Proposed FY 2016-17 Budget
CITY OF SCHERTZ
FY 2016-17
PROPOSED BUDGET
The members of the governing body voted on the proposal to consider the budget as follows:
FOR:
AGAINST: N/A
PRESENT and not voting: N/A
ABSENT:
Property Tax Rate Comparison
2016-2017 2015-2016
Property Tax Rate:$0.4911/100 $0.4911/100
Effective Rate:$0.4803/100 $0.4666/100
Effective Maintenance & Operations Tax Rate:$0.3090/100 $0.2969/100
Rollback Tax Rate:$0.5080/100 $0.4912/100
Debt Rate:$0.1743/100 $0.1752/100
Total debt obligation for the City of Schertz secured by property taxes: 87,058,958$
This budget willraisemoretotalpropertytaxes
thanlastyear's budgetby $840,694 or 5.55%
increase,andof thatamount,$579,846 is tax
revenue to be raisedfrom new property added to
the tax roll this year.
City of Schertz
Fiscal Year 2016-17
Budget Cover Page
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CITY OF SCHERTZ 2016-17 BUDGET
Table of Contents
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 City Secretary 45
Non-Departmental 49
Public Affairs 53 Records Management 57
Schertz Magazine 61
Engineering 67 Geographic Information Systems 73
Police 77
Fire Rescue 83 Inspections 89
Marshal Services 95
Streets 101 Parks, Recreation, &
Community Services 107
Swim Pools 113 Event Facilities 117
Library 123 Animal Services 131 Environmental Health 137
Information Technology 143 Human Resources 149
Finance 155
Purchasing & Asset Management 161
Fleet Services 167
Facility Services 173 City Assistance 181
Court Restricted Funds 185
Special Events Fund 189
Interest & Sinking Fund 201
Water & Sewer
Summary 207
Business Office 213 Water & Sewer Administration 219
Capital Recovery - Water 231
Capital Recovery – Sewer 239
Drainage
Summary 245 Revenues 249
Expenditures 250
Emergency Medical Services
(EMS) Summary 255 Revenues 261
Expenditures 262
Schertz Economic Development
Corporation Summary 267
Revenues 271
Expenditures 272
Special Revenue Funds
Public, Educational, and Government (PEG) Access
Fund
279
Hotel/Motel Tax 285 Park Fund 289
Tree Mitigation 295
Library Fund 299 Historical Committee 303
Glossary 307
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Executive Summary
General Fund
Revenue: Property Taxes for FY 2016-17 are estimated to increase 7.9% from FY 2015-
16 year end estimates. 5.7% is due to new properties added to Schertz in 2015 while
2.2% of the growth is related to an increase in value on existing properties.
Sales Taxes are expected to increase 4% from year end estimates. This trend follows the
area population growth and the potential for new businesses yet is conservative when
looking at the average 5-year growth.
Fees/Fines/Other Tax are expected to decrease 9% from year end estimates due to a
decrease in citations.
For Permits and Licenses no change is expected in the levels of permits issued for FY
2016-17.
Franchises are expected to increase at 3% matching expected residential and
commercial property growth.
The interfund charges will increase 52.7% from year end estimates. 22.6% of the increase
is due to the new service contract for the Economic Development Corporation (EDC). All
personnel will now be located in the General Fund which will be fully reimbursed by the
EDC through an interfund charge. Since this is an accounting change only, there will be
no impact on either funds’ revenue over expenditures for FY 2016-17. The calculation in
the Fleet Interfund charges to other operating funds for service has been updated causing
an increase of 11.3%. The calculation is based on the average fleet expenditures by fund
rather than the number of vehicles as in years past. There were also changes in City
operations which moved 4 personnel located in Drainage and Water & Sewer to be
located in the General Fund. The 2 Public Works Inspectors, the previous Stormwater
Manager position, and the Public Works Project Manager will now be located with
Engineering. In addition, the Public Works Manager will now oversee Streets and
Drainage. Based on the estimated time these positions spend on Water & Sewer and
Drainage projects, this reorganization increased the interfund charges from those two
funds by 9.8% to offset this transfer of personnel and duties. The City will also be
reimbursed by the Police Forfeiture fund for the new DEA Task Force Officer position
which makes up 6.4% of the increase.
Inter-Jurisdictional increased 10.8% due to the Schertz-Cibolo-Universal City ISD
increasing their payment to fund another School Resource Officer.
Miscellaneous revenues are expected to decrease 5.7% due to a higher number of
emergency deployments of our firefighters. For each emergency deployment, the state
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EXECUTIVE SUMMARY
reimburses the City for its expenditures in full. Fewer deployments will occur in FY 2016-
17, since those expenses are reimbursed fully, it is not expected to affect the bottom line.
Expenses: The overall FY 2016-17 Budget increased 12.7% from FY 2015-16 year end
estimates. This increase includes a total of 7 new employees for the General Fund and
includes the 3 firefighters approved in August 2016 in preparation of the 3rd Fire Station,
a School Resource Officer, a DEA Task Force Officer, a Patrol Officer, and a new
Computer Technician II position. The DEA Task Force Officer will be paid for out of police
forfeiture funds and the Student Resource Officer will be offset by an increase in the
Interlocal agreement with the Schertz-Cibolo-Universal City Independent School District
to provide School Resource Officers.
Also new to the FY 2016-17 Budget are the operating expenses to the new Natatorium.
This project was approved in the 2010 bond election and is scheduled to be complete
early in the fiscal year. This new facility will incur $480,000 in annual operating costs to
the City.
Another notable item for the FY 2016-17 Budget is the implementation of the
Classification & Compensation Study Year 2 recommendation. 175 employees in 71
different positions throughout the General Fund and other Operating Funds will receive a
pay change in accordance with the recommendation. These were positions identified in
a survey conducted by a 3rd party that were below market averages for pay in their field.
To return to a target pay level compared to the market a 4-year plan was proposed. This
plan adjusted positions’ pay each year until the target is reached. The fiscal impact on
the General Fund for the second year adjustment will be $337,000.
In FY 2016-17 there is also reorganizations taking place in Engineering, Public Works,
and the Economic Development Corporation (EDC). These reorganizations moved
$663,000 of payroll expenses from the Water & Sewer Fund, the Drainage Fund, and the
EDC Fund into the General Fund. The interfund transfer revenues have been increased
to offset these additional positions and costs in the General Fund.
City Council
City Council’s FY 2016-17 Budget increased 2.3% from FY 2015-16 year end estimates
with the addition of 2 council seats.
City Manager
The City Manager’s FY 2016-17 Budget increased 40.1% from FY 2015-16 year end
estimates with the addition of the Economic Development staff assignment. These
additions are offset by equal revenue from the Economic Development Corporation
(EDC) to provide for these employees. Without the additional EDC the Personnel
Services budget decreased 5.4% from year end estimates.
Municipal Court
The Municipal Court’s FY 2016-17 Budget increased 2.3% from FY 2015-16 year end
estimates. There will be no change in operations.
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311 Customer Service
The 311 Customer Service FY 2016-17 Budget increased 4.1% from FY 2015-16 year
end estimates. There will be no change in operations.
Planning & Zoning
Planning & Zoning’s FY 2016-17 Budget increased 26.8% from FY 2015-16 year end
estimates. This is due to full year funding of a Planner I position that was hired midyear.
Legal Services
The Legal Services’ FY 2016-17 Budget increased 26.3% from FY 2015-16 year end
estimates with the expectations of additional legal matters.
General Services
This division has been combined with Building Maintenance to form Facility Services.
City Secretary
The City Secretary FY 2016-17 Budget increased 4.0% from FY 2015-16 year end
estimates. There will be no change in operations.
Non-Departmental
The Non-Departmental FY 2016-17 Budget increased 16.7% from FY 2015-16 year end
estimates. This includes additional payments into the Sedona TIRZ Fund, setting the
contingency fund at $200,000, and implementing a personnel contingency line at
$159,000. This new personnel contingency is offset by reducing the General Fund
personnel lines by $318,000, divided up into each department, and will be used to
reimburse the departments without turnover.
Public Affairs
The Public Affairs’ FY 2016-17 Budget increased 6.4% from FY 2015-16 year end
estimates to implement a citywide citizen survey.
Records Management
The Records Management FY 2016-17 Budget increased 3.4% from FY 2015-16 year
end estimates. There will be no change in operations.
Schertz Magazine
The Schertz Magazine FY 2016-17 Budget increased 6.8% from the FY 2015-16 year
end estimates due to filling the vacant position in the division.
Engineering
Engineering’s FY 2016-17 Budget increased 132.6% from the FY 2015-16 year end
estimates with the transfer of 2 Public Works Inspectors, the Public Works Project
Manager, and the Stormwater Manager positions into this department. The Stormwater
Manager will be retitled as a Graduate Engineer. These additional personnel expenses
will be offset by increased interfund transfers into the General Fund to provide more
revenue.
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EXECUTIVE SUMMARY
GIS
The Geographic Information Systems’ FY 2016-17 Budget increased 6.3% from the FY
2015-16 year end estimates. There will be no change in operations, this increase is due
to higher personnel costs related to the annual merit and an increase in health insurance
costs.
Police
The Police Department’s FY 2016-17 Budget increased 13.4% from the FY 2015-16 year
end estimates. Personnel Services increased with the addition of 3 new positions; a
School Resource Officer, a DEA Task Force Officer, and a Patrol Officer. The Personnel
Services lines also increased as part of the second year compensation adjustments
recommended in the 2015 Classification & Compensation Study. In addition, the capital
outlay budget also increases to purchase additional vehicles needed by the new officers
in addition to the regularly scheduled replacements.
Fire Rescue
The Fire Rescue FY 2016-17 Budget increased 7.3% from the FY 2015-16 year end
estimates. Personnel services increased with the addition of 3 new firefighters approved
in August 2016 and their equipment as well as part of the second year compensation
adjustments recommended in the 2015 Classification & Compensation Study.
Inspections
The Inspections FY 2016-17 Budget increased 1.1% from the FY 2015-16 year end
estimates. There will be no change in operations.
Marshal Services
The Marshal Services’ FY 2016-17 Budget decreased 32.3% from FY 2015-16 year end
estimates. This is due to the separation of the Environmental Health function being split
off into its own division.
The combined Marshal Services’ and Environmental Health Budget for FY 2016-17
decreased by 2.8% from FY 2015-16 year end estimates. This decreased is caused by a
capital purchase in FY 2015-16 that was not duplicated in FY 2016-17.
Streets
The Streets Division FY 2016-17 Budget increased 6.0% from FY 2015-16 year end
estimates. FY 2016-17 is expected to have less personnel vacancies than seen in FY
2015-16 and additional street maintenance is expected.
Parks
The Parks FY 2016-17 Budget increased 5.4% from FY 2015-16 year end estimates with
the filling of the vacant Assistant Parks Director position.
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EXECUTIVE SUMMARY
Pools
The Swim Pool FY 2016-17 Budget increased 187.1% from FY 2015-16 year end
estimates with the opening of the new Natatorium. This indoor swim facility was part of
the 2010 bond election.
Event Facilities
The Event Facilities FY 2016-17 Budget increased 9.0% from FY 2015-16 year end
estimates. This increase is due to changes in personnel insurance and setting up a
budget to use the capital recovery funds collected from renters to pay for kitchen
upgrades.
Library
The Library FY 2016-17 Budget increased 0.5% from the FY 2015-16 year end estimates.
The increase is operating equipment is due to additional material purchases to
accommodate a growth service population.
Animal Services
The Animal Services FY 2016-17 Budget increased 3.2% from the FY 2015-16 year end
estimates. The personnel services will increase 5.7% with less turnover expected for FY
2016-17. The other operating expenses will decrease 3.8% with the transfer of the
building maintenance account budget to the Facilities Services division. Capital outlay will
increase 14.5% with the purchase of a replacement vehicle for this division.
Environmental Health
The Environmental Health Division Budget was separated from the Marshal’s Office for
FY 2016-17.
The combined Marshal Services’ and Environmental Health Budget for FY 2016-17
decreased by 2.8% from FY 2015-16 year end estimates. This decreased is caused by a
capital purchase in FY 2015-16 that was not duplicated in FY 2016-17.
Information Technology
The Information Technology FY 2016-17 Budget increased 10.7% from the FY 2015-16
year end estimates. Personnel Services increased 18.0% for FY 2016-17 with the
approval of a new Computer Technician II position. The other operating expenses
increased 6.2% with increased software costs. Capital Outlay increased with a purchase
of an automatic fire suppression system to protect our data servers in case of an
emergency.
Human Resources
The Human Resources FY 2016-17 Budget increased 31.5% from the FY 2015-16 year
end estimates. Personnel Services increased 37.7% with the filling of the vacant Director
of Human Resources & Purchasing position and the creation of an HR Manager position
from the vacant Executive Director of Support position in FY 2015-16. Other operational
expenses increased 16.1% with the transfer of the Dave Ramsey course from Non-
Departmental to Human Resources.
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EXECUTIVE SUMMARY
Finance
The Finance FY 2016-17 Budget decreased 2.1% from the FY 2015-16 year end
estimates. This decrease is caused by reclassifying the Senior Budget Analyst position
to a Financial Analyst.
Purchasing & Asset Management
The Purchasing & Asset Management FY 2016-17 Budget increased 48.5% from the FY
2015-16 year end estimates. This increase is due to the vacancy of the Purchasing
Manager position in FY 2015-16 which is expected to be filled in FY 2016-17.
Fleet Services
The Fleet Services FY 2016-17 Budget increased 2.0% from the FY 2015-16 year end
estimates. In FY 2015-16 Public Works went through a reorganization which put the Fleet
Services and Facility Services (formerly known as the General Services and Building
Maintenance Divisions of Public Works) under a new department called Fleet & Facility
Services. The Fleet Manager position was reclassified as the Director of Fleet & Facility
Services. When combined with FY 2015-16 turnover, this is the reason for the 19.7%
increase in Personnel Services. This increase was offset by lower Capital Outlay and
other operating expenses which decreased 4.7% and 11.0% respectively. The lower
operating costs are expected due fewer vehicle repairs in FY 2016-17.
Building Maintenance
This division has been combined with General Services to form the Facility Services.
Facility Services
The Facility Services division is a combination of the General Services and the Building
Maintenance Divisions. The Facility Services FY 2016-17 Budget decreased 4.5% from
the combined General Services and Building Maintenance FY 2015-16 year end
estimates. Air conditioner and building repairs for FY 2016-17 is not expected to be at the
same levels seen in FY 2015-16. That decrease offsets the additional personnel
expenses related to making a part time Facilities Technician I in to a full time and making
two Full Time Facilities Technician I’s to Facility Technician II’s.
City Assistance
The City Assistance FY 2016-17 Budget increased 27.7% from FY 2015-16 year end
estimates. This increase is caused by full year funding of the Senior Center contract and
meal program.
Court Restricted Funds
The Court Restricted Funds FY 2016-17 Budget decreased 40.4% from the FY 2015-16
year end estimates with less court technology fund revenue collection planned in FY
2016-17.
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EXECUTIVE SUMMARY
Special Events Fund
Revenue: The revenue for FY 2016-17 is expected to increase 24.4% from FY 2015-16
year end estimates due to an increase in interfund transfers to match expenditures.
Expenses: The Special Events Fund FY 2016-17 Budget increased 11.9% from the FY
2015-16 year end estimates. This increase is due to an increase in the Hal Baldwin
scholarship event and for potential police events.
Interest & Sinking Fund
Revenues: Revenues for FY 2016-17 are expected to decrease 36.2% from the FY 2015-
16 year end estimates. The decrease is due to a debt refunding in FY 2015-16 that
created a one-time increase in revenue.
Expenses: The Interest & Sinking Fund FY 2016-17 Budget decreased 34.7% from the
FY 2015-16 year end estimates. The decrease is due to a debt refunding in FY 2015-16
that created a one-time increase in expenses.
Water & Sewer Fund
Revenue: Revenues for FY 2016-17 are expected to increase 11.9% from the FY 2015-
16 year end estimates. Water & Sewer fee increases combined with a transfer from
reserves for upcoming projects. These projects include water tower painting, reducing
water infiltration in the Northcliffe sewer lines, and moving properties from one treatment
facility to another.
Expenses: The Water & Sewer FY 2016-17 Budget increased 9.3% from the FY 2015-
16 year end estimates. This increase is due to higher contributions to Schertz-Seguin
Local Government Corporation with the San Antonio Water System no longer purchasing
excess water. Also increasing is the Project Budget to paint the water towers, reduce
water infiltration in the Northcliffe sewer lines, and moving properties from one treatment
facility to another to address capacity issues.
Business Office
The Business Office FY 2016-17 Budget decreased 1.4% from the FY 2015-16 year end
estimates. Personnel Services increased 6.5% with the expectation of less turnover in FY
2016-17 but reductions in Capital Outlay offset this increase.
Administration
The Water & Sewer Administration FY 2016-17 Budget increased 8.1% from the FY 2015-
16 year end estimates. This increase is due to higher sewer treatment expense with
higher fees and new customers, higher garbage services costs with new customers, and
an increase in the Schertz-Seguin Local Government contribution, or debt payment, due
to the San Antonio Water System no longer buying excess water. All increases are offset
by their corresponding revenue changes.
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EXECUTIVE SUMMARY
Capital Recovery Fund - Water
Revenues: Revenue for FY 2016-17 is expected to decrease -70.1% from FY 2015-16
year end estimates. Revenues were higher in FY 2015-16 with transferring in funds from
reserves to fund the southeast water tank project. No new projects are anticipated to be
funded for FY 2016-17 and no transfer from reserves was requited.
