct. Growth 2010 (Current) 31560 2020 (Estimate) 44505 12945 41.02% 2030 (Estimate) 57330 12825 28.82% 2040 (Estimate) 70155 12825 22.37% Table 6.1 – Schertz Growth Projections City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.3 Needs Assessment Process The Needs Assessment is the most critical component of the parks master planning effort. It is an analytical way of gauging what facilities are most needed and desired by the citizens, so as to determine which needs are the most critical. The needs assessment compares the current state of park and recreation facilities and programs within the city today and aids in identifying deficiencies, shortfalls and gaps in the system so that actions can address immediate deficiencies. It also aids in future planning in city-wide development and budgeting to address these needs. Previously recreation needs assessments were based solely on the national guidelines and standards established by the National Recreation and Park Association (NRPA) to determine facility needs. National standards are simply guidelines or benchmarks that are intended to serve as a starting point for park planning. These standards should not be used as the sole method to forecast needs, since they are based on a “one size fits all” type of evaluation. The Schertz Parks Master Plan was developed based on multiple techniques in order to account for our unique needs and requirements. Three techniques were used in evaluating current and future park needs. A combination of standard-based, demand-based and resource-based approaches were utilized to assess the need for additional parks and recreation areas and facilities in Schertz. These techniques follow general methodologies accepted by the Texas Parks and Wildlife Department for local park master plans. These three methods are:  Standards-based assessment (using locally developed standards for facilities);  Demand-based assessment (using calculated or anticipated growth data); and  Resource-based assessment (using assessment of unique physical features in Schertz). The Schertz needs assessment looked at all three criteria to develop recommendations for what parks and facilities are best suited to support the residents now and in the future, as well as how to integrate with the city’s future growth Within this plan, the standards for parks in Schertz are essentially the same as previous identified in the existing Comprehensive Land Plan. The standards based assessment provides a better perspective with regards to park space, supporting amenities and facilities as established by the NRPA. To better gauge the city’s needs, the city was also assessed against standards established by other Texas cities comparable in size and population, in order to determine recommendations for future parks development. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.4 The demand-based approach entailed input from key staff interviews, the citizen survey and review by the Parks Advisory Board and a Community Forum. It also took into consideration participation rates from areas such as participation on Schertz youth leagues, YMCA participation, pool utilization, rental facilities, etc. The third method, a resource-based assessment, takes into account the unique location and physical constraints of Schertz that might impact or enhance our recreation system. Some examples of resource-based assessment issues include the impact of Randolph AFB, as well as Cibolo creek and Dietz creek areas. To assess the adequacy of the existing parks and recreation supply, it is necessary to look at existing population and the supplies of parks provided by existing facilities, and then relate them to planning standards for desirable levels of service. In addition, it is necessary to consider population forecasts to determine future parks and recreation needs and to identify and address future system deficiencies. Based upon a population of 31,560 persons, the City should have between 190 acres and 315 acres of mini/pocket, neighborhood, and community parks. The City is right at the low end for these types of parks based on typical national standards, as it currently has 188.94 acres of parks space in these categories. Parks in the City of Schertz include 4 community parks totaling approximately 82 acres, 27 neighborhood parks totaling approximately 106 acres, and 3 mini/pocket parks totaling approximately 1 acre in area. The city also has one regional park totaling 175 acres, 3 Special Purpose parks totaling 3 acres and 1 Linear Park covering 47 acres. Since Schertz is located in proximity to San Antonio, the need for additional regional park space is not a significant concern. Nearby parks and recreational facilities in the region do fulfill a portion of the overall need. With the Air Installation Compatible Use Zone (AICUZ) located within the southern half of the City, a major opportunity exists to create a regional recreational facility, or a series of community and neighborhood parks, which will provide needed recreational facilities as well as park space for future growth. Park acreage currently dedicated as parkland (all categories), including both developed and undeveloped parks, city-owned and non-city-owned, totals 415.10 acres. The overall existing level of parks service in Schertz is approximately 13.15 acres for every 1,000 residents. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.5 The following tables provide an updated assessment of the current level of parks and facilities and the level of sufficiency or deficiency for each category. Furthermore, the tables provide a future assessment of the level sufficiency or deficiency based on projected population growth and assuming that no additional park space or facility is added. Service Areas Evaluating service areas is an effective means of identifying geographic areas that have sufficient parkland and to identify those areas in need of additional parks and recreation facilities. Community parks have a primary service area of one mile, meaning that a majority of persons utilizing community parks typically reside within one mile of the park. Neighborhood parks should be planned to provide a primary service area of ½ mile from the park. SCUCISD School Facilities Most SCUCISD facilities are not typically available for public use; therefore, many school facilities in Schertz are not indicated on the majority of the following service maps. School facilities that are available for public use are indicated on service maps and have been included in calculations for level of service and future needs. Service Gaps The existing park “service area” diagrams clearly convey areas within the existing park system that have reduced or limited access to parks service and facilities. One area lacking direct park service includes the northern sector of the City paralleling both the north and south sides of I-35. Another large area currently without any direct park and recreational access is the southern sector of the City, north of I-10 and south of FM 78. A challenge will be to target land for acquisition in both areas to ensure adequate parkland is set aside and eventually improved with facilities adequate for the anticipated demand and need. Achieving a system of neighborhood parks that is uniformly distributed throughout the City may be accomplished in several ways, including pre-development acquisition by the City, dedication requirements concurrent with subdivision approval, public/private partnerships, and other strategies. While the provision of community parks is generally agreed to be the responsibility of the City, there is much less certainty about the responsibility of the City to provide parks for private development. It is advisable for the City to require dedication of parkland concurrent with a final plat or a development site plan. This method assures adequate park areas consistent with the demand and impact placed on the public parks system by new development. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.6 Recommended Parks Standards for Schertz A good example of the need to personalize our Parks Master Plan can be seen by comparing Schertz to other Texas cities as well as National Standards. For example, Cedar Creek, population 21,132 has a “recommended level of service” for Neighborhood parks established at 3.0 acres per 1,000 or population, yet Round Rock, population 106,573 has a recommended service level for neighborhood parks set at 1.25 to 2 acres per 1,000. Each community should have a goal to tailor their parks and recreations needs to the needs and desires of their residents and capitalize on their unique local features. Table 6.2 provides a comparison of various park and amenity standards and reflects the recommended standards for Schertz compared to the current and former NRPA recommendations, as well as the recommended standards reflected in the Parks Master Plans of various cities in Texas. The proposed standards for Schertz will keep the city competitive and comparable to our local communities, while addressing the specific needs and desires of our citizens. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.7 City Po p u l a t i o n Ne i g h b o r h o o d P a rk Go a l s Co m m u n i t y P a r k Go a l s Ov e r a l l P a r k S p a c e Po o l s Ba s e b a l l Fi e l d s So f t b a l l F i e l d s So c c e r F i e l d s Fo o t b a l l F i e l d s Pr a c t i c e F i e l d s Ba s k e t b a l l C o u r t s (Ou t d o o r ) Te n n i s C o u r t s Tr a i l s Schertz (Recommended) 31,560 1-2 acres per 1,000 5-8 acres per 1,000 13.15 acres per 1,000 3-5 sq. yards per occupant based on 1.5% of the population 1 field per 3,000 (Combines Baseball & Softball Requirements) 1 field per 3,500 1 field per 8,000 1 field per 4,500 1 court per 5,000 1 court per 3,500 1 mile per 3,000 NRPA Guidelines N/A 1-2 acres per 1,000 5-8 acres per 1,000 N/A 1 per 20,000 (pools should accommodate 3- 5% of population) 1 field per 5,000 1 field per 5,000 1 field per 10,000 1 field per 20,000 N/A 1 court per 5,000 1 court per 2,000 1 system per region NRPA 2013 PRORAGIS Report (Median Reporting Averages) 48,000 N/A N/A 11.1 per 1,000 1 outdoor pool per 33,128 1 indoor pool per 47,800 1 field per 2,900 1 field per 2,900 1 field per 3,783 1 field per 3,783 N/A 1 court per 7,340 1 court per 4,375 N/A Round Rock 106,573 1.25-2 acres per 1,000 4-8 acres per 1,000 44 acres per 1,000 3-5 sq. yards per occupant based on 1.5% of the population 1 field per 5,000 1 field per 8,000 1 field per 4,000 1 field per 10,000 1 field per 4,000 1 court per 3,000 1 court per 3,500 1 mile per 2,500 Cedar Park 79,359 3 acres per 1,000 4-6 acres per 1,000 23-31 acres per 1,000 3 sq. yards per occupant based on 3% of the population 1 field per 6,500 1 field per 7,500 1 field per 2,750 Not Addressed 1 baseball per 2,000 1 Softball per 3,000 1 Soccer per 2,000 1court per 3,000 1 court per 5,600 1 mile per 4,250 New Braunfels 60,761 1-1.5 acres per 1,000 4-6 acres per 1,000 5.27 per 1,000 1 pool per 20,000 1 field per 5,000 1 field per 5,000 1 field per 6,000 Not Addressed 1 field per 4,000 (Backstops) 1 court per 5,000 1 court per 4,000 1 mile per 7,500 Huntsville 39,666 2 acres per 1000 Not addressed 5.63 per 1,000 800 sq. ft. per 1,000 population 1 field per 1,500 1 field per 1,500 1 field per 4,000 1 field per 4,000 Not addressed 1 court per 5,000 1 court per 1,500 1 mile per 3,000 Friendswood 37,773 1-2 acres per 1,000 5-8 acres per 1,000 6.14 per 1,000 Not Addressed 1 field per 5,000 1 field per 5,000 1 field per 3,000 Not Addressed Not Addressed 1 court per 5,000 1 court per 2,000 Not Addressed Table 6.2 – Parks Standards Comparison (Schertz Standards vs. Various Texas Cities and the NRPA) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.8 Neighborhood Parks in Schertz An acre of Neighborhood Park typically serves 200 to 1,000 residents. The existing level of service in Schertz is listed below. Neighborhood parks should be integrated into their communities in a prominent manner and not layered in as an afterthought. Schertz utilizes a combination of city-owned parks and HOA-owned parks. City-owned parks are pictured with a ½ mile service radius to indicate the area supported. HOA parks have a service radius of the actual HOA boundary. Future neighborhood park spatial needs are summarized below. Neighborhood Parks Level of Service (Existing) • Recommended level of service – 1 to 2 acres per every 1,000 residents • Provide service area goal of ½ mile radius around the park City Parks, Amenity Centers, and HOAs • Current acres – 106.94 acres • Current Level of Service – 3.39 acres per 1,000 population or one acre for every 295 residents • % of Recommended Level of Service - 169% to 339% Neighborhood Parks (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 32 to 63 acres, a surplus of 44 acres to 75 acres • Year 2020 need with 44,505 population – target of 45 to 89 acres, a surplus of 18 acres to 62 acres • Year 2030 need with 57, 330 population – target of 57 to 115 acres, surplus of 50 acres to deficit of 8 acres • Year 2040 need with 70,155 population – target of 70 to 140 acres, surplus of 37 acres to deficit of 33 acres Key Issues – Providing service within a reasonable distance and with adequate amenities is a key concern for neighborhood parks. Although the city currently maintains parkland acreage that exceeds the recommended goals, the existing acreage is located in a manner that creates gaps and lack of service in some areas and excessive overlap in other areas. Additionally, several parks are undeveloped and do not provide any real service that a typical neighborhood park would provide. • Level of Need – Low need for adding additional Neighborhood parks at this time. • Level of Need – Very High need for installing playscapes and amenities at undeveloped park locations in order to resolve gaps in coverage and improve service. