12-06-2016 Agenda with backupMEETING AGENDA
City Council
REGULAR SESSION CITY COUNCIL
December 6, 2016
HAL BALDWIN MUNICIPAL COMPLEX COUNCIL CHAMBERS
1400 SCHERTZ PARKWAY BUILDING #4
SCHERTZ, TEXAS 78154
City of Schertz Core Values
Do the right thing
Do the best you can
Treat others the way you would want to be treated
Work together cooperatively as a team
Call to Order — Regular Session
Opening Praver and Pledges of Allegiance to the Flags of the United States and State of
Texas. (Ken Ratcliff, Schertz Church of Christ)
New Employee Recognitions:
• Planning & Community Development — Assistant Inspector Will Dalrymple (B.
James /L. Wood)
• Library — Part-Time Circulation Clerk Courtney Simchak -Mertz, Part-Time Library
Page Stephen Tayloe. (B. James/M. Uhlhorn)
Presentation
- Special Presentation from Mr. Kevin Harmon regarding lifesaving recognition.
(Kevin Harmon)
- Presentation regarding the SCUCISD Annual Essay and Art Contest winners. (B.
Dennis /R. Williams/D. Weirtz /J. Webb /B. Hall)
- Presentation from the Schertz Parks & Recreation Foundation regarding awarding
grants to BVYA, YMCA, and the City of Schertz as well as a design idea for a
mural at Pickrell Park Pool and an update on the status of the Foundation. Q.
Jacobs /L. Smith)
City Events and Announcements
• Announcements of upcoming City Events (B. James /D. Wait /S. Gonzalez)
• Announcements and recognitions by City Manager (J. Kessel)
12 -06 -2016 Council Agenda
Workshop
a Council Committee and Liaison Assignments - Discussion and update regarding
various Council liaison positions. (B. Dennis /D. Schmoekel)
Hearing of Residents
This time is set aside for any person who wishes to address the City Council. Each person
should fill out the speaker's register prior to the meeting. Presentations should be limited to
no more than 3 minutes.
All remarks shall be addressed to the Council as a body, and not to any individual member
thereof. Any person making personal, impertinent, or slanderous remarks while
addressing the Council may be requested to leave the meeting.
Discussion by the Council of any item not on the agenda shall be limited to statements of
specific factual information given in response to any inquiry, a recitation of existing policy in
response to an inquiry, and /or a proposal to place the item on a future agenda. The presiding
officer, during the Hearing of Residents portion of the agenda, will call on those persons who
have signed up to speak in the order they have registered.
Consent Agenda Items
The Consent Agenda is considered self - explanatory and will be enacted by the Council with
one motion. There will be no separate discussion of these items unless they are removed
from the Consent Agenda upon the request of the Mayor or a Councilmember.
1. Minutes — Consideration and/or action regarding the approval of the minutes of the
Regular Meeting of October 25, 2016 and the minutes of the Special Meeting of
November 21, 2016. (J. Kessel /B. Dennis)
2. Scheduling a Regular Council meeting for December 20, 2016 and the
Cancellation of the December 27, 2016 and January 3, 2017 City Council
Meetings — Consideration and/or action scheduling a Regular Council meeting for
December 20, 2016 and cancelling the December 27, 2016 and January 3, 2017 City
Council meetings due to the holidays. (B. Dennis /Council)
Discussion and Action Items
3. Application for Landmark or Heritage Neighborhood Property Designation —
Consideration and /or action approving a Landmark Property Designation for 603
Main Street. (B. James /D. Weirtz)
4. Resolution No. 16 -R -86 — Consideration and/or action approving authorizing a Third
Amendment to the Interlocal Agreement with the Alamo Area Council of
Governments (AACOG) to provide funding for Transit Services in the City of
Schertz. (B. James)
12 -06 -2016 City Council Agenda Page - 2 -
5. Resolution No. 16 -R -87— Consideration and/or action approving a Resolution
authorizing the City Manager to sign an Interlocal Agreement for Fire Protection
Services in Guadalupe County between the City of Cibolo, City of Schertz and the
City of Seguin. (D. Wait /D. Covington/K. Long)
Roll Call Vote Confirmation
Requests and Announcements
6. Announcements by City Manager
• Citizen Kudos
• Recognition of City employee actions
• New Departmental initiatives
7. Future Agenda Item Request for City Council: This is an opportunity for City
Council members to request that items be placed on a future agenda. No discussion
of the merits of the item may be taken at this time. Should a Council Member oppose
placement of the requested item on a future agenda, the Mayor, without allowing
discussion, shall ask for the consensus of the other City Council members to place or
not place the item on a future agenda.
8. Announcements by Mayor and Councilmembers
• City and community events attended and to be attended
• City Council Committee and Liaison Assignments (see assignments below)
• Continuing education events attended and to be attended
• Recognition of actions by City employees
• Recognition of actions by community volunteers
9. Councilmember Orientation - Information and discussion regarding information
including but not limited to PCI, Roadway /Stewardship Philosophy, Thoroughfare
Plan Overview, Randolph JLUS Overview, South Schertz Sewer Project Overview
and other Governmental Bodies, Internal (Boards /Commission/Committees)
Adjournment
CERTIFICATION
I, DONNA SCHMOEKEL, DEPUTY CITY SECRETARY OF THE CITY OF SCHERTZ,
TEXAS, DO HEREBY CERTIFY THAT THE ABOVE AGENDA WAS PREPARED AND
POSTED ON THE OFFICIAL BULLETIN BOARDS ON THIS THE 2 °a DAY OF
DECEMBER 2016 AT 1:45 P.M., WHICH IS A PLACE READILY ACCESSIBLE TO THE
PUBLIC AT ALL TIMES AND THAT SAID NOTICE WAS POSTED IN ACCORDANCE
WITH CHAPTER 551, TEXAS GOVERNMENT CODE.
1�)Dvlwo sohK'.De�ZeL
Oonna Schmoekel, Deputy City Secretar
12 -06 -2016 City Council Agenda Page - 3 -
I CERTIFY THAT THE ATTACHED NOTICE AND AGENDA OF ITEMS TO BE
CONSIDERED BY THE CITY COUNCIL WAS REMOVED BY ME FROM THE
OFFICIAL BULLETIN BOARD ON DAY OF 2016.
Title:
This facility is accessible in accordance with the Americans with Disabilities Act. Handicapped
parking spaces are available. If you require special assistance or have a request for sign
interpretative services or other services please call 210 - 619 -1030.
The City Council for the City of Schertz reserves the right to adjourn into executive session at
any time during the course of this meeting to discuss any of the matters listed above, as
authorized by the Texas Open Meetings Act.
Executive Sessions Authorized: This agenda has been reviewed and approved by the City's
legal counsel and the presence of any subject in any Executive Session portion of the agenda
constitutes a written interpretation of Texas Government Code Chapter 551 by legal counsel
for the governmental body and constitutes an opinion by the attorney that the items discussed
therein may be legally discussed in the closed portion of the meeting considering available
opinions of a court of record and opinions of the Texas Attorney General known to the
attorney. This provision has been added to this agenda with the intent to meet all elements
necessary to satisfy Texas Government Code Chapter 551.144(c) and the meeting is conducted
by all participants in reliance on this opinion.
COUNCIL COMMITTEE AND LIAISON ASSIGNMENTS
Mayor Carpenter
Councilmember Davis— Place 1
Audit Committee
Interview Committee for Boards and Commissions
Investment Advisory Committee
TIRZ II Board
Councilmember Gutierrez — Place 2
Councilmember Larson — Place 3
Mayor Pro -Tem Edwards — Place 4
Councilmember Thompson — Place 5
Audit Committee
Audit Committee
Hal Baldwin Scholarship Committee
Investment Advisory Committee
Interview Committee for Boards and Commissions
Cibolo Valley Local Government Corporation
Councilmember Kiser — Place 6
Councilmember Crawford — Place 7
12 -06 -2016 City Council Agenda Page - 4 -
Workshop
CITY COUNCIL MEMORANDUM
City Council Meeting: December 6, 2016
Department:
Subject:
BACKGROUND
Council
Workshop — Discussion regarding City
Council liaison position vacancies
Traditionally, after the conclusion of each fiscal year and following the local November election
City Council reviews their liaison assignments on various committees, groups, boards and
corporations. The purpose for this annual review is to fill any vacancies that may occur due to
the results of the election and/or consider re- assignments by any councilmember who may wish
to transfer from one board to another.
The following currently have vacancies:
1. Animal Control Advisory Committee
2. Sweetheart Advisory Group
3. Schertz Housing Authority Board
4. Schertz Seguin Local Government Corporation (SSLGC)
5. Interview Committee for Appointments to City Boards and Commissions
The following currently have on vacancies at this time:
6. Cibolo Valley Local Government Corporation (CVLGC)
7. Lone Star Rail District Board (currently inactive)
8. Audit Committee
9. Investment Advisory Committee
10. Hal Baldwin Scholarship Committee
11. TIRZ II Board:
FISCAL IMPACT
None
RECOMMENDATION
Staff recommends Council discuss the following City Liaison Assignments:
1. Animal Control Advisory Committee (vacancy)
City Council Memorandum
Page 2
• Meets at least three (3) times a year or as often as needed.
• Location of Meeting: Schertz Animal Adoption Center, 800 Community Circle, Schertz,
TX, usually around 12:30 or 1:00 p.m.
• Consists of four (4) members which include: 1) a municipal official, 2) a licensed
veterinarian, 3) a shelter operator and 4) a member of an animal welfare organization.
The members visit the animal shelter at times selected by the committee and make any
recommendations concerning animal care services and shelter operating procedures to maintain
compliance with guidelines found in the Health and Safety Code Chapter 823. Animal Shelters.
2. Sweetheart Advisory Group (vacancy)
• Meets at least once a quarter per year or as often as needed.
• Schertz Civic Center at 1400 Schertz Parkway -Bldg. 5, at 6:30 p.m.
• Consists of five members to include: 1) a municipal official, 2) three to four city staff
members.
