Proposed Budget FY 2015-16
CITY OF SCHERTZ
FY 2015-16
PROPOSED BUDGET
The members of the governing body voted on the proposal to consider the budget as follows:
FOR: N/A
AGAINST: N/A
PRESENT and not voting: N/A
ABSENT:N/A
Property Tax Rate Comparison
2015-2016 2014-2015
Property Tax Rate:N/A $0.4974/100
Effective Rate:$0.4666/100 $0.4857/100
Effective Maintenance & Operations Tax Rate:$0.2969/100 $0.2940/100
Rollback Tax Rate:$0.4912/100 $0.5066/100
Debt Rate:$0.1706/100 $0.1810/100
Total debt obligation for the City of Schertz secured by property taxes: 75,187,118$
This budget willraisemoretotalpropertytaxes
thanlastyear's budgetby $1,195,834 or9%
increase,andof thatamount,$480,044 is tax
revenue to be raisedfrom new property added to
the tax roll this year.
City of Schertz
Fiscal Year 2015-16
Budget Cover Page
THIS PAGE INTENTIONALLY LEFT BLANK
CITY OF SCHERTZ 2015-16 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 ---------------------------- 77
Police ------------------------------------------------------------------- 81
Fire Rescue ------------------------------------------------------------ 89
Inspections ------------------------------------------------------------ 95
Marshal Services ---------------------------------------------------- 101
Streets ----------------------------------------------------------------- 107
Parks, Recreation, & Community Services ---------------- 113
Swim Pools --------------------------------------------------------- 119
Event Facilities ---------------------------------------------------- 123
Library -------------------------------------------------------------- 129
Animal Services -------------------------------------------------- 139
Information Technology -------------------------------------------- 145
Human Resources -------------------------------------------------- 153
Finance --------------------------------------------------------------- 159
Purchasing & Asset Management ---------------------------- 165
Fleet Service ------------------------------------------------------- 171
Building Maintenance --------------------------------------------- 177
City Assistance ---------------------------------------------------- 183
Court Restricted Funds -------------------------------------------- 185
Special Events Fund ---------------------------------------------- 189
Public, Educational, and Government (PEG) Access Fund-- 201
Water & Sewer
Summary -------------------------------------------------------------- 213
Business Office ----------------------------------------------------- 217
Water & Sewer Administration ---------------------------------- 223
CITY OF SCHERTZ 2015-16 BUDGET
Table of Contents
Capital Recovery
Water -------------------------------------------------------------- 233
Sewer -------------------------------------------------------------- 241
Schertz Economic Development Corporation
Summary -------------------------------------------------------------- 269
Revenues -------------------------------------------------------------- 274
Expenditures -------------------------------------------------------- 275
Drainage
Summary -------------------------------------------------------------- 247
Revenues -------------------------------------------------------------- 252
Expenditures -------------------------------------------------------- 253
Emergency Medical Services (EMS)
Summary -------------------------------------------------------------- 257
Revenues -------------------------------------------------------------- 263
Expenditures -------------------------------------------------------- 264
Hotel Tax
Summary -------------------------------------------------------------- 281
Revenues -------------------------------------------------------------- 283
Expenditures -------------------------------------------------------- 284
Park Fund
Summary -------------------------------------------------------------- 287
Revenue ---------------------------------------------------------------- 289
Expense --------------------------------------------------------------- 290
Tree Mitigation
Summary -------------------------------------------------------------- 293
Revenues -------------------------------------------------------------- 299
Expenditures ---------------------------------------------------------- 300
Library Fund
Summary -------------------------------------------------------------- 299
Revenues -------------------------------------------------------------- 301
Expenditures -------------------------------------------------------- 302
Historical Committee
Summary -------------------------------------------------------------- 301
Revenues -------------------------------------------------------------- 303
Expenditures -------------------------------------------------------- 304
Parks & Recreation Foundation
Summary --------------------------------------------------------------- 305
Revenue -------------------------------------------------------------- 307
Expenditures -------------------------------------------------------- 308
Glossary ----------------------------------------------------------------------- 315
Executive Summary
General Fund
Revenue
The revenue for FY 2015-16 will increase 5.0% from the FY 2014-15 year end estimates.
Revenues from property taxes and sales taxes increase 8.8% and 1.0% respectively.
Maintenance & Operations property taxes are based on a rate of $0.3159 per $100 of
valuation which is a slight decrease from FY 2014-15. The overall property tax rate will
decrease to $0.4911 due to a decrease of the Interest & Sinking property tax rate to
$0.1752. $241,088 of the overall revenue increase is from a transfer in from reserves as
part of the Vehicle Replacement Program. Starting in 2011 the City has been saving fund
every year in order to replace vehicles when we need to without affecting annual
operating budgets. This is the first year of making purchases using this fund and the City
was able to purchase 8 new vehicles. Fees are expected to decrease following a trend of
lower Court revenue that has been seen over the past few fiscal years.
Expenses
The FY 2015-16 Budget will increase 6.1% from the FY 2014-15 year end estimates. This
increase includes continuation of the merit program for employees and adds funds to act
on the Classification & Compensation Study which is a main priority for this budget. New
positions for this budget include 3 new firefighters in preparation of opening a third fire
station within the next few years. This “ramp-up” program hires and trainings those
firefighters each year leading up to the station’s opening.
City Council
The FY 2015-16 Budget increased 20.2% from the FY 2014-15 Estimate. The increase
is to provide additional supplies for new committees being create as well as for higher
election costs to support the charter amendments and the bond election.
City Manager
The FY 2015-16 Budget increased 1.2% from the FY 2014-15 Estimate. The increase is
related to personnel related changes. The Deputy City Manager will be replaced with the
Executive Director of Operations position while one of the Executive Assistants was
promoted to be the Assistant to the City Manager.
Municipal Court
The FY 2015-16 Budget increases 2.2% from the FY 2014-15 Estimate. There are no
new programs nor significant or irregular purchases planned.
311 Customer Service
The FY 2015-16 Budget increases 2.8% from the FY 2014-15 Estimate. No new
programs or significant/irregular purchases planned.
1
Planning & Zoning
The FY 2015-16 Budget increased 8.7% from the FY 2014-15 Estimate. This increase for
additional training opportunities and new certification pay.
Legal Services
There will be no change in the current level of legal services.
General Services
The FY 2015-16 Budget will increase 29.6% from the FY 2014-15 Estimate. The majority
of the increase is due to implementation of the classification and compensation study
recommendation to increase wages in this division. While this division will have no new
programs, there will be an increase in this division as they absorb costs related to the
maintenance of the emergency services buildings. That maintenance was originally
funded through the Economic Development Corporation. Those expenditures were being
phased out over the past few years and in FY 2015-16 will be fully taken on by the General
Services and Building Maintenance divisions of Public Works.
City Secretary
The FY 2015-16 Budget will increase 1.9% from the FY 2014-15 Estimate. No new
programs nor significant or irregular purchases are planned.
Non-Departmental
The FY 2015-16 Budget will decrease 1.7% from the FY 2014-15 Estimate. This
department had a placeholder to act on the classification and compensation study which
was removed upon implementation of the recommendation in FY 2015-16. Partially
offsetting this decrease is the expectation of the full tax abatement for the Amazon.com
building and property being realized.
Public Affairs
The FY 2015-16 Budget will increase 4.8% from the FY 2014-15 Estimate. No new
programs nor significant or irregular purchases are planned. The increase is due to the
implementation of the classification and compensation study recommendation which
found individuals in this division to be paid below market.
Records Management
The FY 2015-16 Budget will increase 2.4% from the FY 2014-15 Estimate. No new
programs nor significant or irregular purchases planned.
Schertz Magazine
The FY 2015-16 Budget will increase 2.9% from the FY 2014-15 Estimate. No new
programs nor significant or irregular purchases are planned.
2
Engineering
The FY 2015-16 Budget will decrease 8.5% from the FY 2014-15 Estimate. This decrease
is due to the estimated time it will take to find a qualified applicant to fill the vacant
Engineer position. Based on that projection the personnel budget will be reduced until
that position is filled.
GIS
The FY 2015-16 Budget increases by 0.6% from the FY 2014-15 Estimate. No new
programs nor significant or irregular purchases are planned.
Police
When compared to the FY 2014-15 Estimate, the Police Departments overall FY 2015-
16 Budget increased 9.1%. Personnel increased with the implementation of the
classification and compensation study recommendation to increase the wages of
positions found to be below the market. There was also an increase within the Personnel
Budget lines due to two new positions approved in the 2014-2015 budget year, along with
standard annual personnel increases due to merit pay, longevity, FICA, TMRS,
healthcare and workers compensation. An additional 3 crossing guards will be hired for
FY 2015-16. These positions are paid by a restricted revenue source which cannot be
spent on general municipal items. While individual budget lines for non-personnel items
have increased, others have equally decreased, which is in line with the departments
goals and objectives for the FY 2015-16 budget year.
Fire Rescue
The FY 2015-16 Budget will increase 7.6% from the FY 2014-15 Estimate. The personnel
lines will increase with the hiring of 3 additional firefighters in anticipation of a third
firestation opening within 5 years. These firefighters will have to be hired now so that they
can be fully trained and ready for the opening of that new station. By being able to staff
those additional firefighter positions now the department predicts a savings in overtime
to partially offset that increase. Due to the classification and compensation study
recommendation, wages in this division will increase for those employees found to be
below market. Also in FY 2015-16 the second phase of the Self Contained Breathing
Apparatus (SCBA) purchase will be carried out. Originally these replacement purchases
were to be carried out over 3 years but the City will be able to get a reduced price if we
buy them all at once. This allowed the City to make a stragetic decision and accelerate
that purchasing plan.
Inspections
The FY 2015-16 Budget will increase 18.7% from the FY 2014-15 Estimate. This increase
is for full year funding of an Assistant Inspector position to help with the growing number
of inspections and re-inspections. With the additional position the total number of
inspections the division will be able to perform is expected to increase over 33% as seen
in the Effectiveness Performance Indicators. This increase is also due to the
implementation of the classification and compensation study recommendation to increase
wages of positions found to be below market.
3
Marshal Services
The FY 2015-16 Budget will increase 17.7% from the FY 2014-15 Estimate. This increase
stems from the planned replacement of their vehicles which will be paid with funds
accumulated in the prior fiscal years for this purpose. Wages will also increase for
positions found to be below market in the classification and compensation study.
Streets
The FY 2015-16 Budget will increase 8.8% from the FY 2014-15 Estimate. In FY 2014-
15 during an audit on street light utility costs it was determined the City were not being
charged the correct amount for all the lights in our jurisdiction. The expected increase
monthly is about $4,000. Since this increase occurred midway through the 2014-15 fiscal
year, the City will budget for a full year of corrected electric bills in FY 2015-16. Streets
will also have two vehicles replaced as part of the Vehicle Replacement Program started
in 2011. Wages have also increased for positions found to be below market as identified
by the classification and compensation study recommendation.
Parks
The FY 2015-16 Budget increases by 5.3% from the FY 2014-15 Estimate. This increase
represents full year funding of the Parks Director position which has been vacant for the
past year as well as a wage increase for positions found to be below market in the
classification and compensation study.
Pools
There is no change in expenses expected for FY 2015-16.
Event Facilities
The FY 2015-16 Budget will decrease 2.9% from the FY 2014-15 Estimate. Half of the
decrease is due to filling a vacant position. This division will also purchase less operating
equipment than in FY 2014-15 which make up the other half of the decrease.
Library
The FY 2015-16 Budget will increase 4.4% from the FY 2014-15 Estimate. This increase
is not to initiate a new program or service but is to purchase additional library materials.
This will keep material per capita, a leading indicator of service, from decreasing.
Animal Services
The FY 2015-16 Budget will increase 16.1% from the FY 2014-15 Estimate. For FY 2015-
16 Animal Services will purchase a replacement vehicle that will also be able to pull the
new Animal Adoption Trailer. Now that the division is fully hired they are able to hold more
events and handle a wider variety of service requests which will be reflected in the new
budget.
Information Technology
The FY 2015-16 Budget will increase 7.6% from the FY 2014-15 Estimate. IT continues
to focus on improving overall efficiency, responsiveness and reliability. Current budget
4
request directly addresses critical needs in long-delayed network improvements,
bandwidth upgrades and server replacements. Cost Increases for the upcoming FY
include increases in annual software support, costs associated with upgrades to our
internet access, etc. Based on further review of our phone system lease it was determined
those costs moving forward should be assigned to the IT Department in the General Fund
instead of the PEG Fund. That change also contributes to the increase for the FY 2015-
16 Budget. Wages for positions found to be below market in the classification and
compensation study were adjusted based on the study’s recommendation.
Human Resources
The FY 2015-16 Budget will decrease 4.0% from the FY 2014-15 Estimate. No new
programs. The increase in Human Services- which include medical co-pay, tuition
reimbursements and employee wellness programs- is offset by lowering training levels to
match averages prior to FY 2014-15 and moving half of the expenses for drug screenings
to the Risk Management function located in the Purchasing & Asset Management division
of Finance. Personnel will decrease while the City fills the vacant Director position.
Finance
The FY 2015-16 Budget will increase 14.7% from the FY 2014-15 Estimate. This increase
is due to the full year staffing of the Accountant I position approved and hired in FY 2014-
15 and the addition of an administrative assistant which moved to Finance from
Purchasing & Asset Management.
Purchasing & Asset Management
The FY 2015-16 Budget will decrease 23.5% from the FY 2014-15 Estimate due to the
transfer of the Administrative Assistant position to the Accounting Division of Finance.
Fleet
The FY 2015-16 Budget will increase 6.0% from the FY 2014-15 Estimate. This increase
is to replace a motor pool vehicle with the Vehicle Replacement Program which began in
2011.
Building Maintenance
The FY 2015-16 Budget will decrease 8.6% from the FY 2014-15 Estimate. The decrease
is due to the one-time purchase of a vehicle in FY 2014-15 to support the new Worker I
position and no additional capital will be purchased in FY 2015-16. For ongoing
operational costs the only increase is in Professional Services as this division takes on
expenditures for the public safety buildings which were paid for by the Economic
Development Corporation. Beginning in FY 2015-16 all expenditures used to maintain
those buildings will be fully funded by the General Fund General Services and Building
Maintenance divisions.
City Assistance
The FY 2015-16 Budget will increase 137% from the FY 2014-15 Estimate to provide
adequate care to the Senior Center Program through the use of contracted services.
5
Court Restricted Funds
The FY 2015-16 Budget for the Court Restricted Funds will decrease 57.3% from the FY
2014-15 Estimate. No additional projects are planned for FY 2015-16 which is the cause
of the decrease.
Special Events Fund
Revenue: Revenues will increase by 20.1% from FY 2014-15 Estimate. Interfund
Transfers increased to match expenditures.
Expenses: The FY 2015-16 Budget increases 8.6% from FY 2014-15 Estimate. The City
hopes to raise more funds through the Walk for Life and Hal Baldwin Scholarship
programs which offsets the savings from moving the Jazz N Blues in the Park to the Parks
& Recreation Foundation.
Public, Educational, and Governmental Access (PEG) Fund
Revenue: Revenues increase for FY 2015-16 with a transfer from reserves to fund the
next phase of the Master Communication Plan.
Expenses: Expenses increase for FY 2015-16 to fund the next phase of the Master
Communication Plan along with camera replacement in the Council Chambers and video
streaming upgrades.
Interest & Sinking Fund
Revenues: The FY 2015-16 revenue is expected to increase 6.0% from the FY 2014-15
Estimate due to an increase in property values and population in the City.
Expenses: The FY 2015-16 Budget will increase 3.3% from the FY 2014-15 Estimate.
This increase represents a new tax note being issued to replace an aging Fire Apparatus
and rescue equipment.
Water & Sewer Fund
Revenue: Revenues for FY 2015-16 are expected to increase 5.3% from the FY 2014-
15 Estimate. Revenue reflects both rate increases and increase in service population
much of the increase is due to a transfer from reserves to fund new projects.
Expenses: The FY 2015-16 Budget increases by 2.9% from the FY 2014-15 Estimate.
This is not indicative of an operational change but funds the next phase of the Northcliffe
waterline replacement project.
Business Office
The FY 2015-16 Budget increases 8.0% from the FY 2014-15 Estimate. The automated
kiosk program was implemented in FY 2014-15, however this new program will not cost
the Business Office anything. A significant purchase planned in FY 2015-16 are 2
6
replacement vehicles for the Meter Techs. This is a one-time purchase to replace aging
vehicles and will not cause a new recurring expense. Wages in this division were
increased based on the results of the classification and compensation study for positions
found to be below market.
Administration
The FY 2015-16 Budget increased 5.5% from the FY 2014-15 Estimate. No new
programs or services are planned so this increase is due to higher expenses on the waste
disposal service and the sewer treatment service. Both expense increases will be offset
by revenue increases. Wages in this division were increased based on the results of the
classification and compensation study for positions found to be below market.
Capital Recovery Fund - Water
Revenues: Impact fee revenues for FY 2015-16 are expected at levels estimated for FY
2014-15. In order to fund new projects additional funds will be transferred in from reserves
which are the cause of the overall increase shown for FY 2015-16.
Expenses: The FY 2015-16 Budget will increase $2.8 million from the FY 2014-15 year
end estimates with the 2016 Water/Wastewater Capital Recovery Study, the construction
phase of the Southern Schertz 1 million gallon elevated tank, and the design of the
Southern Schertz 3 million gallon Ground Storage Booster Station.
Projects to be completed FY 2015-16
• 2016 Water/Wastewater Capital Recovery Study
• Southern Schertz 1 million gallon elevated tank
Capital Recovery Fund - Sewer
Revenues
Revenues: Impact fee collections for FY 2015-16 are expected to remain at levels
estimated for FY 2014-15. Additional funds will be transferred in from reserves to fund
upcoming projects.
Expenses: The FY 2015-16 Budget will increase with the addition of the Woman
Hollering Sewer Line and lift-station project and the Capital Recovery Study update.
Projects to be completed FY 2015-16
Water/Wastewater Capital Recovery Study
Woman Hollering Sewer Line
Drainage Fund
Revenue: Revenue for the FY 2015-16 Budget is expected to increase 32.5% from the
FY 2014-15 Estimate. This increase is due to the transfer from reserves to fund the
construction of a bridge to the school parking lot next to City Hall.
7
Expenses: The FY 2015-16 Budget will increase 17.3% from the FY 2014-15 Estimate.
Significant purchases for FY 2015-16 include a replacement work truck and a 12ft
Flexwing Shredder for operations. A new project proposed for FY 2015-16 is the
construction of a bridge over the drainage channel to connect City Hall to the school
parking lot. Project expenditures could be reimbursed by the School District up to
$80,000. Wages in this division were increased based on the results of the classification
and compensation study for positions found to be below market.
EMS Fund
Revenue: Revenues for FY 2015-16 are expected to increase 9% from the FY 2014-15
Estimate. This increase is in anticipation of the continuation of the upward trend in the
total number of transports as seen in the indicators above. Inter-Jurisdictional contracts
are also increasing for inflation and population growths.
Expenses: The FY 2015-16 Budget will increase 6.5% from the FY 2014-15 Estimate.
Starting in FY 2015-16 the EMS department will employ a Training Coordinator to oversee
and schedule training classes. Currently this function is accomplished by the EMS
Supervisors but due to increased workload it was felt the training program could use its
own supervisor. Significant purchases for FY 2015-16 include to replacement vehicles
and stretchers.
Schertz Economic Development Corporation (SEDC)
Revenues: The revenue for FY 2015-16 is projected to increase by 1.9% from the FY
2014-15 year end estimate. The increase reflects a general increase in the economy
while realizing the retail expansions in our neighboring cities.
Expenses: The proposed FY 2015-16 Economic Development Budget will decrease by
13.9% from the FY 2014-15 Estimate. Major decreases to the budget included the
elimination of the Non-Departmental expenses which was completed in partnership with
the City Manager’s office as part of a four year phase-out plan; and the repayment of the
SR 2010 Tax Note. The SEDC will maintain $500,000 fund balances for the Development
Incentive and the Impact Fee Matching Funds; the funds will be used for qualified
economic development projects.
In the Project Budget, the SEDC has reallocated the remaining $191,775 to complete the
extension of David Lack Boulevard which was approved by the Resolution No. 14-R-14.
In addition, The SEDC has maintained a $250,000 fund balance for the Land Purchase
fund; these funds have been set aside for future SEDC property purchases.
Hotel Motel Tax Fund
Revenue: Revenue for FY 2015-16 is expected to increase 3.0% from the FY 2014-15
Estimate. This increase is based on historical trends and does not include any new hotels.
8
Expenses: The FY 2015-16 Budget will decrease 10.4% from the FY 2014-15 Estimates.
Restructuring of this Special Revenue fund will continue into FY 2015-16 as we evaluate
a new strategy for these funds to add valued service to our citizens.
Park Fund
Revenue: Current revenue estimates based upon known, active development fees
scheduled for payment before September 30, 2015. Next year’s estimate is a
conservative one based upon development projects already “on the books” and expected
to come on line during FY 2015-16. Next year’s revenue projection is 11% greater than
this year’s revenue projection.
Expenses: Project the purchase/installation of stone monument signs for Cypress Point
Park and Rhine Valley. In addition, we will need to carry over the funding for the
preliminary development of Sedona (Crossvine) Park including a decomposed granite
trail and two (2) park benches. Overall this is a 51.9% decrease in expenditures from FY
2014-15 estimates.
Tree Mitigation
Revenue: Revenue remains high (in FY 2014-15) because of several developments that
alone generated over $84,000 in revenue. A conservative budget is forecast for FY 2015-
16 in anticipation of lower revenues not skewed by large, unanticipated events.