Expenses: The Capital Recover Water Fund FY 2016-17 Budget decreased 95.4% from
the FY 2015-16 since there are no new capital projects anticipated to be funded in FY
2016-17.
Projects ongoing in FY 2016-17
2016 Water/Wastewater Capital Recovery Study
Southern Schertz 1 million gallon elevated tank
Capital Recovery Fund - Sewer
Revenues: Revenue for FY 2016-17 is expected to increase 1.3% from FY 2015-16 year
end estimates with continued residential and commercial development.
Expenses: The Capital Recover Sewer Fund FY 2016-17 Budget increase $92,188 from
the FY 2015-16 to update the capital recovery plan.
Projects ongoing in FY 2016-17
Water/Wastewater Capital Recovery Study
Woman Hollering Sewer Line
Drainage Fund
Revenue: Revenue for FY 2016-17 is expected to decrease 4.4% from the FY 2015-16
year end estimates. In FY 2015-16 the City expected to receive additional project funding
which was a one-time event tied to that project.
Expenses: The Drainage FY 2016-17 Budget increased 13.9% from the FY 2015-16 year
end estimates. This increase is related to a the project accounts to match the schedule
of projects coming in FY 2016-17, including removing silt and armoring channel walls.
Capital Outlay also decreased due to no purchases being planned for FY 2016-17.
EMS Fund
Revenue: Revenues for FY 2016-17 are expected to increase 17.5% from the FY 2016
year end estimates. This increase is due to an expected increase in transports and higher
interjurisdictional fees to surrounding public entities to provide EMS services for their
area. The Seguin/Guadalupe County Support increase is also due to an accounting
change and there will be an offsetting expense. This interjurisdictional revenue is
currently being collected and treated as a liability and paid out to other EMS providers we
have contracted with to cover that service area. Due to the contract wording staff feels it
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EXECUTIVE SUMMARY
is appropriate to recognize the full amount received as a revenue and payout the amounts
to the other EMS providers as an expense.
Expenses: The EMS FY 2016-17 Budget increased 22.8% from the FY 2016-17 year
end estimates. Personnel Services increased 17.9% as part of the second year
compensation adjustments recommended in the 2015 Classification & Compensation
Study. While an additional 2 Paramedics are to be hired, direct savings in overtime will
offset those expenses. Other operational expenses increased 31.3% due to moving
contract payments to other EMS providers to cover areas in Guadalupe County from a
liability and to an expense for FY 2016-17. This will be offset by recognizing the additional
Guadalupe County payments received to cover their area as revenue.
Schertz Economic Development Corporation (SEDC)
Revenues: Revenue for FY 2016-17 is expected to increase 4.0% from the FY 2015-16
year end estimates with increased sales tax revenue generated from new residents and
businesses.
Expenses: The SEDC FY 2016-17 Budget decreased 22.4% from the FY 2015-16 year
end estimates with the completion of the David Lacks Blvd extension and the demolition
of 1300 Schertz Parkway and paying off the SEDC’s portion of the 2007 Certificate of
Obligation debt in FY 2015-16. Personnel services are expected to increase with the
reclassification of the Specialist and Analyst positions to a Business Retention and
Marketing & Recruitment Manager positions but will be offset by the budget reductions
mentioned here.
Public, Educational, and Governmental Access (PEG) Fund
Revenue: Revenues for FY 2016-17 are expected to increase 2.6% from the FY 2015-
16 year end estimates with the continued growth of our residential community.
Expenses: The PEG Fund FY 2016-17 Budget increased 136.8% from the FY 2015-16
year end estimates with the continued implementation of the communication master plan.
Hotel Motel Tax Fund
Revenue: Revenue for FY 2016-17 is expected to increase 1.7% from the FY 2015-16
year end estimates.
Expenses: The Hotel Motel Tax Fund FY 2016-17 Budget increased 5.2% from FY 2015-
16 year end estimates. This will set the budget at levels approved for the FY 2015-16
Budget.
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EXECUTIVE SUMMARY
Park Fund
Revenue: Revenue for FY 2016-17 is expected to increase 26.7% from the FY 2015-16
year end estimates due to continued residential and commercial development and a
transfer from reserves to fund the playscape restroom project.
Expenses: The Park Fund FY 2016-17 Budget increased 560.6% from the FY 2015-16
year end estimates to fund the construction of a public restroom at the new playscape.
Tree Mitigation
Revenue: Revenue for FY 2016-17 is expected to increase 207.7% from the FY 2015-
16 year end estimate. Revenue from Tree Mitigation fees will increase due to continued
residential and commercial development. Transfer from reserves will also increase to
match expenditures for FY 2016-17.
Expenses: The Tree Mitigation FY 2016-17 Budget will increase 89.3% from the FY
2015-16 year end estimates. Projects to be funded for FY 2016-17 include additional
trees for the E. Live Oak Road, Schertz Ball Complex, and the Natatorium. Also included
is a project to trim trees located throughout the municipal complexes.
Library Fund
Revenues: Revenue for FY 2016-17 is expected to decrease 29.4% from the FY 2015-
16 year end estimates. FY 2015-16 had a one-time transfer from reserves to pay for
additional library projects that was not repeated in FY 2016-17 which caused the
decrease.
Expenses: The Library Fund’s FY 2016-17 Budget decreased 29.7% from the FY 2015-
16 year end estimates due to a one time project budgeted for FY 2015-16 that was not
repeated.
Historical Committee
Revenues: Revenue for FY 2016-17 is expected to increase 11.8%, or $1,240, from the
FY 2015-16 year end estimates to meet budgeted expenditures.
Expenses: The Historical Committee’s FY 2016-17 Budget increased 11.8% from the FY
2015-16 year end estimates to provide additional training opportunities for the committee
members and to meet inflation on the storage space rental agreement.
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DEPARTMENT: 150 CITY COUNCIL
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The Schertz City Council is made up of six elected officials, currently but will
increase with the election in November of 2016, by adding Places 6 & 7. City
residents currently 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 term date begins in February of each year. 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 9 City advisory
boards, committees, and commissions; and appoints and supervises the performances of the City Manager, City Secretary, City Attorney, and Municipal Court Judges.
ORGANIZATIONAL CHART
Citizens
City
Council
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CITY COUNCIL
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17 Workload/Output Actual Estimate Budget
Number of ordinances passed 40 45 45 Number of resolutions passed 108 100 100
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Meeting Attendance rate 93 93 93
2014-15 2015-16 2016-17 Effectiveness Actual Estimate Budget
Number of Council Meetings 47 51 52
Request for Information
2014-15
Actual
2015-16
Estimate
2016-17
Budget
Number of Items 19 14 16
Agenda Items Requested
2014-15
Actual
2015-16
Estimate
2016-17
Budget
Number of Items
55 60 65
Council Initiatives 2014-15 Actual 2015-16 Estimate 2016-17 Budget
Council on the Go Meetings 0 3 3
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $23,650 $24,024 $32,132 Supplies 643 900 1,300
City Support Services 37,923 67,210 53,500
Operations Support 227 500 500
Staff Support 12,270 21,700 28,910
Total $74,712 $114,334 $116,982
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CITY COUNCIL
PROGRAM JUSTIFICATION AND ANALYSIS
City Council’s FY 2016-17 Budget increased 2.3% from FY 2015-16 year end
estimates with the addition of 2 council seats.
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DEPARTMENT: 151 CITY MANAGER
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION The City Manager and his department advise the Council on policy and operational
planning issues. This 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. The City Manager serves as a focal point for the management of City staff.
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.
ORGANIZATIONAL CHART
Mayor &
City Council
City Manager
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CITY MANAGER
CITY MANAGER 2014-15 2015-16 2016-17
City Manager 1 1 1
Deputy City Manager 1 0 0
Executive Director 1 3 2
Chief of Staff 1 0 0
Assistant to the City Manager 0 0 1
Executive Assistant 2 2 1
TOTAL POSITIONS 6 6 5
ECONOMIC DEVELOPMENT 2014-15 2015-16 2016-17
Executive Director 1 1 1
Economic Development Analyst 1 1 0
Economic Development Specialist 1 1 0
Business Retention Manager 0 0 1
Marketing and Recruitment Manager 0 0 1
Executive Assistant 1 1 1
TOTAL POSITIONS 4 4 4
2014-15 2015-16 2016-17 Budget Actual Estimate Budget
Personnel $845,917 $762,630 $1,076,365 Supplies 2,916 3,018 3,000
City Support Services 2,535 1,770 7,535
Staff Support 27,417 33,525 35,495
Operating Equipment 725 0 0
Total $879,510 $800,943 $1,122,395
PROGRAM JUSTIFICATION AND ANALYSIS
The City Manager’s FY 2016-17 Budget increased 40.1% from FY 2015-16 year
end estimates with the addition of the Economic Development staff assignment. These additions are offset by equal revenue from the Economic Development
Corporation (EDC) to provide for these employees. Without the additional EDC the
Personnel Services budget decreased 5.4% from year end estimates.
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DEPARTMENT: 152 MUNICIPAL COURT FUND: 101 GENERAL FUND
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.
GOALS AND OBJECTIVES
Promote respect for the administration of justice through improvements in
the Court's customer service and the physical attributes of the Municipal Court building.
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MUNICIPAL COURT
Implement the use of new technology and other innovative practices to
maintain efficient and security.
Promote traffic safety by focusing attention on fair and impartial punishment for those individuals charged in this court.
Seek input from personnel to maintain a positive work environment.
Renovate front counter to include and efficient work station for clerks and
defendants.
Establish an education program for young adults to understand the effects
of how making the wrong choice or decision can affect their lives.
ORGANIZATIONAL CHART
MUNICIPAL COURT 2014-15 2015-16 2016-17
Court Administrator 1 1 1
Senior Deputy Court Clerk 1 1 1
Deputy Court Clerk 4 4 4
TOTAL POSITIONS 6 6 6
City Manager
Executive
Director
Development
Finance
Billing Office Municipal Court
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MUNICIPAL COURT
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17 Workload/Output Actual Estimate Budget
Traffic Citations Filed 10,066 8,043 6,020 State Law Citations Filed 2,751 2,127 1,503
Municipal Ordinances Filed 211 345 211
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Cases Disposed 13,727 11,115 10,346
Charges Processed per Clerk 3,431 2,778 2,586
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
Cases Disposed per Clerk 24% 24% 24%
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel Supplies $269,664 $278,761 $287,455 City Support Services 1,122 2,700 2,000 Operations Support 2,529 2,500 3,250
Staff Support 3,783 7,216 7,310
Court Support 210 500 700
Professional Services 45,282 61,150 67,200 Maintenance Services 1,900 2,000 2,000 Operating Equipment 281 7,800 0
Total $324,771 $362,627 $370,915
PROGRAM JUSTIFICATION AND ANALYSIS
The Municipal Court’s FY 2016-17 Budget increased 2.3% from FY 2015-16 year
end estimates. There will be no change in operations.
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DEPARTMENT: PUBLIC AFFAIRS
DIVISION: 153 CUSTOMER RELATIONS/311
Fund: 101 General Fund
DEPARTMENT DESCRIPTION
Under the umbrella of Public Affairs, 311 Customer Care connects callers with
specially trained customer service representatives ready to assist with City service requests -- potholes, stray animals, street lights out, trash collection, special events
and all other City requests. This division is under the supervision of the Public
Affairs Office Manager.
GOALS AND OBJECTIVES
To provide excellent customer service to all callers
To provide consistent and accurate information to all callers
To reduce or eliminate abandoned calls
To reduce or eliminate misrouted calls
To improve call tracking capabilities to better analyze callers need for
service
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CUSTOMER RELATIONS/311
ORGANIZATIONAL CHART
CUSTOMER RELATIONS/311 2014-15 2015-16 2016-17
Customer Relations/311 Rep 2 2 2
Customer Relations/311 Rep (PT) 1 1 1
TOTAL POSITIONS 3 3 3
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Work Orders (initiated for other depts.) 476 377 500 Calls Received 49,772 53,316 56,000
Calls Not Answered 3,339 2,706 1,000
Average Calls Per Day Received 200 213 215
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel $106,612 $109,030 $113,744
Supplies 200 200 150 Staff Support 485 675 475
Total $107,296 $109,905 $114,369
City Manager
Assistant to the
City Manager
Public Affairs
Customer
Relations/311
Records
Management
Schertz
Magazine Event Facilities
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CUSTOMER RELATIONS/311
PROGRAM JUSTIFICATION AND ANALYSIS
The 311 Customer Service FY 2016-17 Budget increased 4.1% from FY 2015-16
year end estimates. There will be no change in operations.
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DEPARTMENT: PLANNING & COMMUNITY
DEVELOPMENT
DIVISION: 154 PLANNING & ZONING
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The purpose of the Planning & Zoning Division is to ensure planned and purposeful development within the City limits and the Extraterritorial Jurisdiction. The Division
provides guidance to help citizens, businesses and developers achieve successful
development. Division responsibilities include review and processing of
annexations, zone changes, specific use permits, development plans and plats for
consistency with the Comprehensive Land Plan and development regulations. Staff works with other governmental agencies to coordinate development projects
and promote regional planning. The Division provides staff support and
recommendations to the City Council, Planning and Zoning Commission, Board of
Adjustment, and the Capital Improvements Advisory Committee.
GOALS AND OBJECTIVES
Review and update the Comprehensive Land Plan for the City that
promotes all aspects of our vision to ensure that Schertz is the best place to live.
Continue to implement the Joint Land Use Study Strategies to ensure the compatibility of land uses and development surrounding Randolph AFB.
Complete the Master Thoroughfare Plan Update, including adopting
Roadway Impact Fees.
Continue to 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 by updating department forms and providing department
FAQ’s.
Continue to review and revise the Unified Development Code to further the
City’s Policy Values and support the City’s Strategic Plan.
Promote staff development including continued education and cross
training to provide outstanding customer service.
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PLANNING & ZONING
ACCOMPLISHMENTS
Received the 2015 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 for the second year in a row.
Started to implement the Joint Land Use Study (JLUS) by creating a
process to transmit new planning applications to Joint Base San Antonio
(JBSA) for their review and comment.
Established a stronger partnership with Randolph AFB to help guide growth
and development in support of Randolph AFB’s mission.
Completed revisions to the Unified Development Code related to Exterior
Construction and Design Standards.
Annexed approximately 65 acres in preparation for development of a new wastewater treatment facility.
Implementation of the Schertz Sector Plan – Historic Downtown by adopting
the Main Street Mixed Use Zoning District and the rezoning of multiple properties on Main Street to this district.
Attended various continuing education classes including Texas APA State
Conference and advanced training in annexations.
Codified the Unified Development Code in MuniCode.
Lead and participate in the 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.
Updated the department applications and checklists for Preliminary Plat, Final Plat, and Site Plans to improve ease of application submittal.
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PLANNING & ZONING
ORGANIZATIONAL CHART
PLANNING AND ZONING 2014-15 2015-16 2016-17
Senior Planner 1 1 1
Planner I 1 2 2
TOTAL POSITIONS 2 3 3
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Plats 36 36 36 Site Plans and Master Plan 19 25 25 Variances 12 6 6
Zone Changes and Specific Use Permits 7 8 8
UDC/ Comp. Plan Revisions 2 3 3
Annexation 1 2 1
All Plats $59,500 $57,000 $57,000
Site Plan, Master Plan 23,500 37,500 37,500
Variance 6,500 3,000 3,000
Zone Change, Specific Use Permit 6,150 12,600 12,600 Other (Zoning Letters and Additional Admin fees) 1,800 1,500 1,500
Total Revenue $97,450 $111,600 $111,600
City Manager
Executive Director
Development
Planning and
Community
Development
Planning & Zoning Inspections
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PLANNING & ZONING
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $133,552 $146,872 $190,445
Supplies 3,721 2,772 3,130
City Support Service 0 295 0
Operations Support 99 750 150
Staff Support 14,881 21,059 24,299
Professional Services 77 300 100
Operating Equipment 486 0 0
Total $152,815 $172,048 $218,124
PROGRAM JUSTIFICATION AND ANALYSIS
Planning & Zoning’s FY 2016-17 Budget increased 26.8% from FY 2015-16 year end estimates. This is due to full year funding of a Planner I position that was hired
midyear.
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DEPARTMENT: 155 LEGAL SERVICES
FUND: 101 GENERAL FUND
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.
GOALS AND OBJECTIVES
To provide expert legal counsel on proposed ordinances.
To attend all city council meetings, planning and zoning, and other meetings
as needed and provide timely legal advice on proposed ordinances and
related items.
To represent the City in litigation.
Prepare legal documents for City contracts and agreements.
To provide counsel on strategic issues that will be of the most benefit the
City.
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LEGAL SERVICES
ORGANIZATIONAL CHART
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Operations Support $7,482 $10,000 $10,000
Professional Services 183,078 180,000 230,000
Total $190,560 $190,000 $240,000
PROGRAM JUSTIFICATION AND ANALYSIS
The Legal Services’ FY 2016-17 Budget increased 26.3% from FY 2015-16 year
end estimates with the expectations of additional legal matters.
Mayor &
City Council
Legal Services
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DEPARTMENT: 164 CITY SECRETARY
FUND: 101 GENERAL FUND
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.
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.
Process Liens (filed and released)
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.
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CITY SECRETARY
Public Education (Student Mayor/Council Program, Volunteer Fair)
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.