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.9 Figure 6.1 - Neighborhood parks (City Wide) Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.10 Figure 6.2 - Neighborhood parks (North Schertz) Map Data ©2013 Google Figure 6.3 - Neighborhood parks (Central Schertz) Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.11 Figure 6.4 - Neighborhood parks (South Schertz) Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.12 Community Parks in Schertz Schertz Community parks are among the most popular and heavily utilized in the city. All Community parks are located in central Schertz. New development in north Schertz and projected development in south Schertz has created a major shortage with no community parks developed to serve these areas. Recent renovation to Pickrell Park and on-going renovations to the City Ballpark and the Schertz Soccer Complex have eliminated many previous issues regarding amenities and insufficient space for utilization based on local demand. Thulemeyer Park, however, is in need of significant renovation. Future community park spatial needs are summarized below. Community Parks Level of Service (Existing) • Recommended level of service – 5 to 8 acres per every 1,000 residents City Parks, Amenity Centers, and HOAs • Current acres – 82 acres • Current Level of Service – 2.60 acres per 1,000 population or one acre for every 385 residents • % of Recommended Level of Service - 32% to 52% Community Parks (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 158 to 252 acres, a deficit of 76 acres to 170 acres • Year 2020 need with 44,505 population – target of 223 to 356 acres, a deficit of 141 acres to 274 acres • Year 2030 need with 57, 330 population – target of 287 to 459 acres, a deficit of 205 acres to 377 acres • Year 2040 need with 70,155 population – target of 351 to 561 acres, a deficit of 269 acres to 479 acres Key Issues – All community parks are located in central Schertz. There is a great need for community parks in north and south Schertz for the residential expansion in these areas. • Level of Need – High for additional community parks, particularly with locations in north and south Schertz. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.13 Figure 6.5 - Community Parks service map Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.14 Regional Parks in Schertz Schertz has one regional park: Crescent Bend Nature Park. The map on the following page illustrates the service areas of the Crescent Bend Park. Based on the recommended standard of 5-10 acres per 1,000 residents, Schertz currently has a deficit of 17 to 141 acres of regional park space. Based on the location of Schertz to the San Antonio Metropolitan area and other regional parks in the region, the acquisition of additional space to support another “regional park” space within the city might not be warranted. Better utilization of real estate might be realized through the addition of additional “community parks”. Regional Parks Level of Service (Existing) • Recommended level of service – 5 to 10 acres per every 1,000 residents City Parks • Current acres – 175 acres • Current Level of Service – 5.54 acres per 1,000 population or one acre for every 180 residents • % of Recommended Level of Service - 55% to 111% Regional Parks (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 158 to 316 acres, a surplus of 17 acres to a deficit of 141 acres • Year 2020 need with 44,505 population – target of 223 to 445 acres, a deficit of 48 to 270 acres • Year 2030 need with 57, 330 population – target of 287 to 573 acres, a deficit of 112 to 398 acres • Year 2040 need with 70,155 population – target of 351 to 702 acres, a deficit of 176 acres to 527 acres Key Issues – None at this time • Level of Need – Low need for additional Regional Parks at this time. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.15 Figure 6.6 - Regional Park map – (Crescent Bend – 10 mile service radius) Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.16 Linear Parks Schertz has one area designated as a “linear park”. Cut-Off Park (47.28 Acres) is a linear park, based on its location along the Cibolo Creek and limitations that exist for the addition of typical park amenities. Additional linear park space could be developed along Dietz Creek and a few other drainage or greenbelt areas in the city. Opportunities for linear parks exist along creeks, drainage corridors, utility corridors and right-of-ways that traverse the city. Linear parks can connect parks and key areas of the city such as schools, and are relatively inexpensive to develop. The city could benefit from linear parks if they are associated with creeks and can fulfill the purpose of flood protection and open space / habitat preservation as well as provide opportunities for trail connectivity. • Level of Need – High need to develop specific locations of linear parks along drainage areas to improve connectivity. Pocket Parks Pocket parks are generally smaller parks located in a neighborhood with limited amenities. Lone Oak Park, owned by the city, and both Elm Park and Willow Park in the Jonas Woods subdivision are the only three pocket parks. No additional pocket parks are needed at this time. • Level of Need – Low need for to develop additional pocket parks at this time. Special Purpose Parks Special purpose parks are areas of a specified activity. Based on these criteria, Schertz will have three parks totaling 3.01 acres, designated as special purpose parks. The parks include the Schertz Dog Park, The Schertz Skate Complex and the Veteran Plaza. All three are currently in various stage of development or construction. • Level of Need – Low need to develop additional special purpose parks at this time. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.17 Summary of Park Needs Park Type Level of Need Neighborhood Parks Low need for additional neighborhood parks Community Parks High need for additional community park space in north and south sectors Regional Parks Low need for additional regional park space Linear Parks High need to develop specific locations of linear parks along drainage areas to improve connectivity Pocket Parks Low need to develop additional pocket parks at this time Special Purpose Parks Low need to develop additional special purpose parks at this time Table 6.3 – Park Land Needs Summary City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.18 Park Facility Needs Assessment Facility levels of service define the number of facilities recommended to serve each particular type of recreation. They are expressed as the usage capacity served by each recreational unit. The target levels of service shown on the following pages are based on the actual number of facilities in Schertz and the amount of use each facility receives. Facilities Target Level of Service The following pages have a description of the 2014 target level of service for each recreational facility. A specific review of each major type of outdoor facility, key needs and key issues associated with each type of facility follows. Facility needs are based both on ratios related to existing population, as well as the amount of demand for each type of facility based on user information where available. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.19 Baseball & Softball Fields Baseball & Softball Fields Level of Service Recommended level of service – 1 fields per every 3,000 residents Current Facilities • Total: 12 (City - 12, HOA – 0, School – 0) • 5 Softball Fields / 7 Baseball Fields • Current Level of Service – 1 field per 2,630 residents. • % of Recommended Level of Service - 114% Baseball Fields (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 11 fields, 114% of recommended level of service, a surplus of 1 field. • Year 2020 need with 44,505 population – target of 15 fields, 81% of recommended level of service, a deficit of 3 fields. • Year 2030 need with 57, 330 population – target of 19 fields, 63% of recommended level of service, a deficit of 7 fields. • Year 2040 need with 70,155 population – target of 23 fields, 51% of recommended level of service, a deficit of 11 fields. Key Issues – High utilization by Schertz area youth programs: all fields located in one location; need to expand footprint. • Current Level of Need – Low, current number of fields are sufficient. • Future Level of Need – Medium, future fields need to be dispersed to provide better service coverage to the city (lack of fields in North and South Schertz sectors). City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.20 Figure 6.7 – Baseball & Softball Field Locations Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.21 Baseball / Softball Practice Fields Baseball & Softball Practice Fields Level of Service • Recommended level of service – 1 practice field per every 4,500 residents Current Facilities • Total: 2 (City - 0, HOA – 1, School – 1) • Current Level of Service – 1 field per 15,780 residents. • % of Recommended Level of Service - 29% Baseball & Softball Practice Fields (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 7 fields, 29% of recommended level of service, a deficit of 5 fields. • Year 2020 need with 44,505 population – target of 10 fields, 20% of recommended level of service, a deficit of 8 fields. • Year 2030 need with 57, 330 population – target of 13 fields, 16% of recommended level of service, a deficit of 11 fields. • Year 2040 need with 70,155 population – target of 16 fields, 13% of recommended level of service, a deficit of 14 fields. Key Issues – High utilization by Schertz area youth programs; shortage of dedicated practice locations puts excessive utilization on competition fields which require higher levels of maintenance. • Current Level of Need – High, due to insufficient number of fields to support current activities • Future Level of Need - High City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.22 Figure 6.8 - Baseball / Softball Practice Field Locations Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.23 Soccer Fields Soccer Fields Level of Service • Recommended level of service – 1 field per every 3,500 residents Current Facilities • Total: 12 (City - 12, HOA – 0, School – 0) • Current Level of Service – 1 field per 2,630 residents. • % of Recommended Level of Service - 133% Soccer Fields (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 9 fields, 133% of recommended level of service, a surplus of 3 fields. • Year 2020 need with 44,505 population – target of 13 fields, 94% of recommended level of service, a deficit of 1 field. • Year 2030 need with 57, 330 population – target of 16 fields, 73% of recommended level of service, a deficit of 4 fields. • Year 2040 need with 70,155 population – target of 20 fields, 60% of recommended level of service, a deficit of 8 fields. Key Issues – High utilization by Schertz area youth programs; all fields located in one location; need to expand footprint. • Current Level of Need – Low, sufficient soccer fields exist within the city to support current and near term youth soccer programs. • Future Level of Need – Medium, future soccer field development should be considered in other parts of the city, as all current fields are located in the central sector. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.24 Figure 6.9 - Soccer Field Locations Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.25 Football Fields Football Fields Level of Service • Recommended level of service – 1 field per every 8,000 residents Current Facilities • Total: 3 (City - 0, HOA – 0, School – 3) • Current Level of Service – 1 field per 10,520 residents. • % of Recommended Level of Service - 76% Football Fields (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 4 fields, 76% of recommended level of service, a deficit of 1 field • Year 2020 need with 44,505 population – target of 6 fields, 54% of recommended level of service, a deficit of 3 fields • Year 2030 need with 57, 330 population – target of 7 fields, 42% of recommended level of service, a deficit of 4 fields • Year 2040 need with 70,155 population – target of 9 fields, 34% of recommended level of service, a deficit of 6 fields Key Issues – Current fields support SCUC ISD with limited access to other programs. • Current Level of Need – Medium, no dedicated football field for youth football programs • Future Level of Need - Medium City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.26 Figure 6.10 - Football Field Locations Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.27 Soccer & Football Practice Fields Soccer & Football Practice Fields Level of Service • Recommended level of service – 1 field per every 4,500 residents Current Facilities • Total: 4 (City - 1, HOA – 0, School – 3) • Current Level of Service – 1 field per 7,890 residents. • % of Recommended Level of Service - 57% Soccer & Football Practice Fields (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 7 fields, 57% of recommended level of service, a deficit of 3 fields. • Year 2020 need with 44,505 population – target of 10 fields, 40% of recommended level of service, a deficit of 6 fields. • Year 2030 need with 57, 330 population – target of 13 fields, 31% of recommended level of service, a deficit of 9 fields. • Year 2040 need with 70,155 population – target of 16 fields, 26% of recommended level of service, a deficit of 16 fields. Key Issues – High utilization by Schertz area youth programs, shortage of practice locations puts excessive utilization on competition fields and requires youth teams to practice in areas that are not designated, or have inadequate facilities for sports activities. • Current Level of Need – High, need to designate and develop practice areas for youth football and soccer to reduce demand on high maintenance game fields. Insufficient number of dedicated practice fields to support current activities. • Future Level of Need - High City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.28 Figure 6.11 - Soccer & Football Practice Field Locations Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.29 Basketball Courts Basketball Courts Level of Service • Recommended level of service – 1 court per every 5,000 residents Current Facilities • Total: 7 (City - 4, HOA - 1, School - 2) • Current Level of Service - 1 court per 4,509 residents. • % of Recommended Level of Service - 111% Basketball Courts (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 6 courts, 111% of recommended level of service, a surplus of 1 court. • Year 2020 need with 44,505 population – target of 9 courts, 79% of recommended level of service, a deficit of 2 courts. • Year 2030 need with 57, 330 population – target of 11 courts, 61% of recommended level of service, a deficit of 4 courts. • Year 2040 need with 70,155 population – target of 14 courts, 50% of recommended level of service, a deficit of 7 courts. Key Issues – Limited availability; utilization of HOA facilities are limited to HOA residents; several additional SCUC ISD courts are generally not available for public use. Some existing city outdoor courts are in need of repair. • Current Level of Need – Medium, several outdoor basketball courts are in need of repair. Numerous locations have basketball goals, but are not designed as actual basketball courts and cannot support the potential for adult or youth league play. • Future Level of Need - Medium City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.30 Figure 6.12 – Outdoor Basketball Court Locations Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.31 Tennis Courts Tennis Courts Level of Service (Existing) • Recommended level of service – 1 court per every 3,500 residents Current Facilities • Total: 18 (City - 0, HOA - 4, School - 14) • Current Level of Service - 1 court per 1,753 residents. • % of Recommended Level of Service - 200% Tennis Courts (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 9 courts, 200 of recommended level of service, a surplus of 9 courts. • Year 2020 need with 44,505 population – target of 13 courts, 142% of recommended level of service, a surplus of 5 courts. • Year 2030 need with 57, 330 population – target of 16 courts, 110% of recommended level of service, a surplus of 2 courts. • Year 2040 need with 70,155 population – target of 20 courts, 90% of recommended level of service, a deficit of 2 courts. Key Issues – Only SCUC ISD courts are public accessible; utilization of HOA facilities are limited to HOA residents; SCUC ISD has an additional 4 courts that are unserviceable at this time. • Current Level of Need – Low, sufficient tennis courts exist and are available for use. • Future Level of Need - Low City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.32 Figure 6.13 - Tennis Court Locations Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.33 Volleyball Courts Volleyball Courts Level of Service (Existing) • Recommended level of service – 1 court per every 10,000 residents Current Facilities • Total: 1 (City - 0, HOA - 1, School - 0) • Current Level of Service - 1 court per 31,560 residents. • % of Recommended Level of Service - 32% Volleyball Courts (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 3 courts, 32% of recommended level of service, a deficit of 2 courts. • Year 2020 need with 44,505 population – target of 4 courts, 22% of recommended level of service, a deficit of 3 courts. • Year 2030 need with 57, 330 population – target of 6 courts, 17 of recommended level of service, a deficit of 5 courts. • Year 2040 need with 70,155 population – target of 7 courts, 14% of recommended level of service, a deficit of 6 courts. Key Issues – Limited availability; utilization of HOA facilities are limited to HOA residents; of all sports activities, volleyball courts are the least expensive to install and maintain. • Current Level of Need – High, insufficient volleyball courts exist within the parks system. Single developed court is for HOA utilization only. • Future Level of Need - High City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.34 Figure 6.14 - Volleyball Court Locations Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.35 Rental Pavilions & Picnic Areas Rental Pavilions Level of Service (Existing) • Recommended level of service – 1 rental pavilion per every 7,500 residents Current Facilities • Total: 4 (City - 4, HOA - 0, School - 0) • Current Level of Service - 1 court per 7,890 residents. • % of Recommended Level of Service - 95% Rental Pavilions (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 4 pavilions, 95% of recommended level of service, standard met. • Year 2020 need with 44,505 population – target of 6 pavilions, 67% of recommended level of service, a deficit of 2 pavilions. • Year 2030 need with 57, 330 population – target of 8 pavilions, 52% of recommended level of service, a deficit of 4 pavilions. • Year 2040 need with 70,155 population – target of 9 pavilions, 43% of recommended level of service, a deficit of 5 pavilions. Key Issues – Limited facilities; all rental facilities are located in central Schertz with no available facilities in north or south Schertz. • Current Level of Need – Low, however current number of rental pavilions are frequently in use and are all located in the central sector • Future Level of Need – Medium, need to explore requirement for additional rental pavilion opportunities in other portions of the city. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.36 Figure 6.15 - Rental Pavilion Locations Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.37 Playscapes Playscapes Level of Service • Recommended level of service – 1 playscape per every 1,000 residents Current Facilities • Total: 36 (City - 19, HOA - 11, School - 6) • Current Level of Service - 1 playscape per 877 residents. • % of Recommended Level of Service - 114% Playscapes (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 32 playscapes, 114% of recommended level of service, a surplus of 4 playscapes • Year 2020 need with 44,505 population – target of 45 playscapes, 81% of recommended level of service, a deficit of 9 playscapes • Year 2030 need with 57, 330 population – target of 57 playscapes, 63% of recommended level of service, a deficit of 21 playscapes • Year 2040 need with 70,155 population – target of 70 playscapes, 51% of recommended level of service, a deficit of 34 playscapes Key Issues – Limited availability; utilization of HOA facilities are limited to HOA residents; most SCUC ISD areas are not available for public use; location of existing equipment, coupled with HOA and SCUC ISD limitations creates significant gaps in service areas. • Current Level of Need – Low need for playscapes in general • Future Level of Need – High need for playscapes in specific areas to reduce gaps in service and achieve desired 1/2 mile service radius goal The following maps show the location of existing playscapes in Schertz. City playscapes and available SCUC ISD playscapes are shown with a ½ mile service area radius. HOAs are represented by the actual HOA boundary. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.38 Figure 6.16 - Playscape Service Coverage Areas (City Wide) Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.39 Figure 6.17 - Playscape Service Coverage Areas – North Schertz Detail Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.40 Figure 6.18 - Playscape Service Coverage Areas – Central Schertz Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.41 Figure 6.19 - Playscape Service Coverage Areas – South Schertz Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.42 Swimming Pools Swimming Pools Level of Service (Existing) • Recommended level of service – 3-5 Square Yards of Pool Surface per 1.5% of City Population City Pools • Current – 968 Sq. Yds. • Current Level of Service – 2.04 Sq. Yds. per 1.5% of current population • % of Recommended Level of Service (City Pools Only) - 41% to 68% All Pools (City, HOA and Apartment Complexes) • Current – 3838 Sq. Yds. • Current Level of Service – 8.11 Sq. Yds. per 1.5% of current population • % of Recommended Level of Service (All pools) - 162% to 270% These numbers DO NOT include the proposed Natatorium Project. Due to the large number of HOA and apartment pools located in the city, which decrease the demand for city owned pools, it is recommended that all pools be used for planning purposes. Pools Parks (Surplus or Deficit) – Based on all City, HOA and Apartment Pool Facilities • Current 2014 need with 31,560 population – target of 1,420 to 2,367 square yards, a surplus of 1,471 square yards to a surplus of 2,418 square yards • Year 2020 need with 44,505 population – target of 2,003 to 3,338 square yards, a surplus of 500 square yards to a surplus of 1,835 square yards • Year 2030 need with 57, 330 population - target of 2,580 to 4,300 square yards, a surplus of 1,258 square yards to a deficit of 462 square yards • Year 2040 need with 70,155 population – target of 3,157 to 5,262 square yards, a surplus of 681 square yards to a deficit of 1,424 square yards Key Issues – Sufficient swimming opportunities currently exist in the City of Schertz when considering ALL facilities designed for communal use (city, HOA and Multi Family Use, such as apartment complexes). All foreseeable shortages at this time will more than likely be addressed through the addition of the City Natatorium and the addition of HOA pools in new developments. In general terms, the swimming pool needs of the city can probably be achieved with 2 outdoor pools and 1 indoor pool, however, the addition of a city community pool in south Schertz might be warranted in the future, depending on growth and development in that area to improve service areas. • Current Level of Need – Low need for adding additional pools at this time. • Future Level of Need – Medium need for revitalizing existing outdoor pools to improve utilization and possibly to support growth in the southern sector. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.43 Figure 6.20 - Swimming Pool Types and Locations Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.44 Splash Pads Splash Pad Level of Service (Existing) • Recommended level of service – 1 splash pad per every 25,000 residents Current Facilities • Total: 1 (City - 1, HOA – 0, School – 0) • Current Level of Service – 1 splash pad per 31,560 residents. • % of Recommended Level of Service - 79% Splash Pads (Surplus or Deficit) • Current 2014 need with 31,560 population – target of 1 splash pad, 79% of recommended level of service, standard met. • Year 2020 need with 44,505 population – target of 2 splash pads, 56% of recommended level of service, a deficit of 1 splash pad. • Year 2030 need with 57, 330 population – target of 2 splash pads, 44% of recommended level of service, a deficit of 1 splash pad. • Year 2040 need with 70,155 population – target of 3 splash pads, 36% of recommended level of service, a deficit of 2 splash pads. Key Issues – Single splash pad located in central Schertz; limited support for northern and southern sectors; addition of splash pads at existing outdoor pool locations could be cost beneficial in leveraging existing infrastructure for support, revitalizing these facilities & increasing attendance and utilization. • Current Level of Need – Low • Future Level of Need – Medium, future splash pad development should be considered in other parts of the city, as only existing facility is in the central sector. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.45 Other Facilities The following areas are presented for consideration. Although no specific standards exist, they are presented for general review and information purposes only. Indoor Gymnasiums • Current Number of Facilities: There are 2 indoor gymnasiums in Schertz. One is located in the city Recreation Center operated by the YMCA and the second is located in the Schertz Community Center. • Target Level of Service: No specific standard  The Recreation Center gymnasium is not available to the public without a YMCA membership.  The Community Center gymnasium is not available to the public unless rented.  Several gymnasiums are located on SCUC ISD school property, but are typically limited to school utilization.  There are no gymnasiums available for open public or league use in the city. Key Issues – There currently is no partnership with SCUC ISD for the use of the school gyms by leagues and the public when school is not in session and on the weekends. Current Level of Need – High in developing a plan to better utilize the two existing city indoor gyms for league play and increasing the partnership with SCUC ISD for use of some school gyms when school is not in session, weekends, etc. Rental Facilities • Current Number of Facilities: Three facilities are available for rent from the City of Schertz. These include the Civic Center, The Community Center and the North Center. • Target Level of Service: No specific standard Key Issues – Several private facilities are available in the city, such as the VFW; however, no facilities exist in south Schertz Current Level of Need – Low for need for additional rental facilities. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.46 Special Event Facilities (Outdoor amphitheater, festival gardens) • Current Number of Facilities: None • Target Level of Service: No specific standard The City of Schertz does not have a dedicated venue for large outdoor events. Currently Pickrell Park is used for large events, including the 4th of July Jubilee and SchertzFest. Recently, the annual Festival of Angels event was relocated from Pickrell Park to the area adjacent to the Civic Center in central Schertz. Key Issues – As Schertz grows, Pickrell Park may not be able to continue as the location for the larger events and festivals due to limited parking and access. Current Level of Need – High for a large performance and/or festival area. Golf Courses • Current Number of Courses: 2 courses, with a total of 36 holes available  Northcliffe Golf Course (located in Schertz)  Olympia Hills Golf Course (Located in Selma) • Target Level of Service: No specific standard Key Issues – None. Current Level of Need – Low, evaluate usage of area courses. Focus should be on private sector providing additional holes of golf as market demands. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.47 Trails & Connecting Paths • Current Miles of Trails & Paths: 14.77 miles • Current Level of Service: 1 mile for every 2,137 residents • Target Level of Service: 1 mile per 2,500 residents  Current 2010 Need for 31,560 pop. – 13 miles  Year 2020 Need for 44,505 pop. – 18 miles  Year 2030 Need for 57,330 pop. – 23 miles  Year 2040 Need for 70,155 pop. – 28 miles Key Issues – Trails have continually been one of the most supported recreation features in Schertz. Creating a citywide system of connecting trails and paths has been a top priority and goal for city planning and development. Continued emphasis should be on trails along linear parks that link areas of the city and connect key city facilities and recreational areas. Efforts should be made to better utilize portions of the Cibolo and Dietz Creek areas where possible. Figure 6.21 - Cibolo Creek Current Level of Need – High – The city has a substantial amount of trails and areas that could support trail development, however connectivity remains an issue. Trail development along linear greenbelts, creeks and utility easements should be one of the major priorities for connectivity of existing pathways and to provide connectivity and better access to existing facilities. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.48 Figure 6.22 – Trails & Paths Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.49 Figure 6.23 – Trails & Paths, North Schertz Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.50 Figure 6.24 – Trails & Paths, Central Schertz Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.51 Figure 6.25 – Trails & Paths, South Schertz Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.52 Figure 6.26 – Trails & Paths, Crescent Bend Nature Park – Detail Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.53 Figure 6.27 – Trails & Paths, Cut Off Park & Cibolo Creek – Detail Map Data ©2013 Google City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.54 On-Going Planning and Development Efforts in Schertz Current Parks and Recreation Projects The City of Schertz has several Parks and Recreation projects either underway or under planning, including the following:  Renovation of the Schertz Ball Park, expanding the complex from 4 fields to 7. This project is currently under construction.  Renovation of the Schertz Soccer Complex. This project involves renovation of existing fields, paved parking areas and the addition of restroom and concession facilities. The project is currently under construction.  Construction of a city dog park. This project is currently in design.  Construction of a city skate park. Phase one of this project is currently under construction.  Construction of a natatorium. This project is currently in design. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.55 On Going Community Development  Construction of the Crossvine, a master-planned community that will include recreational features.  Construction of several other communities, such as The Parklands and Rhine Valley that will include a mixture of HOA and city-owned park features. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 6.56 This page intentionally left blank Diversity Accommodation Conservation Opportunity Connectivity Chapter Contents: - Gap Summary - Current Parks & Recreation Level of Needs - Planning Principles - Goals, Objectives & Specific Actions -Recommended Plan Actions Parks and Recreation Master Plan 2014: Live and Play! City of Schertz Chapter 7 Goals & Objectives City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.2 Gap Summary After reviewing the chapters on the current state of parks and recreation, citizen input and the desired state for our parks system, this chapter provides a summary and identifies the gaps in our parks and recreation system. Identified “gaps” should lead to actions established by the Parks Advisory Board, Parks and Recreation staff and City Leadership, to address these issues and work towards achieving the desired Parks and Recreation Program for the city. Planning and Budgeting Immediate action should be taken to reevaluate the Parks and Recreation planning and budgeting process. Several dedicated parks sites exist with no current plan for their development. Additionally, several developed parks have lingering maintenance and repair issues that exceed the capability and funding of the Parks and Recreation department. Specific efforts should be taken in order to address deferred maintenance concerns. On the survey, only 8% rated the physical condition of the city parks as “excellent”. Fifty-one percent rated the condition of the parks as “good”, but the remaining 49% had an unfavorable impression or no opinion. Park Acreage With the recent and anticipated future population growth, it is advisable that the identification and acquisition of parkland be considered a top priority. If the City is to remain competitive with surrounding municipalities, enhance its attractiveness as a place to live, be a suitable place for new development and redevelopment and provide adequate parks and recreational facilities, programs, and services, the City will need to acquire new parkland in a deliberate and well planned manner. As the city grows, attention must be paid to the nature and location of this growth as it will dictate the necessity to provide an increasing number of acres of land specifically dedicated for parks and recreational use. Proper planning should be exercised to ensure that not only the right amount of space or facilities are added, but that their locations will provide adequate service coverage and access for all residents. When assessing overall park space, the city currently has sufficient acreage; however, distribution of parkland across the community is a concern, with all current community parks being located in the central portion of the city. The acquisition of additional land to support community level activities should be a priority for the north and south sectors of the city. Sixty-seven percent of survey respondents felt the City should acquire additional parklands. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.3 The shortage of community park space is the largest concern, with a current deficit of 76 to 176 acres, which could grow to a shortage of 269 to 479 acres by 2040 without adequate planning and action. The shortage of community parks acreage appears to also contribute to the shortage of adequate sports practice areas and the resulting imbalance between practice and competition fields. Connectivity While the hike and bike network has historically been associated with the City’s parks and open space plan, it should also be treated as infrastructure. As such it should be planned for and constructed in the same manner as those other public improvements. The City should develop a separate “Schertz Hike and Bike Plan” to create an integrated transportation network and facilitate walking and biking as a viable transportation alternative throughout the City. The plan should reflect the City’s commitment to provide safe, efficient, and accessible hike and bike trails as part of our transportation network along with streets and sidewalks, and support the curb-to-curb service currently being provided by the Alamo Area Council of Governments (AACOG) in Schertz. Partnerships and Effective Utilization of Existing Resources School resources, such as playgrounds, sports fields and courts provide additional park and recreation areas. If these areas are accessible to the public, they will enhance the number and availability of neighborhood parks within the community. Although some SCUCISD facilities provide public access, overall access to school facilities is extremely limited within the City. Further consideration should be given to a more effective partnership with SCUCISD to share facilities whenever possible. Through a joint partnership with SCUCISD, opportunities exist to utilize property owned by the school district. Use of school playgrounds increases the number and distribution of neighborhood parks and recreation areas throughout the community. Reciprocal agreements could address joint purchase and the use and maintenance of school grounds and equipment, which may be mutually beneficial to the school district and the City. Sharing of facilities will significantly eliminate numerous gaps in current recreation service areas, reduce duplication of efforts and result in significant cost saving for both the SCUCISD and City of Schertz. Data from the online survey indicated that approximately 70% of the respondents felt that school facilities should be made more available to the public during non-school time periods. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.4 Facility Gaps The largest facility gaps were identified in the shortage of baseball and soccer practice fields. The lack of dedicated practice areas continues to put excess strain on “quality” fields, limiting their potential utilization for tournament play and increasing their maintenance costs. The shortage of practice fields is directly related to the shortage of land utilized as community parks, which could support additional sports practice areas. Minor facility gaps were identified with regard to providing a “diverse” selection of activities to the public. Some facility gaps, such as outdoor basketball could be addressed through more effective partnering with outside agencies like SCUC ISD. Others, like locations for volleyball, horseshoes, etc., are relatively low cost and could be addressed annually under the planning and budgeting process. Public Input Survey respondents expressed the highest interest in participating in hiking, biking, fitness and health/wellness activities on the survey, with each activity scoring over 80%. When asked what athletics facilities were most needed, respondents indicated running tracks, followed by basketball, tennis and volleyball courts and practice fields. These facilities correlate to the shortages identified when assessing current facilities available to the public versus anticipated services that should be provided. When asked what recreational facilities were most needed, respondents indicated hiking and biking trails, followed by natural and open spaces and an indoor pool, these activities generally correlate to the shortages identified in the gap analysis with the exception of the indoor pool. Although the city has numerous hiking and biking opportunities, the lack of connectivity between locations is the primary concern to be addressed. The general shortage of community park acreage and lack of community parks in the north and south sectors would appear to be driving the perceived need for additional natural and open spaces. The need for the indoor pool will be achieved upon completion of the natatorium project. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.5 Current Parks & Recreation Level of Needs The analysis for the desired state of Parks and Recreation in Chapter 6 utilized the 2010 census data as a baseline and was projected out to 2040 in 10 year increments. The following table summarizes the level of need for those sections by the first milestone time period, CY 2020. Areas that were projected to exceed 80% of service needs by 2020 were identified as a Low Need; areas projected to meet 50% to 80% of service needs by 2020 were identified as a Medium Need and areas projected as meeting less than 50% of the projected service needs by 2020 were identified as a High Need. Facility Existing Amount 2020 Need 2020 Percentage of Service Level of Need Parks Neighborhood Parks (acres) 106.94 45 240.00% Low Community Parks (acres) 82 223 37.00% High Regional Parks (acres) 175 223 79.00% Medium Amenities Baseball & Softball Fields 12 15 81.00% Low Baseball & Softball Practice Fields 2 10 20.00% High Soccer Fields 12 13 94.00% Low Football Fields 3 6 54.00% Medium Soccer/Football Practice Fields 4 10 40.00% High Basketball Courts 7 9 79.00% Medium Tennis Courts 18 13 142.00% Low Volleyball Courts 1 4 22.00% High Rental Pavilions 4 6 67.00% Medium Playscapes 36 45 81.00% Low Swimming Pools (Sq Yds) 3838 2,003 115.00% Low Splash Pads 1 2 56.00% Medium Trails Trails & Connecting Paths (miles) 14.77 15 100.00% Low Table 7.1 – Summary of Needs (Note: For park acreage and swimming surface, the 2020 needs were based on the lowest range of the recommended standard) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.6 Parks and Recreation Planning Principles The Schertz Comprehensive Land Plan has been used as the foundation for this plan and establishes the baseline for future decisions. The Parks Master Plan recommendations contained in this section summarize the findings of the Needs Assessment and present a series of actions designed to improve and expand our park system. As referenced in the Schertz Comprehensive Land Plan, the City has established a desire to provide a parks system that provides an “opportunity for a range of activities for both residents and visitors.” Furthermore, the City has recognized that the parks system must be continuously evaluated to address “future needs to accommodate the projected future population.” There are common parks and recreation planning principles that ensure a balanced emphasis on the public and private sectors; indoor and outdoor opportunities; and the integration of space, services, and facilities. These principles include that:  All people should have equal access to recreational areas, activities, services, and facilities regardless of personal interest, age, gender, income, cultural background, housing environment, or handicap; they need to appeal to the young and old and have active and passive activities and they should be well distributed, so that all residents eventually have ready access to outdoor and indoor facilities;  Public recreation should be highly coordinated among public institutions and private entities to avoid duplication and encourage cooperation; Partnerships should be encouraged between Schertz and other government, educational, non-profit, private and semiprivate entities with the goal of benefiting both parties and should promote a more efficient use of tax payer funding; The following planning principles from the Parks and Recreation Schertz Comprehensive Land Plan have guided our parks planning development to this date and are still relevant today! As the city continues to grow and we strive to provide quality parks and recreational activities for our residents…we have suggested the following updates indicated in bold to carry us into the next decade. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.7  Public recreation should incorporate public services such as education, health and fitness, transportation, and leisure;  Facilities should be well planned and coordinated to ensure adequate adaptability to future needs and requirements; The availability of financial resources should be considered in all phases of planning, acquisition, development, operation, and maintenance of spaces and facilities; Consider developing projects in stages, build in flexibility for expansion and the possibility of converting them into other types of recreation uses in the future.  Public participation is critical to the eventual success of the parks and recreation system and should, therefore, be included in all stages of the process;  The process should offer continuous opportunities for incremental evaluation and review; other existing plans that affect the area should be integrated into the final recommendations and ultimately in implementation;  There should be established procedures for acquiring land for future parks and recreation areas and facilities prior to development; pay particular attention to connectivity. As much as is feasible, parks should be linked to the neighborhoods around them and to other parks in the City. The Cibolo and Dietz creeks, as well as thoroughfares in the city, such as the FM 3009 and FM 78 corridors and the Schertz Parkway, should be used to reinforce the idea of connectivity  The design of spaces and facilities should encourage the most efficient utilization of land and consider the needs, desires, and opinions of the intended users; Design every park so that it contributes greatly to the value and success of that neighborhood. Parks should be visible, look attractive and be inviting.  Passive undesignated green and open space is as important as active park land – the preservation of green “natural” park areas in the city, either as a part of a larger park, or as the entirety of the park, is as important as the development of active parks. Schertz must preserve green areas to serve as buffers between developed portions of the City.  Facilities for indoor recreation are just as important as outdoor recreation features. As the city grows, places for recreation programs, classes, and indoor sports such as basketball and volleyball should be provided.  All parks in the city should be designed to be as self-sustaining; designed with water efficient automatic irrigation systems, utilize plants and turf with low watering requirements and maintenance requirements and employ energy efficient equipment; City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.8  Develop our identity - all parks should be readily recognized as part of an overall system. Parks on the north side of the city should be compatible with parks in the center and south sectors of the city, even though the terrain and natural features may be different; every park should reflect the heritage of Schertz. Installed amenities such as signs, benches and other structures should all have a unique character that ties the park back to the city; and,  Factor in Safety! – features that promote user safety, such as lighting, visual monitoring or the ability to summon aid via emergency call boxes should be considered and employed where practical. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.9 Goals, Objectives and Specific Actions The following goals, objectives and actions were formulated through the plan development process and through the involvement and input of Schertz’s residents and community leaders. This listing is an update to the original Comprehensive Land Use Plan information and is a based on the current status and needs of the city’s parks and recreation system.  Goal 1: Provide a diverse blend of parks, recreation and open space areas to accommodate the current and future needs of Schertz’s residents. • Objective A: Provide, maintain and enhance existing parks and recreation facilities.  Action 1: Hire a Parks Director and create a Parks and Recreation Department that would be responsible for maintaining and enhancing parks and recreation facilities in the City. (Completed)  Action 2: Provide adequate funding for Parks maintenance in the annual budget. (On-Going)  Action 3: Hire a Recreation Manager to plan, develop and promote city recreation activities and events and serve as the coordinator between our recreation partners, such as BVYA, SYSA and SCUC ISD, (Recommended Addition) • Objective B: Acquire and provide adequate parks, recreation and open space opportunities for all persons.  Action 1: Update the City of Schertz’s Parks and Recreation Master Plan to assess specific areas of need in terms of parks, recreation and open space areas as well as future needs for park improvements and recreation facilities. (On-Going) Recommended Addition: Update plan on a 5-year basis  Action 2: Acquire land to develop mini/pocket parks, neighborhood parks and linear linkages as needed to serve the needs of all citizens. (On-Going) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.10  Action 3: Acquire land along creek corridors to minimize adverse development impacts in adjacent areas. This may include developing a “land bank” strategy where owners of flood-prone properties are encouraged to deed their land to the bank to ensure long-term conservation. (On-Going)  Action 4: Involve citizens in the planning and design of parks and recreation areas and facilities to meet specific needs and desires and ensure equal accommodation of all persons. (On-Going)  Action 5: Partner with adjacent municipalities, stakeholders and quasi-governmental entities including Universal City, Cibolo, Selma, Randolph Air Force Base, and Guadalupe and Bexar County Flood Control Districts to devise, fund, and create a series of linear parks to serve as linkages between nearby municipal parks and to provide enhanced recreational opportunities. (On- Going) • Objective C: Use AICUZ areas for a series of parks and recreational uses, or as a major regional recreational area.  Action 1: Acquire, lease or enter into joint agreements for the use of land as a regional park facility, or reservoir for surface water retention and flood control purposes. (On-Going)  Action 2: Develop a regional recreational facility including open space, regional events and activities, or special uses. (On-Going) • Objective D: Make provisions for the use of other areas for recreational uses or parkland.  Action 1: Acquire, lease or enter into joint agreements for the use of lands within parkland acquisition areas or along or adjacent to Cibolo Creek, including FEMA buy-out areas. (On-Going)  Action 2: Acquire, utilize, and incorporate areas with physical development constraints, and conserve and protect valued environmental, historical, and cultural resources. (On-Going) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.11 • Objective E: Provide a geographic distribution of parks and recreation facilities that will provide equal opportunity and access for all residents.  Action 1: Based on NRPA park standards, work toward the development of additional neighborhood parks to provide an even distribution throughout the City. Revise to Read: Formalize a process to develop and publish park standards for the city based upon our unique needs and working towards the standard of providing adequate parks and recreations facilities with an even distribution throughout the City and participate in the NRPA PRORAGIS system, in order to effectively compare and validate parks and recreation planning and development actions.  