Expenses: The projected expenses anticipated in FY 2015-16 are carry-overs from
projects originally scheduled for FY 2014-15 that were not completed in time to meet the
tree transplanting season in this region (November – March). Therefore, those
expenditures are removed from FY 2014-15 projections and moved to FY 2015-16
projections (i.e. shade trees for the Schertz Ball Complex and E. Live Oak Road).
Library Fund
Revenues: Revenues will remain at levels consistent with current and past years. In
order to make one time purchases of additional materials, funds will be withdrawn from
fund balance.
Expenses: The FY 2015-16 Budget will increase 11.9% from the FY 2014-15 Estimate.
For FY 2015-16 the board will use reserve funds to purchase additional library materials.
9
Historical Committee
Revenues: The interfund transfer will be equal to offset expenditures. Book sales are
expected to remain constant with current levels.
Expenses: A large portion of the expenses for the FY 2014-15 year and the FY 2015-16
budget is dedicated for training for the committee. Other operations are expected to
continue at their budgeted levels.
Parks & Recreation Foundation
Revenues: The FY 2015-16 revenue is expected to increase 8.4% from the FY 2014-15
Estimate with the anticipation of higher event attendance and additional funding from the
Hotel Tax Fund to grow the Jazz N Blues Event.
Expenses: The FY 2015-16 Budget will increase 2.4% from the FY 2014-15 Estimate.
Budgets are set in line with historical averages but are still accounting for increased event
attendance. The budget for the Jazz N Blues Event will increase to allow for growth in
this event.
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
x Economic Prosperity
x Fiscally Sustainable
x Family Friendly for all ages
x High Quality of Life
x Safe Community
x Essential Services
x Attractive Community
x Innovative and Proactive
x Service Oriented
x Friendly City
17171717171717171717171717171717171717171717171717
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 8 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
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Number of ordinances passed 60 40 50
Number of resolutions passed 111 92 100
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Meeting Attendance rate 84% 84% 90%
Citizens
City
Council
181818181818181818181818181818181818181818181818
CITY COUNCIL
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
Number of Council Meetings 48 53 53
Request for Information
2013-14
Actual
2014-15
Estimate
2015-16
Budget
Number of Items 11 13 15
Agenda Items Requested
2013-14
Actual
2014-15
Estimate
2015-16
Budget
Number of Items 43 22 45
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $24,405 $23,575 $23,575
Supplies 497 1,700 2,600
City Support Services 40,301 40,600 52,000
Operations Support 286 400 500
Staff Support 15,559 21,200 26,500
Total $81,048 $87,475 $105,175
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget increased 20.2% from the FY 2014-15 Estimate. The
increase is to provide additional supplies for new committees being create as well
as for higher election costs to support the charter amendments and the bond
election.
191919191919191919191919191919191919191919191919
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 8
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
GENERAL GOVERNMENT
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
CITY COUNCIL
============
Personnel Services
150-511110 Regular 14,531 17,289 15,600 11,981 15,600 15,600 ____________
150-511240 Allowances 5,781 4,708 6,300 3,496 6,300 6,300 ____________
150-511310 FICA-Employer 1,559 1,680 1,675 1,174 1,675 1,675 ____________
150-511500 Workers' Compensation 27 728 0 0 0 0 ____________
TOTAL Personnel Services 21,898 24,405 23,575 16,651 23,575 23,575
Supplies
150-521000 Operating Supplies 520 489 1,500 500 1,400 2,100 ____________
150-521100 Office Supplies 126 8 300 15 300 500 ____________
TOTAL Supplies 646 497 1,800 515 1,700 2,600
City Support Services
150-532600 City Elections 26,187 27,125 27,000 15,978 27,000 38,000 ____________
150-532800 Special Events 13,870 13,176 13,600 13,091 13,600 14,000 ____________
TOTAL City Support Services 40,057 40,301 40,600 29,069 40,600 52,000
Utility Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Operations Support
150-534200 Printing & Binding 483 286 400 220 400 500 ____________
TOTAL Operations Support 483 286 400 220 400 500
Staff Support
150-535100 Uniforms 12 505 400 219 300 600 ____________
150-535200 Awards 31 0 300 0 300 400 ____________
150-535300 Memberships 6,682 6,686 7,100 6,588 7,100 11,000 ____________
150-535500 Training/Travel 14,738 8,369 13,500 3,449 13,500 14,500 ____________
TOTAL Staff Support 21,463 15,559 21,300 10,256 21,200 26,500
Professional Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Rental/Leasing ___________ ___________ ___________ ___________ ___________ ____________ ____________
Operating Equipment ___________ ___________ ___________ ___________ ___________ ____________ ____________
________________________________________________________________________________________________________________________________________
TOTAL CITY COUNCIL 84,546 81,048 87,675 56,712 87,475 105,175
20202020202020202020202020202020202020202020202020
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 2013-142014-15 2015-16
City Manager 11 1
Deputy City Manager 11 0
Executive Director 1 1 3
Assistant to the City Manager 01 1
Chief of Staff 11 0
Executive Assistant 21 1
TOTAL POSITIONS 6 6 6
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $911,875$832,027 $837,718
Supplies 2,9203,000 3,000
City Support Services 1,8043,500 2,770
Staff Support 21,43627,975 33,775
Operating Equipment 0725 0
Total $939,236$867,227 $877,263
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget increased 1.2% from the FY 2014-15 Estimate. The
increase is related to personnel related changes. The Deputy City Manager will
be replaced with the Executive Director of Operations position while one of the
Executive Assistants was promoted to be the Assistant to the City Manager.
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
x Promote respect for the administration of justice through improvements in
the Court's customer service and the physical attributes of the Municipal
Court building.
x Implement the use of new technology and other innovative practices to
maintain efficient and security.
x Promote traffic safety by focusing attention on fair and impartial punishment
for those individuals charged in this court.
x Seek input from personnel to maintain a positive work environment.
x Renovate front counter to include and efficient work station for clerks and
defendants.
x Establish an education program for young adults to understand the effects
of how making the wrong choice or decision can effect their lives.
25252525252525252525252525252525252525252525252525
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.
ORGANIZATIONAL CHART
City Manager
Executive
Director
Operations
Municipal
Court
26262626262626262626262626262626262626262626262626
MUNICIPAL COURT
MUNICIPAL COURT 2013-14 2014-15 2015-16
Director 1 1 1
Senior Deputy Court Clerk 1 1 1
Deputy Court Clerk 4 4 4
TOTAL POSITIONS 6 6 6
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Traffic Citations Filed 13,997 11,030 8,063
State Law Citations Filed 2,654 3,040 2,654
Municipal Ordinances Filed 240 210 180
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Cases Disposed 16,264 14,454 12,654
Charges Processed per Clerk 4,066 4,818 4,218
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
Cases Disposed per Clerk 25% 33% 33%
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $285,722 $274,014 $278,579
Supplies 1,604 2,500 3,500
City Support Services 0 1,000 1,000
Operations Support 2,035 4,000 4,500
Staff Support 5,955 6,600 7,710
Court Support 0 700 700
Professional Services 53,275 68,200 68,200
Maintenance Services 2,250 2,000 2,800
Operating Equipment 37 800 800
Total $350,878 $359,814 $367,789
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget increases 2.2% from the FY 2014-15 Estimate. There are
no new programs nor significant or irregular purchases planned.
27272727272727272727272727272727272727272727272727
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 11
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
GENERAL GOVERNMENT
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
MUNICIPAL COURT
===============
Personnel Services
152-511110 Regular 183,624 200,830 207,662 130,226 189,431 191,324 ____________
152-511180 LTD 562 615 644 435 587 593 ____________
152-511210 Longevity 4,578 4,727 4,651 4,741 4,741 5,191 ____________
152-511230 Certification Allowance 1,431 773 1,500 439 1,500 1,200 ____________
152-511310 FICA - Employer 13,945 15,003 16,357 9,929 14,980 15,125 ____________
152-511350 TMRS-Employer 29,658 32,426 34,707 22,771 31,787 31,916 ____________
152-511410 Health-Employer 29,327 31,349 35,325 22,902 30,717 32,867 ____________
152-511500 Workers' Compensation 324 0 385 271 271 363 ____________
TOTAL Personnel Services 263,450 285,722 301,231 191,713 274,014 278,579
Supplies
152-521100 Office Supplies 2,398 1,604 3,000 729 2,000 3,000 ____________
152-521600 Equip Maint Supplies 0 0 500 0 500 500 ____________
TOTAL Supplies 2,398 1,604 3,500 729 2,500 3,500
City Support Services
152-532800 Special Events 0 0 1,000 0 1,000 1,000 ____________
TOTAL City Support Services 0 0 1,000 0 1,000 1,000
Utility Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Operations Support
152-534100 Advertising 960 0 0 0 0 0 ____________
152-534200 Printing & Binding 3,216 2,035 4,500 1,928 4,000 4,500 ____________
TOTAL Operations Support 4,176 2,035 4,500 1,928 4,000 4,500
Staff Support
152-535100 Uniforms 0 330 500 0 300 500 ____________
152-535300 Memberships 450 450 710 400 500 710 ____________
152-535400 Publications 36 36 500 0 300 500 ____________
152-535500 Training/Travel 1,678 2,948 4,000 525 3,500 4,000 ____________
152-535510 Meeting Expenses 1,374 2,191 2,000 894 2,000 2,000 ____________
TOTAL Staff Support 3,538 5,955 7,710 1,819 6,600 7,710
Court Support
152-536500 Court/Jury Cost 120 0 700 210 700 700 ____________
TOTAL Court Support 120 0 700 210 700 700
28282828282828282828282828282828282828282828282828
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 12
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
GENERAL GOVERNMENT
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
Professional Services
152-541300 Other Consl/Prof Services 875 0 0 0 0 0 ____________
152-541310 Judges Services 22,903 26,619 35,000 14,798 35,000 35,000 ____________
152-541320 Prosecutor Services 27,605 26,656 33,000 18,938 33,000 33,000 ____________
152-541330 Interpreter Services 160 0 200 0 200 200 ____________
TOTAL Professional Services 51,543 53,275 68,200 33,735 68,200 68,200
Maintenance Services
152-551400 Minor & Other Equip. Maint. 0 0 800 0 0 800 ____________
152-551800 Other Maintenance Agreements 1,400 2,250 2,000 1,250 2,000 2,000 ____________
TOTAL Maintenance Services 1,400 2,250 2,800 1,250 2,000 2,800
Rental/Leasing ___________ ___________ ___________ ___________ ___________ ____________ ____________
Operating Equipment
152-571000 Furniture & Fixtures 0 37 800 281 800 800 ____________
TOTAL Operating Equipment 0 37 800 281 800 800
Capital Outlay ___________ ___________ ___________ ___________ ___________ ____________ ____________
________________________________________________________________________________________________________________________________________
TOTAL MUNICIPAL COURT 326,625 350,878 390,441 231,665 359,814 367,789
29292929292929292929292929292929292929292929292929
THIS PAGE INTENTIONALLY LEFT BLANK
30303030303030303030303030303030303030303030303030
DEPARTMENT: PUBLIC AFFAIRS
DIVISION: 153 CUSTOMER RELATIONS/311
Fund: 101 General Fund
VISION STATEMENT
The Schertz 311 Customer Relations is the primary point of contact for the City
regarding general services.
“One Call to City Hall”
MISSION STATEMENT
311’s mission is to provide access to City services and City information with the
highest possible level of customer service. The single point of contact for
requesting all non-emergency City Services.
GOALS AND OBJECTIVES
Reduce or eliminate abandoned calls
Reduce or eliminate misrouted calls
Provide consistent information to citizens
Improve call tracking capabilities to better analyze citizen need for service
To provide excellent customer service to all callers
DEPARTMENT DESCRIPTION
Connects citizens with specially trained customer service representatives ready to
assist with City service requests -- potholes, stray animals, street lights out, trash
collection, special events and other City requests. Under the supervision of the
Public Affairs Office Manager.
31313131313131313131313131313131313131313131313131
CUSTOMER RELATIONS/311
ORGANIZATIONAL CHART
CUSTOMER RELATIONS/311 2013-142014-15 2015-16
Customer Relations/311 Rep 22 2
Customer Relations/311 Rep (PT) 11 1
TOTAL POSITIONS 33 3
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Work Orders (initiated for other
depts.) 395400 500
Calls Received 47,26452,484 50,000
Calls Not Answered 2,0542,100 2,000
Average Calls Per Day Received 198237 225
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $112,411$113,203 $115,445
Supplies 144200 200
Staff Support 216608 975
Operating Equipment 0 0 500
Total $112,771$114,011 $117,120
City Manager
Executive
Director
Services
Public Affairs
Customer
Relations/311
32323232323232323232323232323232323232323232323232
CUSTOMER RELATIONS/311
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget increases 2.8% from the FY 2014-15 Estimate. No new
programs or significant/irregular purchases planned.
33333333333333333333333333333333333333333333333333
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 13
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
GENERAL GOVERNMENT
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
CUSTOMER RELATIONS-311
======================
Personnel Services
153-511110 Regular 77,560 82,725 79,933 51,878 79,933 80,970 ____________
153-511120 Overtime 281 649 1,000 193 1,000 1,000 ____________
153-511180 LTD 193 203 203 156 203 207 ____________
153-511210 Longevity 2,158 2,422 2,753 2,753 2,753 3,029 ____________
153-511310 FICA - Employer 6,087 6,443 6,402 4,228 6,402 6,502 ____________
153-511350 TMRS-Employer 12,130 13,516 13,584 9,190 13,584 13,721 ____________
153-511410 Health-Employer 6,144 6,342 9,215 4,815 9,215 9,860 ____________
153-511500 Workers' Compensation 135 110 151 113 113 156 ____________
TOTAL Personnel Services 104,689 112,411 113,241 73,326 113,203 115,445
Supplies
153-521100 Office Supplies 50 144 200 165 200 200 ____________
TOTAL Supplies 50 144 200 165 200 200
Staff Support
153-535100 Uniforms 0 145 150 95 150 150 ____________
153-535300 Memberships 0 71 100 0 100 325 ____________
153-535500 Training/Travel 336 0 500 358 358 500 ____________
TOTAL Staff Support 336 216 750 453 608 975
Operating Equipment
153-571500 Operating Equipment 0 0 500 0 0 500 ____________
TOTAL Operating Equipment 0 0 500 0 0 500
________________________________________________________________________________________________________________________________________
TOTAL CUSTOMER RELATIONS-311 105,075 112,771 114,691 73,944 114,011 117,120
34343434343434343434343434343434343434343434343434
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 raising the bar for success and is the best place to live in south Texas.
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.
Implement the Joint Land Use Study Strategies to ensure the compatibility
of land uses and development surrounding Randolph AFB.
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.
Advance the Parks and Recreation Master Plan 2014: Live and Play! by
providing a diverse blend of 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.
35
PLANNING & ZONING
Promote continuous staff development.
ACCOMPLISHMENTS
Received the Certificate of Achievement for Planning Excellence by the
American Planning Association – Texas Chapter which recognizes a
commitment to professional planning by City Administration, Elected and
Appointed Officials and exemplary professional standards demonstrated by
the Planning Staff.
Building a stronger partnership with Randolph AFB to help guide growth and
development in support of Randolph AFB’s mission.
Worked with Joint Base San Antonio – Randolph and surrounding local
governments to update the Joint Land Use Study (JLUS) to ensure the
compatibility of land uses surrounding Randolph AFB.
Completed revisions to the Unified Development Code related to zoning and
definitions.
Annexed approximately 70 acres in preparation for development of a new
wastewater treatment facility.
Attended additional continuing education including National APA and
advanced training in floodplain management.
Codified the Unified Development Code in MuniCode.
Created a Development Process Review Team to improve customer service
and operations by creating and revising current development processes,
practices and applications.
Maintained partnerships with developers and land owners to create and
update Planned Development Districts that contain a mix of residential and
commercial land uses.
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
36
PLANNING & ZONING
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.
ORGANIZATIONAL CHART
PLANNING AND ZONING 2013-142014-15 2015-16
Senior Planner 11 1
Planner I 11 1
Planner Technician 1*1* 1*
TOTAL POSITIONS 33 3
* Position is unfunded.
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Plats 3936 36
Site Plans and Master Plan 2320 20
Variances 116 6
Zone Changes and Specific Use Permits 94 4
UDC/ Comp. Plan Revisions 26 4
Annexation 02 0
City Manager
Executive Director
Development
Development
Services
Planning & Zoning Inspections
37
PLANNING & ZONING
All Plats $61,750$57,000 $57,000
Site Plan, Master Plan $29,000$25,000 $25,000
Variance $5,500$5,000 $5,000
Zone Change, Specific Use Permit $14,100$8,000 $8,000
Other (Zoning Letters and Additional Admin fees) $3,750$2,400 $2,400
Total Revenue $114,100$95,000 $95,000
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $129,240$133,685 $144,435
Supplies 1,8402,672 2,772
Operations Support 0750 750
Staff Support 8,99619,950 23,350
Professional Services 30300 300
Operating Equipment 0486 0
Total $140,106$157,843 $171,607
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget increased 8.7% from the FY 2014-15 Estimate. This
increase for additional training opportunities and new certification pay.
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.
41414141414141414141414141414141414141414141414141
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
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Operations Support $8,810 $9,000 $10,000
Professional Services 296,714 265,000 275,000
Total $305,524 $274,000 $285,000
PROGRAM JUSTIFICATION AND ANALYSIS
There will be no change in the current level of legal services.
Mayor &
City Council
Legal Services
42424242424242424242424242424242424242424242424242
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 16
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
GENERAL GOVERNMENT
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
LEGAL SERVICES
==============
Operations Support
155-534100 Advertising/Legal Notices 9,021 8,810 10,000 4,551 9,000 10,000 ____________
TOTAL Operations Support 9,021 8,810 10,000 4,551 9,000 10,000
Professional Services
155-541200 Legal Svcs 502,310 296,714 350,000 128,862 265,000 275,000 ____________
TOTAL Professional Services 502,310 296,714 350,000 128,862 265,000 275,000
________________________________________________________________________________________________________________________________________
TOTAL LEGAL SERVICES 511,331 305,524 360,000 133,413 274,000 285,000
43434343434343434343434343434343434343434343434343
THIS PAGE INTENTIONALLY LEFT BLANK
44444444444444444444444444444444444444444444444444
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,
45454545454545454545454545454545454545454545454545
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 2013-14 2014-15 2015-16
Director 1 1 0
Manager 0 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
Executive
Director
Operations
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
46464646464646464646464646464646464646464646464646
GENERAL SERVICES
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Square footage maintained 213,847 213,847 234,202
Events set up 1,500 1,550 1,550
City Buildings Maintained 19 19 21
Completed work orders 250 350 350
I.D. Badges made (City/Strac/YMCA ect) 260 260 280
Pest Control Services 15 32 35
Carpet Cleaning 12 12 12
Hours worked @ Event Centers per month N/A N/A 4,800
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $552,630 $559,866 $619,523
Supplies 68,258 90,254 104,004
Utility Services 178,555 187,838 186,915
Staff Support 9,584 11,749 11,749
Maintenance Services 22,292 31,900 51,700
Rental Equipment 0 421 421
Operating Equipment 20,339 10,800 3,600
Capital Outlay 21,075 23,000 24,000
Total $872,733 $915,828 $1,001,912
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 29.6% from the FY 2014-15 Estimate. The
majority of the increase is due to implementation of the classification and
compensation study recommendation to increase wages in this division. While
this division will have no new programs, there will be an increase in this division
as they absorb costs related to the maintenance of the emergency services
buildings. That maintenance was originally funded through the Economic
Development Corporation. Those expenditures were being phased out over the
past few years and in FY 2015-16 will be fully taken on by the General Services
and Building Maintenance divisions of Public Works.
474747474747474747474747474747474747
484848484848484848484848484848484848
494949494949494949494949494949494949
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 19
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
GENERAL GOVERNMENT
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
BUILDING 6-8 MAINTENANCE
========================
Supplies
163-521000 Operating Supplies 22,116 16,733 19,720 13,581 24,720 0 ____________
163-521200 Medical/Chem Supplies 5,290 6,019 5,530 3,994 5,530 0 ____________
TOTAL Supplies 27,406 22,752 25,250 17,575 30,250 0
Utility Services
163-533100 Gas Utility Service 3,294 3,875 4,635 3,423 4,635 0 ____________
163-533200 Electricity Utility Service 59,305 63,498 61,800 37,699 61,800 0 ____________
163-533410 Water Utility Service 17,652 14,044 20,600 4,860 20,600 0 ____________
163-533500 Fuel-Diesel 0 0 2,200 0 2,200 0 ____________
TOTAL Utility Services 80,251 81,417 89,235 45,982 89,235 0
Maintenance Services
163-551100 Building Maintenance 35,910 41,623 52,000 37,004 37,000 0 ____________
163-551400 Minor & Other Equip Maint 505 601 800 39 800 0 ____________
163-551700 Ground Maintenance 827 140 900 0 900 0 ____________
163-551800 Other Maintenance Agreements 9,889 1,770 10,000 1,124 20,000 0 ____________
TOTAL Maintenance Services 47,131 44,134 63,700 38,167 58,700 0
Operating Equipment
163-571700 Improvements Less $5,000 9,249 21,075 23,000 0 23,000 0 ____________
TOTAL Operating Equipment 9,249 21,075 23,000 0 23,000 0
Capital Outlay ___________ ___________ ___________ ___________ ___________ ____________ ____________
________________________________________________________________________________________________________________________________________
TOTAL BUILDING 6-8 MAINTENANCE 164,037 169,378 201,185 101,725 201,185 0
50505050505050505050505050505050505050505050505050
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.