The Sweetheart Court Program, established in 1989, provides high school age students, either in
public, private, or home - school, the opportunity to serve as ambassadors for the City of Schertz
at parades, fairs, and festivals throughout the region. Candidates complete a 4 -week training
program, create and complete community service projects, volunteer in the community and earn
scholarship dollars toward their higher education goals. The Coronation is held yearly in the
spring; titles include: Miss Schertz, Miss Jubilee, Miss Friendly City and Miss Sunshine.
3. Schertz Housing Authority Board (vacancy)
• Meets once a month on the second Monday.
• Location of Meeting: 204 Schertz Pkwy, Schertz, TX at 6:30 p.m.
• Consists of five (5) City Mayoral Appointed Board Commissioners responsible for
establishing policies for the Housing Authority and overseeing program compliance as
required by the State of Texas and HUD -US Dept. of Housing and Urban Development.
The Mayor appoints the Council liaison. The Schertz Housing Authority administers both a
public housing and Section 8 housing voucher program. The housing authority owns and
manages one project which contains 76 affordable rental units. It also administers 153 Section 8
housing vouchers. Also according to the Department of Housing and Urban Development
(HUD), the housing authority is designated as `Small,' meaning it administers 50 - 249 Section 8
vouchers.
4. Schertz Seguin Local Government Corporation (SSLGC) (vacancy)
• Meets once a month on the third Thursday.
City Council Memorandum
Page 3
• Location of Meeting: 108 W. Mountain Street, Seguin, TX at 1:30 p.m.
• Consists of five (5) Directors and two (2) ex officio non - voting members — one from
Seguin and one from Schertz.
SSLGC is not a committee of the City of Schertz, but a separate corporation owned equally by
the cities of Schertz and Seguin. The Schertz - Seguin Local Government Corporation (SSLGC)
was created as a whole -sale water supply system. The Carrizo Aquifer is utilized for this
purpose to benefit the cities of Schertz and Seguin. SSLGC was formed in December 1998
under Subchapter D of Chapter 431 of the Texas Transportation Code. It is governed by a board
of five directors and two ex- officio appointed by the City Councils of Schertz and Seguin.
SSLGC began actual production in September 2002 and has continued to grow to serve the cities
of Schertz and Seguin as their primary water source. SSLGC maintains a strong wholesale water
customer base including contracts with the Cities of Selma and Universal City as well as
Springs -Hill Water Supply Corporation and the San Antonio Water System.
5. Interview Committee for Appointments to City Boards and Commissions (vacancy)
• Meets annually during late April or early May.
• Location of Meeting: 1400 Schertz Pkwy, Council Chambers (Bldg.4) Conference Room
at 6:00 p.m.
• Consists of four (4) members, and three (3) mayor /council members.
The Interview Committee is responsible for reviewing applicants from residents of the city
who have expressed an interest in serving on a City board, committee, or commission. After
review of all the applications on file and/or doing personal interviews, recommendations are
submitted to the City Secretary office for notification and processing.
6. Cibolo Valley Local Government Corporation (CVLGC) (no current vacancy)
Mayor Pro -Tem Edwards currently serves.
• Meets each month on the fourth Thursday.
• Location of Meeting: Every other month at the: City of Schertz Council Chambers, 1400
Schertz Pkwy, and City of Cibolo Council Chambers, 200 S. Main St. at 9:00 a.m.
• Consists of 4 directors.
Cibolo Valley Local Government Corporation filed as a domestic nonprofit corporation in the
State of Texas on July 11, 2011. The purposes for which the corporation was organized were to
aid and assist the cities (Schertz, Cibolo, Selma, Seguin, and Converse) in acquiring,
constructing, leasing, improving, enlarging, extending, repairing, maintaining, and operating a
water utility system pursuant to the provisions of Chapter 552 of the Texas Local Government
code. The current official office is located at 108 W. Mountain Street in Seguin, TX. The
organization is now a separate corporation owned equally by the cities of Schertz and Cibolo.
7. Lone Star Rail District Board (vacancy)
Councilmember Daryl John served.
City Council Memorandum
Page 4
The Board of Directors is made up of elected officials and private sector leaders who represent
the cities and counties, other regional transportation agencies, and the general public. Lone Star
Rail District holds public meetings quarterly in San Marcos.
In the late 1990s, TxDOT and the Austin and San Antonio metropolitan planning organizations
( CAMPO and SA -BC MPO), and the Austin and San Antonio transit authorities (Capital Metro
and VIA) formed a regional partnership to fund and manage a feasibility study of passenger rail
service on the existing Union Pacific freight line that parallels I -35 between Georgetown and San
Antonio. The study concluded that a commuter rail system between Georgetown and San
Antonio is technically and financially feasible. The study provided basic information on the
proposed passenger rail system such as ridership forecasts, capital costs, rail operation costs and
revenues, passenger stations and intermodal connections, financing scenarios, and Union Pacific
freight demand and possible routes for relocating freight traffic.
Lone Star Rail District's Board of Directors meets quarterly in March, June, September and
December. Meetings are held at the San Marcos Activity Center, 501 E. Hopkins Road in San
Marcos, unless otherwise noted on the meeting calendar. The Executive Committee of the Board
meets monthly in months when there is no scheduled Board meeting.
In light of the August 8, 2016 vote of the CAMPO Transportation Policy Board, the Lone Star
Rail District has temporarily suspended work as of August 9 on its Environmental Impact
Statement (EIS) for the LSTAR passenger rail service, pending discussions with its EIS co -lead
agencies - the Federal Highway Administration and TxDOT.
8. Audit Committee (no current vacancy)
The following currently serve:
Mayor Carpenter
Mayor Pro -Tem Edwards
Councilmember Thompson
• Meets annually in February or March (or as otherwise needed)
• Location of Meeting: Bldg. #2 — Administration Conference Room
• Consists of seven (7) members to include Mayor & two (2) councilmembers
The Audit Committee reviews the City's annual financial statement submitted by the Auditors
and recommends acceptance to the City Council. This committee also reviews proposals/bids for
Auditing firms when the City looks for new auditors. The seven members usually consist of the
Mayor, two councilmembers, Executive Director of Services, City Manager, Finance Director
and the Assistant Finance Director.
9. Investment Advisory Committee (no current vacancy)
The following currently serve:
Mayor Carpenter
Councilmember Thompson
City Council Memorandum
Page 5
• Meets twice annually: in December and April
• Location of Meeting: Bldg. #2 — Administration Conference Room
• Consists of nine (9) members: Mayor, one Councilmember, three Executive Directors,
City Manager, Finance Director, Assistant Finance Director, & a Financial Analyst
The Investment Advisory Committee reviews the City's investment portfolio, processes, and
practices to ensure adherence to the Public Funds Investment Act and to the adopted Investment
Policy. They meet twice per year and will need to be certified on the Public Funds Investment
Act every other year. The Investment Policy is reviewed by Council annually and the Committee
will review changes proposed by staff to make sure it is in compliance with the Public Funds
Investment Act and in the best interest of the City.
10. Hal Baldwin Scholarship Committee (no current vacancy)
The following currently serve:
Mayor Carpenter
Mayor Pro -Tem Edwards
• Meets as needed.
• Location of Meeting: City Council Chambers (Bldg. 4) Conference Room
• Consists of four members (one being a council member)
The City of Schertz established the Hal Baldwin Scholarship to encourage high school seniors
who are residents of Schertz to consider public service as a career path in education, local, state
and/or federal government. The scholarship honors Hal Baldwin, who served the City for more
than 30 years as a civic volunteer, an employee, a Councilmember, and Mayor. The Scholarship
is awarded annually on a competitive basis and is open to any currently enrolled high school
senior who resides in Schertz. The Scholarship Panel reviews each complete application
package and submits their recommended Scholarship recipient(s)' name(s) to the Schertz City
Council. The final selection is announced later during the year at a regular council meeting and
checks are presented to the students. The City Manager's office serves as the liaison for this
committee.
11. TIRZ II Board (no current vacancy)
The following currently serve:
Mayor Carpenter
• Consists of 11 members
In Ordinance No. 06 -T -61 dated December 19, 2006, the City Council of the City of Schertz
designated TAX INCREMENT REINVESTMENT ZONE NUMBER TWO CITY OF
SCHERTZ TEXAS the Zone to enable the development of approximately 825 acres of land
which may contain up to 2200 residential units pursuant to the PUD described below with
estimated average sales prices of 140,000 - -$ 240,000 per single family home and approximately
130 acres of open space including but not limited to public parks and trails to be known as the
Sedona development. The project will result in a primarily residential development located in
the southern portion of the City. The Zone was established pursuant to the provisions of the Tax
Increment Financing "TIF" Act, Chapter 311, Texas Tax Code as amended.
City Council Memorandum
Page 6
The developer of the project is SCHERTZ 1518 LTD. The Developer is requesting that the City
of Schertz, Bexar County and the SAN ANTONIO River Authority (SARA) participate in the
tax increment financing to help fund public infrastructure improvements to be located within the
development. The duration of the Zone is projected to be twenty one 21 years with the Zone
being in existence through calendar year 2027.
CITY COUNCIL MEMORANDUM
City Council Meeting: December 6, 2016
Department:
Subject:
BACKGROUND
City Secretary
Minutes
Agenda No. 1
The City Council held a Regular meeting on November 1, 2016, and a Special meeting on
November 21, 2016
FISCAL IMPACT
None
RECOMMENDATION
Staff recommends Council approve the minutes of the Regular meeting of November 1, 2016
and the minutes of the Special meeting of November 21, 2016.
ATTACHMENTS
Regular Meeting of November 1, 2016.
Special Meeting of November 21, 2016
MINUTES
REGULAR MEETING
November 1, 2016
A Regular Meeting was held by the Schertz City Council of the City of Schertz, Texas, on November
1, 2016, at 6:00 p.m. in the Hal Baldwin Municipal Complex Council Chambers, 1400 Schertz
Parkway, Building #4, Schertz, Texas. The following members present to -wit:
Mayor Michael Carpenter
Councilmember Jim Fowler
Councilmember Daryl John
Staff Present:
Mayor Pro -Tem Cedric Edwards
Councilmember Grumpy Azzoz
Councilmember Robin Thompson
Executive Director Brian James
Executive Director Dudley Wait City Attorney Charles Zech
City Secretary Brenda Dennis
Call to Order — City Council Regular Session
Mayor Carpenter called the meeting to order at 6:00 p.m.