ORGANIZATIONAL CHART
CITY SECRETARY 2014-15 2015-16 2016-17
City Secretary 1 1 1
Deputy City Secretary 1 1 1
TOTAL POSITIONS 2 2 2
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17 Workload Actual Estimated Budget
Ordinances Passed and Processed 40 45 47
Resolutions Passed and Processed 108 115 120
Council Meetings Attended 47 51 52
Open Records 345 315 315
2014-15 2015-16 2016-17
Efficiency Actual Estimated Budget
Ordinances & Resolutions Executed within
72 hours of Council Meeting 98% 98% 98%
Documents completed, signed, scanned within 48 hours of council approval 95% 96% 96% Council meeting minutes transcribed within
48 hours following Council meeting 98% 98% 98%
Agendas available to citizens within legally
required timeframe - Posted on website 100% 100% 100% Alcohol permits processed within the month of expiration 58% 60% 70%
Mayor &
City Council
City
Secretary
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CITY SECRETARY
2014-15 2015-16 2016-17 Education Initiatives Actual Estimated Budget
Volunteer Fair 1 1 1
Student Mayor/Councilmember for the Day Program 0 3 4
2014-15 2015-16 2016-17 Budget Actual Estimated Budget
Personnel $167,540 $169,970 $175,687 Supplies 1,213 1,300 1,350
City Support Services 2,753 10,500 12,500
Operations Support 0 450 0
Staff Support 4,054 6,050 6,225
Total $175,560 $188,270 $195,762
PROGRAM JUSTIFICATION AND ANALYSIS
The City Secretary FY 2016-17 Budget increased 4.0% from FY 2015-16 year end
estimates. There will be no change in operations.
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DEPARTMENT: 167 NON-DEPARTMENTAL
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
This department accounts for expenses and payments that are not specific to an
individual function/department. Items in this department include audit cost, city
insurance, appraisal district contracts, and emergency medical services.
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
City Support Services $339,565 $371,094 $718,122
Operations Support 143,334 131,500 141,500
Staff Support 80 10,150 200
City Assistance 1,181,627 1,676,270 1,732,157
Professional Services 107,391 79,410 71,135
Fund Charges/Transfers 549,181 65,200 61,700
Operating Equipment 27,472 1,874 0
Total $2,348,650 $2,335,498 $2,724,814
PROGRAM JUSTIFICATION AND ANALYSIS
The Non-Departmental FY 2016-17 Budget increased 16.7% from FY 2015-16
year end estimates. This includes additional payments into the Sedona TIRZ
Fund, setting the contingency fund at $200,000, and implementing a personnel
contingency line at $159,000. This new personnel contingency is offset by
reducing the General Fund personnel lines by $318,000, divided up into each
department, and will be used to reimburse the departments without turnover.
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DEPARTMENT: 170 PUBLIC AFFAIRS
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The Public Affairs Department serves an internal audience of 350 employees,
elected and appointed officials, as well as an estimated city population of 37,938.
Public Affairs is responsible for establishing and maintaining internal and external
communications that enhance the understanding, perception, and image of the
City of Schertz. Public Affairs promotes, organizes and supports informational,
educational, and special event activities that benefit the community and/or City
employees through advertising, production of city videos, radio spots, print ads,
press releases, email blasts, website and electronic sign ad creation and posting,
and award submissions.
Public Affairs creates photographic/video/audio recording of City events and
activities, designs City marketing materials, documents, hiring packets, graphics,
logos, plaques, trophies, proclamations, etc.
Operations of the Civic Center, City events, 311 Customer Care, Records
Management, and the production of Schertz Magazine are maintained under the
umbrella of Public Affairs.
GOALS AND OBJECTIVES
To be the primary source of City information for all current and potential
residents and businesses.
To promote City activities/festivals throughout the region.
To disseminate accurate and timely information to residents and the media
during emergency and non-emergency situations.
To provide excellent customer service to all callers while providing accurate
information.
To efficiently and effectively manage City records.
To provide superior rental facilities, exceptional value and excellent
customer service for our customers.
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PUBLIC AFFAIRS
ORGANIZATIONAL CHART
PUBLIC AFFAIRS 2014-15 2015-16 2016-17
Public Affairs Director 1 1 1
Office Manager 1 1 1
Events Specialist 1 1 1
Events Manager 1 1 1
TOTAL POSITIONS 4 4 4
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Measures Actual Estimate Budget
Press Release N/A 36 35
City Sponsored Events(Internal/External) 4/9 6/13 12/11
Marketing Materials Produced 6 81 100
Website Postings(internal/external) 81/60 75/80 80/75
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Average cost per Advertising Run outside of
the magazine 900.00 600.00 600.00
Average Amount of Dollars Raised for
Events, per FTE 2,994.00 2,511.00 2,695.00
City Manager
Assistant to the
City Manager
Public Affairs
Customer
Relations/311
Records
Management
Schertz
Magazine Event Facilities
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PUBLIC AFFAIRS
2014-15 2015-16 2016-17
Effectiveness Estimate Budget Budget
Non-Magazine Advertisements 15 8 8
2014-15 2015-16 2016-17
Budget Estimate Budget Budget
Personnel $246,577 $271,348 $271,039
Supplies 3,167 2,850 2,300
Operations Support 13,540 23,640 22,450
Staff Support 3,669 4,080 3,000
Professional Services 589 0 25,000
Operating Equipment 2,512 3,300 1,000
Total $270,054 $305,218 $324,789
PROGRAM JUSTIFICATION AND ANALYSIS
The Public Affairs’ FY 2016-17 Budget increased 6.4% from FY 2015-16 year end
estimates to implement a citywide citizen survey.
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DEPARTMENT: PUBLIC AFFAIRS DEPARTMENT
DIVISION: 171 RECORDS MANAGEMENT
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
Under the umbrella of Public Affairs, the Records Management Division performs
the following functions: provides stored records upon request to departments,
maintains inventories of records stored offsite and onsite, and acts as
administrative backup for the Public Affairs office.
GOALS AND OBJECTIVES
To manage the City’s permanent documents.
To destroy records that meet retention policies
To increase department usage of Laserfiche
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RECORDS MANAGEMENT
ORGANIZATION CHART
RECORDS MANAGEMENT 2014-15 2015-16 2016-17
Records Management Coordinator I 1 1 1
TOTAL POSITIONS 1 1 1
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Number of Documents scanned 2,927 2,000 1,000
Number of boxes added to inventory 130 100 175
Number of documents destroyed (pounds) 12,600 13,800 15,000
City Manager
Assistant to the
City Manager
Public Affairs
Customer
Relations/311
Records
Management
Schertz
Magazine Event Facilities
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RECORDS MANAGEMENT
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $50,551 $52,035 $52,832 Supplies 263 400 250 Staff Support 1,188 1,100 350
Professional Services 9,469 10,000 12,000
Operating Equipment 0 0 250
Total $61,470 $63,535 $65,682
PROGRAM JUSTIFICATION AND ANALYSIS
The Records Management FY 2016-17 Budget increased 3.4% from FY 2015-16 year end estimates. There will be no change in operations.
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DEPARTMENT: PUBLIC AFFAIRS
DIVISION: 172 SCHERTZ MAGAZINE
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
Under the umbrella of Public Affairs, Schertz Magazine is one of the leading
publications in the Tri County area with a circulation of 15,000 copies; including
12,000+ direct mailed and 500+ subscriptions. Schertz Magazine distributes
magazines to over 1,000 businesses with hundreds of copies made available at
local and regional banks, hospitals and clinics, schools, pharmacies, and restaurants.
Schertz Magazine staff are responsible for: writing of articles, photography, graphic
design and layout, sales, advertising design, marketing, copy editing, billing, and collections; and, distribution of copies to staff and select pick-up locations across the City. This publication serves as the primary dissemination source for
government information in a growing city of 37,000 residents.
The magazine is also used to promote City events and activities, including: Festival of Angels, 4th of July Jubilee, Wilenchik Walk, SchertzFest, Jazz N Blues in the Park, Movies in the Park and other City programs.
Schertz Magazine involves governmental and non-governmental entities and
individuals in the collection, packaging, and distribution of information that is important to the whole community.
GOALS AND OBJECTIVES
Inform our audience about City initiatives throughout the community.
Promote City activities, educate the public, and enhance a positive City image.
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SCHERTZ MAGAZINE
ORGANIZATIONAL CHART
Schertz Magazine 2014-15 2015-16 2016-17
Publications Editor 1 1 1
Marketing and Communication Specialist 0 1 1
Account Manager 1 0 0
TOTAL POSITIONS 2 2 2
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Measures Actual Estimate Budget
Number of customers served (advertisers) 91 70 80
Number of Magazines Printed 180,000 180,000 180,000
2014-15 2015-16 2016-17 Efficiency Measures Actual Estimate Budget
Total Schertz Magazine Articles/Ads/
Photographs Produced 598 640 610
Percentage of Magazine Contracted 53% 50% 50%
City Manager
Assistant to the
City Manager
Public Affairs
Customer
Relations/311
Records
Management
Schertz
Magazine Event Facilities
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SCHERTZ MAGAZINE
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
Schertz Magazine Ad revenue 274,000 190,000 200,000
City Sponsored/Non-Revenue 38,600 35,000 37,000
2013-14 2014-15 2015-16
Budget Actual Estimate Budget
Personnel Services $133,346 $116,528 $133,608
Supplies 124 200 200
Operations Support 0 0 1,000
Staff Support 2,272 1,920 1,860 Professional Services 230,460 239,000 246,000
Fund Charges/Transfers 13,728 10,000 10,000
Total $379,929 $367,648 $392,668
PROGRAM JUSTIFICATION AND ANALYSIS
The Schertz Magazine FY 2016-17 Budget increased 6.8% from the FY 2015-16 year end estimates due to filling the vacant position in the division.
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DEPARTMENT: 173 ENGINEERING
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The Engineering Department serves as technical advisor to the City Manager, City
Council, Executive Staff, and other City departments. Engineering collaborates
with Public Works, Development Services, Economic Development, other
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. 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. Engineering Inspectors ensure that the
construction of public infrastructure – both privately and publicly constructed –
follows appropriate standards and specifications. Ensuring compliance promotes
a safe community in which the essential services of the provision of water,
wastewater, transportation, and drainage are available and arranged for fiscal
sustainability.
The Engineering Department maintains standard construction details, technical
specifications, and design guidelines.
The Transportation Safety Advisory Commission (TSAC) is staffed by the
Engineering Department. The TSAC is a Commission that hears citizen input,
considers transportation issues, and makes recommendations to City Council
regarding traffic and transportation related matters throughout the City.
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ENGINEERING
ORGANIZATIONAL CHART
ENGINEERING 2014-15 2015-16 2016-17
City Engineer 1 1 1
Engineer 1 1 1
Graduate Engineer I 1 1 1
Stormwater Manager 0 1 1
Project Manager 0 1 1
Engineering Inspector 0 2 2
TOTAL POSITIONS 3 6 6
ACCOMPLISHMENTS AND GOALS
FY 2015-2016 Accomplishments
Along with other Departments, successfully managed the following Capital
Improvement Projects (in various stages of completion):
o Borgfeld Drainage Remediation (Drainage Fund)
o Town Creek Wastewater Phase 3
o Woodland Oaks Retaining Wall
o David Lack Boulevard Extension (Economic Development)
o Corbett Elevated Storage Tank
o Northcliffe Waterline Replacement Phase 3
o Woman Hollering Creek Wastewater Trunk Main
Supported the Parks and Recreation Department by preparing design plans
for the City Dog Park Parking.
Worked on update of City’s Master Thoroughfare Plan and establishment
of Roadway Impact Fee Program
City Manager
Executive Director
Development
Engineering
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ENGINEERING
Completed Pavement Condition Analysis Project generating Pavement
Condition Index values used in roadway repair and improvement
prioritization.
Supported TxDOT projects in Schertz
o Sidewalks on FM 3009
o Expansion and improvements on FM 1103
o Planning for improvements on FM 1518
Completed engineering review, development support, and construction
inspection of numerous residential and commercial subdivisions and site
development projects
FY 2016-2017 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.
Work with Geographic Information Systems and Information Technology
Departments to develop and maintain web-based capital improvement
project information update report.
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
2014-15 2015-16 2016-17
Workload/Output Measures Actual Estimate Budget
Capital Improvement Projects (number active) 14 14 14
Capital Improvement Project Construction
Expenditures $1.6 mil $1.0 mil $4.0 mil
Grading and Clearing Permits Issued 26 32 30
Grading and Clearing Permits Active
(Average Monthly Concurrent Maximum) 32 32 30
Grading and Clearing Permits Active
(Concurrent Maximum) 40 38 38
Grading and Clearing Permits Issued –
acreage 381 325 250
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ENGINEERING
Grading and Clearing Permits Active
(Average Monthly Concurrent Maximum) 32 32 30
Grading and Clearing Permits Active
(Concurrent Maximum) 40 38 38
Grading and Clearing Permits Issued –
acreage 381 325 250
Number of Non-Construction Plan Reviews (includes master plans, plats, site plans, etc.) 73 87 80
Residential Subdivision Construction – number of projects (completed projects) 4 6 11
Residential Subdivision Construction – dollar value of public improvements (completed
projects)
$4.8 mil $6.2 mil $10.5 mil
Commercial Subdivision Construction –
number of projects (completed projects) 3 7 15
Commercial Subdivision Construction – dollar
value of public improvements (completed
projects)
$0.5 mil $1.3 mil $0.5 mil
2014-15 2015-16 2016-17 Budget Actual Estimate Budget
Personnel $186,442 $192,827 $500,111 Supplies 703 1,246 1,620
City Support Services 263 590 295
Utility Services 380 600 3,500
Operations Support 0 0 2,550 Staff Support 1,755 6,565 9,475 Professional Services 30,829 35,800 35,800
Operating Equipment 161 400 400
Total $220,533 $238,028 $553,751
PROGRAM JUSTIFICATION AND ANALYSIS
Engineering’s FY 2016-17 Budget increased 132.6% from the FY 2015-16 year
end estimates with the transfer of 2 Public Works Inspectors, the Public Works Project Manager, and the Stormwater Manager positions into this department. The Stormwater Manager will be retitled as a Graduate Engineer. These additional
personnel expenses will be offset by increased interfund transfers into the General
Fund to provide more revenue.
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DEPARTMENT: 174 GEOGRAPHIC INFORMATION
SYSTEMS (GIS)
FUND: 101 GENERAL FUND
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.
GOALS AND OBJECTIVES
Promote the use of geographic data within the city and provide support
and training to fully utilize the information and software.
Provide an interactive web mapping application accessible both internally and externally.
Design and Implement mobile applications for City Departments
leveraging existing databases with GIS data.
Continue to improve web application and database management expertise
Continuing maintenance of the Regional Computer Aided Dispatch and Records Management project to enhance Police/Fire/Emergency Medical
Services dispatching.
Provide new physical addresses in support of the Development Services Department.
Establish and refine data standards to aid data management and
deployment.
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GIS
ORGANIZATIONAL CHART
GIS 2014-15 2015-16 2016-17
GIS Coordinator 1 1 1
GIS Specialist 1 1 1
TOTAL POSITIONS 2 2 2
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Work orders processed, per month 31 30 30
Document pages created, per month 47 45 45
Property attributes updated per month 362 370 300
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Hours per work order 5.7 6.0 6.5
Remaining non-updated data 16 14 12
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
City Manager
Executive
Director of
Development
Geographic
Information
Systems
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GIS
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
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $138,225 $142,848 $151,979
Supplies 1,099 2,082 2,295
Staff Support 4,412 4,515 4,600
Rental/Leasing 0 1,910 2,085
Operating Equipment 5,877 0 0
Total $149,613 $151,355 $160,959
PROGRAM JUSTIFICATION AND ANALYSIS
The Geographic Information Systems’ FY 2016-17 Budget increased 6.3% from the FY 2015-16 year end estimates. There will be no change in operations, this increase is due to higher personnel costs related to the annual merit and an increase in health
insurance costs.
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DEPARTMENT: 256 POLICE
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The Schertz Police Department patrols the 44.9 square miles of Schertz, with a
current population of 38,697. 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
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 Section 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.
GOALS AND OBJECTIVES
Promoting a safe community through public education, community
involvement, criminal investigations, enforcement action and other essential
services.
Enhance our citizens’ quality of life by promoting 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 which lends
to an attractive, safe community and promotes economic prosperity.
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POLICE
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 with an engaged workforce.