51515151515151515151515151515151515151515151515151
CITY SECRETARY
DEPARTMENT DESCRIPTION
The position of City Secretary is a statutory position required by State law and the
City Charter. The City Secretary’s Office functions as a primary contact for citizens
seeking information regarding the community, supports the City Council in the
fulfillment of their duties and responsibilities as elected officials and provides daily
assistance to all city administrative departments. The City Secretary serves as a
member of the City Management Team and oversees the many functions of the
City Secretary’s Office, including election administration, record management and
preservation and Council 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, delivering continuity to 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 2013-14 2014-15 2015-16
City Secretary 1 1 1
Deputy City Secretary 1 1 1
TOTAL POSITIONS 2 2 2
Mayor &
City Council
City
Secretary
52525252525252525252525252525252525252525252525252
CITY SECRETARY
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload Actual Estimated Budget
Ordinances Passed and Processed 60 40 50
Resolutions Passed and Processed 111 92 100
Council Meetings Attended 48 53 53
Open Records 302 202 300
2013-14 2014-15 2015-16
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% 94%
Council meeting minutes transcribed within
48 hours following Council meeting 100% 98% 98%
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%
2013-14 2014-15 2015-16
Budget Actual Estimated Budget
Personnel $164,513 $167,729 $169,988
Supplies 559 1,200 1,350
City Support Services 9,576 9,700 10,500
Operations Support 50 150 450
Staff Support 4,959 8,695 8,725
Total $179,657 $187,474 $191,013
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 1.9% from the FY 2014-15 Estimate. No new
programs nor significant or irregular purchases are planned.
53535353535353535353535353535353535353535353535353
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 20
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
GENERAL GOVERNMENT
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
CITY SECRETARY
==============
Personnel Services
164-511110 Regular 110,718 122,075 123,667 86,420 123,667 124,593 ____________
164-511180 LTD 342 373 383 284 383 386 ____________
164-511210 Longevity 1,867 1,100 1,352 1,352 1,352 1,604 ____________
164-511310 FICA - Employer 7,902 9,292 9,564 6,630 9,564 9,654 ____________
164-511350 TMRS-Employer 17,606 19,353 20,294 14,779 20,294 20,372 ____________
164-511410 Health-Employer 10,055 12,141 12,287 9,208 12,287 13,147 ____________
164-511500 Workers' Compensation 218 178 225 182 182 232 ____________
TOTAL Personnel Services 148,708 164,513 167,772 118,855 167,729 169,988
Supplies
164-521100 Office Supplies 675 559 1,200 550 1,200 1,350 ____________
TOTAL Supplies 675 559 1,200 550 1,200 1,350
City Support Services
164-532700 Records Management 7,088 9,576 9,700 2,638 9,700 10,500 ____________
TOTAL City Support Services 7,088 9,576 9,700 2,638 9,700 10,500
Utility Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Operations Support
164-534100 Advertising 0 0 0 0 0 150 ____________
164-534200 Printing & Binding 0 50 150 0 150 300 ____________
TOTAL Operations Support 0 50 150 0 150 450
Staff Support
164-535100 Uniforms 0 0 100 0 0 0 ____________
164-535300 Memberships 600 597 645 601 645 675 ____________
164-535400 Publications 150 254 250 25 250 250 ____________
164-535500 Training/Travel 3,818 4,108 7,800 2,260 7,800 7,800 ____________
TOTAL Staff Support 4,568 4,959 8,795 2,885 8,695 8,725
Professional Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Maintenance Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Operating Equipment ___________ ___________ ___________ ___________ ___________ ____________ ____________
Capital Outlay ___________ ___________ ___________ ___________ ___________ ____________ ____________
________________________________________________________________________________________________________________________________________
TOTAL CITY SECRETARY 161,039 179,657 187,617 124,929 187,474 191,013
54545454545454545454545454545454545454545454545454
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.
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
City Support Services $313,049$809,892 $444,000
Operations Support 151,908144,988 134,500
Staff Support 441150 150
City Assistance 899,821 1,187,439 1,746,326
Professional Services 44,074114,865 63,285
Fund Charges/Transfers 549,104203,000 65,200
Operating Equipment 1,95535,000 0
Total $1,960,352$2,495,334 $2,453,461
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will decrease 1.7% from the FY 2014-15 Estimate. This
department had a placeholder to act on the classification and compensation
study which was removed upon implementation of the recommendation in FY
2015-16. Partially offsetting this decrease is the expectation of the full tax
abatement for the Amazon.com building and property being realized.
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
Public Affairs will become the premier information department in the State of Texas
with a primary goal of expanding information dissemination beyond traditional
means, while promoting quality of life through community events.
GOALS AND OBJECTIVES
x To be the primary source of City information for all current and potential
residents and existing businesses in the Schertz sphere of influence.
x Promote city activities/festivals throughout the region and the State of
Texas.
x Disseminate information to residents and the media during emergency and
non-emergency situations efficiently.
x Provide excellent customer service to all callers while providing accurate
information to citizens.
x Efficiently and effectively manage City records.
x Provide superior rental facilities, exceptional value and excellent customer
service for our customers.
59595959595959595959595959595959595959595959595959
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 2013-14 2014-15 2015-16
Public Affairs Manager 0 1 1
Office Manager 1 1 1
Communications Manager 1 0 0
Events Specialist 1 1 1
Events Manager 1 1 1
TOTAL POSITIONS 4 4 4
City Manager
Executive
Director Services
Public Affairs
Customer
Relations/311
Records
Management
Schertz
Magazine Event Facilities
60606060606060606060606060606060606060606060606060
PUBLIC AFFAIRS
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Measures Actual Estimate Budget
Press Release N/A 15 30
City Sponsored Events(Internal/External) 13 13 13
Marketing Materials Produced 8 6 8
Website Postings(internal/external) 150/123 100/256 100/275
2013-14 2014-15 2015-16
Efficiency Estimate Budget Budget
Average cost per Advertising Run outside of
the magazine 2,500.00 1,000.00 550.00
Average Amount of Dollars Raised for
Events, per FTE 2500.00 2,500.00 3,340.00
2013-14 2014-15 2015-16
Effectiveness Estimate Budget Budget
Non-Magazine Advertisements 8 12 17
2013-14 2014-15 2015-16
Budget Estimate Budget Budget
Personnel $194,373 $257,932 $272,396
Supplies 3,014 3,000 3,850
Operations Support 14,931 22,400 23,640
Staff Support 3,087 3,700 4,230
Professional Services 4,290 7,000 5,000
Operating Equipment 1,022 1,929 1,000
Total $220,717 $295,961 $310,116
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 4.8% from the FY 2014-15 Estimate. No new
programs nor significant or irregular purchases are planned. The increase is due
to the implementation of the classification and compensation study
recommendation which found individuals in this division to be paid below market.
61616161616161616161616161616161
62626262626262626262626262626262
DEPARTMENT: PUBLIC AFFAIRS DEPARTMENT
DIVISION: 171 RECORDS MANAGEMENT
FUND: 101 GENERAL FUND
VISION STATEMENT
To more efficiently and effectively manage City records with the goal of making the
information accessible to all City employees and eliminate paper.
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.
Increase department usage of Laserfiche (Civic Center)
63636363636363636363636363636363636363636363636363
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.
Dual role as Administrator backup for Civic Center
ORGANIZATION CHART
RECORDS MANAGEMENT 2013-14 2014-15 2015-16
Records Management Coordinator I 1 1 1
TOTAL POSITIONS 1 1 1
City Manager
Executive
Director Services
Public Affairs
Customer
Relations/311
Records
Management
Schertz
Magazine Event Facilities
64646464646464646464646464646464646464646464646464
RECORDS MANAGEMENT
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Number of Documents scanned 13,500 4,086 4,000
Average Cost of Offsite Storage N/A $535 $550
Number of boxes added to inventory 372 160 175
Number of documents destroyed
(pounds)
10,840 13,800 15,000
*Scanned by Records Management
and other Departments
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $49,284 $51,091 $52,540
Supplies 203 400 400
Staff Support 1,064 1,200 1,250
Professional Services 6,814 10,000 10,000
Total $57,365 $62,691 $64,190
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 2.4% from the FY 2014-15 Estimate. No new
programs nor significant or irregular purchases planned.
65656565656565656565656565656565656565656565656565
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 24
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
GENERAL GOVERNMENT
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
RECORDS MANAGEMENT
==================
Personnel Services
171-511110 Regular 32,961 33,767 34,193 23,845 34,193 34,882 ____________
171-511120 Overtime 84 0 500 0 500 500 ____________
171-511180 LTD 102 107 106 82 106 108 ____________
171-511210 Longevity 1,078 1,210 1,464 1,464 1,464 1,608 ____________
171-511310 FICA - Employer 2,517 2,577 2,766 1,915 2,766 2,830 ____________
171-511350 TMRS-Employer 5,331 5,503 5,869 4,246 5,869 5,971 ____________
171-511410 Health-Employer 5,868 6,071 6,143 4,604 6,143 6,573 ____________
171-511500 Workers' Compensation 60 49 65 50 50 68 ____________
TOTAL Personnel Services 48,000 49,284 51,106 36,206 51,091 52,540
Supplies
171-521000 Operating Supplies 0 60 200 47 200 200 ____________
171-521100 Office Supplies 41 143 200 136 200 200 ____________
TOTAL Supplies 41 203 400 182 400 400
Utility Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Operations Support ___________ ___________ ___________ ___________ ___________ ____________ ____________
Staff Support
171-535100 Uniforms 0 91 100 67 100 100 ____________
171-535300 Memberships 90 95 150 100 100 150 ____________
171-535500 Training/Travel 1,141 878 1,500 984 1,000 1,000 ____________
TOTAL Staff Support 1,231 1,064 1,750 1,151 1,200 1,250
Professional Services
171-541310 Contractual Services 11,248 6,814 10,000 6,668 10,000 10,000 ____________
TOTAL Professional Services 11,248 6,814 10,000 6,668 10,000 10,000
Operating Equipment
171-571300 Computer & Periphe. < $5000 360 0 0 0 0 0 ____________
TOTAL Operating Equipment 360 0 0 0 0 0
________________________________________________________________________________________________________________________________________
TOTAL RECORDS MANAGEMENT 60,879 57,365 63,256 44,208 62,691 64,190
66666666666666666666666666666666666666666666666666
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
x Schertz Magazine will continue to explore new revenue streams in order to
provide superior information to readership.
x Inform our audience about City initiatives throughout this region of the State
of Texas.
x 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, Jazz N Blues in the Park, 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.
67676767676767676767676767676767676767676767676767
SCHERTZ MAGAZINE
ORGANIZATIONAL CHART
Schertz Magazine 2013-14 2014-15 2015-16
Publications Editor 1 1 1
Account Manager 1 1 1
TOTAL POSITIONS 2 2 2
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Measures Actual Estimate Budget
Number of potential advertisers
approached N/A 180 200
Number of customers served (advertisers) 90 100 110
Number of Magazines Printed 180,000 180,000 180,000
2013-14 2014-15 2015-16
Efficiency Measures Actual Estimate Budget
Total Schertz Magazine Articles/Ads/
Photographs Produced 594 614 615
Percentage of Magazine Contracted 53% 53% 53%
City Manager
Executive
Director Services
Public Affairs
Customer
Relations/311
Records
Management
Schertz
Magazine Event Facilities
68686868686868686868686868686868686868686868686868
SCHERTZ MAGAZINE
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
Schertz Magazine Ad revenue 226,000 260,000 230,000
City Sponsored/Non-Revenue 34,900 37,000 38,000
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel Services $134,717 $137,178 $140,795
Supplies 74 200 200
Operations Support 0 50 0
Staff Support 1,033 2,200 2,220
Professional Services 227,380 239,250 247,000
Fund Charges/Transfers 0 10,000 10,000
Operating Equipment 455 0 0
Total $363,659 $388,878 $400,215
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 2.9% from the FY 2014-15 Estimate. No
new programs nor significant or irregular purchases are planned.
69696969696969696969696969696969696969696969696969
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 25
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
GENERAL GOVERNMENT
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
SCHERTZ TALES MAGAZINE
======================
Personnel Services
172-511110 Regular 90,811 92,326 93,726 65,365 93,726 95,618 ____________
172-511180 LTD 298 301 291 228 291 296 ____________
172-511210 Longevity 630 870 1,110 1,110 1,110 1,485 ____________
172-511240 Allowances 6,000 6,000 6,000 4,385 6,000 6,000 ____________
172-511310 FICA - Employer 7,406 7,341 7,255 5,414 7,255 7,428 ____________
172-511350 TMRS-Employer 15,238 15,601 16,368 11,890 16,368 16,643 ____________
172-511410 Health-Employer 11,736 12,141 12,287 9,208 12,287 13,147 ____________
172-511500 Workers' Compensation 168 137 171 141 141 178 ____________
TOTAL Personnel Services 132,286 134,717 137,208 97,741 137,178 140,795
Supplies
172-521100 Office Supplies 200 74 200 74 200 200 ____________
TOTAL Supplies 200 74 200 74 200 200
Operations Support
172-534000 Postage 23 0 100 0 50 0 ____________
TOTAL Operations Support 23 0 100 0 50 0
Staff Support
172-535100 Uniforms 41 100 100 86 100 120 ____________
172-535300 Memberships 153 283 400 300 300 300 ____________
172-535500 Training/Travel 0 0 1,000 871 1,000 1,000 ____________
172-535510 Meeting Expenses 577 650 1,500 208 800 800 ____________
TOTAL Staff Support 771 1,033 3,000 1,465 2,200 2,220
Professional Services
172-541305 Prof Services-Writers/Photogr 12,200 10,255 14,000 6,895 12,000 13,000 ____________
172-541350 Printing Services 132,016 85,169 100,750 55,134 90,000 95,000 ____________
172-541355 Design Services 98,479 93,720 93,000 61,703 93,000 94,000 ____________
172-541360 Postage Services 31,305 38,236 44,250 32,701 44,250 45,000 ____________
172-541365 Delivery Services 1,400 0 1,500 0 0 0 ____________
TOTAL Professional Services 275,400 227,380 253,500 156,433 239,250 247,000
Fund Charges/Transfers
172-548700 Bad Debt Expense 9,250 0 10,000 0 10,000 10,000 ____________
TOTAL Fund Charges/Transfers 9,250 0 10,000 0 10,000 10,000
Operating Equipment
172-571310 Computer Software 0 455 600 0 0 0 ____________
TOTAL Operating Equipment 0 455 600 0 0 0
________________________________________________________________________________________________________________________________________
TOTAL SCHERTZ TALES MAGAZINE 417,930 363,659 404,608 255,712 388,878 400,215
70707070707070707070707070707070707070707070707070
DEPARTMENT: 173 ENGINEERING
FUND: 101 GENERAL FUND
VISION STATEMENT
The Department of Engineering, in cooperation with other City departments, and
with the input and participation of the community, will allow the City of Schertz to
develop to its full potential supported by a strong backbone of well designed, well-
constructed, sustainable infrastructure.
MISSION STATEMENT
The mission of the Department of Engineering is to facilitate responsible
stewardship of the community’s natural resources and physical assets by
providing support wherever needed. Engineering collaborates with Public Works,
Development Services, other City departments, citizens, developers, and other
governmental agencies in order to effectively plan and implement infrastructure
improvement and development for the organized growth of the City.
DEPARTMENT DESCRIPTION
The Engineering Department serves as technical advisor to the City Manager, City
Council, Executive Staff, and other City departments. Engineering is responsible
for the development and implementation of the Capital Improvement Program.
That responsibility includes the development and maintenance of infrastructure
master plans; the prioritization of projects; the identification and procurement of
project funding; and the management of the design and construction of necessary
infrastructure.
The Engineering Department reviews applications for public and private land
development for conformance with adopted engineering standards, policies,
codes, and infrastructure master plans.
The Engineering Department maintains standard construction details, technical
specifications, and design guidelines.
The Transportation Safety Advisory Commission (TSAC) is staffed by the
Engineering Department. TSAC is a Commission that hears citizen input and
makes recommendations to City Council regarding traffic issues throughout the
City.
71
ENGINEERING
ORGANIZATIONAL CHART
ENGINEERING 2013-142014-152015-16
City Engineer 111
Engineer 011
Graduate Engineer 211
TOTAL POSITIONS 333
ACCOMPLISHMENTS AND GOALS
FY 2014-2015 Accomplishments
Along with Public Works Department, successfully managed the following
Capital Improvement Projects (in various stages of completion):
o Borgfeld Drainage Remediation (Drainage Fund)
o Pickrell Park Sidewalk (CDBG/Parks)
o David Lack Boulevard Extension (Economic Development)
o Town Creek Wastewater Phase 3 (Bond)
o Southern Schertz Elevated Storage Tank
o Woman Hollering Creek Wastewater Trunk Line
o SCUCISD Vehicle/Pedestrian Bridge – Drainage Improvement
Supported the Parks and Recreation Department by preparing design plans
for the City Dog Park.
Worked on update of City’s Master Thoroughfare Plan and establishment
of Roadway Impact Fee Program
Supported TXDoT with plan to construct sidewalks on FM 3009
Along with Information Technology Department, developed and maintained
user-friendly, helpful Engineering Department web page
City Manager
Executive Director
Development
Engineering
72
ENGINEERING
Completed engineering review and development support of numerous
residential and commercial subdivision and site development projects
FY 2015-2016 Goals
Continue improvement and update of standard construction details,
technical specifications, and design guidelines.
Maintain comprehensive 10-year Capital Improvement Program including
water, wastewater, drainage, roadway, and facilities projects.
Finalize and promote adoption of updated Thoroughfare Plan and Roadway
Impact Fee Ordinance.
Provide efficient, clear review of construction plans and other development
submittals.
Continue promotion of efficacy of TSAC activities and actions.
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Measures Actual Estimate Budget
Capital Improvement Projects (number) 8 18 14
Capital Improvement Project Construction
Expenditures 1.6M 2.7M 6M
Grading and Clearing Permits Issued 31 30 30
Grading and Clearing Permits Active
(Average Monthly Concurrent Maximum) 26 29 26
Grading and Clearing Permits Active
(Concurrent Maximum) 28 39 30
Grading and Clearing Permits Issued –
acreage 345 325 325
Number of Non-Construction Plan Reviews
(includes master plans, plats, site plans,
etc.)
71 62 60
Residential Subdivision Construction –
number of projects 9 9 8
Residential Subdivision Construction –
dollar value of public improvements $5,789,863$5,000,000 $5,000,000
Commercial Subdivision Construction –
number of projects 5 7 6
Commercial Subdivision Construction –
dollar value of public improvements $608,041 $1,500,000 $1,000,000
73
ENGINEERING
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $152,147$282,558 $258,764
Supplies 8541,030 1,030
City Support Services 2631,500 0
Utility Services 660750 700
Staff Support 2,4059,322 9,310
Professional Services 13,26038,800 35,800
Operating Equipment 5,856400 400
Total $175,445$334,360 $306,004
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will decrease 8.5% from the FY 2014-15 Estimate. This
decrease is due to the estimated time it will take to find a qualified applicant to fill
the vacant Engineer position. Based on that projection the personnel budget will
be reduced until that position is filled.
74
75
76
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.
77777777777777777777777777777777777777777777777777
GIS
DEPARTMENTAL DESCRIPTION
The City of Schertz uses a Geographic Information System (GIS) to create maps,
analyze information, and visually examine the geographic features of our region.
Nearly every function of City government has a geographic dimension and the
successful execution of GIS Services can substantially increase efficiency,
collaboration and empowerment in the decision-making process.
ORGANIZATIONAL CHART
GIS 2013-14 2014-15 2015-16
GIS Coordinator 1 1 1
GIS Specialist 1 1 1
TOTAL POSITIONS 2 2 2
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Work orders processed, per month 38 38 40
Document pages created, per month 59 54 75
Property attributes updated per month 343 340 270
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Hours per work order 7.0 7.0 6.6
Remaining non-updated data 16 14 12
City Manager
Executive
Director of
Development
Geographic
Information
Systems
78787878787878787878787878787878787878787878787878
GIS
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
Mobile applications deployed to City
departments 0 1 3
Map request turnaround time, days 7 7 7
New subdivision addressing turnaround
time, days 14 14 14
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $132,934 $135,495 $142,882
Supplies 1,001 2,240 2,200
Staff Support 3,817 5,235 4,390
Rental/Leasing 0 2,000 3,805
Operating Equipment 0 7,350 0
Total $137,752 $152,320 $153,277
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget increases by 0.6% from the FY 2014-15 Estimate. No new
programs nor significant or irregular purchases are planned.
79797979797979797979797979797979797979797979797979
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 28
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
GENERAL GOVERNMENT
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
GIS
===
Personnel Services
174-511110 Regular 93,177 96,104 97,094 68,824 97,094 102,137 ____________
174-511180 LTD 288 297 301 228 301 317 ____________
174-511210 Longevity 1,213 1,529 1,793 1,793 1,793 2,057 ____________
174-511310 FICA - Employer 7,119 7,212 7,565 5,419 7,565 7,971 ____________
174-511350 TMRS-Employer 14,755 15,352 16,052 11,866 16,052 16,819 ____________
174-511410 Health-Employer 11,736 12,141 12,287 9,208 12,287 13,147 ____________
174-511500 Workers' Compensation 366 299 403 306 403 434 ____________
TOTAL Personnel Services 128,654 132,934 135,495 97,644 135,495 142,882
Supplies
174-521000 Operating Supplies 977 705 1,670 0 1,000 1,000 ____________
174-521100 Office Supplies 141 0 240 0 240 200 ____________
174-521600 Equipment Supplies 297 296 1,000 0 1,000 1,000 ____________
TOTAL Supplies 1,415 1,001 2,910 0 2,240 2,200
City Support Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Staff Support
174-535500 Training/Travel 1,781 3,817 5,235 2,810 5,235 4,390 ____________
TOTAL Staff Support 1,781 3,817 5,235 2,810 5,235 4,390
Professional Services
174-541400 Other Prof Services 307 0 0 0 0 0 ____________
TOTAL Professional Services 307 0 0 0 0 0
Rental/Leasing
174-561200 Lease/Purchase Payments 0 0 3,805 0 2,000 3,805 ____________
TOTAL Rental/Leasing 0 0 3,805 0 2,000 3,805
Operating Equipment
174-571500 Operating Equipment 0 0 7,350 3,081 7,350 0 ____________
TOTAL Operating Equipment 0 0 7,350 3,081 7,350 0
________________________________________________________________________________________________________________________________________
TOTAL GIS 132,157 137,752 154,795 103,535 152,320 153,277
________________________________________________________________________________________________________________________________________
TOTAL GENERAL GOVERNMENT 5,814,179 5,946,667 7,296,732 4,120,365 6,751,916 7,472,487
80808080808080808080808080808080808080808080808080
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.