Opening Praver and Pledges of Allegiance to the Flags of the United States and State of Texas.
(Councilmember Azzoz)
Councilmember Azzoz provided the opening yer followed by the pledges of allegiance to the flags
of the United States and the State of Texas.
New Employee Recognitions:
• Facility Services: Events Attendants Charis Kempen and Blanca Ramirez. (D. Wait /J.
Harshman/J. Villarreal)
Mayor Carpenter recognized Director of Fleet & Facility Services Jon Harshman who came
forward introducing the new incentives and speaking about the recent changes and initiatives
being made in Facility Services. Mr. Harshman introduced General Services Supervisor Joe
Villarreal who introduced new employees Charis Kempen and Blanca Ramirez, City of
Schertz new Events Attendants.
Mayor Carpenter recognized Boy Scouts Raymond Guidry and Kyle Tarrillion with Troop 51 who
were in the audience this evening who stated they were here working on their Communication merit
badges. Mayor Carpenter also recognized Cub Scout Jacob Tarrillion. Mayor and Council welcomed
the scouts.
Proclamations
• Municipal Court Week
Mayor Carpenter recognized Court Administrator Patti Veliz and Senior Deputy Court Clerk
Angela Green with the Municipal Court Department. Mayor Carpenter read and presented the
Proclamation recognizing Municipal Court week.
11 -1 -2016 Minutes page - i -
• Pancreatic Cancer Awareness Day
Mayor Carpenter recognized Ms. Susan Martinez, Advocacy Chair and Mr. Richard Dziewit.
Mayor Carpenter read and presented the Proclamation recognizing Pancreatic Cancer
Awareness Day. Mr. Dziewit and Ms. Martinez spoke on the importance of the awareness and
invited members of Council to attend the upcoming Purplestride Fight Pancreatic Cancer 5K
Run & Family - Friendly Walk scheduled for Saturday, November 12, 2016, at Retama Park,
Registration begins at 6:30 a.m., walk begins at 8:30 a.m.
City Events and Announcements
• Announcements of upcoming City Events (B. James /D. Wait /S. ° lez)
Mayor Carpenter recognized Executive Director Brian James who pro the following
announcements:
• Wednesday, November 2 - Butterfly Garden Dedication Ceremony
Building #1 Garden Courtyard 3:00 pm., at the back entrance of Buildin 1. A local Girl
Scout troop renovated the garden courtyard at City Hall by planting pollinator - friendly
species and got the garden certified as a Monarch Way Station as part of their Silver
Award Project. The local schools have early release on Wednesday and the girls will host
the dedication ceremony. q -
• Thursday, November 3 Sneak Peek at the Pool - on site, 5:00 pm - 7:00 pm., public
welcome. This is a come and go event: j
• Friday, November 4 Annual Hal Baldwin Golf Tournament /Scholarship Olympia Hills
Golf & Event Center, 8:00 a.m. check -in and 10:00 a.m. shot -gun start. Councilmembers
contact City Secretary's office if interested in playing.
• 40 uesday, November 8 No Council Meeting due to the 2016 Election.
• Wednesday, November 9 Blood Drive, 8:00 a.m. - noon in the parking lot. Contact
Kellie Burnam, Ext. 1430 for more info.
• Thursday, November 10 Northeast Partnership Meeting - Olympia Hills Golf Course and
Conference Center at 11:30 a.m.
• Friday, November 11 City Offices Closed in Observance of Veteran's Day.
• Friday, November 11 Veterans Day Ceremony - Veteran's Memorial Plaza, 9:00 a.m.
• Saturday, November 12 Turkey Day Classic 5K Run/Walk Northeast Lakeview College,
check -in 8:00 a.m. 5K will begin at 9:00 a.m. in the Wellness Building. Email for more
information to: NLCPTKkalamo.edu
11 -1 -2016 Minutes Page - 2 -
• Monday, November 21 Special Called City Council Meeting at 6:00 p.m. to canvass the
results of the election and to hold Council Orientation.
• Tuesday, November 22 No City Council Meeting.
Election Reminders for voters:
Early voting has begun and continues through November 4th . Election Day is November Stn
Information on early voting sites as well as Election Day sites can be found on the election
banner on our website.
• Announcements and recognitions by City Manager (J. Kessel) %�,
Mayor Carpenter recognized City Manager John Kessel who stated he received an e-mail
from a citizen who attended the Trunk or Treat event complimenting Sgt. John Ison who was
approached by his son. Sgt. Ison greeted him and posed fore a photo with his son. The email
goes on to say actions such as this goes a long way to creating a better relationship with the
public and those who police them. He showed great character. Mr. Kessel showed actual
photos that were also sent along.
Mr. Kessel also mentioned an email he received recognizing Animal Control Officer David
Taylor who received a phone call from a citizen regarding four stray dogs. He complimented
Officer Taylor on his quick response and was able to capture two of the dogs, and then later
the citizen spotted the other dog and called back in and Officer Taylor was able to chase the
dog to exhaustion and it went under the animal control truck and he was able to capture the
third. They were still looking for the fourth dog. The email states that within an hour of the
first call they were able to capture three of the dogs and again commended Officer Taylor for
his quick response. Mr. Kessel congratulated him and mentioned that Officer Taylor is a very
humble individual.
Lastly, Mr. Kessel stated that City Secretary Brenda Dennis had a really nice spotlight of
success with an article written about her in the International Institute of Municipal Clerks. He
didn't want this to go unnoticed by the City Council. This is a very prestigious organization
that she is a member of and not every city secretary can be a member and there is quite a bit
there. He stated that what he liked best is that she really talks about our community; she
didn't make it a spotlight about her, but took it as an opportunity to spotlight about the City of
Schertz and some of the things that we do in our community. Mr. Kessel passed a copy of the
article among members of Council. Mr. Kessel congratulated Ms. Dennis.
Hearing of Residents
Mayor Carpenter recognized the following individuals who spoke:
• Ms. Maggie Titterington, The Chamber President who provided the following
information:
The Ribbon Cutting Ceremony today at the Founders Academy School had a great turnout. It
was a great event and she encouraged the upcoming new Councilmembers to continue
attending these ribbon cutting events.
11 -1 -2016 Minutes page - 3 -
Friday, November 11, the Military Affairs Committee (MAC) along with The Chamber and
the City will be hosting a Veterans Memorial Day Celebration at 9:00 a.m. at the Schertz
Veterans Plaza.
Ms. Titterington provided additional information on the recent Chamber Report; some
highlighted items included:
• Residential/Relocation: Online Business Directory Total: 3,878 (59% increase from last
quarter)
• Tourism, Restaurants & Retail: Online Business Directory Total: 6,850 - (73% increase
from last quarter) Internet Search Engine Total: 9,327 - ( 13% increase from last quarter)
• Total impressions for Quarter 10,728 Chamber Biz Directory – (68% increase from last
quarter) 14,744 Internet search results – (11% increase from last quarter)
Consent Agenda Items 4 1'
The Consent Agenda is considered self - explanatory an will be enacted by the K ouncil with one
motion. There will be no separate discussion of these items unless they are removed from the
Consent Agenda upon the request of the Mayor or a Councilmember.
1. Minutes – Consideration and/or action regarding the approval of the minutes of the Regular
Meeting of October 25, 2016. (J. Kessel/B. Dennis) JIF
2. Boards, Commission, Committee Appo ments lnrsignations – Consideration and /or
action ratifying the appointment of M John Sullivan as a Regular Member to the
Transportation Safety Advisory Commission. (Mayor /Council)
3. Ordinance No. 16 -T -36 – Consideration and /or action approving an Ordinance authorizing
a budget adjustment to fund street crossing improvements on Elbel Road. Final Reading (D.
Wait /D. Letbetter)
11&,
The following was re to recy-
*,&
ORDINANCE NO. 16 -T -36
AN ORDI E THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS
AUTHORIZI BUDGET ADJUSTMENT TO FUND STREET CROSSING
IMPROVEM S ON ELBEL ROAD; REPEALING ALL ORDINANCES OR
PARTS OF ORDINANCES IN CONFLICT WITH THIS ORDINANCE; AND
PROVIDING AN EFFECTIVE DATE
Mayor Carpenter recognized Councilmember Azzoz who moved, seconded by
Councilmember Fowler to approve consent agenda items 1 -3 as presented. The vote was
unanimous with Mayor Pro -Tem Edwards, Councilmembers Fowler, Azzoz, John and
Thompson voting for and no one voting no. Motion passed.
11 -1 -2016 Minutes Page - 4 -
Discussion and Action Items
4. Resolution No. 16 -R -84— Consideration and/or action approving a Resolution authorizing
expenditures not to exceed $86,000 with TAPCO, Inc., for Crosswalks and other related
equipment for the street crossing improvement project on Elbel Road. (D. Wait/D. Letbetter)
The following was read into record:
RESOLUTION NO. 16 -R -84
A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS
AUTHORIZING EXPENDITURES NOT TO EXCEED $86,000 WITH TAPCO, INC.
FOR CROSSWALKS AND OTHER RELATED EQUIPMENT FOR THE STREET
IMPROVEMENTS PROJECT ON ELBEL ROAD AND OTHER MATTERS IN
CONNECTION THEREWITH
Mayor Carpenter recognized Public Works Manager Doug Letbetter who at the last Council
meeting discussed the budget adjustment to purchase the equipment needed to improve the
crosswalks in two locations on Elbel Rd.
This week he seeks authorization from Council to spend in excess of $50,000 with Tapco, Inc.
They are a Texas Smart Buy cooperative vendor which will allow the city to get the very best
pricing for these materials. This project will have a not to exceed price of $81,000.
Additionally, the Streets Department will also need to purchase overhead sign clamps for FM
3009 and FM 78 from Tapco, Inc. with a not to exceed amount of $5,000. The clamps are
needed for the maintenance and upkeep of all signage along these areas.
COMMUNITY BENEFIT
This will provide the best value for the city and the residents for the crosswalks and other
related parts and equipment for the sign improvements.