ORGANIZATIONAL CHART
POLICE 2014-15 2015-16 2016-17
Chief of Police 1 1 1
Assistant Chief of Police 1 1 1
Support Services Lieutenant 1 1 1
Investigations Lieutenant 1 1 1
Patrol Lieutenant 1 1 1
Investigations Sergeant 2 2 2
Patrol Sergeant 4 4 4
Investigations Corporal / Detectives 5 6 6
Patrol Corporal 5 4 4
Special Projects Officer 1 1 1
DEA Task Force Officer 0 0 1
School Resource Corporal 1 1 1
School Resource Sergeant 1 1 1
School Resource Officer 0 0 1
Patrol Officer 25 25 26
Traffic Officer 3 3 3
Senior Administrative Assistant 1 1 1
Public Safety Technician 1 1 1
Records Manager 1 1 1
City Manager
Executive Director
Operations
Police
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POLICE
Records Clerk 2 2 2
Civilian Evidence Technician 1 1 1
Crime Victim Liaison 1 1 1
Communications Manager 1 1 1
Communications Shift Supervisor 4 4 4
Communications Officer 12 12 12
Crossing Guards (Part Time) 9 12 12
TOTAL POSITIONS 85 88 91
LAW ENFORCEMENT
COMMISSIONS 2014-15 2015-16 2016-17
Fire Dept. Law Enforcement Commission 1 1 1
Reserve Officer 3 2 1
TOTAL COMMISSIONS 4 3 2
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Calls for Service - Schertz 36,946 38,793 40,733
Calls for Service – Accidents 2,049 2,150 2,258
Citations Issued 12,318 13,500 9,500
Calls Per Patrol Officer Average 1,192 1,248 1,310
Percentage of Free Time 34% 30% 31%
Criminal Cases Filed 760 740 780
Cases Investigated per Investigator 209 258 271
Total Cases Cleared 1,459 1,692 1,776
Total Active Alarm Permits 3,496 3,359 3566
State Seizures $20,562 $15,995 $17,500
Federal Seizures $14,262 $40,000 $65,000
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Average time on calls for service 24:43 25:00 25:20
Average time on tickets, per minute 10:01 10:00 10:05
Average response time to calls
(minutes)
4:18 5:00 5:41
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POLICE
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $5,112,500 $5,531,841 $6,038,924
Supplies 48,516 36,544 43,259
City Support Services 24,152 19,081 19,081
Utility Services 86,667 62,578 96,587
Operations Support 2,601 2,987 3,065
Staff Support 121,148 114,422 136,580
City Assistance 6,779 14,282 9,587
Professional Services 39,540 37,283 40,408
Maintenance Services 41,197 59,554 56,033
Rental/Leasing 0 0 46,000
Operating Equipment 117,968 123,602 80,676
Capital Outlay 260,033 205,360 470,652
Total $5,861,101 $6,207,534 $7,040,853
PROGRAM JUSTIFICATION AND ANALYSIS
The Police Department’s FY 2016-17 Budget increased 13.4% from the FY 2015-
16 year end estimates. Personnel Services increased with the addition of 3 new
positions; a School Resource Officer, a DEA Task Force Officer, and a Patrol
Officer. The Personnel Services lines also increased as part of the second year
compensation adjustments recommended in the 2015 Classification &
Compensation Study. In addition, the capital outlay budget also increases to
purchase additional vehicles needed by the new officers in addition to the regularly
scheduled replacements.
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DEPARTMENT: 257 FIRE RESCUE
FUND: 101 GENERAL FUND
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.
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 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 Quarterly inspects all restaurants, schools, and nursing homes.
o Encourage public speaking for all firefighters.
o Maintain safe construction and occupancy within the city through
code enforcement.
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FIRE RESCUE
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.
ORGANIZATIONAL CHART
FIRE RESCUE 2014-15 2015-16 2016-17
Fire Chief 1 1 1
Assistant Chief 1 1 1
Fire Marshal 1 1 1
Battalion Chief 3 3 3
Training/Safety/Emergency Manager 1 1 1
Lieutenant 6 6 6
Fire Inspector 1 1 1
Fire Apparatus Operator 6 6 6
Firefighter 12 18 18
Senior Administrative Assistant 1 1 1
TOTAL POSITIONS 33 39 39
City Manager
Executive
Director
Operations
Fire Rescue
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FIRE RESCUE
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Input Actual Estimate Budget
Number of Commercial Occupancies 747 780 819
Total staffing 33 39 39
Suppression staffing 27 33 33
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
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Number of incidents 1,852 2,005 2,297
Unit Responses (# calls for all units
responding to all emergencies) 2,840 3,165 3,698
Buildings preplan contacts 747 780 820
Community Contact (citizen contact) 10,253 9,700 11,000
Fire Inspections Conducted 701 543 800
Plan Reviews Completed 111 113 110
Training Hours Provided 3,311 4,538 5,000
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Average Response Time (Minutes) 5.46 4.94 5.01
% Response Time < 4 Minutes 30.71 38.98 40.00
% of Buildings Preplanned 100% 100% 100%
% Prevention Contacts 28.48 30% 30%
Inspections per Inspector 536/165 501/42 560/240
Training Hours/Employee 103.47 129.65 131.57
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FIRE RESCUE
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $2,968,579 $3,196,667 $3,541,745
Supplies 13,929 16,500 14,800
Utility Services 49,445 49,211 44,200
Operations Support 364 1,051 550
Staff Support 102,106 111,500 136,650
City Assistance 15,047 16,200 18,700
Professional Services 10,058 18,000 15,200
Maintenance Services 42,925 52,500 48,500
Rental/Leasing 5,618 15,000 16,890
Operating Equipment 61,503 66,600 81,825
Capital Outlay 104,880 150,000 44,500
Total $3,484,574 $3,693,029 $3,963,560
PROGRAM JUSTIFICATION AND ANALYSIS
The Fire Rescue FY 2016-17 Budget increased 7.3% from the FY 2015-16 year
end estimates. Personnel services increased with the addition of 3 new firefighters
approved in August 2016 and their equipment as well as part of the second year
compensation adjustments recommended in the 2015 Classification &
Compensation Study.
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DEPARTMENT: PLANNING AND COMMUNITY
DEVELOPMENT
DIVISION: 258 BUILDING INSPECTIONS
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The Building Inspections Division assists customers seeking permits for various
types of building and construction projects including all aspects of residential and
commercial construction. The department issues permits and performs
inspections in accordance with adopted codes and ordinances to ensure the
health, safety and welfare of the community. Staff works closely with contractors,
builders, developers, citizens and other City Departments to assist in creating an
attractive and safe community.
GOALS AND OBJECTIVES
Continue to improve department processes to the expedite plan review
and permitting process.
Strive to provide superior customer service through courteous and
professional relationships with the community.
Continue to train counter staff to interpret building code regulations with
the goal to successfully guide customers through the permit and
inspection process.
Promote the use of automated technology in permit application and
inspection software which will streamline the process and provide the
applicant with on-line access to projects.
Implement the use of a permit kiosk in the lobby to assist customers
through the permit application process.
Promote continuous staff development and cross training to improve
efficiency and technical knowledge of staff.
Build stronger partnerships with adjacent municipalities through attendance
at quarterly Building official meetings.
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INSPECTIONS
ACCOMPLISHMENTS
Adopted of the 2012 International Codes.
Introduced a monthly contractor/staff training meeting to foster
partnerships with the building community.
Continued with the contracted inspection service to reduce inspection
times for customers from 24 hour noticed needed to same day
inspections.
Continued with the contracted plan review service to improve plan review
turnaround time which has reduced residential plan review from a 30 day
turnaround to approximately 5 to 10 business day turnaround.
Implemented a new notification process for field inspections to improve
communications with the property owner and contractor.
Continued one-on-one residential plan review with builders on an as
needed basis.
Implemented weekly standing meetings to include all Planning and
Community Development staff to foster a team environment, increase
awareness of construction projects and improve communication in the
department.
Renovated the office space by removing cubicle walls to facilitate open
communication between team members as well as improve visibility to
customers waiting at the counter.
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INSPECTIONS
ORGANIZATIONAL CHART
INSPECTIONS 2014-15 2015-16 2016-17
Dir. of Planning & Comm. Dev. 0 1 1
Executive Assistant 1 1 1
Chief Building Official 0 1 1
Chief Inspector 1 0 0
Assistant Chief Inspector 1 1 1
Assistant Inspector 3 2 2
Plans Examiner 1 0 0
Permit Technician 2 2 2
TOTAL POSITIONS 9 8 8
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
New Residential Construction 399 338 350
New Commercial Construction 5 15 15
Garage Sale Permits 400 425 415
Reroof Permits 150 250 305
Shed Permits 70 8 8
Deck/Patio Permits 96 80 80
City Manager
Executive Director
Development
Planning &
Community
Development
Planning & Zoning Inspections
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INSPECTIONS
Sign Permits 79 80 80
Fence Permits 87 60 60
All Other Permits 1,234 871 1,073
Mechanical Permits 754 837 733
Electric Permits 661 744 681
Plumbing Permits 881 964 910
Total Permit Revenue $1,920,326
$1,615,908
$1,659,820
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Median days to complete residential
plan review
35 25 10
Median days to complete commercial
plan review
74 45 30
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
Standard Inspections (i.e. framing) 10,042 13,841 13,269
Re-Inspections 740 1,300 1,638
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $485,535 $490,821 $541,414
Supplies 2,571 3,585 3,835
Utility Services 4,287 6,500 5,000
Operations Support 1,850 2,200 2,000
Staff Support 10,986 18,600 26,680
Professional Services 33,946 108,000 60,000
Operating Equipment 668 2,100 0
Capital Outlay 20,436 0 0
Total $560,278 $631,806 $638,929
PROGRAM JUSTIFICATION AND ANALYSIS
The Inspections FY 2016-17 Budget increased 1.1% from the FY 2015-16 year
end estimates. There will be no change in operations.
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DEPARTMENT: MARSHAL’S OFFICE
DIVISION: 259 WARRANTS
FUND: 101 GENERAL FUND
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 Warrant Division, Environmental Health Division, and Animal Services Division. The Marshal’s Office is staffed by a City Marshal, three deputies assigned to warrants and court security, and an
administrative assistant.
GOALS AND OBJECTIVES
To provide effective security for the Judiciary, Court personnel, and visitors
to the court.
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 Federal agencies.
To promote the integrity of the Marshal’s Office and its personnel.
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.
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MARSHAL’S OFFICE
ORGANIZATIONAL CHART
MARSHAL’S OFFICE 2014-15 2015-16 2016-17
Marshal 1 1 1
Deputy Marshal Lieutenant 1 1 1
Deputy Marshal Corporal 1 1 1
Deputy Marshal 1 1 1
Administrative Assistant 1 1 1
Total Personnel 5 5 5
COMMISSIONS 2014-15 2015-16 2016-17
Marshal’s Office 4 4 4
TOTAL COMMISSIONS 4 4 4
City Manager
Executive Director
Operations
Marshal’s Office
Warrants Animal Services Environmental
Health
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MARSHAL’S OFFICE
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17 Workload Actual Estimate Budget
Warrants Issued 3,798 2,629 2,700 Warrants Cleared 3,651 3,700 3,700
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $580,527 $616,580 $448,770
Supplies 3,111 5,750 3,350 Utility Services 8,419 10,000 10,000
Operations Support 1,087 3,000 1,000
Staff Support 9,532 14,150 12,540
City Assistance 980 2,500 1,250 Maintenance Services 8,198 15,500 4,700 Operating Equipment 14,972 5,100 4,227
Capital Outlay 0 71,720 18,000
Total $626,825 $744,300 $503,837
PROGRAM JUSTIFICATION AND ANALYSIS
The Marshal Services’ FY 2016-17 Budget decreased 32.3% from FY 2015-16 year end estimates. This is due to the separation of the Environmental Health
function being split off into its own division.
The combined Marshal Services’ and Environmental Health Budget for FY 2016-
17 decreased by 2.8% from FY 2015-16 year end estimates. This decreased is caused by a capital purchase in FY 2015-16 that was not duplicated in FY 2016-
17.
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DEPARTMENT: PUBLIC WORKS
DIVISION: 359 STREETS
FUND: 101 GENERAL FUND
GOALS AND OBJECTIVES
Apply preventative maintenance strategies to extend the life of City streets
and reduce unscheduled maintenance.
Plan, design, construct, operate, and maintain traffic functions, traffic
control devices, street resurfacing and rehabilitation, street lights, street
signs, street sweeping, and crosswalk signals.
Emphasize safety to our employees to reduce preventable accidents.
Provide traffic counts and speed information on specific streets as requested.
Design and prepare street maintenance plans, pothole patching, and
sidewalk construction.
DEPARTMENT DESCRIPTION
The Street Department provides high quality service in design, construction, and renovation of streets and continues to perform services in a customer service first
manner to meet the needs of the citizens. Provides safe and efficient movement
of the people and goods through a well-designed, operated, and maintained
transportation network. Evaluates affordability and efficiency options for providing
street maintenance services. Chipping service is provided as requested by the residents. The Street Division assists other departments as needed.
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PUBLIC WORKS-STREETS
ORGANIZATIONAL CHART
STREETS 2014-15 2015-16 2016-17
Superintendent of Streets, Bldg Maint, & Gen Svcs 1 1 1
Street Supervisor 1 1 1
Foreman 1 1 1
Street Worker II 3 3 3
Street Worker II/Sweeper Operator 1 1 1
Street Sweeper Operator 1 1 1
Street Worker I 6 6 6
TOTAL POSITIONS 14 14 14
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Street Sweeping hours 1,477 1,600 1,725
Number of signs produced 750 800 875 Quantity of asphalt purchased (tons) 5,000 1,500 1,750
Special projects (Hours) 2,000 2,200 2,200
Street centerline miles 140 145 150
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Annual cost to operate street
sweepers (operators and fuel) 109,368 114,400 114,400
Cost per ton of asphalt 65 70 70 Approved daily budget expenditures for operation 4,031 3,124 3,124
City Manager
Executive
Director
Operations
Public Works
Streets Water & Sewer Drainage
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PUBLIC WORKS-STREETS
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
Hours spent on roadway maintenance 3,170 3,200 3,350 Hours spent on traffic control device maintenance and repair
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $693,862 $679,696 $741,825
Supplies 5,617 6,600 126,850
Utility Services 123,101 144,200 149,200
Staff Support 11,026 10,030 9,950
Professional Services 29,975 40,000 750 Maintenance Services 88,670 104,300 42,000
Rental/Leasing 175 4200 2,000
Operating Equipment 238 300 12,201
Capital Outlay 25,985 84,040 49,000
Total $978,649 $1,069,366 $1,133,776
PROGRAM JUSTIFICATION AND ANALYSIS
The Streets Division FY 2016-17 Budget increased 6.0% from FY 2015-16 year end estimates. FY 2016-17 is expected to have less personnel vacancies than
seen in FY 2015-16 and additional street maintenance is expected.
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DEPARTMENT: 460 PARKS, RECREATION AND
COMMUNITY SERVICES
FUND: 101 GENERAL FUND
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.
GOALS AND OBJECTIVES
Continue to develop a system of parks, open space, recreational facilities,
and leisure services that will meet the needs of an expanding community.
Implement the on-going Parks and Open Space Master Plan
recommendations and priorities to keep pace with the needs of an
expanding community.
Complete the approved (and budgeted) Capital Improvement Program for
park projects.
Continue the development of trails and greenbelts to improve connectivity
among parks, neighborhoods, churches, schools, public facilities, and
municipal buildings.
Provide recreational and leisure opportunities to City of Schertz residents
of all ages through the provision of high quality parks and recreational
facilities.
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PARKS, RECREATION AND COMMUNITY SERVICES
ORGANIZATIONAL CHART
PARKS, RECREATION & COMMUNITY SERVICES 2014-15 2015-16 2016-17
Director of Parks, Recreation & Community Services 1 1 1
Assistant Director 1 1 1
Senior Administrative Assistant 1 1 1
Parks Foreman 1 1 1
Park Worker I 4 4 4
Park Worker I, Part Time 0 1 1
Seasonal Park Workers 2 1 1
TOTAL POSITIONS 10 10 10
City Manager
Executive Director
Development
Parks, Recreation,
and
Community Services
Pools
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PARKS, RECREATION AND COMMUNITY SERVICES
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Outputs Actual Estimate Budget
Total Acres of Park Land Managed 379.05 394.35 410.35
Total Acres of Park Land Managed Per FTE 75.81 78.87 82.07
Routine Park Maintenance Hours (net) 9,719 9,588 9,654
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Acres of Contractual Mowing 25.38 25.38 29.88
Acres of Athletic Association Maintenance 49 49 49
Hours of Community restitution/Volunteer
Service 923 1,406 1,500
Hours of Athletic Association Service
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
Cost Benefit for Athletic Association Field
Maintenance $450,000 $550,000 $550,000
Cost Benefit for Community
Restitution/Volunteer Hours $18,663 $28,429 $30,330
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $455,588 $463,782 $549,943
Supplies 45,127 46,185 34,955
City Support Services 0 2,989 6,500
Utility Services 192,195 174,588 171,200
Operations Support 876 1,250 700
Staff Support 8,286 7,625 7,625
Professional Services 34,731 79,000 82,500
Maintenance Services 16,435 29,000 25,000
Rental/Leasing 37,046 39,750 41,600
Operating Equipment 2,074 2,000 2,000
Capital Outlay 59,795 38,000 10,000
Total $852,153 $884,169 $932,023
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PARKS, RECREATION AND COMMUNITY SERVICES
PROGRAM JUSTIFICATION AND ANALYSIS
The Parks FY 2016-17 Budget increased 5.4% from FY 2015-16 year end
estimates with the filling of the vacant Assistant Parks Director position.
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DEPARTMENT: PARKS, RECREATION, AND
COMMUNITY SERVICES
DIVISION: 463 POOLS
FUND: 101 GENERAL FUND
GOALS AND OBJECTIVES
Maintain and develop aquatic programs designed to educate our citizens
and to meet the needs of our expanding community.
Maintain a high quality of pool maintenance while providing excellent
aquatic recreation and leisure service programs.
Utilize the funding provided in the 2010 Bond Package to design and build
a Natatorium in the City of Schertz.
DEPARTMENT DESCRIPTION
The management and maintenance of two (2) outdoor pools including the
maintenance of swimming facilities, pumping systems, and related aquatic
programs designed to encourage safe use and professional management of these
facilities. Provide citizen input and communication venues utilizing the Parks and Recreation Advisory Board, surveys, and community meetings.