Action 2: Acquire excess right-of-way, vacated alleys and easements, areas beneath overhead power lines, irregularly shaped parcels and other non-developable parcels for utilization as mini/pocket parks and/or public open space. (On-Going)  Action 3: Acquire and develop linear linkages to connect each of the mini/pocket parks, neighborhood parks, community parks, and public open spaces to provide a safe and convenient route from neighborhoods, schools and parks. (On-Going)  Action 4: Identify the amount of acreage of parks, recreation and open space needed to support the projected population of future growth areas utilizing local development standards. (On- Going)  Action 5: Develop a partnership with the San Antonio – Bexar County Metropolitan Planning Organization (MPO) to assess and improve the City’s Master Trails and Connectivity Plan; consider asking for an analysis by the MPO of our existing bicycle and walking trails. (Recommended addition)  Objective F: Establish cooperative agreements with other governmental jurisdictions and educational bodies.  Action 1: Establish a joint agreement with SCUCISD to form a partnership regarding acquisition, development, use and maintenance of public parks, recreation areas, buildings and facilities. (On-Going) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.12  Action 2: Establish partnerships with Randolph Air Force Base, SCUCISD and the municipalities of Universal City, Selma and Cibolo for greater utilization of existing recreation facilities. (On- Going)  Establish a partnership with SCUC ISD to develop a multi-purpose recreation facility. (Completed)  Objective G: Encourage private sector participation in the provision of parks and recreation opportunities.  Action 1: Utilize partnerships, wherever appropriate, to help develop, manage and maintain parks and recreation facilities. (On-Going)  Action 2: Provide incentives or develop provisions such as a Planned Development (PD) to encourage development of parks and recreation areas and preserve the natural environment in exchange for increased development density. (On-Going)  Action 3: Reassess the requirements for parkland dedication or fee-in-lieu of dedication in the City’s Unified Development Code. (On-Going)  Goal 2: Encourage the conservation of natural resources through acquisition of parks and recreation areas, preservation of open space, and environmentally sensitive planning.  Objective A: Encourage the conservation of environmentally sensitive areas, such as floodplains, wetlands, wildlife habitats, and areas with difficult topography or severe soil limitations, through development incentives, regulations and policies adopted by the City.  Action 1: Identify environmentally sensitive areas and conservation sites to acquire and preserve as open space or recreation areas including areas along the Dietz, Cibolo, Woman Hollering, and Saltillo Creeks, and FEMA buy- out areas. (On- Going)  Action 2: Utilize State and Federal agency data to formulate a database and composite map of candidate conservation sites. (On- Going) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.13  Action 3: When possible, acquire priority conservation areas through fee simple acquisitions or conservation easements. (On- Going)  Objective B: Encourage the preservation of open space to enhance the livability, aesthetic quality, and natural beauty of Schertz.  Action 1: Utilize development incentives to encourage developers to preserve and dedicate open space easement adjacent to arterial street right-of-way and adjacent to incompatible land uses. (On-Going)  Action 2: Enforce, or strengthen existing ordinances that require new residential development to provide neighborhood parks. (On- Going)  Action 3: Provide for ongoing, long-term maintenance of privately developed lands and areas. (On-Going)  Objective C: Utilize natural waterways to provide water-oriented recreation opportunities within the community.  Action 1: Continue to provide parks and recreation opportunities oriented around Cibolo Creek. (On-Going)  Action 2: Continue to improve public access to Cibolo Creek through recreation easements, pathways and piers. (On-Going)  Action 3: Continue to acquire and preserve land along the creek corridors through the continued development of parks and greenbelts. (On-Going)  Objective D: Develop a network of pedestrian and bicycle ways throughout Schertz and neighbors, including an interconnected system of multi-purpose paths, trails and lanes.  Action 1: Identify potential greenbelt corridors, bicycle and pedestrian trails and routes, and linear parks that provide a safe connection between parks, schools, neighborhoods and major open spaces. (On-Going)  Action 2: Identify minor arterial collector and local residential streets that are suitable for bicycle traffic, such as Schertz Parkway. (On-Going) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.14  Action 3: Identify right-of-way, easements, natural drainage ways, rivers, streams and creeks that are suitable for hike and bike trails, such as Cibolo Creek and Bubbling Springs Road. (On- Going)  Action 4: Utilize trail segments to link major destinations such as parks, schools, public buildings, facilities and major employers. (On-Going)  Action 5: Utilize conservation areas along Cibolo Creek and other creek beds and waterways as greenbelt corridors. (On-Going)  Action 6: Establish and acquire trail right-of-way and easements at an early stage of community development. (On-Going)  Action 7: Develop an annotated trail connecting recreational facilities, parks, historic cemeteries, and landmarks that are of historic, cultural or environmental significance. (On-Going)  Action 8: Prepare a comprehensive bicycle/trail master plan that will define the routing, linkages and design standards for all trails. (On-Going)  Goal 3: Encourage and promote a variety of recreational opportunities including cultural activities, community activities and special events to enhance recreation and education opportunities for residents and tourists.  Objective A: Maintain, secure and manage existing and future parks and open space in a manner that encourages appropriate use.  Action 1: Ensure that Schertz’s park facilities are safe and accessible for all users. (On-Going)  Action 2: Upgrade or restore existing City parks that are in need of repair. (On-Going)  Action 3: Allocate funding for adequate maintenance of existing and new parkland and recreational facilities. (On-Going)  Action 4: Annually submit grant applications to respective entities or organizations as funding sources. (On-Going) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.15  Objective B: Provide recreation opportunities that meet the passive, active, social and cultural needs of all residents and tourists.  Action 1: Encourage the private development of recreational activities such as a bowling alley, skating rink, skate boarding and roller blading, movie theater, outdoor amphitheater and an indoor sports facility. (On-Going)  Action 2: Work with the Schertz Chamber of Commerce, Economic Development Commission, and other civic and neighborhood groups to assist and promote the organization of annual community activities such as sports tournaments, festivals, outdoor concerts, fairs and other special events. (On-Going)  Action 3: Provide public recreation facilities and programs that promote tourism and cultural activities such as interpretive historic signage and trails. (On-Going)  Action 4: Develop recreational programs and facilities based on a needs assessment conducted by the City of Schertz. (On-Going)  Action 5: Develop a policy to include environmental and outdoor art in parks and open spaces; partner with local artists to develop art pieces and display art at prominent locations. (Recommended addition) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.16  Objective C: Expand and enhance youth and teen recreation programs and facilities to meet the current and future needs of the community.  Action 1: Coordinate with SCUCISD in developing and coordinating after school programs. (On-Going)  Action 2: Advertise and promote youth recreation programs, such as little league, to inform the public of available programs and activities. (On-Going)  Action 3: Continue to develop facilities at City parks for youth and adult recreational including tennis, swimming, biking, in-line skating, skate boarding, roller blading, fishing, picnicking and hiking. (On-Going)  Objective D: Implement a parks and recreation improvement program, including redevelopment of existing areas, and maintenance, improvement and renovation of all public areas and facilities.  Action 1: Conduct periodic condition assessments of existing parks, recreation areas and facilities to identify improvements and determine the level of annual financial commitment required to adequately maintain existing facilities. (On-Going)  Action 2: Prioritize improvements based upon criteria such as safety hazards, level of use, and other practical operating and maintenance criteria. (On-Going) City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.17 Recommended Action Plans The following actions are provided for implementation of this plan. Working towards these actions will aid the city in achieving the previously identified goals and objectives. All actions were based on the needs analysis conducted as part of this plan and input derived from the survey of city residents, which were then rank ordered by the City’s Parks Advisory Board. Two types of actions are offered; administrative and capital improvements. Administrative Actions Administrative actions will require the generation of policy or guidance from multiple sources such as the Parks Advisory Board, City staff, and City Council. In some cases, these actions will impact capital improvement recommendations. Some of the administrative actions can be completed internally with little or no cost, however, some will require significant coordination and staffing and others will require an allocation of funding. For example, the development of policy or plans relating to trails and pathways throughout the city will require significant external coordination with outside agencies and service providers. Many items will also require subsequent review, discussion and action from the City Council. Due to the complexity of some recommended administrative actions, city staff must have the flexibility to address administrative issues based on the schedule and availability of staff, advisory boards, external agencies and City Council, and not necessarily in the order presented in this plan. Capital Improvement Actions Capital improvement actions will require additional review and coordination from other advisory boards, including, but not limited to; Planning and Zoning, Economic Development, etc., in addition to the Parks Advisory Board, City Staff, City Council and other entities. Since some capital improvement actions typically require the dedication of significant resources, extensive planning and coordination, they may not necessarily be addressed in the order listed. Capital improvement actions should be considered on a case by cases basis with consideration given to areas such as; • The scope of the project • The required level of planning effort • Available funding opportunities City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.18 Additionally, some capital improvement items are contingent on the completion of one or more administrative actions; therefore, it is recommended that efforts to address capital improvement actions allow for the flexibility to address lower priority items before higher priority items whenever possible. Administrative Actions 1. Review the staffing and budgeting process for the parks department in order to mitigate ongoing maintenance concerns, upgrade and maintain installed amenities and establish goals to monitor and achieve city standards. 2. Develop cost recovery standards and models for parks and recreation programs. 3. Develop plans to identify and pursue multiple funding sources for parks and recreation. 4. Formally adopt standards for park facilities and installed amenities. 5. Develop specific plans for the development of existing park locations that are currently undeveloped. 6. Develop plans for additional sport practice fields to accommodate youth programs and reduce impact on tournament quality fields. 7. Develop specific plans to provide better connection between existing trails and pathways, and to link city parks, facilities, schools and greenbelts wherever practical. 8. Develop plans or recommendations for the addition of outdoor volleyball courts to parks where practical. 9. Develop a stronger partnership with SCUCISD for expanded joint-use of playgrounds, practice facilities and indoor gymnasiums during non-school hours and on weekends. 10. Provide recommendations for the identification and design of potential park lands in southern Schertz to facilitate future growth in that area and ensure adequate service coverage. 11. Review, update and expand existing partnership agreements to increase and enhance services, reduce gaps in service areas, and clarify funding and maintenance responsibilities. 