Notes:
Crosswalk Elbel and is C s /Sidewalk 2 Handicap Ramps
$43,000.00
Elbel and Westchester
$37,180.47
Clamps and other related materials $5,000.00
Staff recommends that the City Council approve Resolution 16 -R -84, authorizing
expenditures not to exceed $86,000 with Tapco, Inc. for lighted crosswalks, overhead sign
clamps and other related equipment.
Mayor Carpenter recognized Mayor Pro -Tem Edwards who moved, seconded by
Councilmember Thompson to approve Resolution No. 16 -R -84. The vote was unanimous
with Mayor Pro -Tem Edwards, Councilmembers Fowler, Azzoz, John and Thompson
voting for and no one voting no. Motion passed.
I I -1 -2016 Minutes Page - 5 -
5. Resolution No. 16 -R -83 - Consideration and/or action approving a Resolution authorizing
the program and expenditures of the City of Schertz Economic Development Corporation as
provided for in the Economic Development Incentive Agreement between the City of
Schertz Economic Development Corporation and Advanced Stores Company, Incorporated.
(J. Kessel /K. Kinateder)
The following was read into record:
RESOLUTION NO. 16 -R -83
A RESOLUTION BY THE CITY COUNCIL OF THE CITY O SCHERTZ, TEXAS
AUTHORIZING A PROGRAM AND EXPENDITURES AS PROVIDED FOR IN THE
ECONOMIC DEVELOPMENT INCENTIVE AGREEMENT BETWEEN THE CITY
OF SCHERTZ TEXAS ECONOMIC DEVELOPMENT CORPORATION AND
ADVANCED STORES COMPANY, INCORPORATED; AND OTHER MATTERS IN
CONNECTION THEREWITH
Mayor Carpenter recognized EDC Director Kyle Kinateder, who stated Advance Stores
Company, Incorporated ( "ASC ") is a subsidiary of Advance Auto Parts, Inc. Advance Auto
Parts is a national automotive parts company and member of the U.S. Fortune 500. As of
January 2, 2016, the company operated a total of 5,171 stores and 122 branches; and served
approximately 1,300 independently -owned stores in the United States, Canada, Puerto Rico,
and the U.S. Virgin Islands and employs approximately 74,000 people.
ASC plans to operate a warehouse and distribution center at 9850 Doerr Lane in Schertz,
Comal County, Texas. The Schertz facility will serve as a key Texas distribution hub and will
deploy products throughout its vast retail network.
As part of an Economic Development Incentive Agreement with the City of Schertz
Economic Development Corporation (SEDC), ASC must employ a minimum of 100 full -time
employees with benefits, create a minimum annual payroll of $2,486,000, and maintain a
minimum of $32,276,670 in taxable real and personal property. In exchange the SEDC will
provide a $150,000 grant upon commencing operations in Schertz. Starting in 2019, the
SEDC will also provide a total of six -year real and personal property tax rebate grant of 65%
for three years followed by 50% for an additional 3 years.
The Economic Development Incentive Agreement and associated grants will be paid by the
SEDC. It is anticipated that the $150,000 grant will be paid during the 2018 calendar year and
the six -year real and personal property tax annual grants will begin in 2019. The City of
Schertz will realize all real and personal property tax proceeds associated with the project and
will be made available for the City's General Fund.
The SEDC Board of Directors met on October 27, 2016 at their regular board meeting to
consider this item and unanimously passed this.
Staff recommends that the City Council authorize the expenditures as listed in the Agreement.
Mayor and Council addressed questions and complimented Kyle on the excellent work.
1 I -1 -2016 Minutes Page - 6 -
Mayor Carpenter recognized Councilmember Azzoz who moved, seconded by
Councilmember Thompson to approve Resolution No. 16 -R -83. The vote was unanimous
with Mayor Pro -Tem Edwards, Councilmembers Fowler, Azzoz, John and Thompson
voting for and no one voting no. Motion passed.
Roll Call Vote Confirmation
Mayor Carpenter recognized City Secretary Brenda Dennis who provided the roll call votes for
agenda items 1 -5.
Mayor Carpenter recognized Guadalupe County Attorney Dave Willborn anrecinct 3 Guadalupe
Constable Michael Skrobarcek who were in the audience this evening. Mayor Carpenter welcomed
them.
Requests and Announcements
6. Announcements by City Manager
• Citizen Kudos
• Recognition of City employee a
• New Departmental initiatives
No further announcements were provid,
7. Future Agenda Item Request for City Council: This is an opportunity for City Council
members to request that items be placed on a future agenda. No discussion of the merits of
the item may be taken at this time. Should a Council Member oppose placement of the
requested item on a future agenda, the Mayor, without allowing discussion, shall ask for the
consensus of the other City Council members to place or not place the item on a future
agenda.
No items were requested.
8. Announcements by Mayor and Councilmembers
M '0'
• City and community events attended and to be attended
• City Council Committee and Liaison Assignments (see assignments below)
• Continuing education events attended and to be attended
• Recognition of actions by City employees
• Recognition of actions by community volunteers
Mayor Carpenter recognized Mayor Pro-Tern Edwards to also echoed the sediments of the
Founders Classical Academy ribbon cutting event today. He stated that he felt embarrassed
that he did not know all the stanzas of the Star Spangled Banner.
Mayor Carpenter recognized Councilmember Fowler who also stated he attended the
Founders Classical Academy ribbon cutting event. It was the most formal event he has ever
attended. Councilmember Fowler also spoke of what the students are learning about the
11 -1 -2016 Minutes page - 7 -
fundamental things our founders were taught, such as Latin, Greek and Geography. This was
a great event.
Councilmember Fowler stated that he also attended the largest Trunk or Treat Event and was
amazed at the large turnout. He stated that this event took on a life that we have not seen
before and he hopes that this continues. Individuals attending stood in line for almost two
hours, but they were patient and were having great conversations. He saw a community that
was glad to be there. It was a great event and he thanked all those involved in it's success.
Mayor Carpenter recognized Councilmember Thompson who also commented on the
Founders Classical Academy ribbon cutting and was impressed with the painting of their logo
on the wall and it takes after the ancient Greek shield that they would carry. The soldiers
were taught you either bring the shield home or you come home dead on it. They use this with
a variety of things to teach duty, honor and character, tremendous assets. He was able to visit
three different classrooms. One of the things that impressed him was, and you would think
that a group of 10 to 12 adults visiting would cause a commotion in the classroom, in each
classroom when they walked in there was not one single student who looked at them. They
were focused on the teacher and what information was being taught. This academy is a great
asset to our community.
Adjournment
Mayor Carpenter adjourned the meeting at 6:
Michael R. Carpenter, Mayor
ATTEST:
Brenda Dennis, City Secretary
11 -1 -2016 Minutes Page - 8 -
MINUTES
SPECIAL MEETING
November 21, 2016
A Special Meeting was held by the Schertz City Council of the City of Schertz, Texas, on November
21, 2016, at 6:00 p.m. in the Hal Baldwin Municipal Complex Council Chambers, 1400 Schertz
Parkway, Building #4, Schertz, Texas. The following members present to -wit:
Mayor Michael Carpenter
Councilmember Grumpy Azzoz
Councilmember Robin Thompson
Councilmember Elect Mark Davis
Councilmember Elect Scott Larson
Councilmember Elect Bert Crawford
Mayor Pro- Tem Edwards was absent
Councilmember Jim Fowler
CouncilmembeYk
Councilmember Elect Ralph Gutierrez
Councilmember Elect Angelina Kiser
0,4\
Staff Present: City, o Kessel
Executive Director Brian James Executi ixector Dudley Wait
City Attorney Clarissa Rodriguez City Secre renda Dennis
Assistant to City Manager Sarah Gonzalez
Call to Order — Cit y Council Special Session
Mayor Carpenter called the meeting to order at 6:00 p.m.
Opening Prayer and Pledges of Allegiance to the Flags of the United States and State of Texas.
(Councilmember Fowler)
Councilmember Fowler provided the opening prayer followed by the pledges of allegiance to the
flags of the United States and the State of Texas.
1. Recognition - Recognition of o King Councilmembers. (M. Carpenter)
Mayor Carpenter rec
I". zed Councilmember Fowler who provided information regarding
important fundamental concepts he has learned over 10 1/2 years on City Council.
Councilmembers Fowler, Azzoz and Councilmember John provided their congratulations to
the newly elected officials. Councilmembers Azzoz and John thanked the citizens, family
members and friends for allowing them to serve the City of Schertz over the past years.
Mayor Carpenter provided his thanks to the outgoing council for serving and for the sacrifice
they made away from their families.
Mayor Carpenter stated that before we move to the next item he wanted to recognize some elected
guests who have joined us this evening. Mayor Carpenter recognized Guadalupe County Constable
Precinct 3 Michael Skrobarcek, District 6 Councilmember and Mayor Pro -Tem City of Cibolo Jay
Hogue and Board Trustee and Board President from Schertz - Cibolo- Universal City Independent
School District Mr. Gary Inmon. Mayor and Council welcomed them.
11 -1 -2016 Minutes page - i -
Mayor Carpenter recognized City Secretary Brenda Dennis who asked for indulgence and asked that
Mayor Carpenter and Councilmember Fowler join her down front for a special presentation. Ms.
Dennis stated that on behalf of the Mayor, Council and Management Staff they would like to present
to Councilmember Fowler an antique Boston rocker that has been laser engraved with the City Seal,
his name and years of service. Councilmember Fowler thanked everyone for the special gift of
recognition.