81818181818181818181818181818181818181818181818181
POLICE
DEPARTMENT DESCRIPTION
The Schertz Police Department patrols the 44.9 square miles of Schertz, with a
current population of 35,929. The City of Schertz lies within three counties, with
244.2 centerline miles of roads. The police department receives thousands of calls
for services annually through the communications division and dispatches for
Police, Fire, Emergency Medical Service, Marshals and Animal Services.
Additionally, the police department provides dispatch services for the City of Cibolo
Police, Fire Departments and Animal Services, 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
Program provides a visible presence on the campuses within the city; makes
educational presentations to the students and staff, along with investigating crimes
on campus. The Special Projects Officer interacts with Home Owner Associations,
provides education and crime prevention programs to the community and oversees
the Citizens Police Academy and the Citizens on Patrol.
ORGANIZATIONAL CHART
City Manager
Executive Director
Operations
Police
82828282828282828282828282828282828282828282828282
POLICE
POLICE 2013-14 2014-15 2015-16
Chief of Police 1 1 1
Assistant Chief of Police 1 1 1
Captain 0 0 0
Support Services Lieutenant 1 1 1
Investigations Lieutenant 1 1 1
Patrol Lieutenant 1 1 1
Investigation Sergeant 2 2 2
Patrol Sergeant 4 4 4
Investigations Corporal / Detectives 5 5 5
Patrol Corporal 5 5 5
Special Projects Officer 1 1 1
School Resource Corporal 1 1 1
School Resource Sergeant 1 1 1
Patrol Officer 24 24 24
Traffic Officer 4 3 3
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 1 1 1
Crime Victim Liaison 0 1 1
Communications Manager 1 1 1
Communications Shift Supervisor 3 4 4
Communications Officer 12 12 12
Crossing Guards (Part Time) 7 9 12
TOTAL POSITIONS 81 85 88
LAW ENFORCEMENT
COMMISSIONS 2013-14 2014-15 2015-16
Fire Dept. Law Enforcement Commission 2 1 1
Reserve Officer 2 3 2
TOTAL COMMISSIONS 4 4 3
838383838383838383838383838383
POLICE
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Calls for Service - Schertz 17,360 36,946 38,793
Calls for Service – Accidents 1,724 2,049 2,150
Citations Issued 17,770 12,318 13,500
Calls Per Patrol Officer Average 543 1,192 1,248
Percentage of Free Time N/A 34% 30%
Criminal Cases Filed 772 760 775
Cases Investigated per Investigator 179 251 318
Total Cases Cleared 1,197 1,510 1,902
Total Active Alarm Permits 2,550 3496 3750
State Seizures 1,600 23,500 5,000
Federal Seizures 34,858 6,060 10,000
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Average time on calls for service 21:23 24:43 25:00
Average time on tickets, per minute 10:16 10:01 10:00
Average response time to calls
(minutes)
7:10 4:18 5:00
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $4,803,656 $4,967,998 $5,504,509
Supplies 31,630 47,630 36,906
City Support Services 26,722 24,152 26,750
Utility Services 131,346 94,132 112,663
Operations Support 2,199 2,946 2,950
Staff Support 91,764 109,396 114,631
City Assistance 6,990 10,198 10,150
Professional Services 34,286 53,311 48,513
Fund Charges/Transfers 3,250 0 0
Maintenance Services 55,109 54,996 53,790
Operating Equipment 120,416 108,846 114,663
Capital Outlay 128,505 218,753 185,850
Total $5,435,873 $5,692,358 $6,211,375
848484848484848484848484848484
POLICE
PROGRAM JUSTIFICATION AND ANALYSIS
When compared to the FY 2014-15 Estimate, the Police Departments overall FY
2015-16 Budget increased 9.1%. Personnel increased with the implementation of
the classification and compensation study recommendation to increase the wages
of positions found to be below the market. There was also an increase within the
Personnel Budget lines due to two new positions approved in the 2014-2015
budget year, along with standard annual personnel increases due to merit pay,
longevity, FICA, TMRS, healthcare and workers compensation. An additional 3
crossing guards will be hired for FY 2015-16. These positions are paid by a
restricted revenue source which cannot be spent on general municipal items. While
individual budget lines for non-personnel items have increased, others have
equally decreased, which is in line with the departments goals and objectives for
the FY 2015-16 budget year.
858585858585858585858585858585
868686868686868686868686868686
878787878787878787878787878787
THIS PAGE INTENTIONALLY LEFT BLANK
88888888888888888888888888888888888888888888888888
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.
89898989898989898989898989898989898989898989898989
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
Executive
Director
Operations
Fire Rescue
90909090909090909090909090909090909090909090909090
FIRE RESCUE
FIRE RESCUE 2013-14 2014-15 2015-16
Fire Chief 1 1 1
Assistant Chief 1 1 1
Fire Marshal 0 1 1
Battalion Chief 3 3 3
Deputy Fire Marshal 1 0 0
Training/Safety/Emergency Manager 1 1 1
Lieutenant 6 6 6
Fire Inspector 1 1 1
Fire Apparatus Operator 6 6 6
Firefighter 12 12 15
Senior Administrative Assistant 1 1 1
TOTAL POSITIONS 33 33 36
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Input Actual Estimate Budget
Number of Commercial Occupancies 735 759 780
Total staffing 33 33 36
Suppression staffing 27 27 30
Prevention staffing 2 2 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
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Number of incidents 1,759 1,875 1,900
Unit Responses (# calls for all units
responding to all emergencies) 2,451 2,834 3,200
Buildings preplan contacts 735 759 780
Community Contact (citizen contact) 5,610 9,000 9,250
Fire Inspections Conducted 252 480 500
Plan Reviews Completed 109 111 120
Training Hours Provided 2,781.50 2,910 3,000
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Average Response Time (Minutes) 5:95 5:60 5:60
% Response Time < 5 Minutes 27.50% 29.74% 28%
91919191919191919191919191919191919191919191919191
FIRE RESCUE
% of Buildings Preplanned 100% 100% 100%
% Prevention Contacts 15.58% 24% 25%
Inspections per Inspector 126 240 260
Training Hours/Employee 89.73 93.87 100
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $2,726,199 $2,886,872 $3,205,808
Supplies 15,353 16,500 16,500
Utility Services 54,899 58,944 60,400
Operations Support 953 1,200 600
Staff Support 107,329 113,564 110,600
City Assistance 15,047 16,200 16,200
Professional Services 14,102 15,000 26,000
Maintenance Services 36,369 58,932 60,000
Rental/Leasing 0 14,000 14,000
Operating Equipment 53,934 65,900 60,200
Capital Outlay 12,146 210,600 150,000
Total $3,036,331 $3,457,712 $3,720,308
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 7.6% from the FY 2014-15 Estimate. The
personnel lines will increase with the hiring of 3 additional firefighters in anticipation
of a third firestation opening within 5 years. These firefighters will have to be hired
now so that they can be fully trained and ready for the opening of that new station.
By being able to staff those additional firefighter positions now the department
predicts a savings in overtime to partially offset that increase. Due to the
classification and compensation study recommendation, wages in this division will
increase for those employees found to be below market. Also in FY 2015-16 the
second phase of the Self Contained Breathing Apparatus (SCBA) purchase will be
carried out. Originally these replacement purchases were to be carried out over 3
years but the City will be able to get a reduced price if we buy them all at once.
This allowed the City to make a stragetic decision and accelerate that purchasing
plan.
9292929292929292929292929292
9393939393939393939393939393
9494949494949494949494949494
DEPARTMENT: DEVELOPMENT SERVICES
DIVISION: 258 BUILDING INSPECTIONS
FUND: 101 GENERAL FUND
VISION STATEMENT
To build the community of Schertz as a dynamic community and a safe place to
live, work and play through the enforcement of building codes; and with the helpful
assistance of 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 serve customers through a collaborative development
process by:
x Taking pride in building a safe Schertz.
x Public awareness of building safety through personal interaction with
homeowners, business owners, developers and builders.
x Fostering an eager attitude to assist the customer through the regulations
of building procedures; and
x To help them find solutions to challenges presented by the application of
building codes and ordinances.
GOALS AND OBJECTIVES
x Strive to provide superior customer service through courteous and
professional relationships with the public and building community.
x Continue to invest in educational opportunities and training for city staff with
the goal of effectively guiding customers through an efficient permit and
inspection process.
x Work with the 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.
x To provide a rapid and precise plan review process in response to the
growth and demand of new residential development within the community.
95959595959595959595959595959595959595959595959595
INSPECTIONS
ACCOMPLISHMENTS
x Adoption of the 2012 International Codes by end of Fiscal Year.
x Scanned 234 new residential projects totaling 4,733 pages into Laserfiche
(archive storage) for the period from 2009 through 2014.
x 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.
x Initiated weekly one-on-one residential plan review with builders.
x Entered into two plan review service agreements to improve efficiencies on
the plan review turnaround in response to the increased demand of new
residential construction.
x Inspection field pads were acquired with the purpose of streamlining
documentation of inspection results while in the field.
x Implement Daily Huddle meetings to increase awareness and
communication amongst staff.
x Participate in public awareness during Building Safety Month in May with
staff visiting 2 public organizations to encourage building safety.
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.
96969696969696969696969696969696969696969696969696
INSPECTIONS
ORGANIZATIONAL CHART
INSPECTIONS 2013-14 2014-15 2015-16
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 3 3
Permit Technician 2 2 2
TOTAL POSITIONS 8 10 10
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
New Residential Construction 227 353 406
New Commercial Construction 14 10 15
Garage Sale Permits 506 400 425
Reroof Permits 219 150 250
Shed Permits 106 70 8
Deck/Patio Permits 124 96 80
Sign Permits 114 79 80
Fence Permits 146 87 445
All Other Permits 1,010 1,234 871
City Manager
Executive Director
Development
Development
Services
Planning & Zoning Inspections
97979797979797979797979797979797979797979797979797
INSPECTIONS
Mechanical Permits 749 754 837
Electric Permits 606 661 744
Plumbing Permits 832 881 964
Total Permit Revenue $1,650,797
$1,967,486
$2,380,983
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Median days to complete residential
plan review
5 35 25
Median days to complete commercial
plan review
45 74 45
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
Standard Inspections (i.e. framing) 10,209 10,042 13,841
Re-Inspections 741 740 1,300
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $441,898 $500,837 $604,510
Supplies 1,865 2,938 2,950
City Support Services 0 2,000 0
Utility Services 6,665 6,500 6,500
Operations Support 898 2,200 2,200
Staff Support 6,620 13,850 18,600
Professional Services 46 29,300 58,600
Operating Equipment 2,353 520 0
Capital Outlay 0 26,000 0
Total $460,345 $584,145 $693,360
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 18.7% from the FY 2014-15 Estimate. This
increase is for full year funding of an Assistant Inspector position to help with the
growing number of inspections and re-inspections. With the additional position the
total number of inspections the division will be able to perform is expected to
increase over 33% as seen in the Effectiveness Performance Indicators. This
increase is also due to the implementation of the classification and compensation
study recommendation to increase wages of positions found to be below market.
98989898989898989898989898
99999999999999999999999999
100100100100100100100100100100100100100
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 the Warrant Division, the Code Enforcement
Division, the Environmental Health Division, and the Animal Services Division
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.
101
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
102
MARSHAL’S OFFICE
MARSHAL’S OFFICE 2013-142014-15 2015-16
Marshal 11 1
Deputy Marshal Lieutenant 11 1
Sanitarian 11 1
Code Enforcement Officer 22 2
Deputy Marshal Corporal 11 1
Deputy Marshal 11 1
Administrative Assistant 11 1
Total Personnel 88 8
COMMISSIONS 2013-142014-15 2015-16
Marshal’s Office 44 4
TOTAL COMMISSIONS 66 6
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload Actual Estimate Budget
Warrants Issued 2,3543,058 2,500
Citizen Complaints 598600 600
Food Establishment Inspections 82218 250
Warrants Cleared 3,7813,210 3,500
Code Violations Resolved 305800 825
Bandit Signs Removed 1,3821,300 1,300
Food Handler Permits 915450 480
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $572,403$566,743 $618,483
Supplies 1,6695,300 6,250
Utility Services 11,07015,000 16,000
Operations Support 9953,000 3,500
Staff Support 6,27212,050 14,300
City Assistance 01,000 2,500
Maintenance Services 7,09114,200 16,500
Operating Equipment 10,69916,400 5,000
Capital Outlay 28,5668,000 72,950
Total $638,765$641,693 $755,483
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 17.7% from the FY 2014-15 Estimate. This increase
stems from the planned replacement of their vehicles which will be paid with funds
accumulated in the prior fiscal years for this purpose. Wages will also increase for
positions found to be below market in the classification and compensation study.
103
104
105
THIS PAGE INTENTIONALLY LEFT BLANK
106
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.
107
PUBLIC WORKS-STREETS
ORGANIZATIONAL CHART
STREETS 2013-142014-15 2015-16
Superintendent of Streets, Bldg Maint, & Gen Svcs 11 1
Street Supervisor 11 1
Foreman 11 1
Street Worker II 33 3
Street Worker II/Sweeper Operator 11 1
Street Sweeper Operator 11 1
Street Worker I 66 6
TOTAL POSITIONS 1414 14
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Street Sweeping hours 738.51,477 1,600
Number of signs produced 375750 800
Quantity of asphalt purchased (tons) 9485,000 1,500
Special projects (Hours) 1,6292,000 2,200
Street centerline miles 135140 145
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Annual cost to operate street
sweepers (operators and fuel) 104,160109,368 114,400
Cost per ton of asphalt 6565 70
Approved daily budget expenditures
for operation 3,8934,031 3,124
City Manager
Executive
Director
Operations
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
108
PUBLIC WORKS-STREETS
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
Hours spent on roadway maintenance1,5853,170 3,200
Hours spent on traffic control device
maintenance and repair 362.5725 800
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $672,855$693,380 $713,763
Supplies 5,9617,100 7,100
Utility Services 145,191162,529 196,604
Staff Support 7,8779,912 10,030
Professional Services 2,35040,000 40,000
Maintenance Services 127,567135,400 125,400
Rental/Leasing 415200 200
Operating Equipment 50,392300 300
Capital Outlay 63,52928,000 78,000
Total $1,076,137$1,076,821 $1,171,397
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 8.8% from the FY 2014-15 Estimate. In FY
2014-15 during an audit on street light utility costs it was determined the City
were not being charged the correct amount for all the lights in our jurisdiction.
The expected increase monthly is about $4,000. Since this increase occurred
midway through the 2014-15 fiscal year, the City will budget for a full year of
corrected electric bills in FY 2015-16. Streets will also have two vehicles replaced
as part of the Vehicle Replacement Program started in 2011. Wages have also
increased for positions found to be below market as identified by the
classification and compensation study recommendation.
109
110
111
THIS PAGE INTENTIONALLY LEFT BLANK
112
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.
113113113113113113113113113113113113113113113113113113113113113113113113113
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 Parks, the Swimming Pools, Tree Mitigation, and Parkland Dedication.
In addition, the Director oversees and manages the contracts with the YMCA of
Greater San Antonio for the Recreation Center staffing and programming and
Pickrell and Northcliffe pools seasonal staffing and programming.
ORGANIZATIONAL CHART
PARKS, RECREATION & COMMUNITY SERVICES 2013-14 2014-15 2015-16
Director of Parks, Recreation & Community Services 11 1
Park Foreman 11 1
Parks Manager 11 1
Senior Administrative Assistant 11 1
Park Worker I 44 4
Seasonal Park Workers 2*2 2
TOTAL POSITIONS 1010 10
*Positions are unfunded.
City Manager
Executive Director
Development
Parks, Recreation,
and
Community Services
Pools
114114114114114114114114114114114114114114114114114114114114114114114114114
PARKS, RECREATION AND COMMUNITY SERVICES
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Outputs Actual Estimate Budget
Total Acres of Park Land Managed 379.05 389.55 394.55
Total Acres of Park Land Managed Per FTE 75.81 77.91 78.91
Routine Park Maintenance Hours (net) 7,584 7,167 7,376
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Acres of Contractual Mowing 21.16 21.16 21.16
Acres of Athletic Association Maintenance 68.6 71.6 71.6
Hours of Community restitution/Volunteer
Service 2,458 1,054 1,756
Hours of Athletic Association Service 5,000 5,200 5,200
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
Cost Benefit for Athletic Association Field
Maintenance $106,650 $110,916 $110,916
Cost Benefit for Community
Restitution/Volunteer Hours $29,742 $13,442 $21,592
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $456,491 $476,467 $541,975
Supplies 30,559 41,905 41,905
Utility Services 160,037 173,800 173,800
Operations Support 0 250 1,250
Staff Support 6,159 8,473 9,625
Professional Services 26,183 72,000 72,000
Maintenance Services 24,836 20,000 22,000
Rental/Leasing 34,955 39,600 39,600
Operating Equipment 1,043 2,000 2,000
Capital Outlay 133,715 60,000 38,000
Total $873,978 $894,495 $942,155
115115115115115115115115115115
PARKS, RECREATION AND COMMUNITY SERVICES
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget increases by 5.3% from the FY 2014-15 Estimate. This
increase represents full year funding of the Parks Director position which has been
vacant for the past year as well as a wage increase for positions found to be below
market in the classification and compensation study.
116116116116116116116116116116
117117117117117117117117117117
118118118118118118118118118118
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.
119119119119119119119119119119119119119119119119119119119119119119119119119
POOL
ORGANIZATIONAL CHART
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Outputs Actual Estimate Budget
Revenue per year $29,523 $29,500 $29,500
Days open per year 65 65 65
In-House Pool Renovation Hours 10 40 60
Daily Admissions Northcliffe Pool $4,987 $5,000 $5,000
Daily Attendees Northcliffe Pool 2,678 2,680 2,680
Daily Admissions Schertz Pool $19,657 $19,700 $19,700
Daily Attendees Schertz Pool 11,087 11,100 11,100
Season Pool Pass Sales $4,879 $4,900 $4,900
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Cost per resident Pool Operation $7.34 $6.93 $6.70
City Manager
Executive Director
Development
Parks, Recreation,
and
Community Services
Pools
120120120120120120120120120120120120120120120120120120120120120120120120120
POOL
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Supplies $15,741 $20,700 $20,700
Utility Services 19,676 29,000 29,000
Maintenance Services 181,549 203,378 208,378
Total $216,697 $253,078 $258,078
PROGRAM JUSTIFICATION AND ANALYSIS
There is no change in expenses expected for FY 2015-16.
121121121121121121121121121
122122122122122122122122122
DEPARTMENT: PUBLIC AFFAIRS
DIVISION: 464 EVENT FACILITIES
FUND: 101 GENERAL FUND
VISION STATEMENT
To bring individuals, families, businesses and organizations together, thereby
promoting the City of Schertz as an excellent location for private, meeting,
training, and/or other specialized events.
MISSION STATEMENT
Due to our geographical location, our superior and flexible venue space, and
excellent customer service, the Schertz rental facilities continue to provide an
affordable, quality gathering place for a wide variety of events, thereby enhancing
quality of life, strengthening community, and fostering civic engagement among
those in Schertz and surrounding communities.
GOALS AND OBJECTIVES
Promoting community involvement by attracting public events such as
fundraisers, tradeshows/conventions, and art/performing arts events
Promoting quality of life for residents and others by providing an
affordable, friendly, and safe gathering place for special events
Promoting relationships with surrounding cities, organizations, and citizens
by offering state-of-the-art audio/video capabilities and attractive, flexible
and diverse use of venue space through upgrades in technology and
building improvements
DEPARTMENT DESCRIPTION
Under the umbrella of Public Affairs, the Event Facilities provide a place where
the members of any community can gather for social or cultural activities, as well
as a centrally located venue for businesses and other organizations to hold
meetings, training, and/or other specialized events. This department handles all
123123123123123123123123123123123123123123123123123123123123123123123123123
EVENT FACILITIES
aspects of event rental, and in cooperation with other departments’ plans,
coordinates and executes each event from initial deposit to deposit refund and
event feedback.