12. Identify possible locations better suited to accommodate festivals and events as city growth exceeds the capacity of current locations. 13. Develop a program for the installation of art in public places, parks and along trails. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.19 Specific cost estimates for these recommendations were not developed or explored by the Parks and Recreation Advisory Board. It is recommended that the City develop cost estimates for the capital improvement actions presented in this plan in order to adequately address parks and recreation requirements in the city budget, capitalize on funding opportunities as they present themselves, and aid in developing priorities for future parks and recreation facilities.  Priority Capital Improvement Actions 1. Build & Connect trails to support connectivity throughout the city. 2. Construct soccer practice locations. 3. Construct baseball practice locations. 4. Construct new and renovate existing outdoor basketball courts. 5. Construct outdoor volleyball courts. 6. Obtain additional dedicated open space. 7. Build Phase II and Phase III of the Schertz Skate Park. 8. Construct an additional Splash Pad. 9. Construct a Disc Golf Course in the city. 10. Improve fishing access at Cibolo Creek & Crescent Bend Nature Park. City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz Page 7.20 This page intentionally left blank DDiivveerrssiittyy AAccccoommmmooddaattiioonn CCoonnsseerrvvaattiioonn OOppppoorrttuunniittyy CCoonnnneeccttiivviittyy Chapter Contents: - Summary of Citizen Input - Summary of Current Inventory - Summary of Desired State And Gaps - Summary of Goals, Objectives & Specific Actions PPaarrkkss aanndd RReeccrreeaattiioonn MMaasstteerr PPllaann 22001144:: LLiivvee aanndd PPllaayy!! CCiittyy ooff SScchheerrttzz CChhaapptteerr 88 PPllaann SSuummmmaarryy Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! This section of the Strategic Master Plan is intended to summarize the whole document. It is laid out into three areas that have been previously discussed in detail: (1) Citizen Input; (2) Current Inventory, Our Desired State and Identified Gaps, and; (3) Goals & Objectives. Summary of Citizen Input Schertz is a community with young, active families that have clearly expressed the need for a well-planned, robust Parks and Recreation program. They have continually displayed strong support for our existing facilities and programs. Survey data and public input indicate that there appears to be a strong desire to continue devoting adequate resources to parks and recreation in order to maintain and improve the quality of life for our residents. Seventy three percent of survey respondents were between the ages of 25 and 54. Over 67% of those participating in the Parks and Recreation Survey identified themselves as families with 3 or more persons residing in their household and 31% indicated they had 2 or more children in their residence. Sixty five percent indicated that they have lived in Schertz for more than 6 years. Sixty six percent of survey respondents indicated that they use our parks one or more times a month. Additionally, 94% of respondents identified an important need for establishing greenways and trails to connect our parks and facilities and 67% felt that the city should acquire additional land for parks. When asked to rank their priorities, survey respondents indicated that the highest need was for more hike and bike trails, followed by additional natural or open spaces. The recreational activities that scored the highest interest include hiking (89.9%), biking (87.5%) and health/wellness programs (86.0%). Approximately 59% of respondents gave the physical condition of our parks a favorable rating and 55% gave our parks in general an overall favorable rating. City of Schertz Page 8.2 Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Summary of Current Inventory, Desired State & Identified Gaps & Recommendations Current Inventory Schertz has dedicated significant resources to building a quality Parks and Recreation program. Presently, the city maintains 13 developed city parks, covering more than 340 acres. The city has also identified an additional 8 park locations, covering more than 33 acres that are undeveloped or are in the initial stages of development. New projects on the horizon include the development of a dedicated dog park, a skate park, renovation of the Schertz Ballpark Complex, renovation of the Schertz Soccer Complex, addition of a city natatorium, and a park plaza dedicated as a veterans memorial. Supplementing the city parks system is a network of parks owned and maintained by various homeowners’ associations in the city. HOA parks and dedicated open space reserves provide an additional 18 locations, covering more than 41 acres. Furthermore, three additional developments are currently platted with over 87 acres of land tentatively identified as a mix of dedicated city park space and undeveloped open space. Finally, several facilities owned by the Schertz-Cibolo-Universal City Independent School District (SCUCISD), provide additional opportunities for recreation within the city. SCUCISD facilities include 8 schools and 1 athletic complex, which are available to some degree for utilization by the residents when not directly required for school activities. For community and recreational activities, the city provides and maintains a civic center, two community centers, a library, a senior center, a city recreation center and two outdoor swimming pools. Throughout the city, a network of approximately 18 miles of trails and paths are available for use, as well as several marked bicycle lanes on city streets and roadways. Finally, the city has two natural drainage systems, Cibolo and Dietz creeks, that can serve to provide additional natural open spaces and connectivity paths. The city has extensive “partnerships” to augment its recreation program and provide services to its residents, including agreements with the Buffalo Valley Youth Association (BVYA), the Schertz Youth Soccer Alliance (SYSA) and the Young Men’s Christian Association (YMCA). City of Schertz Page 8.3 Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Desired State The desired state for the city’s parks and recreation program in this plan was developed after a complete inventory of existing facilities was conducted. The Parks and Recreation Advisory Board then examined the results of the citizen survey, reviewed on- going projects, and compared Schertz and its parks system to other Texas cities of comparable size and to national parks standard and recommendations. Finally, the board reviewed growth projections for the city to identify projected shortfalls in the system, identify existing gaps in service and provide recommendations for future parks development and projects. Identified Gaps & Recommendations Although the city has initiated numerous improvements to its parks and recreation system in recent years, the Advisory Board identified several areas that should be addressed in the upcoming years as the city grows. Complete analysis is included in Chapter 6 of this plan, but highlighted areas include: • Identification of a significant shortfall in the number and quality of dedicated practice locations for baseball, softball and soccer throughout the city. • Need to develop plans for the effective utilization of land currently designated for parkland but undeveloped • Identification of potential land to be used for additional community park space in the southern sector. • Need for review and expansion of existing agreements with outside service providers • Increased support for resourcing the parks and recreation department in both staffing and funding for maintenance and repair. City of Schertz Page 8.4 Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Summary of Goals, Objectives and Specific Actions The goals, objectives and actions in the original Comprehensive Land Use Plan were reviewed and continue to be relevant based on the current status and needs of the city’s parks and recreation system, with only minor updates offered by the Parks Advisory Board. Specific Goals and Objectives for Parks and Recreation are outlined in detail in Chapter 7. Specific action items that should be addressed to achieve the city’s goals and objectives include: Administrative Actions 1. Review the staffing and budgeting process for the parks department in order to mitigate ongoing maintenance concerns, upgrade and maintain installed amenities and establish goals to monitor and achieve city standards. 2. Develop cost recovery standards and models for parks and recreation programs. 3. Develop plans to identify and pursue multiple funding sources for parks and recreation. 4. Formally adopt standards for park facilities and installed amenities. 5. Develop specific plans for the development of existing park locations that are currently undeveloped. 6. Develop plans for additional sport practice fields to accommodate youth programs and reduce impact on tournament quality fields. 7. Develop specific plans to provide better connection between existing trails and pathways, and to link city parks, facilities, schools and greenbelts wherever practical. 8. Develop plans or recommendations for the addition of outdoor volleyball courts to parks where practical. 9. Develop a stronger partnership with SCUCISD for expanded joint-use of playgrounds, practice facilities and indoor gymnasiums during non-school hours and on weekends. 10. Provide recommendations for the identification and design of potential park lands in southern Schertz to facilitate future growth in that area and ensure adequate service coverage. 11. Review, update and expand existing partnership agreements to increase and enhance services, reduce gaps in service areas, and clarify funding and maintenance responsibilities. 12. Identify possible locations better suited to accommodate festivals and events as city growth exceeds the capacity of current locations. 13. Develop a program for the installation of art in public places, parks and along trails. City of Schertz Page 8.5 Diversity * Accommodation * Conservation * Opportunity * Connectivity City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Specific cost estimates for these recommendations were not developed or explored by the Parks and Recreation Advisory Board. It is recommended that the city develop cost estimates for the recommendations presented in this plan in order to adequately address parks and recreations requirements in the city budget, capitalize on funding opportunities as they present themselves, and aid in developing priorities for future parks and recreation facilities. Priority Capital Improvement Actions 1. Build & Connect trails to support connectivity throughout the city. 2. Construct soccer practice locations. 3. Construct baseball practice locations. 4. Construct new and renovate existing outdoor basketball courts. 5. Construct outdoor volleyball courts. 6. Obtain additional dedicated open space. 7. Build Phase II and Phase III of the Schertz Skate Park. 8. Construct an additional Splash Pad. 9. Construct a Disc Golf Course in the city. 10. Improve fishing access at Cibolo Creek & Crescent Bend Nature Park. City of Schertz Page 8.6 City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity Appendix Page 1 Diversity Accommodation Conservation Opportunity Connectivity Parks and Recreation Master Plan 2014: Live and Play! City of Schertz Appendix Appendix Contents: A. – Survey Results B. – Funding Sources & Grants C. – Recommended Park Amenity Standards Appendix City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity Appendix Page 2 APPENDIX C – Citizen On-Line Survey Responses Appendix City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity Appendix Page 3 Appendix City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity Appendix Page 4 Appendix City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! 