2
Resolution No. 16 -R -85 — Consideration and/or action approving a Resolution canvassing the
returns and declaring the results of the November 8, 2016 General and Special Election; and
other matters in connection therewith. (M. Carpenter/B. Dennis)
The following was read into record:
RESOLUTION NO. 16 -R-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS,
APPROVING THE CANVASS OF THE NOVEMBER 8, 2016 GENERAL AND
SPECIAL ELECTION AND DECLARING THE RESULTS OF SUCH ELECTION
Mayor Carpenter recognized City Secretary Brenda Dennis who provided the following
information regarding the official results of the November 8, 2016 General and Special
Election: lkk�
11 -1 -2016 Minutes Page - 2 -
Early Voting
Election Da
Bexar
Comal /Guadalupe
Bexar
Comal /Guadalupe
Total Votes
Cast
MAYOR
Michael R. Carpenter
652
7766
113
1389
9920
Grumpy Azzoz
221
2725
65
774
3785
City Council Place 1
Mark Davis
492
6081
111
1293
7977
Carl Douglas
263
2500
41
432
3236
City Council Place 2
Ralph Gutierrez
417
4489
88
940
5934
Glen Outlaw
345
4159
66
817
5387
City Council Place 6
Angelina Kiser
524
4830
88
1057
6499
Michael H. Dahle
257
3970
69
713
5009
City Council Place 7
11 -1 -2016 Minutes Page - 2 -
Bert Crawford
471
5837
106
1187
7601
Eric Beam
267
2802
49
565
3683
City Council Place 3
David Sca liola
320
4315
75
902
5612
Scott Larson
439
4499
76
862
5876
Ms. Dennis stated that with these results, Michael Carpenter is elected as the Mayor, Mark
Davis is elected to Place 1, Ralph Gutierrez is elected to Place 2, Scott Larson is elected to
Place 3, Angelina Kiser is elected to Place 6, and Bert Crawford is elected to Place 7.
Mayor Carpenter stated that before he entertains a motion he stated that he would also like to
thank all those here that ran and did not prevail; thank you for stepping forward in choosing to
be a part of the process. He stated in many times in the past we have cancelled elections for
lack of participation. We did not have that this time; we had a full cast, and he thanked all
those for stepping forward and hope that they will continue to work with the city as they have.
Mayor Carpenter recognized Councilmember Azzoz who moved, seconded by
Councilmember Fowler to approve Resolution No. 16 -R -85 canvassing the returns and
declaring the results of the General and Special Election. The vote was unanimous with
Councilmembers Fowler, Azzoz, John, and Thompson voting for and no one voting no.
Mayor Pro -Tem Edwards was absent. Motion passed.
3. Oath of Office — (B. Dennis)
A. Newly Elected Officers — Oath of Office. (B. Dennis)
Mayor Carpenter recognized City Secretary Brenda Dennis who stated at this time since
this is a historic event of electing five new councilmembers, she would like to provide the
oaths of office individually. Ms. Dennis provided the oaths of office to newly elected City
Officials Mayor Michael Carpenter, Council Place 1 Mark Davis, Council Place 2 Ralph
Gutierrez, Council Place 3 Scott Larson, Council Place 6 Angelina Kiser and Council
Place 7 Bert Crawford.
B. Certificate of Election — Presentation of Certificate of Election. (Mayor Carpenter)
City Secretary Brenda Dennis presented the newly elected officials Mayor, City
Council Places 1, 2, 3, 6 and 7 with their individual certificates of election.
v
Mayor Carpenter stated that as is tradition before him they allow the newly elected officials an
opportunity to say anything they would like to say. Mayor Carpenter recognized newly elected
Councilmembers Mark Davis, Ralph Gutierrez, Scott Larson, Angelina Kiser and Bert Crawford who
thanked all those that supported them, thanked their family and friends and stated they look forward
to representing the citizens and working with members of council and staff. Mayor Carpenter also
thanked his family and those who supported him; he stated that he is humbled and is excited to work
with all the newly elected officials.
11 -1 -2016 Minutes page - 3 -
Mayor Carpenter called for a ten (10) minute recess to allow those exiting councilmembers to leave
and for the newly elected officials to take photos and receive congratulations. Mayor Carpenter
recessed the regular meeting at 7:01 p.m.
Mayor Carpenter reconvened back into regular session at 7:15 p.m.
Discussion and Action Items
4. Ordinance No. 16 -M -38 — Consideration and /or action approving an Ordinance amending
the City Council Rules of Conduct and Procedure reflecting the changes from five
Councilmembers to seven and declaring an emergency. First and Final (B.Dennis/M.
Carpenter)
The following was read into record:
ORDINANCE NO. 16 -M -38
AN ORDINANCE BY THE CITY OF SCHERTZ AUTHORIZING AMENDED CITY
COUNCIL RULES OF CONDUCT AND PROCEDURE; PROVIDING FOR THE
TREATMENT OF A SEVEN MEMBER COUNCIL; REPEALING ALL
ORDINANCES OR PARTS OF ORDINANCES IN CONFLICT WITH THIS
ORDINANCE; AND PROVIDING AN EFFECTIVE DATE
Mayor Carpenter introduced this item stating that as a result of the new seven member council
the City Council Rules of Conduct and Procedure needs to be updated to reflect having seven
members of council instead of five. He stated that in the document where it referenced three
(3) those sections need to be updated to reference four (4). He stated this item is also
declaring an emergency and state law allows us to pass this on one reading so that we have an
ordinance that is germane to the Rules of Procedure of the members that we have.
Mayor Carpenter recognized Councilmember Davis who asked if Section 3.2 should also be
changed to four (4). In answer to Councilmember Davis's question, Mayor Carpenter
answered no, as this is reflected in the City Charter and at this time it cannot be changed.
Mayor Carpenter made a motion from the chair to approve Ordinance No. 16 -M -38 on first
and final reading, seconded by Councilmember Thompson. The vote was unanimous with
Councilmembers Davis, Gutierrez, Larson, Thompson, Kiser, and Crawford voting for
and no one voting no, Mayor Pro -Tem Edwards was absent. Motion passed.
Roll Call Vote ConfiriMon
Mayor Carpenter recognized City Secretary Brenda Dennis who provided the roll call votes for items
2 and 4.
Mayor Carpenter stated that at this time the Council will move to the conference room for the next
item.
5. Councilmember Orientation - Information and discussion regarding City Council Duties,
Procedures and other such information including but not limited to Charter Overview, Council
11 -1 -2016 Minutes page - 4 -
Ethics /Code of Conduct/Meeting Procedures, Council Policy Model and Governance Model,
Organizational Overview, Media 101 Overview, EOC /ICS/NIMS Overview, and Open
Meetings /Open Records. Assistant to the City Manager Sarah Gonzalez stated that the
presentations can be found on the Council's IPads for future reference.
Mayor and Council were provided orientation briefings regarding the following topics:
• City Charter Overview — information provided by City Attorney Clarissa Rodriguez
• Council Ethics, Code of Conduct, Meeting procedures — information provided by
Mayor Carpenter.
• Organizational Overview, City of Schertz Organization Chart, ouncil Policy Model,
Schertz Governance Model, Complete City Model, Schertz Vision for Excellence
Model — information presented by City Manager John Kessel.
• Media Relations 101, Media Policy — information presented by Public Affairs Director
Linda Klepper.
• Emergency Management Overview, Incident Commend System (ICS), National
Incident Management Systems (NIMS) Overview information presented by Captain
Chris Meeks Emergency Management Coordinator
• Open Meetings and Open Records Overview -- in ormation presented by City
Secretary Brenda Dennis.
Mayor and Councilmembers returned to the dais at 9: 44 p.m. Mayor Carpenter moved to agenda
item 6.
6. Future Agenda Item Request for City Council: This is an opportunity for City Council
members to request that items be placed on a future agenda. No discussion of the merits of
the item may be taken at this time. Should a Council Member oppose placement of the
requested item on a future agenda, the Mayor, without allowing discussion, shall ask for the
consensus of the other City Council members to place or not place the item on a future
agenda. z Md
No requests were provided. kly
Adiournment 1h
Mayor Carpenter
ATTEST:
Brenda Dennis, City Secretary
at 9:45 p.m.
11 -1 -2016 Minutes Page - 5 -
Michael R. Carpenter, Mayor
City Council Meeting:
Department:
Subject:
BACKGROUND
Agenda No. 2
CITY COUNCIL MEMORANDUM
December 6, 2016
Administration
Scheduling a regular City Council
meeting for December 20, 2016, and
cancelling the December 27, 2016 and
January 3, 2017
As per the 2017 City of Schertz Master Calendar approved on October 25, 2016, staff
recommends holding a regular Council meeting for Tuesday, December 20, 2106. Staff also
recommends cancelling the December 27, 2016 and January 3, 2017 meetings in observance of
the upcoming holidays.
FISCAL IMPACT
None
RECOMMENDATION
Staff recommends Council approve the scheduling of a Regular Council meeting for Tuesday,
December 20, 2016, and cancelling the December 27, 2016 and January 3, 2017 Regular
meetings.
Agenda No. 3
CITY COUNCIL MEMORANDUM
City Council Meeting: December 6, 2016
Department: Development Services
Subject: Application for Landmark or
Heritage Neighborhood Designation —
Consideration and /or action of the
designation request for 603 Main Street.
(B. James/D. Weirtz)
BACKGROUND
Section 21.4.9 Designation of Landmark Properties and Heritage Neighborhoods of the City
of Schertz' Unified Development Code (UDC) establishes the requirements and process for
designating a property as a Schertz Landmark Property. The property being proposed for
designation is 603 Main Street. This property was nominated by the Schertz Historical
Preservation Committee (SHPC) and was recommended for designation by the SHPC on
October 27, 2017.
The Landmark Property designation does trigger any additional City development regulations
or restrictions.
Community Benefit
To recognize and encourage the preservation of those areas of specific buildings or structures
of significance to the City.
Summary of Recommended Action
Staff recommends the Designation of 603 Main Street as a Landmark Property.
FISCAL IMPACT
None
RECOMMENDATION
Designate 603 Main Street as a Landmark Property
ATTACHMENTS
603 Main Street Application for Landmark Property
Schertz Historical Preservation Committee
Application for Landmark Property or Heritage Neighborhood
Designation
This application is to serve as the means by which citizens may apply for approval to
have a structure, residence, neighborhood, or designated area within the city limits and/or
extra territorial jurisdiction (ETJ) of Schertz, Texas designated as either a "Landmark"
property or a Heritage Neighborhood. "Landmark" shall mean any site or structure,
designated by the Schertz Historical Preservation Committee (Commission) (SHPC) and
declared as such by a majority vote of the Schertz City Council that is of exceptional
cultural, archaeological, or architectural significance. "Heritage Neighborhood" shall
mean a significant concentration, linkage, or continuity of sites or structures united
architecturally, archaeologically, or culturally, by plan or physical development.