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POOL
ORGANIZATIONAL CHART
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Outputs Actual Estimate Budget
Revenue per year $27,912 $28,718 $28,500
Days open per year 65 65 65
In-House Pool Renovation Hours 62 60 60
Daily Admissions Northcliffe Pool $4,801 $4,800 $4,800 Daily Attendees Northcliffe Pool 3,246 3,250 3,250 Daily Admissions Schertz Pool $18,715 $18,750 $18,750
Daily Attendees Schertz Pool 10,903 10,900 10,900
Season Pool Pass Sales
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Cost per resident for Pool Operations $7.34 $8.13 $22.93*
*Cost per resident with the new Aquatic
Facility
City Manager
Executive Director
Development
Parks, Recreation,
and
Community Services
Pools
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POOL
2014-15 2015-16 2016-17 Budget Actual Estimate Budget
Supplies $19,197 $20,700 $21,100 Utility Services 20,027 29,000 21,000
Maintenance Services 189,030 199,878 675,878
Operating Equipment 0 500 0
Total $228,254 $250,078 $717,978
PROGRAM JUSTIFICATION AND ANALYSIS
The Swim Pool FY 2016-17 Budget increased 187.1% from FY 2015-16 year end
estimates with the opening of the new Natatorium. This indoor swim facility was
part of the 2010 bond election.
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DEPARTMENT: PUBLIC AFFAIRS
DIVISION: 464 EVENT FACILITIES
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
Under the umbrella of Public Affairs, Event Facilities provides a place where
customers 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 aspects of event rental,
and in cooperation with other department’s plans, coordinates and executes each
event from start to finish (initial deposit to event feedback).
GOALS AND OBJECTIVES
Promotes community involvement by attracting public events such as
fundraisers, tradeshows/conventions, and performing arts events.
Promotes high quality of life for residents and other customers by
providing an affordable, friendly, and safe gathering place for special
events.
Promotes relationships with surrounding cities, organizations, and citizens
by offering audio/video capabilities and attractive, flexible and diverse use of venue space through upgrades in technology and building improvements.
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EVENT FACILITIES
ORGANIZATIONAL CHART
EVENT FACILITIES 2014-15 2015-16 2016-17
Civic and Community Centers Coordinator 1 1 1
TOTAL POSITIONS 1 1 1
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Number of events held 1,090 1,018 1,100 Number of events cancelled 50 67 60
Number of facility tours 189 200 250
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Revenue $229,028 $200,000 $200,000
Complimentary use value $39,000 $40,000 $40,000
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EVENT FACILITIES
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
Percentage Revenue to Non-Revenue event 88% 83% 83%
Tradeshows/conventions N/A 10 12
Customer satisfaction Rating N/A 95% 95%
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel Services $50,618 $54,486 $59,006
Supplies 12,496 15,500 15,000
Utility Services 50,870 51,850 51,750 Operations Support 15,331 12,500 11,500
Staff Support 1,667 2,300 2,180
Professional Services 0 500 0
Operating Equipment 6,932 13,467 24,780
Total $137,913 $150,603 $164,216
PROGRAM JUSTIFICATION AND ANALYSIS
The Event Facilities FY 2016-17 Budget increased 9.0% from FY 2015-16 year end estimates. This increase is due to changes in personnel insurance and
setting up a budget to use the capital recovery funds collected from renters to
pay for kitchen upgrades.
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DEPARTMENT: 665 LIBRARY
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The Schertz Public Library:
Supports life-long learning, literacy and recreation by developing and
maintaining a wide variety of library materials in print, audiovisual and digital
formats for users of all ages;
Encourages the love of reading and learning by providing story time and
special event programs for infants, children and teens, as well as winter and
summer reading programs;
Enriches the lives of adults by providing instructional and recreational
programming in high-interest areas such as computers and computer
software, e-readers, health and fitness, financial planning, crafts, and book
clubs;
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 community outreach for underserved local residents through
special programs, 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.
The Library’s overall operation most closely aligns with the City’s policy value of
“High Quality of Life” and operational value of “Service Oriented.”
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LIBRARY
2016-17 GOALS
Continue developing training modules for electronic resources, Polaris,
and customer service for staff and volunteers.
Continue review and update of 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.
Update web site and social media applications to improve accessibility,
usability and interactivity.
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 and reference collections.
Revamp Biography collections to make them more accessible to
customers.
Re-evaluate and/or expand programming offerings and current services
based on results of customer survey.
Research and develop delivery service to homebound customers.
Update printing/time management software to include wifi printing options
for customers.
Extend business hours by 5-7 hours.
Complete long-range plan.
2015-16 HIGHLIGHTS AND ACCOMPLISHMENTS
Operations and Collections
Added more than 7,000 new and replacement items to library’s physical
collections and withdrew more than 3,000 dated, worn, and damaged items
from library’s physical collections.
Added more than 1,500 juvenile downloadable audio books to OneClick
Digital resource.
Reorganized several juvenile collections to freshen look and improve
accessibility including toddler bags, paperbacks and Bluebonnet Award
books.
Implemented a floating Large Print collection for use at the Senior Center.
Increased the number of online services to include an online tutoring
service and digital literacy service for the Summer Reading Club.
Implemented a modified “Leave No Trace” food and beverage policy as a
result of customer feedback from annual survey.
Implemented online and in-house customer feedback forms for continuous
feedback between annual surveys.
Implemented online Interlibrary Loan request forms for customer self-
service.
Became an Interlibrary Loan lender to other libraries in Texas.
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LIBRARY
Completed the Edge Initiative for Public Library Technology assessment
and established benchmarks for the library.
Created long-range technology plan in conjunction with the IT department.
Implemented Library H3lp online reference service.
Established and/or updated social media accounts and implemented a
regular posting schedule.
Implemented paperless application system and text messaging option for
library notifications.
Integrated Overdrive e-book and e-audiobook records with Polaris catalog.
Programming
Became a demonstration site for the Texas State Library’s Talking Books
Program, a service to Texas residents with visual, hearing or physical
impairments.
Implemented a Paws to Read program where beginning readers read to a
dog to build confidence and fluency.
Continued Reading Buddies program where beginning readers are paired
with a teen volunteer and read to them to build confidence and fluency.
Continued the Lego First robotics program and took a team to the Alamo
Region Qualifier.
Implemented an Adult Coloring Program.
Outreach and Partnerships
Youth Services—monthly visits to 1st Baptist Preschool and Chick-fil-A; 7-
8 programs or visits to various SCUCISD campuses; 2 events with the
Schertz Sweetheart Court.
Adult Services/Virtual Services--library card sign-up at Cibolo Grange
Farmers and Artisans Market; monthly technology help sessions at
Schertz Senior Center.
Librarians worked closely with the Schertz Library Foundation to plan and
offer a successful mini golf fundraising event
ORGANIZATION CHART
City Manager
Executive Director
Support
Library
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LIBRARY
LIBRARY 2014-15 2015-16 2016-17
Library Director 1 1 1
Adult Services Librarian 1 1 1
Youth Services Librarian 1 1 1
Virtual Services Librarian 1 1 1
Library Assistant 1 2 2
Library Clerk II 4 3 3
Part-time Library Clerk I (20 hours) 5 5 6
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 0
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
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Input Actual Estimate Budget
Service population* 91,898 95,662 98,000
Total Staffing FTE 14.0 14.0 14.0
Circulation Staffing FTE 7.0 8.0 8.0
Total Operating Budget 795,436 864,102 871,636
Total Materials Collection 113,085 98,000 103,000
Registered Borrowers 31,138 32,000 33,000
Materials Budget 87,711 97,000 107,500
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Circulation per Capita 4.30 3.97 3.88
Library Visits per Capita 2.82 2.67 2.60
Program Attendance per Capita 0.15 0.16 0.16
Collection Turnover Rate 3.49 3.88 3.69
Total Circulation 394,766 380,000 380,000
Total Library Visits 259,413 255,000 255,000
Total Program Attendance 13,825 15,000 15,500
*Service population determined by Texas State Library
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LIBRARY
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Cost per Person Served $8.66 $9.03 $8.89
Cost per Circulation $2.01 $2.27 $2.29
Circulation per Circulation FTE 56,395 47,500 47,500
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
Percentage of Service Population With
Library Cards 33.88% 33.45% 33.67%
Materials Expenditures per Capita $0.95 $1.01 $1.05
Materials Expenditures as a Percentage
of Operating Budget (striving for 15%) 11.03% 11.23% 11.76%
Items per Capita (striving to meet 1.53
items per capita standard) 1.23 1.02 1.05
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel Services $635,046 $679,740 $677,981
Supplies 12,602 15,000 15,000
Utility Services 53,227 56,500 55,600
Operations Support 1,727 3,100 3,150
Staff Support 2,425 7,515 6,615
Professional Services 2,175 2,247 2,315
Maintenance Services 0 0 0
Operating Equipment 88,234 100,000 107,500
Total $795,436 $864,102 $868,161
PROGRAM JUSTIFICATION AND ANALYSIS
The Library FY 2016-17 Budget increased 0.5% from the FY 2015-16 year end
estimates. The increase is operating equipment is due to additional material
purchases to accommodate a growth service population.
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DEPARTMENT: MARSHAL’S OFFICE
DIVISION: 762 ANIMAL SERVICES
FUND: 101 GENERAL FUND
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.
GOALS AND OBJECTIVES
To educate the community in public safety and humane issues regarding animals.
To enforce the City ordinances and State statues pertaining to animals.
To assist the public in resolving animal issues.
To protect the safety and welfare of the citizens and animals of this
community.
To prevent the spread of animal illnesses and other zoonotic diseases.
To improve the co-existence of animals humans.
To strengthen the relationship with volunteers.
To provide a Texas Department of State Health Services approved quarantine facility for control and eradication of rabies.
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ANIMAL SERVICES
ORGANIZATIONAL CHART
ANIMAL SERVICES 2014-15 2015-16 2016-17
Manager 1 1 1
Officer 4 4 4
Kennel Technician 0 1 1
Kennel Technician – part-time 4 2 2
TOTAL POSITIONS 9 8 8
City Manager
Executive Director
Operations
Marshal's Office
Warrants Animal Service Environmental
Health
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ANIMAL SERVICES
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17 Workload/Output Actual Estimate Budget
Animals brought in by staff 1059 950 1004 Animals brought in by public 245 150 197
Calls for service per year 1329 1100 1313
Animals saved via adoption, redemption,
or transfer 866 750 808
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Training cost per staff member $700 $700 $700
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
Animals licensed 339 450 450
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $287,202 $303,371 $320,519 Supplies 28,072 41,380 33,380 City Support Services 0 3,500 3,500
Utility Services 34,811 47,500 37,500
Operations Support 609 1,000 1,000
Staff Support 4,866 10,750 10,750 City Assistance 14,689 17,550 18,550 Professional Services 21,663 32,000 25,000
Maintenance Services 10,454 28,280 17,010
Operating Equipment 1,641 10,000 38,000
Capital Outlay 0 55,000 63,000
Total $426,596 $550,331 $568,209
PROGRAM JUSTIFICATION AND ANALYSIS
The Animal Services FY 2016-17 Budget increased 3.2% from the FY 2015-16
year end estimates. The personnel services will increase 5.7% with less turnover expected for FY 2016-17. The other operating expenses will decrease 3.8% with
the transfer of the building maintenance account budget to the Facilities Services
division. Capital outlay will increase 14.5% with the purchase of a replacement
vehicle for this division.
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DEPARTMENT: MARSHAL’S OFFICE
DIVISION: 772 ENVIRONMENTAL HEALTH
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The Environmental Health Division focuses on providing protection and
enforcement services to the public in order to minimize environmental and
consumer health hazards. This is achieved through the promotion of public
health and safety best practices to ensure compliance with state and local health
codes.
The department seeks to protect the City of Schertz through the investigating and
abatement of the following: Trash, Rubbish, Debris, Junked Vehicles, Tall
Weeds/Grass, Mosquito Harbors, Unmaintained Pools, and Substandard
Structures.
The department performs inspections for Custodial Care Facilities such as Day
Care, Foster Care and Adoption Housing that meet the state mandated inspection
requirement for these types of facilities. In addition, the department ensures food
safety for all food establishments, ensures the safety of all public and semi-public
aquatic facilities, and responds to citizen complaints concerning a verity of public
health/quality-of-life concerns.
GOALS AND OBJECTIVES
Protect the community from environmental and health hazards.
To provide quality education and enforcement of city codes and
ordinances so that Schertz is a great livable community.
Work hand-in-hand with community stakeholders to increase and maintain
a high quality of life.
Provide interdepartmental assistance and direction when enforcing city
regulation.
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ENVIRONMENTAL HEALTH
ORGANIZATIONAL CHART
ENVIRONMENTAL HEALTH 2014-15 2015-16 2016-17
E.H. Manager/Sanitarian 1 1 1
Environmental Law Enforcement
Officer 1 1 1
Code Enforcement Officer 1 1 1
TOTAL POSITIONS 3 3 3
City Manager
Executive Director
Operations
Marshal's Office
Warrant Animal Services Environmental
Helath
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ENVIRONMENTAL HEALTH
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Citizen Complaints 796 746 750
Food Establishment Inspections 136 139 150
Code Violations Resolved 1,087 1,635 1,650
Bandit Signs Resolved 731 826 850
Food Handler Permits 605 N/A N/A
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $0 $0 $190,240
Supplies 0 0 3,505
Operations Support 0 0 1,800
Staff Support 0 0 6,550
City Assistance 0 0 1,000
Professional Services 0 0 500
Maintenance Services 0 0 10,600
Operating Equipment 0 0 5,450
Total $0 $0 $219,645
PROGRAM JUSTIFICATION AND ANALYSIS
The Environmental Health Division Budget was separated from the Marshal’s
Office for FY 2016-17.
The combined Marshal Services’ and Environmental Health Budget for FY 2016-
17 decreased by 2.8% from FY 2015-16 year end estimates. This decreased is
caused by a capital purchase in FY 2015-16 that was not duplicated in FY 2016-
17.
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DEPARTMENT: 853 INFORMATION TECHNOLOGIES (IT)
FUND: 101 GENERAL FUND
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.
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
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INFORMATION TECHNOLOGY
ORGANIZATIONAL CHART
INFORMATION TECHNOLOGY 2013-14 2014-15 2015-16
Director 1 1 1
Administrative Assistant 1 1 1
Senior Systems Administrator 1 1 1
Senior Customer Services Engineer 1 1 1
Web Technician 1 1 1 1
Customer Services Technician II 0 0 1
Customer Services Technician I 1 1 1
Public Safety Admin (paid by PD) 1 1 1
TOTAL POSITIONS 7 7 8
Resources Allocation Breakdown: 2014-15 Actual 2015-16 Estimate 2016-17 Budget
Web development / management (hrs) 1,200 1,400 1,400
New Systems Installations / Replacements (Units) 150 150 150
Computers/Users/Devices managed
-Computers 450 495 505
-Servers (Includes real and virtual) 45 48 49
-Cameras (security) 75 90 98 -Copiers / Printers / MFP Printers 48 50 52
-Network devices (switches, WAPs, etc.) 59 65 78
-Communications Equipment
(phones, fax machines, air cards, etc.) 590 625 625
- Active Users 325 345 350
- Email Accounts/Groups/Resources 527 560 575
- SharePoint Sites 22 25 45
Efficiency
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INFORMATION TECHNOLOGY
Network Downtime Rate (unplanned) >2% >1% >1% City Staff : Tech Staff Ratio
(Industry Standard 4.3%,)
324:4
(1.2%)
330:4
(1.2%)
330:4
(1.2%)
Budget 2014-15
Actual
2015-16
Estimate
2015-16
Budget
Personnel $422,231 $444,594 $524,491
Supplies 2,772 2,400 7,000 City Support Services 526,872 498,249 534,866 Utility Services 187,581 212,679 227,646
Staff Support 27,736 36,408 34,100
Maintenance Services 11,643 15,600 17,580
Rental/Leasing 0 38,047 38,047 Operating Equipment 250,370 204,825 211,419
Total $1,429,255 $1,452,802 $1,608,149
PROGRAM JUSTIFICATION AND ANALYSIS
The Information Technology FY 2016-17 Budget increased 10.7% from the FY 2015-16 year end estimates. Personnel Services increased 18.0% for FY 2016-
17 with the approval of a new Computer Technician II position. The other
operating expenses increased 6.2% with increased software costs. Capital
Outlay increased with a purchase of an automatic fire suppression system to protect our data servers in case of an emergency.
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DEPARTMENT: 866 HUMAN RESOURCES
FUND: 101 GENERAL FUND
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.
GOALS AND OBJECTIVES
Deliver HR services, programs, and communications that add value for our prospective employees and current employees.
Compete for top talent with effective recruitment strategies and an efficient
recruitment processes.
Improve employee retention by leading efforts for adoption of strategies
which promote a diverse workforce and create a great work climate.
Support the talent development of our employees through professional and
career development.
Administer HR policy and programs effectively and efficiently, while
maintaining internal customer satisfaction and meeting budget constraints.
Ensure our compensation and performance management processes are designed and executed to align and maximize our people’s performance
with the goals of the organization.