ORGANIZATIONAL CHART
EVENT FACILITIES 2013-14 2014-15 2015-16
Civic and Community Centers Coordinator 1 1 1
TOTAL POSITIONS 1 1 1
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Number of events held 1,139 1,095 1,106
Number of events cancelled n/a 50 50
Number of facility tours n/a 189 300
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Revenue $249,022 $196,000 $198,000
Complimentary use value $43,950 $39,000 $38,000
City Manager
Executive
Director Services
Public Affairs
Customer
Relations/311
Records
Management
Schertz
Magazine Event Facilities
124124124124124124124124124124124124124124124124124124124124124124124124124
EVENT FACILITIES
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
Percentage Revenue to Non-Revenue
events
88% 83% 84%
New customers - Tradeshows/Conventions n/a n/a 5
Customer Satisfaction Rating n/a n/a 90%
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel Services $54,530 $58,623 $56,240
Supplies 12,593 14,500 15,500
Utility Services 46,765 51,400 51,850
Operations Support 9,994 22,200 20,970
Staff Support 2,073 2,416 2,500
Professional Services 737 500 500
Operating Equipment 0 5,431 3,000
Total $126,693 $155,070 $150,560
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will decrease 2.9% from the FY 2014-15 Estimate. Half
of the decrease is due to filling a vacant position. This division will also purchase
less operating equipment than in FY 2014-15 which make up the other half of the
decrease.
125125125125125125125125
126126126126126126126126
127127127127127127127127
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 44
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
PARKS & RECREATION
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
SENIOR CITIZEN CENTER
=====================
Personnel Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Supplies
465-521000 Operating Supplies 0 5,425 6,000 4,042 6,000 0 ____________
465-521100 Office Supplies 0 45 150 111 140 0 ____________
465-521110 Office Supplies - Refreshment 0 1,211 1,500 316 600 0 ____________
TOTAL Supplies 0 6,680 7,650 4,469 6,740 0
Utility Services
465-533200 Electric Utility Service 0 414 3,600 0 3,600 0 ____________
465-533410 Water Utility Service 0 0 640 217 500 0 ____________
TOTAL Utility Services 0 414 4,240 217 4,100 0
Operations Support
465-534100 Advertising 0 0 1,500 592 1,000 0 ____________
TOTAL Operations Support 0 0 1,500 592 1,000 0
City Assistance
465-537700 Senior Citizen Hot Meals 0 21,858 20,000 7,911 15,000 0 ____________
TOTAL City Assistance 0 21,858 20,000 7,911 15,000 0
Professional Services
465-541300 Other Consl/Prof Services 0 3,748 3,600 1,383 2,500 0 ____________
465-541920 Entertainment Services 0 7,305 4,400 1,595 8,000 0 ____________
TOTAL Professional Services 0 11,053 8,000 2,978 10,500 0
Maintenance Services
465-551100 Building Maintenance 0 10,386 5,000 246 2,000 0 ____________
465-551800 Other Maintenance Agreements 0 0 0 91 0 0 ____________
TOTAL Maintenance Services 0 10,386 5,000 336 2,000 0
________________________________________________________________________________________________________________________________________
TOTAL SENIOR CITIZEN CENTER 0 50,392 46,390 16,502 39,340 0
________________________________________________________________________________________________________________________________________
TOTAL PARKS & RECREATION 1,159,429 1,268,029 1,376,400 700,743 1,341,983 1,348,214
128128128128128128128128128128128128128128128128128128128128128128128128128
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.
2014-15 HIGHLIGHTS AND ACCOMPLISHMENTS
Operations and Collections
Withdrew more than 4,000 dated, worn, and damaged items from library
collections.
Completed revisions of several circulation and operation policies and
procedures.
Completed customer survey to gather information on service and
programming desires and satisfaction.
Added new electronic resources to collection including Zinio downloadable
magazines (19 titles) and OneClick Digital downloadable audio-books
(200+ titles) and e-books (50 titles).
Shifted approximately 14,000 books in the Adult Fiction collection to
accommodate growing collection of Large Print materials.
Programming
Added a First Lego League Robotics competition team to Youth Services
program offerings. Nine students learned to build and program a Lego
Mindstorm Robot, how to work in a team and how to complete a research
project. Also added a monthly Lego Club program for children.
Added approximately 12 new volunteers to volunteer program.
Added an adult short story discussion group and a monthly
presentation for those with Alzheimer's and their caregivers.
Restructured computer classes to an open lab format with fewer students
and one-on-one e-Reader tutoring to be 1 hour sessions vs. the 45 minute
sessions we were doing previously. These decisions were made based on
the wants and needs of our students.
129129129129129129129129129129129129129129129129129129129129129129129129129
LIBRARY
Increased regular adult program attendance by 12%, Increased adult
summer and winter reading club participants by 8%.
Implemented new block programming schedule for Youth Services that
allows for periodic breaks in programming to focus on projects and
outreach while maintaining program attendance at close to previous year’s
levels.
Outreach and Partnerships
Youth Services Librarian began visiting 1st Baptist Preschool on a monthly
basis to present story time to all classrooms.
Youth Services continued partnership with the Guadalupe County
Community Symposium to bring a local Texas author to library story time.
Youth Services partnered with the Army Reserve Family Programs which
helped with our Read Across America Dr. Seuss Read-a-Thon.
Youth Services Librarian joined the Campus Improvement Committee for
Schertz Elementary School.
Youth Services worked with the Schertz Sweetheart Court to provide
special programming for children and a community service project for the
Court.
Adult Services collaborated with area organizations to provide free
resources to community. The San Antonio Alzheimer's Association offers
a once a month presentation for individuals with Alzheimer's and their
caregivers (program funded by a GVEC Power-Up Grant). Also,
collaborated with MedTeam, Inc. to have an Affordable Care Act Navigator
at the library for community members who needed assistance with
registration.
Librarians visited with Cibolo City Council to give update on library
services.
Library partnered with a local Girl Scout to provide the Storywalk project
located between playscape and library. Project required collaboration with
the Parks Department and other local groups.
2015-16 GOALS
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.
Reclassify one Library Clerk II position to Library Technical Assistant.
Continue developing training modules for electronic resources, Polaris,
and customer service for staff and volunteers.
Complete the Edge Initiative for Public Library Technology assessment to
establish benchmarks for the library.
Complete new long-range and technology plans.
Revise and/or update web site and social media applications to improve
usability and interactivity.
130130130130130130130130130130130130130130130130130130130130130130130130130
LIBRARY
Improve the collection and acceptable items-to-customer ratio by adding
titles in a variety of formats with focus on collections with high turnover
rates, e.g., DVDs, graphic novels, beginning readers, etc.
Complete weeding project in adult non-fiction and children’s collections;
begin weeding project in adult fiction collection, children’s fiction collection
and miscellaneous collections.
Increase the number of databases, online services and digital offerings to
our customers.
Expand programming offerings and re-evaluate current services 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.
Establish a substitute, on-call or temp pool of employees to work in place
of staff during trainings, illnesses, and absences throughout the year.
Increase the number of trained volunteers to help with various library
tasks.
Update printing/time management software to include wifi printing options
for customers.
Evaluate and implement mobile apps and notification options for library’s
circulation software.
DEPARTMENT DESCRIPTION
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 areas of focus.
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.
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.
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
131131131131131131131131131131131131131131131131131131131131131131131131131
LIBRARY
that everyone can take advantage of the ever-growing resources and services
available through the Internet.
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.
Much like the City’s Core and Policy Values, these library-specific service
responses provide guidance and focus for decisions concerning daily operations,
programming and acquisitions. To meet these targets, 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 le;
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, online chat, 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.
132132132132132132132132132132132132132132132132132132132132132132132132132
LIBRARY
ORGANIZATION CHART
LIBRARY 2013-14 2014-15 2015-16
Library Director 1 1 1
Adult Services Librarian 1 1 1
Youth Services Librarian 1 1 1
Virtual Services Librarian 1 1 1
Library Technical Assistant 1 1 1
Library Clerk II 4 4 4
Part-time Library Clerk I (20 hours) 3 5 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
Development
Library
133133133133133133133133133133133133133133133133133133133133133133133133133
LIBRARY
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Input Actual Estimate Budget
Service population* 86,162 91,898 97,000
Total Staffing FTE 14.0 14.0 14.0
Circulation Staffing FTE 7.0 7.0 7.0
Total Operating Budget** 799,551 842,221 906,801
Total Materials Collection 100,478 108,000 117,000
Registered Borrowers 30,759 32,000 33,000
Materials Budget 79,000 88,000 121,250
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Circulation per Capita 4.60 4.32 4.12
Library Visits per Capita 2.94 2.77 2.86
Program Attendance per Capita 0.17 0.16 0.16
Collection Turnover Rate 3.94 3.68 3.48
Total Circulation 395,998 397,000 400,000
Total Library Visits 253,237 255,000 260,000
Total Program Attendance 15,048 15,000 15,500
*Service population determined by Texas State Library
**Does not include capital items
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Cost per Person Served $9.28 $9.16 $9.35
Cost per Circulation $2.02 $2.12 $2.27
Circulation per Circulation FTE 56,571 49,625 57,143
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
Percentage of Service Population With
Library Cards 35.70% 34.82% 34.02%
Materials Expenditures per Capita $0.92 $0.96 $1.25
Materials Expenditures as a Percentage
of Operating Budget (Striving for 20%) 9.88% 10.45% 13.37%
Items per Capita (striving to meet 3
items per capita standard) 1.17 1.18 1.19
134134134134134134134134134134134134134134134134134134134134134134134134134
LIBRARY
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel Services $649,269 $671,125 $692,689
Supplies 10,930 13,500 15,000
Utility Services 51,746 56,500 56,500
Operations Support 1,742 2,500 3,100
Staff Support 3,244 6,195 7,715
Professional Services 2,190 2,175 2,284
Operating Equipment 75,312 88,523 100,000
Total $794,433 $840,518 $877,288
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 4.4% from the FY 2014-15 Estimate. This
increase is not to initiate a new program or service but is to purchase additional
library materials. This will keep material per capita, a leading indicator of service,
from decreasing.
135135135135135135135135135135135135135135135135135135135135135135135135135
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 45
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
CULTURAL
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
LIBRARY
=======
Personnel Services
665-511110 Regular 498,880 471,171 487,069 313,529 487,000 498,733 ____________
665-511120 Overtime 665 1,677 1,000 605 1,000 1,000 ____________
665-511180 LTD 1,204 1,112 1,124 757 1,124 1,109 ____________
665-511210 Longevity 12,503 15,345 9,774 8,140 8,140 11,324 ____________
665-511230 Certification Allowance 1,800 1,800 1,800 1,316 1,800 1,800 ____________
665-511310 FICA - Employer 37,558 35,500 38,223 23,973 38,223 39,234 ____________
665-511350 TMRS-Employer 76,552 74,667 77,669 52,469 77,669 79,409 ____________
665-511410 Health-Employer 51,854 47,273 55,291 32,737 55,291 59,161 ____________
665-511500 Workers' Compensation 888 725 878 742 878 919 ____________
TOTAL Personnel Services 681,903 649,269 672,828 434,267 671,125 692,689
Supplies
665-521000 Operating Supplies 8,602 8,768 10,500 8,167 10,500 12,000 ____________
665-521100 Office Supplies 2,379 2,163 3,000 1,869 3,000 3,000 ____________
TOTAL Supplies 10,981 10,930 13,500 10,035 13,500 15,000
City Support Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Utility Services
665-533100 Gas Utility Service 1,958 3,675 3,500 2,187 3,500 3,500 ____________
665-533200 Electric Utility Service 45,043 42,336 45,000 23,335 45,000 45,000 ____________
665-533330 Telephone/Internet 0 855 0 0 0 0 ____________
665-533410 Water Utility Service 8,856 4,880 8,000 2,682 8,000 8,000 ____________
TOTAL Utility Services 55,857 51,746 56,500 28,205 56,500 56,500
Operations Support
665-534000 Postage 1,520 882 1,500 516 1,000 1,500 ____________
665-534200 Printing & Binding 1,500 860 1,500 0 1,500 1,600 ____________
TOTAL Operations Support 3,020 1,742 3,000 516 2,500 3,100
Staff Support
665-535100 Uniforms 241 333 500 21 500 500 ____________
665-535200 Awards 276 300 300 0 300 300 ____________
665-535300 Memberships 560 953 1,205 705 1,055 1,475 ____________
665-535500 Training/Travel 715 1,454 3,900 1,449 3,900 5,000 ____________
665-535510 Meeting Expenses 123 204 440 75 440 440 ____________
TOTAL Staff Support 1,916 3,244 6,345 2,250 6,195 7,715
136136136136136136136136136136136136136136136136136136136136136136136136136
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 46
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
CULTURAL
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
Professional Services
665-541365 Courier/Delivery Services 2,140 2,190 2,300 2,175 2,175 2,284 ____________
TOTAL Professional Services 2,140 2,190 2,300 2,175 2,175 2,284
Maintenance Services
665-551800 Other Maintenance Agreements 600 0 0 0 0 0 ____________
TOTAL Maintenance Services 600 0 0 0 0 0
Operating Equipment
665-571000 Furniture & Fixtures < $5,000 0 1,344 0 0 0 3,000 ____________
665-571300 Computer & Periphe. < $5000 215 0 0 0 0 0 ____________
665-571400 Library Materials 73,518 73,968 88,000 67,516 88,000 97,000 ____________
665-571800 Equipment Under $5,000 0 0 0 523 523 0 ____________
TOTAL Operating Equipment 73,733 75,312 88,000 68,039 88,523 100,000
Capital Outlay ___________ ___________ ___________ ___________ ___________ ____________ ____________
________________________________________________________________________________________________________________________________________
TOTAL LIBRARY 830,149 794,434 842,473 545,487 840,518 877,288
________________________________________________________________________________________________________________________________________
TOTAL CULTURAL 830,149 794,434 842,473 545,487 840,518 877,288
137137137137137137137137137137137137137137137137137137137137137137137137137
THIS PAGE INTENTIONALLY LEFT BLANK
138138138138138138138138138138138138138138138138138138138138138138138138138
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.
139
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 2013-14 2014-15 2015-16
Manager 11 1
Officer 44 4
Kennel Technician 44 3
TOTAL POSITIONS 99 8
City Manager
Executive Director
Operations
Marshal's Office
Animal Services
140
ANIMAL SERVICES
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Animals brought in by staff 1,4021,160 1,280
Animals brought in by public 268250 255
Calls for service per year 1,4021,165 1,280
Animals saved via adoption, redemption,
or transfer 1,1081,100 1,100
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Training cost per staff member $300$700 $700
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
Animals licensed 457450 500
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $273,937$306,397 $324,954
Supplies 28,68335,147 41,380
City Support Services 00 3,776
Utility Services 23,44346,840 43,000
Operations Support 7981,000 1,000
Staff Support 5,36710,390 10,750
City Assistance 11,97917,550 17,550
Professional Services 31,86427,320 32,500
Maintenance Services 9,60823,200 28,280
Operating Equipment 9,23911,500 10,000
Capital Outlay 010,000 55,000
Total $394,918$489,344 $568,190
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 16.1% from the FY 2014-15 Estimate. For
FY 2015-16 Animal Services will purchase an aging service vehicle that will also
be able to pull the newly purchased Animal Adoption Trailer. Now that the division
is fully hired they are able to hold more events and handle a wider variety of service
requests which will be reflected in the new budget.
141
142
143
THIS PAGE INTENTIONALLY LEFT BLANK
144
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 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.
To provide timely, accurate and responsive support to all who rely upon our
services.
DEPARTMENT DESCRIPTION
The Information Technologies Dept. is charged with maintaining, operating and
securing the City’s information assets. These assets form the foundation upon
which many of the City’s core operations depend. Therefore this foundation must
be reliable, resilient and responsive. To meet these expectations the department
focuses daily on customer service, education and planning.
145145145145145145145145145145145145145145145145145145145145145145
INFORMATION TECHNOLOGY
Projects/Accomplishments for Current FY (2014 / 2015) include:
Schertz BudgetCents Simulator App won a statewide award for Technology
Excellence.
Completion of Public Safety mobile device refresh to replace legacy
Microsoft XP devices in vehicles.
Retired legacy Active Directory network and replace with Microsoft
Windows Server 2012 – based Active Directory network.
Begin planning and implementation of online and cable tv broadcasting of
Council and Commission meetings.
Completion of services link to Cibolo to support enhanced Police and Fire
Services
Completion of Master Communications Plan Phase 1
Upgrade sound system in Council Chambers
Continue upgrade / replacement of legacy network infrastructure.
Begun collaboration with Bexar County Sherriff’s office on Regional Law
Records Management System (RMS)
Installation and deployment of new MFP copier’s city-wide
Projects for FY 2015/16:
Review and replace Schertz.com website.
Continue sever hardware consolidation and virtualization.
Begin research and scope for possible replacement of City-wide financial
package (InCode).
Work with Public Works to define requirements for upgrading SCADA
system.
Continue planning and implementation of online and cable tv broadcasting
of Council and Commission meetings.
Upgrade City Wi-Fi network services
Continue collaboration with Bexar County Sherriff’s office on Regional Law
Records Management System (RMS)
Implement Master Communications Plan Phase 2
146146146146146146146146146146146146146146146146146146146146146146146146146
INFORMATION TECHNOLOGY
ORGANIZATIONAL CHART
INFORMATION TECHNOLOGY 2013-14 2014-15 2015-16
Director 1 1 1
Administrative Assistant 1 1 1
Senior Systems Engineer 1 1 1
Senior Customer Services Engineer 1 1 1
Web Technician 1 1 1 1
Customer Services Technician I 1 1 1
Public Safety Admin (paid by PD) 1 1 1
TOTAL POSITIONS 7 7 7
PERFORMANCE INDICATORS
Technology Requests by Category
Adminstration
Citizen Services
General Govt
Public Safety
Support Services
Utility Services
City Manager
Executive
Director
Development
Information
Technology (IT)
147147147147147147147147147147147147147147147147147147147147147147147147147
INFORMATION TECHNOLOGY
Technology Requests Completion Rate (% in Days)
Resources Allocation Breakdown:
2013-14
Actual
2014-15
Estimate
2015-16
Budget
Web development / management (hrs) 822 1200 1400
New Systems Installations /
Replacements (Units) 170 150 150
Computers/Users/Devices managed
-Computers 425 450 495
-Servers (Includes real and virtual) 46 45 48
-Cameras (security) 67 75 90
-Copiers / Printers / MFP Printers 48 48 50
-Network devices (switches, WAPs,
etc.) 48 59 65
-Communications Equipment
(phones, fax machines, air cards, etc.) 550 590 625
- Active Users 305 325 345
- Email Accounts/Groups/Resources 378 527 560
- SharePoint Sites 0 22 25
Efficiency
2013-14
Actual
2014-15
Estimate
2015-16
Budget
Network Downtime Rate (unplanned) >1% >2% >1%
Number of days any city department
operationally down due to planned IT
maintenance issues annually 0 0 0
City Staff : Tech Staff Ratio
(Industry Standard 4.3%,)
310:4
(1.3%)
324:4
(1.2%)
330:4
(1.2%)
51
11 9 7
22
0
10
20
30
40
50
60
1 day or less 2 - 3 days 4 - 6 days 7 - 10 days over 10 days
148148148148148148148148148148148148148148148148148148148148148148148148148
INFORMATION TECHNOLOGY
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $424,218 $441,771 $462,042
Supplies 1,964 3,500 3,100
City Support Services 527,587 494,000 541,399
Utility Services 170,738 202,845 267,402
Staff Support 21,994 37,400 36,050
Fund Charges/Transfers 30,274 0 0
Maintenance Services 10,326 15,500 15,600
Rental/Leasing 0 0 38,047
Operating Equipment 334,113 291,500 235,866
Total $1,521,215 $1,486,516 $1,599,506
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 7.6% from the FY 2014-15 Estimate. IT
continues to focus on improving overall efficiency, responsiveness and reliability.
Current budget request directly addresses critical needs in long-delayed network
improvements, bandwidth upgrades and server replacements. Cost Increases for
the upcoming FY include increases in annual software support, costs associated
with upgrades to our internet access, etc. Based on further review of our phone
system lease it was determined those costs moving forward should be assigned
to the IT Department in the General Fund instead of the PEG Fund. That change
also contributes to the increase for the FY 2015-16 Budget. Wages for positions
found to be below market in the classification and compensation study were
adjusted based on the study’s recommendation.
149149149149149149
150150150150150150
151151151151151151
THIS PAGE INTENTIONALLY LEFT BLANK
152152152152152152152152152152152152152152152152152152152152152152152152152
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
153153153153153153153153153153153153153153153153153153153153153153153153153
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 2013-14 2014-15 2015-16
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
Executive
Director
Services
Human
Resources
154154154154154154154154154154154154154154154154154154154154154154154154154
HUMAN RESOURCES
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $305,553 $311,472 $291,703
Supplies 1,208 1,000 1,000
Human Services 60,995 63,500 72,000
Operations Support 7,983 8,500 13,000
Staff Support 11,249 21,600 14,900
City Assistance 8,396 10,000 5,000
Professional Services 3,484 9,200 9,600
Operating Equipment 1,167 0 1,000
Total $400,035 $425,272 $408,203
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will decrease 4.0% from the FY 2014-15 Estimate. No
new programs. The increase in Human Services- which include medical co-pay,
tuition reimbursements and employee wellness programs- is offset by lowering
training levels to match averages prior to FY 2014-15 and moving half of the
expenses for drug screenings to the Risk Management function located in the
Purchasing & Asset Management division of Finance. Personnel will decrease
while the City fills the vacant Director position.
155155155155155
156156156156156
157157157157157
THIS PAGE INTENTIONALLY LEFT BLANK
158158158158158158158158158158158158158158158158158158158158158158158158158
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 30th 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.