NAME OF APPLICANT / NOMINATOR: Schertz Historical Preservation Committee
ADDRESS OF APPLICANT / NOMINATOR: 1400 Schertz Parkway, Schertz, Texas
78154
TELEPHONE NUMBER: 210 -619 -1100
NOMINATION FOR: Landmark Property
NOMINEE: 603 Main Street, Schertz, Texas 76154
SECTION A. DESIGNATION REQUEST
STATEMENT OF JUSTIFICATION:
The residence at 603 Main Street, Schertz, Texas traces its origin to the early 1900s and
was first occupied by an original settler family to the Guadalupe County /Schertz area.
The history of the home is recorded within the records of the Guadalupe Appraisal
District as having been constructed in 1906. Research of records at the Guadalupe County
Deeds Office, Seguin, Texas disclosed the first known occupants of the home were
Herman and Helena Seiler. The Seiler family arrived in Texas aboard the sail ship
Herschel on August 15, 1845. Herman was one of fifteen children to accompany his
parents (Jacob & Helena (nee: Kreutz) Seiler) to Texas aboard the Herschel. Herman
was born in 1871 and would have been 37 years old when the home at 603 Main Street is
believed to have been constructed. Farming was the main occupation in the early 20th
century and the Seiler extended family owned a large amount of acreage which was to
eventually become center point Schertz. Schertz resident Harvey Seiler confirms that his
grandfather's (Emil Seiler) brother Herman Seiler resided at the home located at 603
Main Street as of approximately 1938. Harvey Seiler was a boy of 7 or 8
1
Schertz Historical Preservation Committee
Application for Landmark Property Designation — 603 Main Street, Schertz, TX.
Page 2
years of age when he and his grandfather would visit Herman and his family at 603 Main
Street.
Based upon the age of the home and it having been first occupied by a member of the
first German family to arrive in the New Braunfels / Schertz area, it is considered
appropriate for designation as a Schertz Landmark Property.
The current property owner, Christi Ray, has approved in writing of the home being
designated as a Landmark Property.
SECTION B. COMMITTEE ACTION 10/27/2016
X APPROVED
❑ APPROVED WITH MOE
SECTON C. CITY COUNCIL ACTION
❑APPROVE ❑APPROVE WITH MIDIFICATION ❑DENIED
2
Agenda No. 4
CITY COUNCIL MEMORANDUM
City Council Meeting: December 6, 2016
Department: Development Services
Subject: Resolution No. 16 -R -86 — Consideration and/or
action approving a Resolution authorizing a third
amendment to the interlocal agreement with the
Alamo Area Council of Governments ( AACOG) to
provide demand - response public transportation. (B.
James/13. James)
BACKGROUND:
Schertz residents benefit from access to ART (Alamo Regional Transit), the demand - response transit
service operated by the Alamo Area Council of Governments ( AACOG). ART makes it possible for the
residents that use this service to be independent and improves their quality of life.
As a result of the 2010 Census, Schertz was included in the San Antonio urbanized area. Prior to this
designation, ART provided this service to Schertz residents using state and federal funds provided
directly to AACOG from the Texas Department of Transportation (TxDOT). There was no local match
required for this service that ART had been providing to 12 rural counties.
With Schertz' inclusion in the San Antonio urbanized area federal funds for transportation services are
provided to VIA which are in turn provided by VIA to AACOG to provide this service. In urbanized areas
a 50% local match is required. ART provides services for Schertz, Cibolo, New Braunfels, Marion and
other areas of Guadalupe County. The amount of matching funds required from Schertz is determined
based on the budget to provide the service to all these area and the percent of trips in Schertz. As such, the
match amount provided by Schertz varies from year to year. A summary of the costs to provide service
with ridership figures and the required local match over the past few years and for 2017.
Schertz and AACOG entered into an interlocal agreement for AACOG to provide the ART service in
2013. The agreement is amended annually to establish Schertz' Financial contribution for the upcoming
year. A match of $28,872.00 is required this year, which is slightly down from this past year. It should be
noted that the reduced the cost is the result of few trips anticipated for Schertz residents which make up a
smaller percentage of overall trips provided. The average cost per trip has gone up by over 24 %. The City
has allocated funds as part of the current budget.
Staff is recommending that the City enter into an agreement with AACOG to continue to provide
transportation services.
While VIA Metropolitan Transit does not provide fixed route service in Schertz, or most of the
surrounding smaller cities, the federal funding for the ART program is provided through VIA.
Additionally VIA does support vanpool service from Schertz. Given the importance of planning for future
City Council Memorandum
Page 2
growth and the role transit service plays in the lives of future residents of Schertz, staff regularly meets
with VIA staff. Attached is VIA's Vision 2040 Northeast Transit Service Study which is a component of
VIA's Long Range Plan (LRP), Vision 2040.
FISCAL IMPACT
For the 2015 -2016 FY, the fiscal impact is $28,872.00.
RECOMMENDATION
Staff recommends Council approve Resolution No. 16 -R -86
ATTACHMENTS
Resolution No. 16 -R -86
Third Amendment to Interlocal Agreement for City of Schertz Demand - response Route
Resolution 13 -R -85 Initial Interlocal Agreement
Ridership and Cost Data
VIA Vision 2040 Northeast Transit Service Study
Memo - Resolution.doc
RESOLUTION NO. 16 -R -86
A RESOLUTION BY THE CITY COUNCIL AUTHORIZING A THIRD
AMENDMENT TO THE INTERLOCAL AGREEMENT WITH THE
ALAMO AREA COUNCIL OF GOVERNMENTS ( AACOG) TO PROVIDE
FUNDING OF $28,872.00 FOR TRANSIT SERVICES IN THE CITY OF
SCHERTZ.
WHEREAS the Alamo Area Council of Governments ( AACOG) has been providing
transit services to Schertz through the ART program, and
WHEREAS in 2013 the City entered into an agreement with AACOG to provide demand
response transit services, and
WHEREAS, VIA Metropolitan Transit is the designated recipient for Urban Funds which
can be used to support this program, and
WHEREAS a local match of $28,8721.00 is required for the 2016 -2017 Fiscal Year,
WHEREAS AACOG has been designated by VIA as the recipient of funds to continue to
provide transit services,
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS
THAT:
Section 1. The City Council desires to enter into a third amended agreement with
AACOG to provide a match of $28,872.00 to allow the Alamo Area Council of Governments
( AACOG) to continue to provide this transportation service per the agreement attached as per
Exhibit A.
Section 2. The recitals contained in the preamble hereof are hereby found to be true,
and such recitals are hereby made a part of this Resolution for all purposes and are adopted as a
part of the judgment and findings of the City Council.
Section 3. All resolutions, or parts thereof, which are in conflict or inconsistent with
any provision of this Resolution are hereby repealed to the extent of such conflict, and the
provisions of this Resolution shall be and remain controlling as to the matters resolved herein.
Section 4. This Resolution shall be construed and enforced in accordance with the
laws of the State of Texas and the United States of America.
Section 5. If any provision of this Resolution or the application thereof to any person
or circumstance shall be held to be invalid, the remainder of this Resolution and the application
of such provision to other persons and circumstances shall nevertheless be valid, and the City
Council hereby declares that this Resolution would have been enacted without such invalid
provision.
-1-
Section 6. It is officially found, determined, and declared that the meeting at which
this Resolution is adopted was open to the public and public notice of the time, place, and subject
matter of the public business to be considered at such meeting, including this Resolution, was
given, all as required by Chapter 551, Texas Government Code, as amended.
Section 7. This Resolution shall be in force and effect from and after its final
passage, and it is so resolved.
PASSED AND ADOPTED, this 6th day of December, 2016.
ATTEST:
City Secretary, Brenda Dennis
(CITY SEAL)
CITY OF SCHERTZ, TEXAS
Mayor, Michael R. Carpenter
-2-
Exhibit "A"
Third Amendment to the Agreement with AACOG
-3-
THIRD AMENDMENT TO INTERLOCAL AGREEMENT FOR
City of Schertz Demand - response Route
This third amendment to the Interlocal Agreement for City of Schertz Demand -
response Route (the "Agreement ") is hereby entered into by and between the
City of Schertz .(the "City ") and the Alamo Area Council of Governments
( "AACOG "), to be effective October 1, 2016.
WITNESSETH:
WHEREAS, the City and AACOG entered into that certain interlocal agreement
( "the Agreement "), dated October 1, 2013 in which the City agreed to provide a
matching fund payment for demand - response services to AACOG and AACOG
agreed to provide demand - response public transportation for the City; and
WHEREAS, the parties desire to amend and revise the Agreement as hereinafter
set forth.
NOW, THEREFORE, the parties by mutually executing this Third Amendment,
agree that the Agreement is amended as follows:
1. Add to Section 4.1 a subsection "a" to read as follows: "a. The
City's Financial Contribution for Fiscal Year 2017 shall be $28,872."
IT IS HEREBY AGREED BY THE PARTIES HERETO, that with the exception of
those terms and conditions specifically modified and amended herein, the herein
referenced Interlocal Agreement shall remain in full force and effect in all its
terms and conditions.
EXECUTED the day and year first above written.
CITY OF SCHERTZ:
John Kessel
City Manager
Date:
Page 1 of 1
ALAMO AREA COUNCIL OF
GOVERNMENTS:
By: C A,
Diane Rath
Executive Director
Date:
RESOLUTION NO, 13 -R -85
A RESOLUTION BY THE CITY COUNCIL AUTHORIZING AN
AGREEMENT WITH THE ALAMO AREA COUNCIL OF
GOVERNMENTS ( AACOG) TO PROVIDE FUNDING UP TO $22,020
FOR TRANSIT SERVICES IN THE CITY OF SCHERTZ,
WHEREAS the Alamo Area Council of Governments ( AACOG) has been providing
rural transit services to Schertz through the ART program, and
WHEREAS as a result of the 2010 Census the City of Schertz is now part of the San
Antonio Urbanized Area, and
WHEREAS, as a result of this designation, Rural Transit funds can no longer be used to
support this service, and
WHEREAS, VIA Metropolitan Transit is the designated recipient for Urban Funds which
can be used to support this program, and
WHEREAS a local match of $22,020.00 is required for the upcoming 2013 -2014 Fiscal
Year,
WHEREAS AACOG has been designated by VIA as the recipient of funds to continue to
provide transit services,
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS
THAT:
Section 1. The City Council desires to enter into an agreement with AACOG to
provide match funds of $22,020.00 in order for the Alamo Area Council of Governments
( AACOG) to continue to provide this transportation service generally per the agreement attached
as Exhibit A.