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HUMAN RESOURCES
ORGANIZATIONAL CHART
HUMAN RESOURCES 2014-15 2015-16 2016-17
Director of HR & Purchasing 1 1 1
HR Manger 0 1 1
Senior Generalist 1 1 1
Generalist 1 1 1
Administrative Assistant 1 1 1
TOTAL POSITIONS 4 5 5
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Measures Actual Estimate Budget
Total No. of Employees (Avg.) 340 345 350
# Full Time Employees (Avg.) 300 305 310
Job Announcements Posted 76 75 75
# Applications received 2,339 3,000 3,100 # Full Time Positions Filled 39 60 63
City
Manager
Executive
Director
Human
Resources
Purchaseing
& Asset
Management
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HUMAN RESOURCES
# Part Time Positions Filled 23 20 25 # Total Turnover 44 50 50
# Full Time Turnover 34 35 35
# Part Time Turnover 10 15 15
# Retirements 5 6 7 # FMLA Claims 39 45 40 # General Training Courses 6 5 5
of staff tuition requests 15 10 12
# of tuition reimbursements 15 10 12
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $247,575 $254,408 $350,331 Supplies 788 1,000 1,000 Human Services 118,922 52,500 74,500
Operations Support 8,014 9,000 10,000
Staff Support 14,220 17,900 14,100
City Assistance 9,688 12,000 10,000 Professional Services 8,937 9,600 9,600 Operating Equipment 0 1,525 1,000
Total $408,142 $357,933 $470,531
PROGRAM JUSTIFICATION AND ANALYSIS
The Human Resources FY 2016-17 Budget increased 31.5% from the FY 2015-
16 year end estimates. Personnel Services increased 37.7% with the filling of the
vacant Director of Human Resources & Purchasing position and the creation of an
HR Manager position from the vacant Executive Director of Support position in FY 2015-16. Other operational expenses increased 16.1% with the transfer of the Dave Ramsey course from Non-Departmental to Human Resources.
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DEPARTMENT: 868 FINANCE
FUND: 101 GENERAL FUND
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.
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.
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ACCOUNTING
ORGANIZATIONAL CHART
ACCOUNTING 2014-15 2015-16 2016-17
Finance Director 1 1 1
Assistant Director 1 1 1
Staff Accountant 1 1 1
Financial Analyst 1 1 1
Accountant I 1 1 1
Senior Payroll Specialist 1 1 1
Senior AP Specialist 1 1 1
Administrative Assistant 0 1 1
TOTAL POSITIONS 7 8 8
City Manager
Executive
Director
Development
Finance
Billing Office Municipal Court
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ACCOUNTING
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17 Workload/Output Actual Estimate Budget
Accounts payable checks 4,943 5,405 5,900 Number of Purchase Orders Processed 7,832 7,453 7,800 Payroll checks 9,460 8,966 9,199
Payroll Requests 252 152 175
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
Certificate of Achievement for Excellence in Financial Reporting, Accumulative 29 30 31
Quarterly Financials completed within 30
days N/A 2 4
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $490,037 $596,473 $586,957
Supplies 6,633 5,950 4,550
Operations Support 1,938 2,606 2,000
Staff Support 7,442 9,692 8,525 Operating Equipment 896 0 0
Total $506,946 $615,226 $602,032
PROGRAM JUSTIFICATION AND ANALYSIS
The Finance FY 2016-17 Budget decreased 2.1% from the FY 2015-16 year end
estimates. This decrease is caused by reclassifying the Senior Budget Analyst
position to a Financial Analyst.
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DEPARTMENT: Human Resources
DIVISION: 872 PURCHASING & ASSET MANAGEMENT
FUND: 101 GENERAL FUND
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, and Fleet Gas Card program.
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.
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.
Maintain the City Purchasing Manual, combining State and Local Purchasing Legislation.
Manage, review, and track City contracts and agreements. Notify
departments when contracts are expiring.
Manage procedures for Capital and Fixed asset inventory and
accountability, and conduct physical surveys of City property.
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PURCHASING & ASSET MANAGEMENT
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.
ORGANIZATIONAL CHART
PURCHASING & ASSET MGMT. 2014-15 2015-16 2016-17
Director 0 0 1
Purchasing Manager 1 1 1
Senior Purchasing Specialist 1 1 1
Administrative Assistant 1 0 0
Risk & Safety Specialist 1 1 1
TOTAL POSITIONS 4 3 4
*Position was unfunded
City Manager
Executive Director
Human Resources
Purchasing &
Asset
Management
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PURCHASING & ASSET MANAGEMENT
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17 Workload/Output Actual Estimate Budget
Bids and Proposals Drafted 13 12 15 Bids and Proposals Responses 43 40 45
Contracts Reviewed 101 75 75
Meetings with Vendors 46 50 50
Research Requests 62 85 85
Quotes Received 28 65 75
Deliveries Received* 92 115 125 Active Works Comp Claims 43 40 40 Accident and Injuries Investigated 22 35 40
New Hire Safety Training 24 24 24
Training Classes Held 9 25 25
Vehicles Processed (Titles, Gas Cards,
Plates)
20 new
120 renewals
30 new
190 renewals
25 new
190
renewals Property Damage Claims 11 25 20
Certificates of Insurance Processed 98 75 75
MSDS/SDS Added 87 75 75
*No Data Available
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $215,142 $124,313 $190,620
Supplies (1,081) 875 1,050 City Support Services 788 0 0 Utility Services 789 300 250
Operations Support 96 50 100
Staff Support 5,500 6,600 6,600
Operating Equipment 2,267 0 0
City Assistance 0 3,600 3,000
Total $223,5501 $135,738 $201,620
PROGRAM JUSTIFICATION AND ANALYSIS
The Purchasing & Asset Management FY 2016-17 Budget increased 48.5% from
the FY 2015-16 year end estimates. This increase is due to the vacancy of the Purchasing Manager position in FY 2015-16 which is expected to be filled in FY 2016-17.
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DEPARTMENT: FLEET & FACILITY SERVICES
DIVISION: 877 FLEET SERVICES
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
Maintain fleet vehicles including: fluid changes, state inspections, and tire services,
Troubleshooting, diagnosis, and repair mechanical and electrical failures. Provide motor pool services, vehicle and equipment standardization
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.
ORGANIZATIONAL CHART
City Manager
Executive
Director
Operations
Fleet & Facilities
Fleet Services Facility Services
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FLEET MAINTENANCE
FLEET MAINTENANCE 2014-15 2015-16 2016-17
Director of Fleet & Facility Services 1 1 1
Fleet Foreman 1 1 1
Fleet Mechanic III 1 1 1
Fleet Mechanic II 1 1 1
Mechanic I 2 2 2
TOTAL POSITIONS 6 6 6
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17 Workload/Output Actual Estimate Budget
Work Orders:
-Police Department vehicles and equipment 524 556 589 -EMS vehicles and equipment 417 561 673
-Streets vehicles and equipment 126 188 244
-Administration vehicles 19 28 34
-Animal Control vehicles 37 40 44
-Facilities Services vehicles 86 72 78 -Fire vehicles and equipment 204 217 190
-Fleet Service vehicles 75 80 85
-Inspection vehicles 17 24 28
-Marshal Service vehicles 47 77 93
-Parks vehicles and equipment 148 119 133 -Water & Sewer vehicles and equipment 350 296 320
-Drainage vehicles and equipment 229 195 200
-Economic Development vehicles 3 9 6
-Purchasing vehicles 3 4 4
-Motor Pool vehicles 19 55 80
Total Work Orders Issued 2,304 2,521 2,801
Number of after-hour calls
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FLEET MAINTENANCE
2014-15 2015-16 2016-17 Efficiency Actual Estimate Budget
Actual field service calls, vehicle and equipment Failures 202 233 250
Average response time for emergency
repair, in minutes 25 25 25
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
% of all vehicles and equipment issues
resolved without recall 97 96 97
2014-15 2015-16 2016-17 Budget Actual Estimate Budget
Personnel Services $262,044 $290,118 $347,327 Supplies 165,612 162,000 187,200
City Support Services 2,386 3,800 6,150
Utility Services 4,479 5,00 6,200
Operations Support 75 100 200
Staff Support 5,094 6,500 10,900 Maintenance Services 73,518 162,317 90,750
Operating Equipment 7,333 8,000 8,200
Capital Outlay 58,022 93,371 89,000
Total $578,564 $731,206 $745,927
PROGRAM JUSTIFICATION AND ANALYSIS
The Fleet Services FY 2016-17 Budget increased 2.0% from the FY 2015-16 year
end estimates. In FY 2015-16 Public Works went through a reorganization which put the Fleet Services and Facility Services (formerly known as the General Services and Building Maintenance Divisions of Public Works) under a new
department called Fleet & Facility Services. The Fleet Manager position was
reclassified as the Director of Fleet & Facility Services. When combined with FY
2015-16 turnover, this is the reason for the 19.7% increase in Personnel Services. This increase was offset by lower Capital Outlay and other operating expenses which decreased 4.7% and 11.0% respectively. The lower operating costs are
expected due fewer vehicle repairs in FY 2016-17.
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DEPARTMENT: FLEET & FACILITY SERVICES
DIVISION: 878 Facility Services
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
Under the two divisions of Building Maintenance and General Services this
department services and maintains 21 facilities totaling 234,202 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, basic maintenance and upkeep of City Hall,
Administration Building, Police, Fire, EMS, Community Center Central, Community
Center North, City Council Chambers, Civic Center, Public Library, Visitor Center
(Kramer House), YMCA, Senior Center, Purchasing 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. In mid-year
for FY 2015-16 the General Services and Building Maintenancedivisions were
reunited and moved under the Fleet and Facility Services Department.
GOALS AND OBJECTIVES
Provide a safe and clean environment through regular cleaning of facilities.
Provide set-up and take-down services for events and functions in City
Facilities
Provide quality customer services in an effective and efficient manner.
Promote implement and deploy energy efficiency programs to reduce utility
consumption.
Provide high-quality preventative maintenance to extend the life of facilities.
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FACILITY SERVICES
ORGANIZATION CHART
GENERAL SERVICES 2014-15 2015-16 2016-17
Facilities Maint Director 1 1 1
Facilities Maint Supervisor 1 1 1
Facilities Administrative
Assistant 1 1 1
Facilities Technician II 0 0 2
Facilities Technician I 7 7 6
P/T Facilities Tech I (28 Hours) 4 4 3
Facilities Maint Foreman 1 1 1
Facilities Maint Worker I 2 2 2
TOTAL POSITIONS 17 17 17
PERFORMANCE INDICATORS
General Services 2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Square footage maintained 234,202 234,202 250,202
Events set up 1352 1467 1583
City Buildings Maintained 19 21 22
Completed work orders 366 370 375
I.D. Badges made (City/Strac/YMCA ect) 279 239 259
Internal Pest Control Services 52 52 64
Annual Hours worked @ Event Centers 6428 7355 8054
City Manager
Executive
Director
Operations
Fleet & Facilities
Fleet Services Facility Services
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FACILITY SERVICES
Building Maintenance 2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Electrical Repairs 180 196 212
Plumbing Repairs 88 108 127
HVAC Repairs 78 86 94
Carpentry 20 15 15
Misc. / other 562 441 502
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel $720,309 $755,124 $781,125
Supplies 80,031 94,293 68,550
Utility Services 185,704 189,615 189,515
Staff Support 10,796 14,099 14,194
Professional Services 6,778 76,749 48,000
Maintenance Services 202,346 181,860 131,750
Rental Equipment 888 2,250 2,250
Operating Equipment 37,265 3,600 2,700
Capital Outlay 28,694 24,000 33,250
Total $1,272,811 $1,331,603 $1,271,334
PROGRAM JUSTIFICATION AND ANALYSIS
The Facility Services division is a combination of the General Services and the
Building Maintenance Divisions. The Facility Services FY 2016-17 Budget
decreased 4.5% from the combined General Services and Building Maintenance
FY 2015-16 year end estimates. Air conditioner and building repairs for FY 2016-
17 is not expected to be at the same levels seen in FY 2015-16. That decrease
offsets the additional personnel expenses related to making a part time Facilities
Technician I in to a full time and making two Full Time Facilities Technician I’s to
Facility Technician II’s.
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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
City Assistance $41,678 $192,000 $245,260
Total $41,678 $192,000 $245,260
PROGRAM JUSTIFICATION & ANALYSIS The City Assistance FY 2016-17 Budget increased 27.7% from FY 2015-16 year
end estimates. This increase is caused by full year funding of the Senior Center
contract and meal program.
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DEPARTMENT: 910 COURT RESTRICTED FUNDS
FUND: 101 GENERAL FUND
DEPARTMENT DESCRIPTION
The court security fee and court technology fees are revenues that are restricted
on use. The court technology must only be spent to purchase new or replacement devices to improve or maintain the efficiency of the Municipal Court. Approved purchases are computers, servers where court files are stored and computerized
ticket writers. The court security fee can only be used to add or enhance security
measure to the court room for the safety of staff and citizens. Currently the security
fee will be used to offset a Deputy Marshal position which provides security for the Court.
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Operating Equipment $0 $32,653 $19,448
Total $0 $32,653 $19,448
PROGRAM JUSTIFICAITON & ANALYSIS
The Court Restricted Funds FY 2016-17 Budget decreased 40.4% from the FY 2015-16 year end estimates with less court technology fund revenue collection
planned in FY 2016-17.
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FUND: 106 SPECIAL EVENTS
DESCRIPTION
The Special Events Fund is designated to monitor and manage funds appropriated
to pay for all events sponsored or co-sponsored by the City of Schertz. Events
include: Wilenchik Walk for Life, Doggie Dash, 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.
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Revenues
Fund Transfers $32,682 $71,621 $81,450
Miscellaneous 34,654 33,133 48,900
Total $67,337 $104,754 $130,350
Expenses
Non Departmental $9,285 $8,410 $10,750
Festival of Angels 12,332 11,872 13,000
Employee Appreciation 11,156 13,000 13,000 National Night Out 0 0 300
Walk for Life 13,926 25,000 25,000
Sweetheart Event 18,597 35,000 34,250
Jazz N Blues in the Park 20 0 0
Hal Baldwin Scholarship 12,365 14,248 20,050 Other Events 7,408 9,000 14,000
Total $85,089 $116,530 $130,350
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: The revenue for FY 2016-17 is expected to increase 24.4% from FY 2015-16 year end estimates due to an increase in interfund transfers to match
expenditures.
Expenses: The Special Events Fund FY 2016-17 Budget increased 11.9% from the FY 2015-16 year end estimates. This increase is due to an increase in the Hal Baldwin scholarship event and for potential police events.
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FUND: 505 INTEREST & SINKING FUND
DESCRIPTION
This fund is used to account for the accumulation of resources for and the
payment of general long term debt principal and interest on city debt. The
Interest & Sinking portion of the property taxes are directly deposited by the County Tax Assessor’s Office into this fund.
2014-15 2015-16 2016-17 Budget Actual Estimate Budget
Revenue
Taxes $5,415,059 $5,810,905 $6,102,433
Fund Transfers 0 0 40,860
Miscellaneous 369,763 4,556,938 471,288
Total $5,784,822 $10,367,843 $6,614,581
Expenses
Professional Service $3,150 $162,500 $102,500
Debt Service 5,559,929 5,747,471 6,512,081
Other Financing Sources 0 4,220,709 0
Total $5,563,079 $10,130,680 $6,614,581
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues: Revenues for FY 2016-17 are expected to decrease 36.2% from the FY 2015-16 year end estimates. The decrease is due to a debt refunding in FY
2015-16 that created a one-time increase in revenue.
Expenses: The Interest & Sinking Fund FY 2016-17 Budget decreased 34.7%
from the FY 2015-16 year end estimates. The decrease is due to a debt refunding in FY 2015-16 that created a one-time increase in expenses.
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FUND: 202 WATER & SEWER
DESCRIPTION
The Water & Sewer Fund tracks revenue and expenses for the City’s water, sewer,
and solid waste functions and is managed by the Public Works Department. Staff
is responsible for the planning, operation, and maintenance of the “retail” water and wastewater service and infrastructure. This includes the water distribution system, wastewater collection system, and utility billing office. The City’s
“wholesaler” for water production and transport is the Schertz-Seguin Local
Government Corporation. Wastewater treatment is handled by the Cibolo Creek
Municipal Authority. Garbage collection is handled by Bexar Waste.
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Revenues
Franchises $140,636 $220,000 $229,096 Permits 125,918 65,000 0
Fees 17,488,825 17,645,143 19,219,995
Fund Transfers 321,962 313,272 981,920
Miscellaneous 4,285,878 157,878 163,047
Total 22,363,219 18,410,293 20,594,058
Expenses
Business Office $663,157 $736,632 $726,029
W&S Administration 17,071,724 17,581,276 $19,003,627
Projects 85,186 500,000 845,000
Total $18,680,109 $18,817,902 $20,574,656
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenues for FY 2016-17 are expected to increase 11.9% from the FY 2015-16 year end estimates. Water & Sewer fee increases combined with a
transfer from reserves for upcoming projects.
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WATER & SEWER FUND
Expenses: The Water & Sewer FY 2016-17 Budget increased 9.3% from the FY 2015-16 year end estimates. This increase is due to higher contributions to
Schertz-Seguin Local Government Corporation with the San Antonio Water
System no longer purchasing excess water. Also increasing is the Project Budget
to paint the water towers, reduce water infiltration in the Northcliffe sewer lines, and moving properties from one treatment facility to another to address capacity issues.
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DEPARTMENT: FINANCE
DIVISION: 176 WATER AND SEWER BUSINESS OFFICE
FUND: 202 WATER AND SEWER
VISION STATEMENT
Provide exceptional service and customer satisfaction; to build a closer partnership
with our customers and the community.
MISSION STATEMENT
To provide an exceptional customer service experience by providing excellent customer service with accurate account tracking by using the latest technology and
a smile.