Update 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 2013-14 2014-152015-16
Finance Director 111
Assistant Director 111
Staff Accountant 111
Senior Budget Analyst 111
Accountant I 011
Senior Payroll Specialist 111
Senior AP Specialist 111
Administrative Assistant 001
TOTAL POSITIONS 678
City Manager
Executive
Director Services
Finance
Accounting
Purchasing &
Asset
Management
160
ACCOUNTING
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Accounts payable checks 4,9434,600 4,700
Number of Purchase Orders Processed 7,6567,716 7,800
Payroll checks 9,3949,000 9,100
Payroll Requests N/A1,018 1,100
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
Certificate of Achievement for Excellence in
Financial Reporting, Accumulative 2829 30
Monthly Financials completed within 30 days 26 8
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $454,828$516,504 $597,537
Supplies 2,4513,940 3,500
Operations Support 8342,000 3,000
Staff Support 8,01712,915 11,085
Maintenance Services 88 0
Operating Equipment 0896 0
Total $466,138$536,263 $615,122
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 14.7% from the FY 2014-15 Estimate. This
increase is due to the full year staffing of the Accountant I position approved and
hired in FY 2014-15 and the addition of an administrative assistant which moved
to Finance from Purchasing & Asset Management.
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.
165165165165165165165165165165165165165165165165165165165165165165165165165
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.
166166166166166166166166166166166166166166166166166166166166166166166166166
PURCHASING & ASSET MANAGEMENT
ORGANIZATIONAL CHART
PURCHASING & ASSET MGMT. 2013-14 2014-15 2015-16
Director 1 0 0
Purchasing Manager 1* 1 1
Senior Purchasing Specialist 1 1 1
Administrative Assistant 1 1 0
Risk & Safety Specialist 1 1 1
TOTAL POSITIONS 5 4 3
*Position was unfunded
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Bids and Proposals Drafted 12 18 15
Bids and Proposals Responses 15 48 45
Contracts Reviewed 134 115 100
Meetings with Vendors 103 100 100
Research Requests 48 150 150
Quotes Received 37 100 100
Deliveries Received* - - 300
Active Works Comp Claims 65 80 75
Accident and Injuries Investigated 40 40 40
City Manager
Executive
Director Services
Finance
Accounting
Purchasing &
Asset
Management
167167167167167167167167167167167167167167167167167167167167167167167167167
PURCHASING & ASSET MANAGEMENT
New Hire Safety Training 24 24 24
Training Classes Held 15 15 15
Vehicles Processed (Titles, Gas Cards,
Plates) 12 25 25
Property Damage Claims 18 30 30
Certificates of Insurance Processed 80 150 100
MSDS/SDS Added 62 50 50
*No Data Available
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $234,656 $260,155 $197,453
Supplies 7,147 950 1,100
City Support Services 0 800 0
Utility Services 354 550 500
Operations Support 0 300 100
Staff Support 3,771 4,600 6,600
Operating Equipment 3,723 1,545 0
Total $249,651 $268,900 $205,753
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will decrease 23.5% from the FY 2014-15 Estimate due
to the transfer of the Administrative Assistant position to the Accounting Division
of Finance.
168168168168168168168168168168168168168168168168168168168168168168168168168
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 55
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
INTERNAL SERVICE
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
PURCHASING & ASSET MGT
======================
Personnel Services
872-511110 Regular 177,638 164,719 183,891 99,390 183,891 139,438 ____________
872-511120 Overtime 0 459 1,403 48 1,403 1,403 ____________
872-511180 LTD 547 494 570 334 570 432 ____________
872-511210 Longevity 4,480 6,390 5,702 3,842 3,842 2,170 ____________
872-511310 FICA - Employer 13,405 12,503 14,611 7,468 14,611 10,941 ____________
872-511350 TMRS-Employer 28,471 27,083 31,003 17,457 31,003 23,086 ____________
872-511410 Health-Employer 23,472 22,753 24,574 15,858 24,574 19,720 ____________
872-511500 Workers' Compensation 312 255 344 261 261 263 ____________
TOTAL Personnel Services 248,324 234,656 262,098 144,659 260,155 197,453
Supplies
872-521000 Operating Supplies 147 345 500 356 400 500 ____________
872-521100 Office Supplies 371 6,773 600 92 500 500 ____________
872-521300 Motor Veh. Supplies 2 30 100 0 50 100 ____________
TOTAL Supplies 520 7,147 1,200 448 950 1,100
City Support Services
872-532350 Software Maintenance 0 0 800 788 800 0 ____________
TOTAL City Support Services 0 0 800 788 800 0
Utility Services
872-533320 Telephone/Air Card 0 0 405 30 150 0 ____________
872-533500 Vehicle Fuel 460 354 500 227 400 500 ____________
TOTAL Utility Services 460 354 905 257 550 500
Operations Support
872-534000 Postage 6 0 100 0 100 100 ____________
872-534200 Printing & Binding 0 0 200 96 200 0 ____________
872-534710 Service Fees - GovDeals 8 0 0 0 0 0 ____________
TOTAL Operations Support 13 0 300 96 300 100
Staff Support
872-535100 Uniforms 0 167 320 122 200 200 ____________
872-535300 Memberships 1,220 1,143 1,500 1,143 1,200 1,100 ____________
872-535500 Training/Travel 4,696 2,304 4,095 1,647 3,000 5,050 ____________
872-535510 Meeting Expenses 91 157 250 117 200 250 ____________
TOTAL Staff Support 6,007 3,771 6,165 3,029 4,600 6,600
169169169169169169169169169169169169169169169169169169169169169169169169169
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 56
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
INTERNAL SERVICE
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
Professional Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Rental/Leasing ___________ ___________ ___________ ___________ ___________ ____________ ____________
Operating Equipment
872-571000 Furniture & Fixtures 0 3,704 1,700 1,245 1,245 0 ____________
872-571500 Operating Equipment 0 19 300 0 300 0 ____________
TOTAL Operating Equipment 0 3,723 2,000 1,245 1,545 0
Capital Outlay ___________ ___________ ___________ ___________ ___________ ____________ ____________
________________________________________________________________________________________________________________________________________
TOTAL PURCHASING & ASSET MGT 255,325 249,651 273,468 150,522 268,900 205,753
170170170170170170170170170170170170170170170170170170170170170170170170170
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.
171171171171171171171171171171171171171171171171171171171171171171171171171
FLEET MAINTENANCE
ORGANIZATIONAL CHART
FLEET MAINTENANCE 2013-14 2014-15 2015-16
Fleet Maintenance Manager 1 1 1
Fleet Mechanic II 1 1 1
Mechanic I 2 4 4
TOTAL POSITIONS 4 6 6
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Work Orders:
-Police Department vehicles and equipment 497 525 546
-EMS vehicles and equipment 422 480 490
-Streets vehicles and equipment 396 398 400
-Administration vehicles 14 14 14
-Animal Control vehicles 22 30 32
-Facilities Maintenance vehicles 50 54 56
-Fire vehicles and equipment 205 214 230
-Fleet Service vehicles 41 45 48
-Inspection vehicles 23 24 25
-Marshal Service vehicles 41 45 48
-Parks vehicles and equipment 155 120 132
-Water & Sewer vehicles and equipment 430 410 415
-Drainage vehicles and equipment 202 206 210
-Economic Development vehicles 7 5 6
-Purchasing vehicles 3 3 3
City Manager
Executive
Director
Operations
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
172172172172172172172172172172172172172172172172172172172172172172172172172
FLEET MAINTENANCE
-Motor Pool vehicles 7 12 14
Total Work Orders Issued 2,625 2,580 2,664
Number of after-hour calls
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Actual field service calls, vehicle and
equipment Failures 204 206 200
Average response time for emergency
repair, in minutes 20 20 20
2013-14 2014-15 2015-16
Effectiveness Actual Budget Budget
% of all vehicles and equipment issues
resolved without recall 97% 97% 97%
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel Services $209,501 $316,627 $327,626
Supplies 196,323 174,525 174,525
City Support Services 2,100 3,500 3,500
Utility Services 4,693 5,000 6,200
Operations Support 20 400 300
Staff Support 2,804 4,976 5,050
City Assistance 0 180 0
Maintenance Services 101,466 73,750 73,750
Rental/Leasing 0 200 200
Operating Equipment 8,346 8,200 8,200
Capital Outlay 6,650 65,000 92,000
Total $531,903 $652,358 $691,351
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will increase 6.0% from the FY 2014-15 Estimate. This
increase is to replace a motor pool vehicle with the Vehicle Replacement Program
which began in 2011.
173173173173173173173173173173173173173173173173173173173173173173173173173
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 57
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
INTERNAL SERVICE
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
FLEET SERVICE
=============
Personnel Services
877-511110 Regular 132,030 148,221 214,809 123,504 214,809 223,391 ____________
877-511120 Overtime 2,844 3,715 3,000 4,843 6,000 3,000 ____________
877-511180 LTD 264 384 666 390 666 693 ____________
877-511210 Longevity 1,399 1,861 2,076 2,256 2,256 2,820 ____________
877-511310 FICA - Employer 10,378 11,561 16,821 10,049 16,821 17,534 ____________
877-511350 TMRS-Employer 21,144 24,207 35,693 21,869 35,693 37,000 ____________
877-511410 Health-Employer 12,766 17,789 36,860 14,697 36,860 39,441 ____________
877-511500 Workers' Compensation 2,157 1,763 3,522 1,806 3,522 3,747 ____________
TOTAL Personnel Services 182,982 209,501 313,447 179,414 316,627 327,626
Supplies
877-521000 Operating Supplies 2,827 3,058 3,000 2,511 3,000 3,000 ____________
877-521005 Supplies - Inspection Sticker 781 1,212 1,125 631 1,125 1,125 ____________
877-521100 Office Supplies 244 235 300 275 300 300 ____________
877-521200 Oil Lube Suppl, Chem Supplies 12,662 17,203 14,000 13,863 14,000 14,000 ____________
877-521300 Motor Veh. Supplies 146,731 173,518 155,000 111,548 155,000 155,000 ____________
877-521600 Equip Maint Supplies 1,066 1,098 1,100 710 1,100 1,100 ____________
TOTAL Supplies 164,311 196,323 174,525 129,539 174,525 174,525
City Support Services
877-532400 Computer Fees & Licenses 2,388 2,100 3,500 2,232 3,500 3,500 ____________
TOTAL City Support Services 2,388 2,100 3,500 2,232 3,500 3,500
Utility Services
877-533500 Vehicle Fuel 3,869 4,693 5,000 2,504 5,000 6,200 ____________
TOTAL Utility Services 3,869 4,693 5,000 2,504 5,000 6,200
Operations Support
877-534200 Printing & Binding 142 20 400 75 400 300 ____________
TOTAL Operations Support 142 20 400 75 400 300
Staff Support
877-535100 Uniforms 1,417 2,010 2,200 2,188 2,488 2,750 ____________
877-535200 Awards 67 0 100 24 100 100 ____________
877-535500 Training/Travel 335 705 2,000 2,188 2,188 2,000 ____________
877-535510 Meeting Expenses 125 89 200 118 200 200 ____________
TOTAL Staff Support 1,944 2,804 4,500 4,518 4,976 5,050
174174174174174174174174174174174174174174174174174174174174174174174174174
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 58
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
INTERNAL SERVICE
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
City Assistance
877-537100 Medical Services 0 0 180 0 180 0 ____________
TOTAL City Assistance 0 0 180 0 180 0
Professional Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Maintenance Services
877-551000 Outside Fleet Repair 92,639 95,982 68,000 60,828 68,000 68,000 ____________
877-551100 Building Maintenance 612 692 750 182 750 750 ____________
877-551300 Computer Maintenance 0 0 0 0 5,000 0 ____________
877-551400 Minor & Other Equip Maint 4,990 4,793 5,000 4,335 0 5,000 ____________
TOTAL Maintenance Services 98,241 101,466 73,750 65,345 73,750 73,750
Rental/Leasing
877-561100 Rental-Equipment 0 0 200 0 200 200 ____________
TOTAL Rental/Leasing 0 0 200 0 200 200
Operating Equipment
877-571500 Operating Equipment 9,451 8,346 8,200 7,037 8,200 8,200 ____________
TOTAL Operating Equipment 9,451 8,346 8,200 7,037 8,200 8,200
Capital Outlay
877-581200 Vehicles & Access. OVER $5,00 0 0 57,000 34,000 57,000 92,000 ____________
877-581500 Equipment Over $5,000 0 6,650 8,000 6,497 8,000 0 ____________
TOTAL Capital Outlay 0 6,650 65,000 40,497 65,000 92,000
________________________________________________________________________________________________________________________________________
TOTAL FLEET SERVICE 463,328 531,903 648,702 431,161 652,358 691,351
175175175175175175175175175175175175175175175175175175175175175175175175175
THIS PAGE INTENTIONALLY LEFT BLANK
176176176176176176176176176176176176176176176176176176176176176176176176176
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.
177177177177177177177177177177177177177177177177177177177177177177177177177
BUILDING MAINTENANCE
ORGANIZATION CHART
BUILDING MAINTENANCE 2013-14 2014-15 2015-16
Foreman 1 1 1
Worker I 1 2 2
TOTAL POSITIONS 2 3 3
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Square footage maintained 213,847 234,202 254,202
City Buildings Maintained 19 21 23
Work Orders Received 1,044 1,080 1,100
Work Orders Completed 936 983 1,100
HVAC units air filters replaced 2,178 2,178 2,190
Light bulbs and ballasts replaced 672 800 *0
Miscellaneous Items (office moving etc.) 777 816 850
Plumbing Repairs 206 217 223
Electrical Repairs 363 381 400
Preventive maintenance on Generators 3 0 0
*Changed out to LED
City Manager
Executive
Director
Operations
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
178178178178178178178178178178178178178178178178178178178178178178178178178
BUILDING MAINTENANCE
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $98,493$134,524 $148,103
Supplies 1,0771,043 1,043
Utility Services 3,4142,350 2,350
Staff Support 1,8982,812 2,900
Professional Services 9,7456,240 15,240
Maintenance Services 106,074101,132 99,050
Rental Equipment 01,400 1,400
Operating Equipment 3,7131,438 0
Capital Outlay 044,510 0
Total $224,414$295,449 $270,086
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget will decrease 8.6% from the FY 2014-15 Estimate. The decrease
is due to the one-time purchase of a vehicle in FY 2014-15 to support the new Worker I
position and no additional capital will be purchased in FY 2015-16. For ongoing
operational costs the only increase is in Professional Services as this division takes on
expenditures for the public safety buildings which were paid for by the Economic
Development Corporation. Beginning in FY 2015-16 all expenditures used to maintain
those buildings will be fully funded by the General Fund General Services and Building
Maintenance divisions.
179179179179
180180180180
181181181181
THIS PAGE INTENTIONALLY LEFT BLANK
182182182182182182182182182182182182182182182182182182182182182182182182182
DEPARTMENT: 901 CITY ASSISTANCE
FUND: 101 GENERAL FUND
DEPARTMENTAL DESCRIPTION
The City will set up a preliminary budget of $150,000 for the Senior Center
operations contract. Previously all operational expenditures handled by the
General Fund personnel and resources.
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.
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Senior Center- Internally Operated $50,392 $39,340 $0
Senior Center- Operational Contract 55,628 0 150,000
Patient Assistance 5,000 5,000 5,000
Transportation Assistance 22,020 31,678 32,000
Children’s Advocacy Assistance 5,000 5,000 5,000
Total $138,040 $81,018 $192,000
PROGRAM JUSTIFICATION & ANALYSIS
The FY 2015-16 Budget will increase 137% from the FY 2014-15 Estimate to
provide adequate care to the Senior Center Program through the use of
contracted services.
183183183183183183183183183183183183183183183183183183183183183183183183183
184184184184184184184184184184184184184184184184184184184
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. Currently the security
fee will be used to offset a Deputy Marshal position which provides security for the
Court.
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Court Technology $61,487 $50,872 $36,660
Court Security 33,000 35,000 0
Total $94,487 $85,872 $36,660
PROGRAM JUSTIFICAITON & ANALYSIS
The FY 2015-16 Budget for the Court Restricted Funds will decrease 57.3% from
the FY 2014-15 Estimate. No additional projects are planned for FY 2015-16 which
is the cause of the decrease.
185185185185185185185185185185185185185185185185185185185185185185185185185
7-30-2015 04:00 PM C I T Y O F S C H E R T Z PAGE: 64
PROPOSED BUDGET WORKSHEET
101-GENERAL FUND AS OF: JUNE 30TH, 2015
MISC & PROJECTS
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
COURT-RESTRICTED FUNDS
======================
Fund Charges/Transfers
910-548404.Transfer Out - Court Security 0 33,000 0 0 0 0 ____________
910-548404.Transfer Out - Court Technolo 0 51,000 0 0 0 0 ____________
TOTAL Fund Charges/Transfers 0 84,000 0 0 0 0
Operating Equipment
910-571600 Court Technology Expenditure 17,266 10,487 50,872 0 50,872 36,660 ____________
910-571700 Court Security Expenditure 3,816 0 35,000 0 35,000 0 ____________
TOTAL Operating Equipment 21,082 10,487 85,872 0 85,872 36,660
________________________________________________________________________________________________________________________________________
TOTAL COURT-RESTRICTED FUNDS 21,082 94,487 85,872 0 85,872 36,660
186186186186186186186186186186186186186186186186186186186186186186186186186
187
THIS PAGE INTENTIONALLY LEFT BLANK
188188188188188188188188188188188188188188188188188188188188188188188188188
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, Trunk-or-Treat, Festival of Angels,
and the Sweetheart Court Scholarship program. The Jazz N Blues in the Park
event will now be put on by the Parks & Recreation Foundation.
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenues $143,680 $109,768 $131,800
Expenses
Non Departmental $2,421 $10,850 $10,760
Festival of Angels 10,284 11,557 15,000
Employee Appreciation 11,510 13,500 13,000
National Night Out 0 0 200
Walk for Life 23,465 13,926 25,000
Sweetheart Event 34,003 25,998 35,000
Jazz N Blues in the Park 14,505 20,020 0
Hal Baldwin Scholarship 8,730 14,467 18,750
Other Events 53,179 11,000 14,000
Total $158,097 $121,318 $131,710
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenues will increase by 20.1% from FY 2014-15 Estimate. Interfund
Transfers increased to match expenditures.
Expenses: The FY 2015-16 Budget increases 8.6% from FY 2014-15 Estimate.
The City hopes to raise more funds through the Walk for Life and Hal Baldwin
Scholarship programs which offsets the savings from moving the Jazz N Blues in
the Park to the Parks & Recreation Foundation.
189189189189189189189189189189189189189189189189189189189
190190190190190190190190190190190190190190190190190190190190190190190190190
191191191191191191191191191191191191191191191191191191191191191191191191191
192192192192192192192192192192192192192192192192192192192192192192192192192
193193193193193193193193193193193193193193193193193193193193193193193193193
194194194194194194194194194194194194194194194194194194194194194194194194194
195195195195195195195195195195195195195195195195195195195195195195195195195
196196196196196196196196196196196196196196196196196196196196196196196196196
197197197197197197197197197197197197197197197197197197197197197197197197197
198198198198198198198198198198198198198198198198198198198198198198198198198
199199199199199199199199199199199199199199199199199199199199199199199199199
200200200200200200200200200200200200200200200200200200200200200200200200200
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.
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenues $94,740 $101,202 $252,500
Expenses
Leases $0 $0 $0
Operating Equipment 61,405 0 0
Capital Outlay 0 95,000 0
Projects 0 2,250 252,500
Total $61,405 $97,250 $252,500
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenues increase for FY 2015-16 with a transfer from reserves to
fund the next phase of the Master Communication Plan.
Expenses: Expenses increase for FY 2015-16 to fund the next phase of the
Master Communication Plan along with camera replacement in the Council
Chambers and video streaming upgrades.