Section 2. The recitals contained in the preamble hereof are hereby found to be true,
and such recitals are hereby made a part of this Resolution for all purposes and are adopted as a
part of the judgment and findings of the City Council,
Section 3. All resolutions, or parts thereof, which are in conflict or inconsistent with
any provision of this Resolution are hereby repealed to the extent of such conflict, and the
provisions of this Resolution shall be and remain controlling as to the matters resolved herein.
Section 4. This Resolution shall be construed and enforced in accordance with the
laws of the State of Texas and the United States of America.
Section S. If any provision of this Resolution or the application thereof to any person
or circumstance shall be held to be invalid, the remainder of this Resolution and the application
of such provision to other persons and circumstances shall nevertheless be valid, and the City
-1-
Council hereby declares that this Resolution would have been enacted without such invalid
provision.
Section b. It is officially found, determined, and declared that the meeting at which
this Resolution is adopted was open to the public and public notice of the time, place, and subject
matter of the public business to be considered at such meeting, including this Resolution, was
given, all as required by Chapter 551, Texas Government Code, as amended.
Section 7. This Resolution shall be in force and effect from and after its final
passage, and it is so resolved.
PASSED AND ADOPTED, this 2&h day of September, 2013.
ATTEST:
(�F� (��. .
City Secretary, Bren -a Dennis
(CITY SEAL)
CITY CHERT EXAS
ayor, Michael R. Carpenter
-2-
Exhibit "A"
Agreement with AACOG
-3-
INTERLOCAL AGREEMENT FOR
City of Schertz Demand- response Route
Article 1. Parties and Purpose
1.1 The Alamo Area Council of Governments ( "AACOG ") is a regional planning
commission and political subdivision of the State of Texas, organized and
operating under the Texas Regional Planning Act of 1965, as amended, Chapter
391 of the Local Government Code.
1.2 The City of Schertz (the "City ") is a home rule municipality, located in Bexar,
Coma[, and Guadalupe County Counties, Texas,
1.3 This Interlocal Agreement (the "Agreement") for provision of demand - response
public transportation services by AACOG for the City is entered into by and
between the City and AACOG, as authorized under Chapter 791 of the Texas
Government Code. VIA Metropolitan Transit is providing Federal funding for the
expanded San Antonio LIZA, based on the 2010 census. This Agreement provides
for the City's portion of local match required to supplement that funding.
Article 2. Definitions
2.1 Curb -to -curb. Picking up and discharging passengers at the curb or driveway in
front of their home or destination. The driver does not assist or escort passengers
to the door.
2.2 Demand - response. A non -fixed route system of transporting individuals in which
individual passengers may, at least one day in advance, request a trip from one
specific location to another specific location at a certain time.
2.3 Designated holidays. Christmas Day, Independence Day, Labor Day, Memorial
Day, New Year's Day, and Thanksgiving.
Article 3. Goods and Services
3.1 For the City's financial commitment below, AACOG agrees to furnish the City with
a demand - response, curb -to -curb, public transportation service in response to
requests made by residents of City to AACOG's Alamo Regional Transit (ART).
The service will be open to the public and run Monday through Friday from 7:00
a.m. to 6:00 p.m. for 52 weeks per year, excluding designated holidays, AACOG
will provide for the following:
a. Vehicles having wheelchair accessibility;
b. Necessary, trained personnel to operate the demand - response service;
c. Operating & administrative activities and expenses associated with operation of
the demand - response transportation service;
ILA for Demand- response Service Page 1 of 5
d. Ensuring all vehicles used in service to City are well maintained to afford
comfortable, safe, and reliable transportation for the City's residents.
3.2 In return for provision of AACOG's demand - response transportation service, the
City agrees:
a. To provide AACOG with financial support for Fiscal Year 2014 operations in the
amount of twenty -two thousand, twenty dollars ($22,020) (the "Financial
Contribution ") to help defray operating costs of the demand - response service;
b. To continue financial support of the demand- response service to AACOG in
succeeding fiscal years, so long as the City wishes the transportation services
to continue;
c. That the vehicles used shall not be for the exclusive use by or benefit of City's
residents, residents shall have no expectation of riding alone or only with other
City residents, and the City shall have no ownership right in the vehicles
engaged in these services; and
d. It shall, for both Fiscal Year 2014 and all subsequent years it may wish to
continue this service, make contributions for performance of the transportation
services from current revenues available to it.
Article 4. Agreement Sum and Payment Terms
4.1 The parties have agreed to the City's Contribution for Fiscal year 2014.
4.2 The City and AACOG agree to meet annually, at a mutually agreeable time
sufficiently in advance of the City's budget cycle for the fiscal year to which the
Financial Contribution is to apply, to negotiate and agree to the City's Financial
Contribution for the next fiscal year.
4.3 The City shall contribute to AACOG the total Financial Contribution for 2013 by
November 15, 2013. The City shall contribute all agreed upon Financial
Contributions for succeeding years by October 1 st of the applicable fiscal year.
Article 5. Effective Date and Term of Agreement
5.1 This Agreement shall be for a period of one (1) year, beginning October 1, 2013
and ending on September 30, 2014.
5.2 This Agreement shall renew automatically for successive one -year periods unless
either party notifies the other at the address provided at Article 9 at least sixty (60)
days prior to the then current expiration date of its intention to not renew the
Agreement.
ILA for Demand - response Service Page 2 of 5
Article 6. Nondiscrimination and Equal Opportunity
6.1. Neither AACOG nor the City shall exclude anyone from participating in and
receiving benefits of the services provided under this Agreement, or otherwise
unlawfully discriminate against anyone in carrying out this Agreement because of
race, color, religion, sex, age, disability, veteran status, or national origin.
Article 7. Early Termination of Agreement
7.1 If either AACOG or the City breaches a material provision of this Agreement, the
other party may notify the breaching party, describing the breach and demanding
corrective action be taken. The breaching party shall have five (5) business days
from its receipt of notice to correct the breach or to begin and continue with
reasonable diligence and in good faith to correct the breach. If the breach cannot
be corrected within a reasonable time, despite the breaching party's reasonable
diligence and good faith effort to do so, the parties may agree to terminate this
Agreement or either party may invoke the dispute resolution process of Article S.
7.2 Termination for breach under Section 7.1 does not waive either party's claim for
damages resulting from the breach.
Article B. Dispute Resolution
8.1 The parties desire to resolve disputes arising under this Agreement without
litigation. Accordingly, if a dispute arises, the parties agree to attempt in good faith
to resolve the dispute among them. To this end, the parties agree not to sue one
another, except to enforce compliance with this Article 8, until they have exhausted
the procedures set out in this Article.
8.2 At the written request of a party, each party shall appoint one representative to
negotiate informally and in good faith to resolve any dispute arising under the
Agreement. The representatives appointed shall determine the location, format,
frequency, and duration of the negotiations.
8.3 If the representatives cannot resolve the dispute within thirty (30) calendar days
after the first negotiation meeting, the parties agree to refer the dispute to the
Bexar County Dispute Resolution Center for mediation in accordance with the
Center's mediation procedures. A mediator assigned by the Center will conduct
the mediation. Each party participating in the mediation shall pay one -half the cost
of the Center's mediation services.
8.4 Unless the dispute is for non - payment of funds due under the Agreement, the
parties agree to continue performing their duties under the Agreement, which are
unaffected by the dispute during the negotiation and mediation process.
8.5 All terms of this Agreement are to be construed in accordance with the laws of the
State of Texas with venue lying exclusively in Bexar County.
ILA for Demand- response Service Page 3 of 5
Article 9, Notice to Parties
9.1 Notice to be effective under this Agreement must be in writing and received by the
party against whom it is to operate. Notice is deemed received by a party as
follows: (1) when delivered to the party personally; (2) on the date shown on the
return receipt if mailed by registered or certified mail, return receipt requested, to
the party's address specified in paragraph 82 and signed on behalf of the party; or
(3) three business days after its deposit in the United States mail, with first -class
postage affixed, addressed to the party's address specified in paragraph 9.2.
9.2 AACOG's address is 8700 Tesoro Drive, Suite 700, San Antonio, Texas 78217,
Attention: Dean J. Danos, Executive Director. The City's address is 1400 Schertz
Parkway, Schertz, Texas 78154, Attention: John Kessel, City Manager.
9.3 A party may change its address or designated representative by providing notice of
the change in accordance with paragraph 9.1.
Article 10. Limitation of Liability
10.1 AACOG agrees to maintain all vehicle, liability, and workers compensation
insurance as legally required by the Texas Department of Transportation.
10.2 Damages. In no event shall AACOG be liable to the City for any indirect, special,
incidental, punitive, or consequential damages, including, but not limited to, loss of
profits, loss of business, or other loss arising out of or resulting from this
agreement even if AACOG has been advised of the possibility of such damages.
Article 11, Miscellaneous
11.1 Each individual signing this Agreement on behalf of a party warrants that he or she
is legally authorized to do so and that the party is legally authorized to perform the
obligations undertaken.
11.2 This Agreement states the entire agreement of the parties, and an amendment to it
is not effective unless in writing and signed by both parties.
11.3 This Agreement is binding on and inures to the benefit of the parties' successors in
interest.
11.4 This Agreement is executed in duplicate originals.
11.5 The invalidity, illegality, or unenforceability of any provision of this Agreement shall
not affect the validity, legality, or enforceability of any other provision of this
Agreement.