GOALS AND OBJECTIVES
Continue to provide friendly and efficient services for all customers.
To encourage and educate our customers to use delivery of e-mail
statements.
To encourage and educate our customers to pay their utility bill by using the City’s automatic draft payments services, online web payments, and e-
services through their financial institution.
To read water meters in a safe, reliable, and efficient manner
Provide accurate utility billing statements
DEPARTMENT DESCRIPTION
Read meters for calculating usage. Prepare all utility bills for mailing. Collect utility
payments and post to customer’s account. Set up new customer accounts.
Conduct sewer averaging annually. Collect payments for other departments. Collect debt for various departments. Solve complaints in timely and fair manner.
Collect payments for other utilities and service providers. Take care of meter box
maintenance.
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BUSINESS OFFICE
ORGANIZATIONAL CHART
BUSINESS OFFICE 2014-15 2015-16 2016-17
Business Office Manager 1 1 1
Business Office Asst. Manager 1 1 1
Utility Billing Clerk II 2 2 2
Utility Billing Clerk I* 3 3 3
Meter Tech I 2 2 2
Meter Tech II 1 1 1
TOTAL POSITIONS 10 10 10
*One position is unfunded
City Manager
Executive
Director Services
Finance
Billing Office Municipal Court
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BUSINESS OFFICE
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel Services $447,200 $444,106 $472,754 Supplies 3,593 4,230 4,300 Human Services 0 201 0
City Support Services 831 3,035 7,375
Utility Services 269 600 700
Operations Support 122,109 139,040 140,500 Staff Support 2,510 6,300 6,800 Professional Services 76,129 80,000 85,000
Maintenance Services 10,515 13,440 8,000
Operating Equipment 0 1,550 600
Capital Outlay 0 44,130 0
Total $663,157 $736,632 $726,029
PROGRAM JUSTIFICATION AND ANALYSIS
The Business Office FY 2016-17 Budget decreased 1.4% from the FY 2015-16 year end estimates. Personnel Services increased 6.5% with the expectation of
less turnover in FY 2016-17 but reductions in Capital Outlay offset this increase.
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DEPARTMENT: PUBLIC WORKS
DIVISION: 575 WATER & SEWER ADMINISTRATION
FUND: 202 WATER AND SEWER
DEPARTMENT DESCRIPTION
Provide water and wastewater services to all citizens. Conduct
maintenance, repair, and expansion of water and wastewater services. Provide
excellent customer service. Assist other departments as needed. Provide
administrative support to water and wastewater departments. Provide a weekly
chipping service. Inspect new infrastructure. Review plat and subdivision plans.
Review water and wastewater construction plans. Manage department
improvement projects. Oversee drought, conservation plan, and rules. Maintain
bookkeeping & records management. Provide letters of availability and Certificate
of Convenience and Necessity. Meet with developers and utility providers. Conduct
department training, education, and planning.
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.
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WATER AND SEWER ADMINISTRATION
ORGANIZATION CHART
WATER & SEWER ADMINISTRATION 2014-15 2015-16 2016-17
Director 1 1 1
Assistant Director 1 1 1
Project Manager 1 0 0
Senior Administrative Assistant 1 1 1
Inspector 2 0 0
Clerk/Dispatcher 1 1 1
Schertz-Seguin Local Government Corp Gen Mgr 1 1 1
Water & Sewer Supervisor 1 1 1
Water & Sewer Foreman 1 1 1
Serviceman III 1 1 1
Serviceman II 4 4 4
Serviceman I 8 8 8
TOTAL POSITIONS 23 20 20
City Manager
Executive
Director
Operations
Public Works
Streets Water & Sewer Drainage
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WATER AND SEWER ADMINISTRATION
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Water Accounts 13,540 13,890 14,240
Miles of Water Main 209.5 211 213
Miles of Sewer Main 95.8 97.5 98.5
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Gallons Pumped (Edwards), acre feet 17 15 15
Gallons Received (SSLGC), acre feet 4,973 5,200 5,250
Gallons Distributed, acre feet 4,529 5,000 5,050
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
New Meter Installed 375 310 310
New Service Taps 9 6 10
Water Service Calls 480 470 485
Water Main Break, Service Repair Calls 493 490 450
Sewer Backup and Repair Calls 219 160 160
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WATER AND SEWER ADMINISTRATION
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Personnel Services $1,174,630 $1,225,859 $1,210,362
Supplies 146,304 194,150 157,500
Human Services 476 1,000 0
City Support Services 50,549 61,577 229,000
Utility Services 3,310,622 3,426,400 3,504,060
Operations Support 14,747 9,000 11,500
Staff Support 21,539 29,220 27,350
City Assistance 1,206 1,900 1,500
Professional Services 207,795 208,486 169,729
Fund Charges/Transfers 4,902,725 3,856,374 4,467,025
Maintenance Services 6,765,805 7,035,648 7,464,090
Other Costs 31,030 35,000 35,000
Debt Service 416,974 1,453,258 1,578,511
Rental/Leasing 3,168 4,500 144,500
Operating Equipment 24,153 6,000 3,500
Capital Outlay 0 32,904 0
Total $17,071,724 $17,581,276 $19,003,627
PROGRAM JUSTIFICATION AND ANALYSIS
The Water & Sewer Administration FY 2016-17 Budget increased 8.1% from the
FY 2015-16 year end estimates. This increase is due to higher sewer treatment
expense with higher fees and new customers, higher garbage services costs with
new customers, and an increase in the Schertz-Seguin Local Government
contribution, or debt payment, due to the San Antonio Water System no longer
buying excess water. All increases are offset by their corresponding revenue
changes.
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FUND: 411 CAPITAL RECOVERY FUND
WATER
(Water & Sewer)
DESCRIPTION
The Capital Recovery program is designated to support future growth of population
and commercial water and wastewater demands without an impact on existing
customers while keeping bond supported programs to a minimum. Capital Recovery projects are based on the number of connections sold to increase
pumping, storage and transmission water lines, and wastewater programs. Impact
funds (Capital Recovery) must be used within ten years of collection date. All
water and wastewater improvements are constructed to meet State Board of
Insurance and Texas Commission on Environmental Quality rules and regulations. The Sewer Capital Recovery portion was moved to its own fund in FY 2013-14.
GOALS AND OBJECTIVES
Ensure the Texas Commission of Environmental Quality (TCEQ) rules
and regulations are met for future growth.
Continue to improve and provide an efficient and reliable water and
wastewater system that meets all of the State rules and regulations and
future growth in the community.
Provide citizens with quality projects completed on-time and on-budget.
Design a 3 million gallon ground storage and booster station
State law mandates that the Water/Wastewater Capital Recovery plan
be updated at least every five years. The last study was 2011.
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CAPITAL RECOVERY FUND - WATER
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Revenue
Fees $1,193,728 $920,000 $1,020,000
Fund Transfers 0 2,550,541 0
Miscellaneous 6,649 13,600 20,600
Total $1,200,378 $3,484,141 $1,040,600
Expenses
Non Departmental $4,579 $1,000 $156,000
Water Projects 85,186 3,365,141 0
Total $89,765 $3,366,141 $156,000
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues: Revenue for FY 2016-17 is expected to decrease -70.1% from FY 2015-16 year end estimates. Revenues were higher in FY 2015-16 with
transferring in funds from reserves to fund the southeast water tank project. No
new projects are anticipated to be funded for FY 2016-17 and no transfer from
reserves was requited.
Expenses: The Capital Recover Water Fund FY 2016-17 Budget decreased
95.4% from the FY 2015-16 since there are no new capital projects anticipated to
be funded in FY 2016-17.
Projects ongoing in FY 2016-17
2016 Water/Wastewater Capital Recovery Study
Southern Schertz 1 million gallon elevated tank
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FUND: 421 CAPITAL RECOVERY FUND
SEWER
(Water & Sewer)
DESCRIPTION
The Capital Recovery program is designated to support future growth of population
and commercial water and wastewater demands without an impact on existing
customers while keeping bond supported programs to a minimum. Capital
Recovery projects are based on the number of connections sold to increase pumping, storage and transmission water lines, and wastewater programs. Impact
funds (Capital Recovery) must be used within ten years of collection date. All
water and wastewater improvements are constructed to meet State Board of
Insurance and Texas Commission on Environmental Quality rules and regulations.
Wastewater Capital Recovery was moved to its own fund in FY 2013-14
GOALS AND OBJECTIVES
Ensure the Texas Commission of Environmental Quality (TCEQ) rules
and regulations are met for future growth.
Continue to improve and provide an efficient and reliable water and wastewater system that meets all of the State rules and regulations and
future growth in the community.
Preliminary engineering and land acquisition for a waste water treatment plant for South Schertz. Initiate plans for the Southeast Quad Pump
Station and the Ground Storage and Distribution Main for South Schertz.
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.
Initiate and institute a study to implement reuse water throughout the City.
Provide citizens with quality projects completed on-time and on-budget.
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CAPITAL RECOVERY FUND - SEWER
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Revenue
Fees $710,061 $550,000 $600,000
Miscellaneous 20,726 67,313 25,500
Total $730,786 $617,313 $625,500
Expenses
Non Departmental $144,621 $143,312 $85,500
Sewer Projects 0 0 150,000
Total $144,621 $143,312 $235,500
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues: Revenue for FY 2016-17 is expected to increase 1.3% from FY 2015-
16 year end estimates with continued residential and commercial development.
Expenses: The Capital Recover Sewer Fund FY 2016-17 Budget increase
$92,188 from the FY 2015-16 to update the capital recovery plan.
Projects ongoing in FY 2016-17
Water/Wastewater Capital Recovery Study
Woman Hollering Sewer Line
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FUND: 204 DRAINAGE FUND
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.
GOALS AND OBJECTIVES
Protect lives and property.
Improve quality of the storm water system by adding a Storm Water Manager to
implement & manage Phase II Storm Water Program to keep in compliance with
local, state and federal regulations. Ensure compliance with program
requirements associated with the National Pollutant Discharge Elimination System
permit.
Institute best management practices in the maintenance of our natural creek ways
and earthen channels to ensure water quality, reduce erosion, and increase
conveyance.
Technical review and issuance of floodplain permits, floor insurance rate map
revision, floodplain violation identification, coordination and prosecution support.
Review storm water infrastructure plans
Maintain storm water data collection.
Continue to evaluate, consider, and pursue all available resources for improving
management of the local storm water infrastructure.
Provide Storm water pollution and floodplain awareness to the community and city
personnel.
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PUBLIC WORKS DRAINAGE
ORGANIZATIONAL CHART
DRAINAGE 2014-15 2015-16 2016-17
Stormwater Manager 1 0 0
Drainage Foreman 1 1 1
Drainage Worker II 2 2 2
Drainage Worker I 3 3 3
TOTAL POSITIONS 7 6 6
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Acres of Alleys Mowed 5.15 5.15 5.15
Acres of Rights-of-Way (ROW) Mowed 118.07 118.07 118.07
Acres of Drainage Ditches Mowed 157.75 157.75 157.75
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Monthly Operating Expenditures $74,560 $77,185 $96,900
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
ROW Maintenance & Mowing, Hours 1,476.5 1,550 1,675
Drainage Mowing, Hours 360.5 500 675
City Manager
Executive
Director
Operations
Public Works
Streets Water & Sewer Drainage
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PUBLIC WORKS DRAINAGE
Drainage Structure Maintenance,
Hours 634 1,100 1,200
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Revenue
Permits $3,120 $3,000 $3,000
Fees 1,033,536 1,117,000 1,141,000
Miscellaneous 27,337 5,200 4,200
Total $1,114,633 $1,125,200 $1,148,200
Expenses
Personnel $454,909 $446,923 $301,780
Supplies 5,577 8,300 3,700
City Support Services 4,251 26,000 24,000
Utility Services 17,513 26,200 13,200
Operations Support 82 0 1,000
Staff Support 4,809 7,250 6,700
City Assistance 0 120 400
Professional Services 20,187 36,500 26,500
Fund Charges/Transfers 278,998 214,573 428,134
Maintenance Services 16,258 25,000 20,000
Other Costs 100 200 200
Debt Services 11,137 135,294 120,150
Rental/Leasing 0 500 0
Operating Equipment 4,183 5,500 7,000
Capital Outlay 0 53,536 0
Projects 0 14 170,000
Total $818,004 $985,910 $1,122,764
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenue for FY 2016-17 is expected to decrease 4.4% from the FY 2015-16
year end estimates. In FY 2015-16 the City expected to receive additional project funding
which was a one-time event tied to that project.
Expenses: The Drainage FY 2016-17 Budget increased 13.9% from the FY 2015-16 year
end estimates. This increase is related to a the project accounts to match the schedule
of projects coming in FY 2016-17, including removing silt and armoring channel walls.
Capital Outlay also decreased due to no purchases being planned for FY 2016-17.
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FUND: 203 EMERGENCY MEDICAL
SERVICES (EMS)
DEPARTMENTAL DESCRIPTION
Schertz Emergency Medical Services responds to 911 requests for ambulance
service across a 220 square mile service area that includes the municipalities of
Schertz, Cibolo, Live Oak, Marion, Santa Clara, Selma, Universal City, western
Guadalupe County, Comal County Emergency Services District (ESD) #6 (about 25% of Comal County including the City of Garden Ridge); and a small portion of
unincorporated Bexar County. We also work with individual at-risk patients to
insure they have the best access to primary healthcare and that their medical
needs are being met before an emergency occurs. We educate our employees by
providing over fifty hours of Continuing Education annually and over thirty hours for our first responders. We provide ambulance demonstrations and stand-by
event coverage to further the knowledge of Emergency Medical Services and
injury/illness prevention and preparedness.
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
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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.
ORGANIZATIONAL CHART
EMS 2014-15 2015-16 2016-17
Director 1 1 1
Assistant Director 1 0 0
Operations Manager 0 1 1
Clinical Manager 1 1 1
Community Health Manager 0 1 1
Training Coordinator 0 1 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
MIH Paramedic 0 0 1
Paramedic 23 23 24
Public Training & Outreach
Coordinator 1 0 0
P/T Paramedics 15 20 15
P/T EMT 5 0 5
TOTAL POSITIONS 58 59 61
City Manager
Executive Director
Operations
Emergency Medical
Services (EMS)
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EMERGENCY MEDICAL SERVICES (EMS)
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Requests for EMS Service 9,286 9,738 10,224
Transports to Hospitals 6,118 6,575 6,969
Hospital to Hospital Transports 1,019 899 1,000
Collections per Transport 442.08 445.00 450.00
Students Enrolled in EMT
Certification Classes 90 90 90
Trips billed for Alamo Heights 879 800 825
Trips billed for Glasscock County 110 108 109
Members of EMS Passport 545 491 518
2014-15 2015-16 2016-17
Efficiency Actual Estimate Budget
Response Time 90% Reliability 13:59 14:00 13:00
Total Time on Task (Minutes) 58:86 58:00 57:00
Transport Percentage 66% 66% 66%
Days Sales Outstanding 100 100 100
Mutual Aid Requested 68 52 55
Students Graduated from EMT
Certification Classes 50 53 55
2014-15 2015-16 2016-17
Effectiveness Actual Estimate Budget
Customer Service Card Scores (Percentage all positive) 98.14% 98% 98%
Critical Failures / 100,000 miles 9.2 4 4
Fleet Accidents / 100,000 miles 3.8 6 5
Cardiac Arrest Save % 8.1 10 12
Correct recognition of STEMI 59% 70% 80%
EMT Class Certification Pass Rate 92.85% 90% 90%
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EMERGENCY MEDICAL SERVICES (EMS)
2014-15 2015-16 2016-17 Budget Actual Estimate Budget
Revenue
Fees $5,730,758 $5,862,830 $6,504,790
Inter-Jurisdictional 1,596,475 1,751,047 2,412,627
Miscellaneous 80,912 85,172 126,850
Total $7,408,145 $7,699,049 $9,044,267
Expenses
Personnel $3,335,908 $3,280,103 $3,867,750
Supplies 274,321 380,857 404,859
Human Services 1,152 1,000 0
City Support Services 24,150 35,105 102,450
Utility Services 109,411 109,000 113,600
Operations Support 101,238 77,000 78,800
Staff Support 74,757 76,667 75,250
City Assistance 12,189 13,400 568,867
Professional Services 115,568 114,000 130,000
Fund Charges/Transfers 3,357,132 2,556,485 2,983,039
Maintenance Services 30,990 62,100 56,320
Debt Service 14,243 205,498 271,375
Rental/Leasing 580 81,541 81,541
Operating Equipment 177,371 99,500 125,500
Capital Outlay 0 189,205 80,000
Total $7,629,008 $7,281,461 $8,939,351
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenues for FY 2016-17 are expected to increase 17.5% from the FY
2016 year end estimates. This increase is due to an expected increase in transports and higher interjurisdictional fees to surrounding public entities to
provide EMS services for their area. The Seguin/Guadalupe County Support
increase is also due to an accounting change and there will be an offsetting
expense. This interjurisdictional revenue is currently being collected and treated
as a liability and paid out to other EMS providers we have contracted with to cover that service area. Due to the contract wording staff feels it is appropriate to
recognize the full amount received as a revenue and payout the amounts to the
other EMS providers as an expense.