201201201201201201201201201201201201201201201201201201201201201
7-30-2015 02:42 PM C I T Y O F S C H E R T Z PAGE: 1
PROPOSED BUDGET WORKSHEET
110-PUBLIC, EDU, GOVMNT FEE AS OF: JUNE 30TH, 2015
FINANCIAL SUMMARY
(-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
REVENUE SUMMARY
Franchises 91,851 94,740 119,572 77,813 101,202 107,000 ____________
Fund Transfers 0 0 109,428 0 0 145,500 ____________
Miscellaneous 0 0 0 2 2 0 ____________
TOTAL REVENUES 91,851 94,740 229,000 77,815 101,204 252,500
EXPENDITURE SUMMARY
GENERAL GOVERNMENT
NON DEPARTMENTAL 45,546 61,405 229,000 68,281 95,000 0 ____________
TOTAL GENERAL GOVERNMENT 45,546 61,405 229,000 68,281 95,000 0
MISC & PROJECTS
PROJECTS 0 0 0 1,835 2,250 252,500 ____________
TOTAL MISC & PROJECTS 0 0 0 1,835 2,250 252,500 ____________
TOTAL EXPENDITURES 45,546 61,405 229,000 70,116 97,250 252,500
REVENUE OVER/(UNDER) EXPENDITURES 46,305 33,335 0 7,699 3,954 0
=========== =========== =========== =========== =========== ============ ============
202202202202202202202202202202202202202202202202202202202202202202202202202
7-30-2015 02:42 PM C I T Y O F S C H E R T Z PAGE: 2
PROPOSED BUDGET WORKSHEET
110-PUBLIC, EDU, GOVMNT FEE AS OF: JUNE 30TH, 2015
REVENUES
(-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
Franchises
000-421350 Time Warner-PEG Fee 55,288 52,225 78,772 51,766 51,766 52,000 ____________
000-421465 AT&T PEG Fee 36,563 42,515 40,800 26,047 49,436 55,000 ____________
TOTAL Franchises 91,851 94,740 119,572 77,813 101,202 107,000
Fund Transfers
000-481000 Transfer In - Reserves 0 0 109,428 0 0 145,500 ____________
TOTAL Fund Transfers 0 0 109,428 0 0 145,500
Miscellaneous
000-497000 Misc Income 0 0 0 2 2 0 ____________
TOTAL Miscellaneous 0 0 0 2 2 0 ____________
TOTAL REVENUES 91,851 94,740 229,000 77,815 101,204 252,500
=========== =========== =========== =========== =========== ============ ============
203203203203203203203203203203203203203203203203203203203203203203203203203
7-30-2015 02:42 PM C I T Y O F S C H E R T Z PAGE: 3
PROPOSED BUDGET WORKSHEET
110-PUBLIC, EDU, GOVMNT FEE AS OF: JUNE 30TH, 2015
GENERAL GOVERNMENT
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
NON DEPARTMENTAL
================
Utility Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Professional Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Rental/Leasing
101-561200 Lease/Purcahse Payments 0 0 33,500 0 0 0 ____________
TOTAL Rental/Leasing 0 0 33,500 0 0 0
Operating Equipment
101-571400 Communications Equipmnt -Mino 0 61,405 0 0 0 0 ____________
TOTAL Operating Equipment 0 61,405 0 0 0 0
Capital Outlay
101-581400 Communications Equipment 45,546 0 195,500 68,281 95,000 0 ____________
TOTAL Capital Outlay 45,546 0 195,500 68,281 95,000 0
________________________________________________________________________________________________________________________________________
TOTAL NON DEPARTMENTAL 45,546 61,405 229,000 68,281 95,000 0
________________________________________________________________________________________________________________________________________
TOTAL GENERAL GOVERNMENT 45,546 61,405 229,000 68,281 95,000 0
204204204204204204204204204204204204204204204204204204204204204204204204204
7-30-2015 02:42 PM C I T Y O F S C H E R T Z PAGE: 4
PROPOSED BUDGET WORKSHEET
110-PUBLIC, EDU, GOVMNT FEE AS OF: JUNE 30TH, 2015
MISC & PROJECTS
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
PROJECTS
========
Supplies
900-521700 Materials 0 0 0 1,264 1,500 0 ____________
TOTAL Supplies 0 0 0 1,264 1,500 0
Operations Support
900-534100 Advertising 0 0 0 571 750 0 ____________
TOTAL Operations Support 0 0 0 571 750 0
Professional Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Operating Equipment ___________ ___________ ___________ ___________ ___________ ____________ ____________
Capital Outlay
900-581400 Communication Equipment 0 0 0 0 0 252,500 ____________
TOTAL Capital Outlay 0 0 0 0 0 252,500
________________________________________________________________________________________________________________________________________
TOTAL PROJECTS 0 0 0 1,835 2,250 252,500
________________________________________________________________________________________________________________________________________
TOTAL MISC & PROJECTS 0 0 0 1,835 2,250 252,500
________________________________________________________________________________________________________________________________________
TOTAL EXPENDITURES 45,546 61,405 229,000 70,116 97,250 252,500
=========== =========== =========== =========== =========== ============ ============
205205205205205205205205205205205205205205205205205205205205205205205205205
THIS PAGE INTENTIONALLY LEFT BLANK
206206206206206206206206206206206206206206206206206206206206206206206206206
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.
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenue
Taxes $5,295,577 $5,375,000 $5,722,162
Miscellaneous 8,817,616 369,063 369,213
Total $14,113,192 $5,744,063 $6,091,375
Expenses
Professional Service $165,650 $42,350 $102,500
Debt Service 4,657,057 5,594,124 5,718,918
Other Financing Sources 9,182,250 0 0
Total $14,004,957 $5,636,474 $5,821,418
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues: The FY 2015-16 revenue is expected to increase 6.0% from the FY
2014-15 Estimate due to an increase in property values and population in the
City.
Expenses: The FY 2015-16 Budget will increase 3.3% from the FY 2014-15
Estimate. This increase represents a new tax note being issued to replace an
aging Fire Apparatus and rescue equipment.
207207207207207207207207207207207207207207207207207207207207207207207207207
208208208208208208208208208208208208208208208208208208208208208208208208208
209209209209209209209209209209209209209209209209209209209209209209209209209
210210210210210210210210210210210210210210210210210210210210210210210210210
211211211211211211211211211211211211211211211211211211211211211211211211211
THIS PAGE INTENTIONALLY LEFT BLANK
212212212212212212212212212212212212212212212212212212212212212212212212212
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.
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenues
Franchises $202,984 $211,813 $220,285
Permits 65,545 65,000 65,000
Fees 16,797,706 17,280,319 17,659,700
Fund Transfers 124,316 267,304 813,272
Miscellaneous 3,130,234 126,940 143,858
Total $20,320,786 $17,951,376 $18,902,115
Expenses
Business Office $581,480 $695,247 $751,191
W&S Administration 16,574,926 16,686,250 17,604,680
Projects 0 945,228 500,000
Total 17,156,406 $18,326,725 $18,855,871
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenues for FY 2015-16 are expected to increase 5.3% from the FY
2014-15 Estimate. Revenue reflects both rate increases and increase in service
population much of the increase is due to a transfer from reserves to fund new
projects.
Expenses: The FY 2015-16 Budget increases by 2.9% from the FY 2014-15
Estimate. This is not indicative of an operational change but funds the next phase
of the Northcliffe waterline replacement project.
213213213
214214214
215215215
216216216
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.
217217217217217217217217217217217217217217217217217217217217217217217217217
BUSINESS OFFICE
ORGANIZATIONAL CHART
BUSINESS OFFICE 2013-142014-152015-16
Business Office Manager 1 11
Business Office Asst. Manager 1 11
Utility Billing Clerk II 2 22
Utility Billing Clerk I* 3 33
Meter Tech I 2 22
Meter Tech II 1 11
TOTAL POSITIONS 101010
*One position is unfunded
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Water meter/accounts 12,42812,738 13,048
Garbage accounts 12,08712,321 12,555
Sewer accounts 11,61411,828 12,042
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Meters per meter tech 4,1434,195 4,246
Accounts per clerks 3,1073,146 3,184
City Manager
Deputy City
Manager
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
218218218218218218218218218218218218218218218218218218218218218218218218218
BUSINESS OFFICE
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel Services $421,717$444,106 $467,483
Supplies 4,2654,600 4,600
Human Services 117183 183
City Support Services 024,098 6,375
Utility Services 0170 700
Operations Support 118,361129,000 136,000
Staff Support 2,8107,100 7,300
Professional Services 27,63971,000 71,000
Fund Charges/Transfers 330 0
Maintenance Services 6,54013,440 12,000
Operating Equipment 01,550 1,550
Capital Outlay 00 44,000
Total $581,482$695,247 $751,191
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget increases 8.0% from the FY 2014-15 Estimate. The
automated kiosk program was implemented in FY 2014-15, however this new
program will not cost the Business Office anything. A significant purchase planned
in FY 2015-16 are 2 replacement vehicles for the Meter Techs. This is a one-time
purchase to replace aging vehicles and will not cause a new recurring expense.
Wages in this division were increased based on the results of the classification and
compensation study for positions found to be below market.
219219219
220220220
221221221
THIS PAGE INTENTIONALLY LEFT BLANK
222222222222222222222222222222222222222222222222222222222222222222222222222
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
223223223223223223223223223223223223223223223223223223223223223223223223223
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 2013-142014-15 2015-16
Director 11 1
Coordinator 11 0
Project Manager 01 1
Senior Administrative Assistant 11 1
Inspector 22 2
Clerk/Dispatcher 11 1
Schertz-Seguin Local Government Corp Gen Mgr 11 1
Water & Sewer Supervisor 11 1
Water & Sewer Foreman 11 1
Serviceman III 11 1
Serviceman II 44 4
Serviceman I 88 8
TOTAL POSITIONS 2222 22
City Manager
Deputy City
Manager
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
224224224224224224224224224224224224224224224224224224224224224224224224224
WATER AND SEWER ADMINISTRATION
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Water Accounts 12,42812,738 13,048
Miles of Water Main 199200 201
Miles of Sewer Main 9091 92
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Gallons Pumped (Edwards), acre feet 4012 12
Gallons Received (SSLGC), acre feet 5,1355,200 5,250
Gallons Distributed, acre feet 4,7565,000 5,050
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
New Meter Installed 235310 310
New Service Taps 106 10
Water Service Calls 466470 485
Water Main Break, Service Repair Calls 437490 450
Sewer Backup and Repair Calls 195160 160
225225225225225225225225225225225225225225225225225225225225225225225225225
WATER AND SEWER ADMINISTRATION
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel Services $1,182,447$1,225,859 $1,295,299
Supplies 170,366195,150 195,150
Human Services 3901,000 1,000
City Support Services 62,052150,103 84,600
Utility Services 3,280,1313,454,238 3,455,400
Operations Support 2,5829,295 6,545
Staff Support 25,72630,462 31,150
City Assistance 7081,900 1,900
Professional Services 292,091249,188 196,486
Fund Charges/Transfers 4,681,8373,132,523 3,856,374
Maintenance Services 6,405,0296,496,250 6,978,448
Other Costs 27,66055,000 35,000
Debt Service 424,0551,534,512 1,453,258
Rental/Leasing 2,8956,070 6,070
Operating Equipment 16,95721,200 8,000
Capital Outlay 0123,500 0
Total $16,574,926$16,686,250 $17,604,680
PROGRAM JUSTIFICATION AND ANALYSIS
The FY 2015-16 Budget increased 5.5% from the FY 2014-15 Estimate. No new
programs or services are planned so this increase is due to higher expenses on
the waste disposal service and the sewer treatment service. Both expense
increases will be offset by revenue increases. Wages in this division were
increased based on the results of the classification and compensation study for
positions found to be below market.
226226226
227227227
228228228
229229229
230230230
231231231
232232232
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
x Ensure the Texas Commission of Environmental Quality (TCEQ) rules
and regulations are met for future growth.
x 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.
x Provide citizens with quality projects completed on-time and on-budget.
x Design a 3 million gallon ground storage and booster station
x State law mandates that the Water/Wastewater Capital Recovery plan
be updated at least every five years. The last study was 2011.
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
233233233233233233233233233233233233233233233233233233233233233233233233233
CAPITAL RECOVERY FUND - WATER
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.
The Sewer Capital Recovery portion was moved to its own fund in FY 2013-14.
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenue
Fees $778,977 $980,200 $920,000
Fund Transfers 0 0 2,550,541
Miscellaneous 5,716 6,700 6,600
Total $784,693 $986,900 $3,477,141
Expenses
Non Departmental $80,924 $536,109 $112,000
Water Projects 0 98,431 3,365,141
Total $80,924 $634,540 $3,477,141
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues: Impact fee revenues for FY 2015-16 are expected at levels estimated
for FY 2014-15. In order to fund new projects additional funds will be transferred
in from reserves which are the cause of the overall increase shown for FY 2015-
16.
Expenses: The FY 2015-16 Budget will increase $2.8 million from the FY 2014-
15 year end estimates with the 2016 Water/Wastewater Capital Recovery Study,
the construction phase of the Southern Schertz 1 million gallon elevated tank, and
the design of the Southern Schertz 3 million gallon Ground Storage Booster
Station.
Projects to be completed FY 2015-16
x 2016 Water/Wastewater Capital Recovery Study
x Southern Schertz 1 million gallon elevated tank
234234234234234234234234234234234234234234234234234234234234234234234234234
235235235235235235235235235235235235235235235235235235235235235235235235235
236236236236236236236236236236236236236236236236236236236236236236236236236
237237237237237237237237237237237237237237237237237237237237237237237237237
238238238238238238238238238238238238238238238238238238238238238238238238238
239239239239239239239239239239239239239239239239239239239239239239239239239
240240240240240240240240240240240240240240240240240240240240240240240240240
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
x Ensure the Texas Commission of Environmental Quality (TCEQ) rules
and regulations are met for future growth.
x 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.
x 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.
State law mandates that the Water/Wastewater Capital Recovery Plan
be updated at least every five years. Last study was in 2011. Currently
the Sedona WWTP serves the Crossvine Subdivision area but will be
eliminated when the new CCMA WWTP comes on line. A sewer line and
lift-station will be needed to accomplish this project.
x Initiate and institute a study to implement reuse water throughout the
City.
241241241241241241241241241241241241241241241241241241241241241241241241241
CAPITAL RECOVERY FUND - SEWER
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 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
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenue
Fees $447,771 $584,400 $600,000
Fund Transfers 77,778 0 3,077,712
Miscellaneous 12,171 15,363 16,000
Total $537,721 $599,763 $3,643,712
Expenses
Non Departmental $5,291 $142,455 $543,712
Sewer Projects 0 258,042 3,100,000
Total $5,291 $400,497 $3,643,712
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues: Impact fee collections for FY 2015-16 are expected to remain at levels
estimated for FY 2014-15. Additional funds will be transferred in from reserves to
fund upcoming projects.
Expenses: The FY 2015-16 Budget will increase with the addition of the Woman
Hollering Sewer Line and lift-station project and the Capital Recovery Study
update.
Projects to be completed FY 2015-16
Water/Wastewater Capital Recovery Study
Woman Hollering Sewer Line
242242242242242242242242242242242242242242242242242242242
243243243243243243243243243243243243243243243243243243243
244244244244244244244244244244244244244244244244244244244
245245245245245245245245245245245245245245245245245245245
246246246246246246246246246246246246246246246246246246246
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
x Protect lives and property.
x 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.
x Institute best management practices in the maintenance of our natural creek ways
and earthen channels to ensure water quality, reduce erosion, and increase
conveyance.
x Technical review and issuance of floodplain permits, floor insurance rate map
revision, floodplain violation identification, coordination and prosecution support.
x Review storm water infrastructure plans
x Maintain storm water data collection.
x Continue to evaluate, consider, and pursue all available resources for improving
management of the local storm water infrastructure.
x Provide Storm water pollution and floodplain awareness to the community and city
personnel.
247247247247247247247247247247247247247247247247247247247247247247247247247
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 2013-14 2014-15 2015-16
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
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Acres of Alleys Mowed 6.25 6.25 6.25
Acres of Rights-of-Way (ROW) Mowed 47.47 57.46 57.46
Acres of Drainage Ditches Mowed 157.75 157.75 157.75
City Manager
Executive
Director
Operations
Public Works
General
Services Streets Fleet Services Building
Maintenance
Water &
Sewer/Billing
Office
Drainage
248248248248248248248248248248248248248248248248248248248248248248248
PUBLIC WORKS DRAINAGE
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Monthly Operating Expenditures 59,825.0074,560.00 77,185.00
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
ROW Maintenance & Mowing, Hours 1,5841476.5 1550
Drainage Mowing, Hours 662360.5 500
Drainage Structure Maintenance,
Hours 1,355.5634 1100
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenue
Permits $3,600$3,000 $3,000
Fees 1,033,5361,013,000 1,083,000
Fund Transfers 00 213,920
Miscellaneous 1,14125,700 80,700
Total $1,038,277$1,041,700 $1,380,620
Expenses
Personnel $396,930$453,529 $471,053
Supplies 5,5738,300 8,300
Human Services 74325 325
City Support Services 2,2126,500 28,500
Utility Services 25,27930,370 30,370
Operations Support 202,460 2,460
Staff Support 5,3078,116 8,116
City Assistance 0840 840
Professional Services 21,5819,500 23,500
Fund Charges/Transfers 238,414206,075 215,573
Maintenance Services 9,04722,000 22,000
Other Costs 200200 200
Debt Services 1,963140,530 135,294
Rental/Leasing 0500 500
Operating Equipment 11,3045,500 5,500
Capital Outlay 00 54,500
Projects 0146,198 213,920
Total $717,904$1,040,943 $1,220,951
249249249
PUBLIC WORKS DRAINAGE
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenue for the FY 2015-16 Budget is expected to increase 32.5% from the
FY 2014-15 Estimate. This increase is due to the transfer from reserves to fund the
construction of a bridge to the school parking lot next to City Hall.
Expenses: The FY 2015-16 Budget will increase 17.3% from the FY 2014-15 Estimate.
Significant purchases for FY 2015-16 include a replacement work truck and a 12ft
Flexwing Shredder for operations. A new project proposed for FY 2015-16 is the
construction of a bridge over the drainage channel to connect City Hall to the school
parking lot. Project expenditures could be reimbursed by the School District up to
$80,000.
250250250
251251251
252252252
253253253
254254254
255255255
256256256
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
257
EMERGENCY MEDICAL SERVICES (EMS)
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.
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
City Manager
Executive Director
Operations
Emergency Medical
Services (EMS)
258
EMERGENCY MEDICAL SERVICES (EMS)
EMS 2013-14 2014-15 2015-16
Director 1 1 1
Assistant Director 1 1 1
Clinical Manager 1 1 1
Training Coordinator 0 0 1
Office Manager 1 1 1
Senior Administrative Asst. 1 1 1
Billing Specialist 1 1 1
Billing Clerk 2 2 2
EMS Supervisor 3 3 3
Field Training Officer 3 3 3
Paramedic 21 23 23
Public Training & Outreach
Coordinator 1 1 1
P/T Paramedics 15 15 20
P/T EMT Intermediates 5 5 0
TOTAL POSITIONS 56 58 59
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Requests for EMS Service 8,840 9,831 9,887
Transports to Hospitals 5,713 5,950 6,588
Hospital to Hospital Transports 687 1,100 750
Collections per Transport $481.49 $450.00 $450.00
Students Enrolled in EMT
Certification Classes 87 87 87
Trips billed for Alamo Heights 646 625 650
Trips billed for Glasscock County N/A N/A 125
Members of EMS Passport 523 550 550
2013-14 2014-15 2015-16
Efficiency Actual Estimate Budget
Response Time 90% Reliability 16:00 13:00 14:00
Total Time on Task (Minutes) 56:49 55:00 55:00
Transport Percentage 65% 65% 65%
Days Sales Outstanding 100 100 100
Mutual Aid Requested 52 45 45
Students Graduated from EMT
Certification Classes 49 50 50
259
EMERGENCY MEDICAL SERVICES (EMS)
2013-14 2014-15 2015-16
Effectiveness Actual Estimate Budget
Customer Service Card Scores
(Percentage all positive) 97.4% 97.5% 97.5%
Critical Failures / 100,000 miles* 7.6 12.2 4.0
Fleet Accidents / 100,000 miles* 4.7 4.5 4.0
Cardiac Arrest Save %* 11% 12.5% 12%
Correct recognition of STEMI* 70% 90% 80%
EMT Class Certification Pass Rate 95.7% 94% 95%
*EMS will begin reporting several new effectiveness measures in FY 2015.
Critical Failures are responses where the original dispatched ambulance could
not respond or complete the call due to a vehicle failure of any type (other than
an accident). Both these failures and fleet ambulance accidents will be
measured and reported per 100,000 fleet miles driven. From our 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.
260
EMERGENCY MEDICAL SERVICES (EMS)
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenue
Fees $5,277,919 $5,393,206 $5,866,640
Inter-Jurisdictional 1,564,059 1,601,076 1,742,807
Miscellaneous 105,603 106,430 135,350
Total $6,947,581 $7,100,712 $7,744,797
Expenses
Personnel $3,055,528 $3,079,076 $3,407,571
Supplies 287,598 368,784 393,831
Human Services 424 800 1,000
City Support Services 17,826 107,202 34,850
Utility Services 142,870 130,700 149,840
Operations Support 55,091 62,555 62,555
Staff Support 82,829 83,986 84,600
City Assistance 12,666 13,400 13,400
Professional Services 130,830 137,280 146,680
Fund Charges/Transfers 2,702,114 2,332,024 2,556,485
Maintenance Services 25,062 46,500 77,100
Debt Service 5,877 270,820 205,498
Rental/Leasing 0 81,541 81,541
Operating Equipment 54,865 245,000 234,500
Capital Outlay 0 138,382 109,000
Total $6,573,580 $7,098,050 $7,558,451
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenues for FY 2015-16 are expected to increase 9% from the FY
2014-15 Estimate. This increase is in anticipation of the continuation of the upward
trend in the total number of transports as seen in the indicators above. Inter-
Jurisdictional contracts are also increasing for inflation and population growths.
Expenses: The FY 2015-16 Budget will increase 6.5% from the FY 2014-15
Estimate. Starting in FY 2015-16 the EMS department will employ a Training
Coordinator to oversee and schedule training classes. Currently this function is
accomplished by the EMS Supervisors but due to increased workload it was felt
the training program could use its own supervisor. Significant purchases for FY
2015-16 include to replacement vehicles and stretchers.
261
262
263
264
265
266
267
THIS PAGE INTENTIONALLY LEFT BLANK
268
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 (SEDC) is to
create a proactive environment that encourages commercial and industrial
development consistent with:
x Attracting targeted industries.
x Fortifying Business Retention and Expansion Programs
x Providing a supporting tax base to balance increasing residential growth
x Generate investment in underdeveloped areas of the City.
x 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.