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Diversity * Accommodation * Conservation * Opportunity * Connectivity Appendix Page 61 APPENDIX B – Potential Grant Sources Potential Parks & Recreation Funding Sources:  Assistance programs which provide matching funding  General obligation bonds  Sales tax  User fees  Impact fees such as a parks excise tax  Texas Recreation and Park Account (TRPA) program funds  Community Development Block Grant (CDBG);  Rivers, Trails and Conservation Assistance Program (RTCA)  Land donation  Trust fund  Private financing  Dedication  Fee-in-lieu of dedication or improvement  Corporate Sponsorship  Partnership with other agencies to share resources  Private Sector Grants (Refer to Table 7.1 for potential grant programs) The most effective approach to funding an adequate parks and recreation system will be to utilize a combination of financing techniques and funding sources. To the maximum extent possible, the City should strive to expand potential funding sources for parks and recreation. The creative use of multiple and varied revenue streams will continue to bring the best value for our residents and effective utilization of multiple funding streams can greatly reduce the impact on local resources. Appendix City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity Appendix Page 62 Potential Grant Sources Grant Source Web Site URL for Information American Academy of Dermatology http://www.aad.org/spot-skin-cancer/what-we-do/shade-structure-grant-program/shade- structure-grant-program Baseball tomorrow fund http://web.mlbcommunity.org/index.jsp?content=programs&program=baseball_tomorrow_fu nd CVS Caremark http://info.cvscaremark.com/community/ways-we-give EPA - Environmental Education (EE) Grants http://www2.epa.gov/education/environmental-education-ee-grants Finish Line http://www.finishline.com/store/youthfoundation/guidelines.jsp Home Depot http://www.homedepotfoundation.org/page/grants KaBOOM! http://kaboom.org/ Liberty Mutual Insurance http://www.responsiblesports.com/ Lowe’s http://responsibility.lowes.com/ National Gardening Association http://www.kidsgardening.org/ Project Learning Tree http://www.plt.org/greenworks-service-learning Staples http://www.staplesfoundation.org/index.php Texas Parks and Wildlife Department http://www.tpwd.state.tx.us/ http://www.tpwd.state.tx.us/business/grants/ The Lorrie Otto Seeds for Education Grant Program http://www.for-wild.org/seedmony.html Tony Hawk Foundation http://www.tonyhawkfoundation.org/skatepark-grants/apply/ U.S. Soccer Foundation http://www.ussoccerfoundation.org/ USA Football http://usafootball.com/help/grants Walgreens http://www.walgreens.com/marketing/about/community/guidelines.jsp#Funding Walmart http://foundation.walmart.com/ Table 7.2 – Private Sector Grant Sources Park Development Recommendations Appendix City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity Appendix Page 63 APPENDIX C – Recommended Standard Park Amenities The following park amenities are recommended as the standard feature(s) for Schertz Parks and Recreation. These types of items have been recommended not only because they provide better durability and less maintenance, they also provide a professional appearance for our parks and recreational areas. The items listed below are not intended to designate a specific model or supplier, rather, they are listed only to provide an example of the typical amenities desired for City Parks and Recreational Facilities and reflect design features, visual examples and average costs for budgeting purposes. Parks Amenities Typical Design Features Example(s) Average Cost Picnic Tables Expanded metal or all aluminum ADA Compliant Aluminum Picnic Table with Galvanized Steel Frames $580.00 ea. Expanded Metal Round Picnic Table $700.00 - $850.00 ea. 8-Ft. Heavy Duty Picnic Table $840.00 ea. Water Fountains All metal with three fountains (standard, child/ADA and pet fountain) Option: Water bottle filler feature for trail locations $2500.00 - $4200.00 ea. Benches Expanded metal or all aluminum Stationary Park Bench with Aluminum Planks - 14-Gauge Metal Frame 6-Ft. - $250.00 – $350.00 Memorial Style bench - Diamond Pattern Custom Logo Bench with Back 4 Ft – $840.00 (Text Only) 4 Ft – $1040.00 (Text & Logo) 6 Ft – $1140.00 (Text Only) 6 Ft – $1340.00 (Text & Logo) Personalized Expanded Metal Bench with Back 6 Ft - $430.00 - $550.00 Grills Size varies by location 300 Sq. Multilevel Park and Camp Grill 500 Sq. Covered Park Grill with Utility Shelf $200.00 - $650.00 ea. Trash Receptacles All metal, with or without top cover, interior plastic liner $350.00 - $550.00 ea. Table 7.3 – Recommended Park Amenities Appendix City of Schertz – Parks and Recreation Master Plan 2014: Live and Play! Diversity * Accommodation * Conservation * Opportunity * Connectivity Appendix Page 64 This page intentionally left blank Appendix Agenda No. 3 CITY COUNCIL MEMORANDUM City Council Meeting: August 12, 2014 Department: Emergency Medical Services Subject: Resolution No. 14-R-68 - Acceptance of a bid and authorizing the purchase of two (2) new ambulances. (J. Bierschwale/D. Wait) BACKGROUND On April 15, 2014, City Council directed the EMS Department to seek bids to purchase two (2) ambulances. This was an increase over the FY 2014 budget which had the financing of one ambulance approved in it. Staff was to elicit bids and then come back to City Council with the results. The bid documents were prepared with the cooperation of EMS, Purchasing and Fleet Services. Several items were asked to be well detailed and explained as to how the bidding vendors would meet the City’s requirements. These items were included based upon specific history of previous ambulances, their warranties and maintenance costs and other performance and maintenance issues. These items included the final construction weight of the vehicle (including front and rear axle weights), warranties for the construction of the module, the paint, the electrical system and any chassis modifications that would void the chassis manufacturer’s warranty. Additional items requested were specific details on the Air Conditioning and Heating methods used in their design, appropriate and specific storage for EMS equipment and methods used for seating and securing the paramedics when attending patients. Lastly, we asked for bid pricing on three different chassis types: a) Mercedes Sprinter; b) Chevy Van G4500 Chassis; and c) Dodge 4500 truck chassis. Bids were received from four vendors: Lone Star Emergency Vehicles (our previous vendor), Professional Ambulance Sales and Service, Frazer Inc., and Siddons Fire Rescue. These are listed with what chassis they bid on and their individual bid prices on the attachment. In reviewing the bids, two vendors (Frazer and Siddons) did not supply final build weights on their products and did not supply sufficient information on the on-board air conditioning systems. Final weight of an ambulance is a critical issue to insure that we have enough capacity to carry all of the equipment we need to carry without overloading the vehicle and creating a safety issue. The design of the air conditioning system is one of the highest maintenance issues encountered in an ambulance and our fleet shop felt this was a critical item for each bid. Based upon these two critical items, we determined that both Frazer and Siddons bids were disqualified. After this first review, chassis selection became our next determination. After extensive discussions and questioning of vendors, we have decided to move forward with the Chevy G4500 chassis. This chassis will give us four Chevy van chassis ambulances as we strive to move toward one, consistent standard vehicle type. Additionally, the Chevy had the highest payload capacity available based upon the final bid weights we were provided and it has enough capacity to carry the extrication equipment needed when we replace our two large International “Rescue” ambulances. Making this decision now will expedite our move towards one standard vehicle for our paramedics leading to safer vehicle operations and more efficient processes in the patient compartment. This standardization will also lead to efficiencies in Fleet Services in maintenance procedures and inventory control. Last we looked at price. In 2013 we purchased two Chevy ambulances manufactured by Crestline out of Canada. The price of these was approximately $150,000 each. During this bid process, we were surprised at the prices submitted for the Chevy chassis, but as our Crestline vehicles age, we believe we are “getting what we paid for”. It is our belief that this increased cost is the result of solid, time-tested manufacturing processes that deliver a very solid, well-built and durable ambulance that will remain reliable for the five to six years of front-line service we are expecting to receive. For these reasons, we have determined that the Horton ambulance sold by Professional Ambulance is the highest quality ambulance submitted. The attention to detail in their bid package preparation along with history and reputation of Horton as a builder and Professional Ambulance as a dealer has solidified this recommendation. Goal: To approve the attached resolution for the ordering and purchase of two (2) new ambulances from Professional Ambulance Sales and Service that will be delivered in the Spring of 2015. The total bid amount for these two new ambulances manufactured by Horton is $382,700. FISCAL IMPACT None in FY 2014. With the anticipated financing taking place in January, 2015 the first payment will occur in late FY 2015. RECOMMENDATION Staff recommends approving the attached resolution authorizing the City Manager to order and purchase two (2) new ambulances at an anticipated total cost of $382,700. ATTACHMENT Ambulance Bid Review Tabulation Sheet Resolution No. 14-R-68 RESOLUTION NO. 14-R-68 A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS AUTHORIZING THE BID AWARD AND PURCHASE OF AMBULANCES FROM PROFESSIONAL AMBULANCE SALES AND SERVICE AND OTHER MATTERS IN CONNECTION THEREWITH WHEREAS, The City staff of the City of Schertz (the “City”) has recommended that the City accept the bid proposal from Professional Ambulance Sales and Service for the manufacture of two (2) Horton/Chevy Ambulances; and WHEREAS, City staff has reviewed all bids submitted for this purchase and has determined that Professional Ambulance Sales and Service is the most qualified vendor for the City; and WHEREAS, the total cost of two ambulances will be $382,700; and WHEREAS, this purchase will be ordered as soon as possible and will be funded by financing obtained in Fiscal Year 2015. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS THAT: Section 1. The City Council hereby authorizes the City Manager to order and purchase two (2) new ambulances from Professional Ambulance Sales and Service. Section 2. The recitals contained in the preamble hereof are hereby found to be true, and such recitals are hereby made a part of this Resolution for all purposes and are adopted as a part of the judgment and findings of the City Council. Section 3. All resolutions, or parts thereof, which are in conflict or inconsistent with any provision of this Resolution are hereby repealed to the extent of such conflict, and the provisions of this Resolution shall be and remain controlling as to the matters resolved herein. Section 4. This Resolution shall be construed and enforced in accordance with the laws of the State of Texas and the United States of America. Section 5. If any provision of this Resolution or the application thereof to any person or circumstance shall be held to be invalid, the remainder of this Resolution and the application of such provision to other persons and circumstances shall nevertheless be valid, and the City Council hereby declares that this Resolution would have been enacted without such invalid provision. Section 6. It is officially found, determined, and declared that the meeting at which this Resolution is adopted was open to the public and public notice of the time, place, and subject - 2 - matter of the public business to be considered at such meeting, including this Resolution, was given, all as required by Chapter 551, Texas Government Code, as amended. Section 7. This Resolution shall be in force and effect from and after its final passage, and it is so resolved. PASSED AND ADOPTED, this 12th day of August, 2014. CITY OF SCHERTZ, TEXAS Michael R. Carpenter, Mayor ATTEST: Brenda Dennis, City Secretary (CITY SEAL) Ve n d o r Br a n d De m e r s B r a u n B r a u n H o r t o n H o r t o n F r a z e r F r a z e r R o a d  Re s c u e R o a d  RescueRoad Rescue Ch a s s i s Sp r i n t e r S p r i n t e r C h e v y C h e v y D o d g e C h e v y D o d g e D o d g e C h e v y S p r i n t e r  (Van) Bu i l d  Ti m e N o t  Li s t e d N o t  Li s t e d N o t  Li s t e d 2 3 0  Da y s 2 3 0  Da y s 18 0  Da y s  af t e r   ch a s s i s 18 0  Da y s  af t e r   ch a s s i s 7‐8 Mo n t h s 7 ‐8 Months6 months  PR I C E   14 9 , 3 6 0 $             14 5 , 9 2 4 $                   21 2 , 1 5 6 $                             19 1 , 3 5 0 $                             20 4 , 8 5 0 $                             18 2 , 4 5 0 $                             18 3 , 4 5 0 $                             17 5 , 5 8 1 $                             163,345 $                             92,900$                   Bi d  Sc o r i n g   Di s q u a l i f i e d D i s q u a l i f i e d D i s q u a l i f i e d D i s q u a l i f i e d D i s q u a l i f i e d It e m s  Me e t i n g  Sp e c s 17 1 7 2 2 2 9 2 9 2 2 2 2 2 1 2 1 N A It e m s  NO T  me e t i n g  sp e c s 1313 8 1 1 8 8 9 9 N A Lo n e s t a r  Em e r g e n c y  Ve h i c l e s P r o f e s s i o n a l  Am b u l a n c e F r a z e r S i d d o n s