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EMERGENCY MEDICAL SERVICES (EMS)
Expenses: The EMS FY 2016-17 Budget increased 22.8% from the FY 2016-17 year end estimates. Personnel Services increased 17.9% as part of the second
year compensation adjustments recommended in the 2015 Classification &
Compensation Study. While an additional 2 Paramedics are to be hired, direct
savings in overtime will offset those expenses. Other operational expenses increased 31.3% due to moving contract payments to other EMS providers to cover areas in Guadalupe County from a liability and to an expense for FY 2016-17. This
will be offset by recognizing the additional Guadalupe County payments received
to cover their area as revenue.
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FUND: 620 SCHERTZ ECONOMIC
DEVELOPMENT CORPORATION
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.
ORGANIZATIONAL CHART
ECONOMIC DEVELOPMENT 2014-15 2015-16 2016-17
Executive Director 1 1 1
Economic Development Analyst 1 1 0
Economic Development Specialist 1 1 0
Business Retention Manager 0 0 1
Marketing and Recruitment Manager 0 0 1
Executive Assistant 1 1 1
TOTAL POSITIONS 4 4 4
City Council
City Manager
Schertz Economic
Development
Corporation
Economic
Development
Board
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ECONOMIC DEVELOPMENT
PERFORMANCE INDICATORS
2014-15 2015-16 2016-17
Workload/Output Actual Estimate Budget
Number of inquiries 30 80 120
Number of Schertz companies visited 5 20 30 Number of recruitment events 8 14 15 Number of new prospects 20 30 60
Number of active incentive agreements 13 8 6
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Revenue
Taxes $3,442,819 $3,550,682 $3,692,710 Miscellaneous 15,939 45,550 45,550
Total $3,458,759 $3,596,182 $3,738,260
Expenses
Personnel $187,614 $325,458 $0 Supplies 632 750 750
Human Services 135 1,000 1,000
City Support Services 1,753 12,545 7,000
Utility Services 1,202 4,820 4,820
Operations Support 67,041 140,500 131,000 Staff Support 7,171 19,100 22,300
City Assistance 86 1,005,000 1,005,000
Professional Services 15,506 87,500 87,500
Fund Charges/Transfers 466,996 418,138 797,847
Debt Service 430,609 161,216 0 Operating Equipment 369 1,700 4,700
Capital Outlay 0 40,000 0
Total Economic Development $1,179,115 $2,217,727 $2,062,617
Projects 229,649 441,775 0
Total Schertz Economic Development $1,429,589 $2,659,502 $2,062,617
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ECONOMIC DEVELOPMENT
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues
The revenue for FY 2016-17 is projected to increase by 4% from the FY 2015-16 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 2016-17 Budget will decrease by 22.4 from the FY 2015-16 year end projections. The most significant cost savings is the result of the repayment
of the 2007 Certificate of Obligation for the Lack’s Schwab Road & Enterprise Zone
project. The final outstanding obligation is for the 2009 Emergency Services
Buildings which will be repaid by September 2018.
The largest increase to the budget is the result of the reclassification of the
Business Retention and Marketing & Recruitment Manager positions. The
increase will allow for the strategic hire of personnel that will manage retention,
marketing, and recruitment campaigns. The changes reflect the department’s
further commitment to our existing Schertz businesses while continuing to aggressively seek out new business opportunities for the City of Schertz.
The SEDC has allocated $131,000 to the Operations Support fund which will be
used to fund ongoing SEDC activity such as advertising, recruitment events, and
strategic memberships.
The SEDC will maintain $500,000 fund balances for the Development Incentive
Fund and the Impact Fee Matching Fund; the funds will be used for qualified
economic development projects.
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FUND: 110 Public, Educational, and
Government (PEG) Access Fund
DESCRIPTION
The PEG Fund is dedicated to provide communication infrastructure in the City.
This will allow the City to better reach the citizens with necessary information.
This fund is commonly used for public access television and institutional network
capacity. Currently the level of funding from the collected fees is not great enough to warrant a public access channel but could be used so in the future.
2014-15 2015-16 2016-17 Budget Actual Estimate Budget
Revenues $103,151 110,406 $113,300
Expenses
Leases $3,170 $0 $0
Capital Outlay 77,499 865 0 Projects 2,456 45,000 108,600
Total $83,125 $45,865 $108,600
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenues for FY 2016-17 are expected to increase 2.6% from the FY
2015-16 year end estimates with the continued growth of our residential
community.
Expenses: The PEG Fund FY 2016-17 Budget increased 136.8% from the FY
2015-16 year end estimates with the continued implementation of the
communication master plan.
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FUND: 314 HOTEL/MOTEL OCCUPANCY TAX
DESCRIPTION
Revenues for the Hotel/Motel Fund are derived from a 7% tax on rooms rented in
the City. There are four hotels in Schertz; the Best Western Plus with 61 rooms,
Hampton Inn with 98 rooms, La Quinta with 81 rooms and Fairfield Inn with 118
rooms. These revenues are used to support Schertz as a destination location.
Advertising campaigns to increase awareness of all Schertz has to offer reach
citizens all across the State and beyond.
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Revenue
Taxes $563,734 $598,798 $609,302
Miscellaneous 647 2,250 2,150
Total $564,381 $601,048 $611,452
Expenses
City Support Services $59,576 $56,969 $67,165
Operations Support 32,758 63,725 66,425
Professional Services 3,000 3,000 3,000
Fund Charges/Transfers 109,905 114,405 114,405
Building Maintenance 0 10,000 10,000
Operating Equipment 9,772 0 0
Total $215,011 $248,099 $260,995
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenue for FY 2016-17 is expected to increase 1.7% from the FY
2015-16 year end estimates.
Expenses: The Hotel Motel Tax Fund FY 2016-17 Budget increased 4.5% from
FY 2015-16 year end estimates. This will set the budget at levels approved for
the FY 2015-16 Budget.
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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.
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Revenue
Fees $92,000 $145,000 $145,000
Miscellaneous 106 1,060 40,000
Total $92,106 $146,060 $185,000
Expenses
Fund Charges/Transfers $33,159 $0 $0
Operating Equipment 6,038 20,000 15,000
Capital Outlay 10,930 13,000 170,000
Total $50,126 33,000 $185,000
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenue for FY 2016-17 is expected to increase 26.7% from the FY
2015-16 year end estimates due to continued residential and commercial
development and a transfer from reserves to fund the playscape restroom project.
Expenses: The Park Fund FY 2016-17 Budget increased 560.6% from the FY
2015-16 year end estimates to fund the construction of a public restroom at the
new playscape.
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FUND: 319 TREE MITIGATION
DESCRIPTION
Tree mitigation fund is a special fund that is derived from revenue from permits for
tree removal issued in connection with a building permit, subdivision plan, and site
plan. These funds are used to replace trees on City Parks, City owned property, Public lands, and SCUCISD school property.
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Revenue
Fees $191,488 $45,000 $85,300
Fund Transfers 0 0 54,950 Miscellaneous 440 850 1,750
Total $191,928 $45,850 $142,000
Expenses
Maintenance Services $219,984 $75,000 $142,000
Total $219,984 $75,000 $142,000
PROGRAM JUSTIFICATION AND ANALYSIS
Revenue: Revenue for FY 2016-17 is expected to increase 207.7% from the FY 2015-16 year end estimate. Revenue from Tree Mitigation fees will increase due
to continued residential and commercial development. Transfer from reserves will
also increase to match expenditures for FY 2016-17.
Expenses: The Tree Mitigation FY 2016-17 Budget will increase 89.3% from the FY 2015-16 year end estimates. Projects to be funded for FY 2016-17 include
additional trees for the E. Live Oak Road, Schertz Ball Complex, and the
Natatorium. Also included is a project to trim trees located throughout the municipal
complexes.
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FUND: 609 LIBRARY FUND
DESCRIPTION
The purpose of the Library Advisory Board is to provide citizen input to the City of
Schertz on Library policy and operation and to raise community awareness of the library and its services. The Library Advisory Board oversees various fund-raising activities including the operation of the Read Before Bookstore and book
consignment sales with all proceeds providing supplementary funding for library
materials, programs, projects and building enhancements.
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Revenue Fees $22,064 $22,000 $22,000
Fund Transfers 0 10,000 0
Miscellaneous 1,899 665 1,060
Total $23,962 $32,665 $23,060
Expenses
Supplies $584 $1,000 $500
City Support Services 6,119 10,300 10,000
Operating Equipment 19,007 20,000 11,500
Total $25,710 $31,300 $22,000
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues: Revenue for FY 2016-17 is expected to decrease 29.4% from the FY 2015-16 year end estimates. FY 2015-16 had a one-time transfer from reserves to pay for additional library projects that was not repeated in FY 2016-17 which
caused the decrease.
Expenses: The Library Fund’s FY 2016-17 Budget decreased 29.7% from the FY 2015-16 year end estimates due to a one time project budgeted for FY 2015-16 that was not repeated.
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FUND: 615 HISTORICAL COMMITTEE
MISSION STATEMENT
To gather, preserve, and make available to the public historical information
regarding people, places, and events that have contributed to the development of
the City of Schertz.
DESCRIPTION
This 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.
2014-15 2015-16 2016-17
Budget Actual Estimate Budget
Revenue Fees $1,173 $2,100 $1,000
Fund Transfers 9,285 8,410 10,750
Total $10,458 $10,510 $11,750
Expenses Supplies $8,054 $1,500 $1,500
Operations Support 172 500 500
Staff Support 107 7,150 8,150
Professional Services 1,688 1,360 1,600
Total $10,20 $10,510 $11,750
PROGRAM JUSTIFICATION AND ANALYSIS
Revenues: Revenue for FY 2016-17 is expected to increase 11.8%, or $1,240,
from the FY 2015-16 year end estimates to meet budgeted expenditures.
Expenses: The Historical Committee’s FY 2016-17 Budget increased 11.8%
from the FY 2015-16 year end estimates to provide additional training
opportunities for the committee members and to meet inflation on the storage
space rental agreement.
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Glossary
Account A designation assigned to an accounting entry where a running
total of all entries is kept. It is a grouping of assets, liabilities,
reserves, retained earnings, revenues, or expenses.
Accounting Standards The generally accepted accounting principles (GAAP) set by
the Governmental Accounting Standards Board (GASB) that
guide the recording and reporting of financial information.
Accounts Payable A short term liability (less than one year) showing the amounts
currently owed for goods and services received by the City.
Accounts Receivable A short term asset (less than one year) showing the amount
currently due to the City for goods and services provided.
Accrual Accounting An accounting method in which revenues and expenses are
recorded at the time they occur, rather than when cash is
traded hands. Used for financial reports
Ad Valorem Taxes Commonly referred to as property taxes. The charges levied on
all real and certain personal property according to the
property's assessed value and the tax rate. Used to support the
General Fund and pay general obligation debt.
Adopted Budget The budget as approved by the City Council. It sets the legal
spending limits and funding sources for the fiscal year.
Assessed Value A value set upon real estate or other property as a basis for
levying property taxes. For the City of Schertz, the Appraisal
Districts of Bexar, Comal, and Guadalupe Counties are
responsible for assessing property values.
Asset Resources of the City that cover liability obligations.
Bad Debt Expense This expense is used to recognize the City's estimated amount
of uncollectable revenue.
Balanced Budget A budget where current revenues meet or exceed current
expenses resulting in a positive fund balance at the end of the
fiscal year.
Bond Are a long term debt issued by the City to pay for large capital
projects such as buildings, streets, and water/sewer system
improvements.
Budget Calendar The schedule of key dates used as a guide to complete various
steps of the budget preparation and adoption processes.
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Glossary
Capital Improvements Expenditures for the construction, purchase, or renovation of
City facilities or property.
Capital Outlay Purchase of property or equipment greater than $5,000 which
will be added to the City's fixed assets.
Cash Currency on hand with the bank.
Cash Basis An accounting method that recognizes revenues and expenses
when cash enters or leaves the bank instead of when services
are provided.
Certificates of Obligation Tax supported bonds similar to general obligation bonds and
can be issued after meeting strict publication requirements and
council approval.
Charter A document that establishes the city's governmental structure
and provides distribution of powers and duties. In order to be
implemented or changed it must be approved with a vote by
the people
City Council The elected governing body of the City, consisting of the Mayor
and five (5) council members acting as the legislative and
policy-making bod of the City.
CRM Client Resource Management - a type of software for tracking
dates, events, and clients.
Debt Service Payments on debt made up of principle and interest following a
set schedule.
Delinquent Taxes Property taxes remaining unpaid after the due date. Delinquent
taxes incur penalties and interest at rates specified by law.
Department A functional group of the City with related activities aimed at
accomplishing a major City service or program.
Depreciation In accounting, this is a noncash expense that reduces the value
of a capital asset over its expected useful life.
Effective Tax Rate The rate that would produce the same amount of property
taxes from the properties on the previous year's tax rolls.
Enterprise Fund See Proprietary Fund.
Expenditure Any payment made by the City.
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Glossary
Expense Any reduction in Fund Balance.
Fiscal Year The time period designated by the City signifying the beginning
and ending period for recording the financial transactions of the
City. The City of Schertz' fiscal year begins each October 1st
and ends the following September 30th.
Fixed Assets Assets of a long-term character which are intended to be held
or used, such as land, buildings, machinery, furniture, and
equipment.
FTE Full Time Equivalent (FTE) is a measure of employment of a
position based on the total hours worked in a week versus the
expected 40 hours of a full time employee.
Fund A fiscal and accounting entity established to record receipt and
disbursement of income from sources set aside to support
specific activities or to attain certain objectives. Each fund is
treated as a distinct fiscal entity where assets equal liabilities
plus fund balances.
Fund Balance The difference between fund assets and fund liabilities of
governmental and trust funds.
Fund Equity The difference between assets and liabilities of any fund.
General Fund The major fund in most governmental entities. It contains many
activities associated with municipal government, such as police
and fire rescue, libraries, parks and recreation.
General Obligation Bonds A municipal bond backed by property taxes
Goals Department/Division objectives intended to be accomplished or
begun within the coming fiscal year.
Governmental Fund Funds, or specific groups of revenues and expenses, including
the General Fund, Special Revenue Funds, Capital Project
Funds, and Debt Service Funds.
Home Rule City Cities which have over 5,000 in population and have adopted
home rule charters.
I&S Interest and Sinking - The portion of the property tax that goes
to pay debt issued by the City
Interest & Sinking Fund See Debt Service Fund.
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Glossary
Interfund Transfers Transfer made from one City fund to another City Fund for the
purpose of reimbursement of expenditures, general and
administrative services, payments-in-lieu of taxes, or debt
service.
Intergovernmental Revenues Revenues from other governments in the form of grants,
entitlements, shared revenues, or payments-in-lieu of taxes.
Service contracts?
Liability Debt or other legal obligations arising out of transactions in the
past that must be liquidated, renewed, or refunded at some
future date. The term does not include encumbrances.
LUE's Living Unit Equivalent, the amount of water in gallons per year
that an average household would produce
M&O Acronym for "maintenance and operations". (1) The recurring
costs associated with a department or activity; (2) the portion of
the tax rate that is applied to the General Fund.
Mission The basic purpose of a department/division - the reason for its
existence.
Mixed Beverage Tax A tax imposed on the gross receipts of a licensee for the sale,
preparation, or serving of mixed beverages.
Modified Accrual basis Method of governmental accounting recognizes revenues when
they are measurable and available and expenditures when
goods or services are received with the exception of principal
and interest on long term debt.
Operating Budget Plans of current expenditures and the proposed means of
financing them. The annual operating budget is the primary
means by which most of the financing activities of the City are
controlled.
Operating Expenses Proprietary Fund expenses related directly to the Fund's
primary activity.
Ordinance A formal legislative enactment by City Council.
Payment-in-lieu of Taxes A payment made to the City in lieu of taxes. These payments
are generally made by tax exempt entities for which the City
provides specific services. For example, the City's Water &
Sewer Fund provides this payment to the City's General Fund
because of the Water & Sewer Fund's exemption from property
taxation.
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Glossary
Proprietary Fund Also referred to as Enterprise Fund. A governmental
accounting fund in which services are provided, such as water
and sewer service, are financed and operated similarly to those
in a private business. The intent is that the costs of providing
these services be recovered through user charges.
Resolution A special or temporary order of the City Council. Requires less
formality than an ordinance.
Retained Earnings An equity account reflecting the accumulated earnings of a
proprietary fund.
Revenue Bonds Bonds whose principal and interest are payable exclusively
from earnings of a proprietary fund.
Special Revenue Fund Accounts for the proceeds of specific revenue sources that are
legally restricted to expenditure for specified purposes.
Tax Base The total net taxable value after exemptions of all real and
personal property in the City.
Tax Levy The result of multiplying the ad valorem property tax rate per
one hundred dollars times the tax base.
Tax Rate The rate applied to all taxable property to general revenue. The
City's tax rate is comprised of two components; the debt
service rate, and the maintenance and operations (M&O) rate.
Tax Roll The official list showing the amount of taxes levied against
each taxpayer or property. See also Tax Base.
Taxes Compulsory charges levied by a government to finance
services performed for a common benefit.
TMRS The Texas Municipal Retirement System provides retirement
plans to its member cities. Each city selects its own plan and its
contributions are computed on each individual city's plan and
actuarial information.
Transmittal Letter A general discussion and overview of the proposed budget as
presented in writing by the City Manager to the City Council
Unencumbered Balance The amount of an appropriation that is not expended or
encumbered. It is essentially the amount of money still
available for future purchases.
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Glossary
User Charges The payment of a fee for direct receipt of a public service by
the party who benefits from the service.
Utility Fund See Proprietary Fund.
Vision The desired optiumum state or ultimate goal of the City or
Department.
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