269269269269269269269269269269269269269269269269269269269269269269269269269
ECONOMIC DEVELOPMENT
ORGANIZATIONAL CHART
ECONOMIC DEVELOPMENT 2013-14 2014-15 2015-16
Executive Director 1 1 1
Economic Development Analyst 1 1 1
Economic Development Specialist 1 1 1
Executive Assistant 1 1 1
TOTAL POSITIONS 4 4 4
PERFORMANCE INDICATORS
2013-14 2014-15 2015-16
Workload/Output Actual Estimate Budget
Number of inquiries 22 30 75
Number of Schertz companies visited 9 5 20
Number of recruitment events 24 8 14
Number of new prospects 16 20 24
Number of active incentive agreements 13 13 11
City Council
City Manager
Schertz Economic
Development
Corporation
Economic
Development
Board
270270270270270270270270270270270270270270270270270270270270270270270270270
ECONOMIC DEVELOPMENT
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenue
Taxes $3,521,338 $3,480,862 $3,518,362
Miscellaneous 9,599 12,528 10,200
Total $3,530,937 $3,493,390 $3,528,562
Expenses
Personnel $317,696 $364,312 $325,458
Supplies 474 1,050 750
Human Services 0 1,000 1,000
City Support Services 1,174 16,545 12,545
Utility Services 1,918 4,120 4,820
Operations Support 100,168 147,145 140,500
Staff Support 8,614 18,250 19,100
City Assistance 501,525 1,005,000 1,005,000
Professional Services 17,634 92,500 87,500
Fund Charges/Transfers 503,653 471,280 418,138
Debt Service 427,671 430,608 161,216
Operating Equipment 39 2,000 1,700
Capital Outlay 0 0 40,000
Total Economic Development $1,880,566 $2,573,810 $2,217,727
Projects $0 $58,225 $441,775
Total Schertz Economic Development $1,880,566 $2,632,035 $2,659,502
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues: The revenue for FY 2015-16 is projected to increase by 1.9% from the
FY 2014-15 year end estimate. The increase reflects a general increase in the
economy while realizing the retail expansions in our neighboring cities.
Expenses: The proposed FY 2015-16 Economic Development Budget will
decrease by 13.9% from the FY 2014-15 Estimate. Major decreases to the budget
included the elimination of the Non-Departmental expenses which was completed
in partnership with the City Manager’s office as part of a four year phase-out plan;
and the repayment of the SR 2010 Tax Note. The SEDC will maintain $500,000
fund balances for the Development Incentive and the Impact Fee Matching Funds;
the funds will be used for qualified economic development projects.
271271271271271271271271271271271271271271271271271271271271271271271271271
ECONOMIC DEVELOPMENT
In the Project Budget, the SEDC has reallocated the remaining $191,775 to
complete the extension of David Lack Boulevard which was approved by the
Resolution No. 14-R-14. In addition, The SEDC has maintained a $250,000 fund
balance for the Land Purchase fund; these funds have been set aside for future
SEDC property purchases.
272272272272272272272272272272272272272272272272272272272272272272272272272
7-30-2015 03:24 PM C I T Y O F S C H E R T Z PAGE: 1
PROPOSED BUDGET WORKSHEET
620-SED CORPORATION AS OF: JUNE 30TH, 2015
FINANCIAL SUMMARY
(-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
REVENUE SUMMARY
Taxes 3,215,620 3,521,338 3,682,057 2,120,277 3,480,862 3,518,362 ____________
Miscellaneous 8,819 9,599 10,200 11,381 12,528 10,200 ____________
TOTAL REVENUES 3,224,439 3,530,936 3,692,257 2,131,659 3,493,390 3,528,562
EXPENDITURE SUMMARY
GENERAL GOVERNMENT ___________ ___________ ___________ ___________ ___________ ____________ ____________
MISC & PROJECTS
PROJECTS 0 0 450,000 6,400 58,225 441,775 ____________
ECONOMIC DEVELOPMENT 1,568,317 1,880,566 2,573,810 873,637 2,573,810 2,217,727 ____________
TOTAL MISC & PROJECTS 1,568,317 1,880,566 3,023,810 880,037 2,632,035 2,659,502 ____________
TOTAL EXPENDITURES 1,568,317 1,880,566 3,023,810 880,037 2,632,035 2,659,502
REVENUE OVER/(UNDER) EXPENDITURES 1,656,121 1,650,370 668,447 1,251,622 861,355 869,060
=========== =========== =========== =========== =========== ============ ============
273273273273273273273273273273273273273273273273273273273273273273273273273
7-30-2015 03:24 PM C I T Y O F S C H E R T Z PAGE: 2
PROPOSED BUDGET WORKSHEET
620-SED CORPORATION AS OF: JUNE 30TH, 2015
REVENUES
(-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
Taxes
000-411500 Sales Tax Revenue (4B) 3,215,620 3,521,338 3,682,057 2,120,277 3,480,862 3,518,362 ____________
TOTAL Taxes 3,215,620 3,521,338 3,682,057 2,120,277 3,480,862 3,518,362
Fund Transfers ___________ ___________ ___________ ___________ ___________ ____________ ____________
Miscellaneous
000-491000 Interest Earned 126 315 200 140 200 200 ____________
000-491200 Investment Income 8,693 9,284 10,000 8,913 10,000 10,000 ____________
000-492000 Proceeds From Bond SR 2007 0 0 0 0 2,328 0 ____________
000-497000 Misc Income 0 0 0 2,328 0 0 ____________
TOTAL Miscellaneous 8,819 9,599 10,200 11,381 12,528 10,200 ____________
TOTAL REVENUES 3,224,439 3,530,936 3,692,257 2,131,659 3,493,390 3,528,562
=========== =========== =========== =========== =========== ============ ============
274274274274274274274274274274274274274274274274274274274274274274274274274
7-30-2015 03:24 PM C I T Y O F S C H E R T Z PAGE: 5
PROPOSED BUDGET WORKSHEET
620-SED CORPORATION AS OF: JUNE 30TH, 2015
MISC & PROJECTS
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
PROJECTS
========
Utility Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Professional Services
900-541100 ENGINEERING 0 0 40,000 6,400 15,000 0 ____________
TOTAL Professional Services 0 0 40,000 6,400 15,000 0
Maintenance Services
900-551900 CONSTRUCTION 0 0 160,000 0 43,225 191,775 ____________
TOTAL Maintenance Services 0 0 160,000 0 43,225 191,775
Rental/Leasing
900-561300 LAND PURCHASE 0 0 250,000 0 0 250,000 ____________
TOTAL Rental/Leasing 0 0 250,000 0 0 250,000
________________________________________________________________________________________________________________________________________
TOTAL PROJECTS 0 0 450,000 6,400 58,225 441,775
275275275275275275275275275275275275275275275275275275275275275275275275275
7-30-2015 03:24 PM C I T Y O F S C H E R T Z PAGE: 6
PROPOSED BUDGET WORKSHEET
620-SED CORPORATION AS OF: JUNE 30TH, 2015
MISC & PROJECTS
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
ECONOMIC DEVELOPMENT
====================
Personnel Services
966-511110 Regular 221,362 232,249 265,267 80,114 265,267 239,348 ____________
966-511120 Overtime 185 0 0 0 0 0 ____________
966-511180 LTD 689 690 816 238 816 742 ____________
966-511210 Longevity 450 1,529 880 597 880 881 ____________
966-511240 Allowance 6,720 7,551 7,920 305 7,920 0 ____________
966-511310 FICA - Employer 16,920 17,791 20,210 5,976 20,210 18,378 ____________
966-511350 TMRS-Employer 35,720 37,692 44,169 15,750 44,169 39,374 ____________
966-511410 Health-Employer 21,469 19,712 24,574 10,231 24,574 26,294 ____________
966-511500 Workers' Compensation 590 482 476 494 476 441 ____________
TOTAL Personnel Services 304,104 317,696 364,312 113,703 364,312 325,458
Supplies
966-521100 Office Supplies 309 389 750 485 750 750 ____________
966-521110 Office Supplies - Refreshment 244 86 300 16 300 0 ____________
TOTAL Supplies 553 474 1,050 501 1,050 750
Human Services
966-531100 Pre-employment Check 0 0 1,000 135 1,000 1,000 ____________
TOTAL Human Services 0 0 1,000 135 1,000 1,000
City Support Services
966-532500 City Insurance-Commercial 1,172 1,174 1,545 1,114 1,545 1,545 ____________
966-532800 Promotional Events 40 0 15,000 0 15,000 11,000 ____________
TOTAL City Support Services 1,212 1,174 16,545 1,114 16,545 12,545
Utility Services
966-533300 Telephone/Land Line 565 466 720 315 720 720 ____________
966-533310 Telephone/Cell Phones 0 0 1,000 116 1,000 1,500 ____________
966-533320 Telephone/Air Cards 30 414 600 ( 6) 600 0 ____________
966-533500 Vehicle Fuel 508 1,019 1,500 187 1,500 2,000 ____________
966-533550 Vehicle Maintenance 25 18 300 3 300 600 ____________
TOTAL Utility Services 1,128 1,918 4,120 615 4,120 4,820
Operations Support
966-534000 Postage 134 113 500 5 500 500 ____________
966-534100 Advertising 4,210 461 15,000 0 15,000 20,000 ____________
966-534105 Goodwill 712 526 1,200 139 1,200 2,500 ____________
966-534150 TexasOne 38,283 33,129 50,000 22 50,000 0 ____________
966-534190 Recruitment Events 3,392 10,000 20,000 740 20,000 40,000 ____________
966-534200 Printing & Binding 58 150 1,000 222 1,000 1,000 ____________
966-534300 Equipment Maintenance - Copie 3,185 2,023 2,945 1,880 2,945 3,000 ____________
966-534400 Computer Licenses - Software 3,779 3,275 5,500 778 5,500 9,000 ____________
966-534500 Memberships - Organizations 155 990 1,500 0 1,500 15,000 ____________
966-534510 Membership - Commuter Rail Br 49,500 49,500 49,500 49,500 49,500 49,500 ____________
TOTAL Operations Support 103,408 100,168 147,145 53,285 147,145 140,500
276276276276276276276276276276276276276276276276276276276276276276276276276
7-30-2015 03:24 PM C I T Y O F S C H E R T Z PAGE: 7
PROPOSED BUDGET WORKSHEET
620-SED CORPORATION AS OF: JUNE 30TH, 2015
MISC & PROJECTS
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
Staff Support
966-535100 Uniforms 0 0 300 0 300 600 ____________
966-535210 Employee Recognition-Morale 38 72 750 23 750 300 ____________
966-535300 Memberships - Staff Support 1,670 450 2,500 0 2,500 2,500 ____________
966-535400 Publications 386 442 700 138 700 700 ____________
966-535500 Training/Travel 3,717 6,921 12,000 673 12,000 12,000 ____________
966-535510 Meeting Expenses - EDC Board 837 729 2,000 1,101 2,000 3,000 ____________
TOTAL Staff Support 6,649 8,614 18,250 1,935 18,250 19,100
City Assistance
966-537600 Development Incentive Fund 0 500,000 500,000 0 500,000 500,000 ____________
966-537610 Impact Fee Matching Fund 0 0 500,000 0 500,000 500,000 ____________
966-537650 Prospect Services 588 1,525 25,000 0 25,000 5,000 ____________
TOTAL City Assistance 588 501,525 1,025,000 0 1,025,000 1,005,000
Professional Services
966-541200 Legal Svcs 56,592 11,634 40,000 522 40,000 40,000 ____________
966-541300 Professional Services 0 0 45,000 500 45,000 40,000 ____________
966-541400 Auditor/Accounting Service 7,000 6,000 7,500 6,000 7,500 7,500 ____________
966-541410 Consulting Services-Charrette 90,909 0 0 0 0 0 ____________
TOTAL Professional Services 154,501 17,634 92,500 7,022 92,500 87,500
Fund Charges/Transfers
966-548000 Contributions 0 1,605 0 0 0 0 ____________
966-548505 Contribution to I & S 369,075 366,138 367,188 351,069 367,188 367,138 ____________
966-548600 Interfund Charges-Admin 194,637 134,689 100,296 66,864 100,296 50,000 ____________
966-548610 Interfund Charge - Fleet 3,222 1,222 3,796 2,531 3,796 1,000 ____________
TOTAL Fund Charges/Transfers 566,934 503,653 471,280 420,463 471,280 418,138
Fund Replenish ___________ ___________ ___________ ___________ ___________ ____________ ____________
Maintenance Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
Debt Service
966-555632 Tax Notes SR2010-Principal 255,000 255,000 265,000 265,000 265,000 0 ____________
966-555632.Tax Notes SR2010-Interest 15,045 9,626 3,378 3,379 3,378 0 ____________
966-555650 Bond-CO 2007-Principal 135,000 145,000 150,000 0 150,000 155,000 ____________
966-555650.Bond-CO 2007-Interest 23,459 18,045 12,230 6,115 12,230 6,216 ____________
TOTAL Debt Service 428,504 427,671 430,608 274,494 430,608 161,216
Operating Equipment
966-571100 Furniture & Fixtures 613 20 500 359 500 700 ____________
966-571300 Computer & Periphe. < $5000 124 19 1,500 10 1,500 1,000 ____________
TOTAL Operating Equipment 737 39 2,000 369 2,000 1,700
277277277277277277277277277277277277277277277277277277277277277277277277277
7-30-2015 03:24 PM C I T Y O F S C H E R T Z PAGE: 8
PROPOSED BUDGET WORKSHEET
620-SED CORPORATION AS OF: JUNE 30TH, 2015
MISC & PROJECTS
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
Capital Outlay
966-581200 Vehicles & Access. OVER $5,00 0 0 0 0 0 40,000 ____________
TOTAL Capital Outlay 0 0 0 0 0 40,000
________________________________________________________________________________________________________________________________________
TOTAL ECONOMIC DEVELOPMENT 1,568,317 1,880,566 2,573,810 873,637 2,573,810 2,217,727
278278278278278278278278278278278278278278278278278278278278278278278278278
7-30-2015 03:24 PM C I T Y O F S C H E R T Z PAGE: 14
PROPOSED BUDGET WORKSHEET
620-SED CORPORATION AS OF: JUNE 30TH, 2015
MISC & PROJECTS
EXPENDITURES (-------------- 2014-2015 ---------------)(-------- 2015-2016 -------)
2012-2013 2013-2014 CURRENT Y-T-D PROJECTED CITY ADMIN. ADOPTED
ACTUAL ACTUAL BUDGET ACTUAL YEAR END RECOMMENDED BUDGET
________________________________________________________________________________________________________________________________________
SCHWAB RD PROJECT
=================
Maintenance Services ___________ ___________ ___________ ___________ ___________ ____________ ____________
________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________
TOTAL MISC & PROJECTS 1,568,317 1,880,566 3,023,810 880,037 2,632,035 2,659,502
________________________________________________________________________________________________________________________________________
TOTAL EXPENDITURES 1,568,317 1,880,566 3,023,810 880,037 2,632,035 2,659,502
=========== =========== =========== =========== =========== ============ ============
279279279279279279279279279279279279279279279279279279279279279279279279279
THIS PAGE INTENTIONALLY LEFT BLANK
280280280280280280280280280280280280280280280280280280280280280280280280280
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.
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenue
Taxes $552,570 $575,444 $592,707
Miscellaneous 391 570 570
Total $552,961 $576,014 $593,277
Expenses
Supplies $0 $2,500 $0
City Support Services 66,786 61,500 65,500
Operations Support 31,448 69,500 70,500
Professional Services 2,800 5,825 3,000
Fund Charges/Transfers 373,301 117,905 114,405
Building Maintenance 23,654 0 10,000
Operating Equipment 9,624 37,000 0
Total $507,612 $294,230 $263,405
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenue for FY 2015-16 is expected to increase 3.0% from the FY
2014-15 Estimate. This increase is based on historical trends and does not
include any new hotels.
Expenses: The FY 2015-16 Budget will decrease 10.4% from the FY 2014-15
Estimates. Restructuring of this Special Revenue fund will continue into FY 2015-
16 as we evaluate a new strategy for these funds to add valued service to our
citizens.
281281281281281281281281281281281281281281281281281281281281
282282282282282282282282282282282282282282282282282282282282282282282282282
283283283283283283283283283283283283283283283283283283283283283283283283283
284284284284284284284284284284284284284284284284284284284284284284284284284
285285285285285285285285285285285285285285285285285285285285285285285285285
THIS PAGE INTENTIONALLY LEFT BLANK
286286286286286286286286286286286286286286286286286286286286286286286286286
FUND: 317 PARK FUND
DESCRIPTION
The Park 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.
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenue
Fees $198,150 $91,116 $111,129
Miscellaneous 2,814 100 100
Total $200,964 $91,216 $111,229
Expenses
Fund Charges/Transfers $0 $32,405 $0
Operating Equipment 0 0 14,800
Capital Outlay 12,840 40,000 20,000
Total $12,840 $72,405 $34,800
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Current revenue estimates based upon known, active development fees
scheduled for payment before September 30, 2015. Next year’s estimate is a
conservative one based upon development projects already “on the books” and
expected to come on line during FY 2015-16. Next year’s revenue projection is
11% greater than this year’s revenue projection.
Expenses: Project the purchase/installation of stone monument signs for Cypress
Point Park and Rhine Valley. In addition, we will need to carry over the funding for
the preliminary development of Sedona (Crossvine) Park including a decomposed
granite trail and two (2) park benches. Overall this is a 51.9% decrease in
expenditures from FY 2014-15 estimates.
287287287287287287287287287287287287287287287287287287287287287287287287287
288288288288288288288288288288288288288288288288288288288288288288288288288
289289289289289289289289289289289289289289289289289289289289289289289289289
290290290290290290290290290290290290290290290290290290290290290290290290290
291291291291291291291291291291291291291291291291291291291291291291291291291
292292292292292292292292292292292292292292292292292292292292292292292292292
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.
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenue
Fees $241,273 $216,203 $40,000
Fund Transfers 0 0 0
Miscellaneous 230 250 250
Total $241,503 $216,453 $40,250
Expenses
Maintenance Services $39,956 $116,125 $27,000
Total $39,956 $116,125 $27,000
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenue remains high (in FY 2014-15) because of several
developments that alone generated over $84,000 in revenue. A conservative
budget is forecast for FY 2015-16 in anticipation of lower revenues not skewed by
large, unanticipated events.
Expenses: The projected expenses anticipated in FY 2015-16 are carry-overs
from projects originally scheduled for FY 2014-15 that were not completed in time
to meet the tree transplanting season in this region (November – March).
Therefore, those expenditures are removed from FY 2014-15 projections and
moved to FY 2015-16 projections (i.e. shade trees for the Schertz Ball Complex
and E. Live Oak Road).
293293293293293293293293293293293293293293293293293293293293293293293293293
294294294294294294294294294294294294294294294294294294294294294294294294294
295295295295295295295295295295295295295295295295295295295295295295295295295
296296296296296296296296296296296296296296296296296296296296296296296296296
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.
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenue
Fees $21,686 $22,000 $22,000
Fund Transfers 0 0 10,000
Miscellaneous 110 2,040 1,040
Total $21,796 $24,040 $33,040
Expenses
Supplies $446 $1,000 $1,000
City Support Services 7,158 12,000 12,000
Operating Equipment 13,654 16,500 20,000
Total $21,257 $29,500 $33,000
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues: Revenues will remain at levels consistent with current and past years.
In order to make one time purchases of additional materials, funds will be
withdrawn from fund balance.
Expenses: The FY 2015-16 Budget will increase 11.9% from the FY 2014-15
Estimate. For FY 2015-16 the board will use reserve funds to purchase additional
library materials.
297
298
299
300
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 function 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.
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenue
Fees $157 $500 $250
Fund Transfers 2,421 8,408 10,760
Total $2,577 $8,908 $11,010
Expenses
Supplies $784 $850 $1,500
Operations Support 225 250 1,000
Staff Support 56 6,500 7,150
Professional Services 1,323 1,308 1,360
Operating Equipment 190 0 0
Total $2,577 $8,908 $11,010
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues: The interfund transfer will be equal to offset expenditures. Book sales
are expected to remain constant with current levels.
Expenses: A large portion of the expenses for the FY 2014-15 year and the FY
2015-16 budget is dedicated for training for the committee. Other operations are
expected to continue at their budgeted levels.
301301301301301301301301301301301301301301301301301301301301301301301301301
302302302302302302302302302302302302302302302302302302302302302302302302302
303303303303303303303303303303303303303303303303303303303303303303303303303
304304304304304304304304304304304304304304304304304304304304304304304304304
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.
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Revenue
Fees $149,427 $196,095 $229,000
Fund Transfers 23,500 43,500 48,000
Miscellaneous 30,576 52,266 39,340
Total $203,503 $291,861 $316,340
Expenses
Non Departmental $10,329 $37,995 $25,200
4th of July Jubilee 95,743 107,697 119,765
Schertz Fest 75,579 102,300 111,015
Jazz N Blues Event 0 16,507 28,000
Other Events 0 12,752 0
Total $181,651 $277,251 $283,980
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues: The FY 2015-16 revenue is expected to increase 8.4% from the FY
2014-15 Estimate with the anticipation of higher event attendance and additional
funding from the Hotel Tax Fund to grow the Jazz N Blues Event.
Expenses: The FY 2015-16 Budget will increase 2.4% from the FY 2014-15
Estimate. Budgets are set in line with historical averages but are still accounting
for increased event attendance. The budget for the Jazz N Blues Event will
increase to allow for growth in this event.
305305305305305305305305305305305305305305305305305305305305305305305305305
306306306306306306306306306306306306306306306306306306306306306306306306306
307307307307307307307307307307307307307307307307307307307307307307307307307
308308308308308308308308308308308308308308308308308308308308308308308308308
309309309309309309309309309309309309309309309309309309309309309309309309309
310310310310310310310310310310310310310310310310310310310310310310310310310
311311311311311311311311311311311311311311311311311311311311311311311311311
312312312312312312312312312312312312312312312312312312312312312312312312312
313313313313313313313313313313313313313313313313313313313313313313313313313
THIS PAGE INTENTIONALLY LEFT BLANK
314314314314314314314314314314314314314314314314314314314314314314314314314
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.
315315315315315315315315315315315315315315315315315315315315315315315315315315
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.
316316316316316316316316316316316316316316316316316316316316316316316316316316
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.
317317317317317317317317317317317317317317317317317317317317317317317317317317
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.
318318318318318318318318318318318318318318318318318318318318318318318318318318
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.
319319319319319319319319319319319319319319319319319319319319319319319319319319
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.
320320320320320320320320320320320320320320320320320320320320320320320320320320