11.6 Nothing in this Agreement shall be construed as a waiver either Party's statutory or
common law immunities.
ILA for Demand- response Service Page 4 of 6
CITY OF SCHERTZ
By JOHN K EL
CITY MANAGER
Date !fl - 5-- f3
ALAMO AREA COUNCIL OF GOVERNMENTS
a
Date
ILA for Demand - response Service Page 5 of 5
#�
�
3
m ..
0
0 %
6 U �
2
k
m'
# q
Q
ƒ/�
%
o q
q q
2 LO
A
o o
q
N
N
-
-
2
CO
§
(L
.
_
K �
° N-
o V- 0
f»
? q 2
co
%
«
2
�
�
2
Q
k
k
C:L
k 2
U
a � § 7
\
§
0
k O•
4 6 CL %
0
�
.
' ; 2
� @ u { O
§
0
�
.
. m
�
2
.
m
«
�
2
/
k
R
/ 0
ƒ
O
m q
�:ƒ
g
EL
CL
L:
/
7
2
.
2
11*
/
/
W.
O
$
2
$
0
M
§'G
0.0
DS
@
k \
Co
L
ƒ
2 3
m
ƒ/�
0 0 0 ¥/
2 LO
A
o o
0
-
-
2
§
(L
.
_
K �
° N-
o V- 0
f»
? q 2
co
%
«
�
2
k 2
a � § 7
4 6 CL %
.
k CUD) / q
.
. m
�
2
�
M
§'G
0.0
DS
@
k \
Co
L
ƒ
2 3
4.1
.U)
0
V
ti
1.8
OR
•
ry
-no
41)
ME!—
O
2R
I X
jffi�"'
IC5
410
U)
Ln
LA
E3
£A*
OD.
o
cil
>
tko
z
90
(D
36:
K
tf)
C5,
C,
En 0
Ln co
a
r_-
.01
OQ
4C5
Ln Ln CD
%0. m
OD
0
'D m q
co
co
WM
a
m
ro
th
t3*
FY 2017
Pax Trips
Total
FTA (VIA)
Local
Cost per
Trip
Split
Urbanized Area
18,936
$851,003
$425,501
$425,501
$44.94
$22.47
New Braunfels
90.32%
17,104
$768,636
$384,318
$384,318
$44.94
$22.47
Schertz
6.79%
1,285
$57,744
$28,872
$28,872
$44.94
$22.47
Cibolo
0.38%
72
$3,257
$1,628
$1,628
$44.94
$22.47
Guadalupe Area
1.95%
369
$16,601
$8,300
$8,300
$44.94
$22.47
Marion
0.56%
106
$4,766
$2,383
$2,383
$44.94
$22.47
Total
100.00%
18,936
$851,003
$425,501
$425,501
$44.94
$22.47
* 5% increase for FY 2016
All others 3.1 % increase for FY 2016
With Vehicle Capital cost less Fares
Updated: 6/9/2016
* 7.1 % increase for FY 2015
All others 3.1 % increase for FY 2015
As of: 6/5/2015
Vehicle
Cost per
FY 2016
Pax trips
Capital Cost
Total
FTA (VIA)
Local
Trip
Split
URBANIZED UZA
20,603
$65,129
$738,836
$369,418
$369,418
$35.86
$17.93
NEW BRAUNFELS
88.12%
*18,156
$57,392
$651,066
$325,533
$325,533
$35.86
$17.93
SCHERTZ
7.88%
1,624
$5,133
$58,230
$29,115
$29,115
$35.86
$17.93
GUADALUPE COUNTY
2.72%
560
$1,770
$20,076
$10,038
$10,038
$35.86
$17.93
CIBOLO
0.64%
131
$414
$4,696
$2,348
$2,348
$35.86
$17.93
MARION
0.58%
119
$375
$4,252
$2,126
$2,126
$35.86
$17.93
GARDEN RIDGE
0.07%
14
$46
$518
$259
$259
$35.86
$17.93
Total
100.00%
20,603
$65,129
$738,836
$369,418
$369,418
$35.86
$17.93
* 7.1 % increase for FY 2015
All others 3.1 % increase for FY 2015
As of: 6/5/2015
Total ART in Guadalupe and
Comal Counties
FY 2015
URBANIZED UZA
Pax Rev Rev
trips Miles Hours
Operating Vehicle
Cost/Hr Capital Cost
$63.78 $.35 per mile
Total Federal Local
18,349 150,666 9,520 $607,186 $52,733 $659,919 $329,649 $329,967
NEW BRAUNFELS
83.10%
15,248
125,203
7,910
$504,500
$43,822
$548,322
$274,161
$274,161
SCHERTZ
9.60%
1,762
14,464
914
$58,295
$5,062
$63,357
$31,679
$31,678
CIBOLO
3.20%
588
4,821
305
$19,453
$1,687
$21,140
$10,570
$10,570
MCQUEENEY
2.10%
385
3,164
200
$12,756
$1,107
$13,863
$6,932
$6,931
GARDEN RIDGE
1.00%
183
1,507
95
$6,059
$527
$6,586
$3,293
$3,293
MARION
0.90%
165
1,356
86
$5,485
$475
$5,960
$2,980
$2,980
SELMA
0.10%
18
151
10
$638
$53
$691
$345
$345
Total
100%
18,349
150,666
9,520
$607,186
$52,733
$659,919
$329,649
$329,967
*McQueeney, Garden Ridge, Marion, Selma were not captured in original UZA
9/13/2016
FTA Local Tota I FTA Loca I ` Total
$260,040 $209,860 $469,860 $235,000 $235,000 $470,000 $260,000 $260,000 $520,000
$2,750 $6,100
50,000 $27,300
$6,200 $3,400
$6,800
o,i Ann ::.'
-r,
IT
"--384 MM
i /--
1-7,4
VArf EXPRESS
/_ PRESS
Prepared for
Prepared by
MNTB
'd
rL
VIA'- r ■SX)N
Table of Contents
ExecutiveSummary ................................................................ ............................... ES -1
Introduction................................................................................ ............................... 1
NortheastRegion ...................................................................... ..............................2
Section 1: Transit Planning Considerations ................................. ............................... 4
Section 1 Chapter 1: Transit - Supportive Land Use ...................... ............................... 4
Land Use ................................................................................ ...............................
5
Site Design ............................................................................. ...............................
6
Connections ............................................................................ ...............................
7
NextSteps ............................................................................... ..............................8
Section 1 Chapter 2: Service Delivery Options ............................. ............................... 9
Park & Ride Facilities ................................................................ ...............................
9
Carpool.................................................................................. .............................10
Va n poo I ............................................................................... ............................... .
11
Subscription Public Bus ........................................................... ............................... 12
Traditional Fixed Route Service ................................................ ............................... 13
Commuter Bus Service ........................................................... ............................... 14
DemandResponse Service ...................................................... ............................... 15
Bicycle & Pedestrian Improvements ......................................... ............................... 19
First & Last Mile Connectivity .................................................. ............................... 19
Section 1 Chapter 3: Implementation Tools .............................. ............................... 24
Methods for Implementing Service ............................................. .............................24
Financing.............................................................................. ............................... 26
Governance & Management Alternatives ..................................... .............................28
Conclusion and Next Steps ........................................................ .............................28
Section 2: Northeast Region Characteristics & Recommendations ......................... 29
Section 2 Chapter 1: Existing and Future Conditions ................. ............................... 29
Review of Previous & Active Studies ........................................... .............................29
Existing & Future Transportation Network ................................. ............................... 30
Existing & Future Population & Employment .............................. ............................... 32
Existing & Future Traffic Conditions .......................................... ............................... 36
Conclusion............................................................................ ............................... 37
Vision 2040 Long Range Plan
V /A'',, r/SFON
Section 2 Chapter 2: Transit Demand Assessment .................... ............................... 40
Introduction.......................................................................... ............................... 40
Transit Demand Assessment ..................................................... .............................40
Section 2 Chapter 3: City- Specific Service Delivery Options ...... ............................... 51
NewBraunfels ......................................................................... .............................51
Seguin................................................................................... .............................55
Cibolo................................................................................... .............................57
Schertz................................................................................. ............................... 60
2020 and 2040 Service Delivery Options .................................... .............................63
Fixed Route Service Operating Cost Estimates ............................. .............................66
Section 2 Chapter 4: Stakeholder Engagement .......................... ............................... 67
VIA
VIA` WS I a N
List of Tables
Table ES.1: Estimated Local Service Operating Cost ............................. ..............................8
Table ES.2: Estimated Intercity and Commuter Service Operating Cost ... ..............................9
Table 1: Existing Transit Services in Cities Located in the Northeast Region, 2015 ................32
Table 2: Northeast Region Cities Population Growth ............................. .............................33
Table
3: Northeast Region Cities Employment Growth .......................... .............................33
Table
4: Level of Service Classifications in the Northeast Region ........... .............................36
Table
5: Transit - Supportive Population & Employment Densities ........... .............................41
Table
6: Local Demand .................................................................. ...............................
42
Table
7: Intercity Demand .............................................................. ...............................
47
Table
8: Regional Commuter Demand ................................................ .............................50
Table
9: Estimated Local Service Operating Cost ................................. .............................66
Table
10 Estimated Intercity and Commuter Service Operating Cost ...... .............................67
List of Figures
Figure ES.1: Northeast Region ........................................................... ..............................1
Figure ES.2: Service Concepts .......................................................... ...............................
6
Figure ES.3: Potential Demand by Service Option ................................. ..............................7
Figure 1: Northeast Northeast Region ................................................ ...............................
3
Figure 2: Connect Seguin ............................................................... ............................... 31
Figure 3: Population Density, 2040 .................................................. ...............................
34
Figure 4: Employment Density, 2040 ............................................... ...............................
35
Figure 5: Level of Service, 2010 ........................................................ .............................38
Figure 6: Level of Service, 2040 ...................................................... ...............................
39
Figure 7: Transit - Supportive Population Densities by City, 2020 ............ .............................43
Figure 8: Transit - Supportive Population Densities by City, 2040 ............ .............................44
Figure 9: Transit - Supportive Employment Densities by City, 2020 ......... .............................45
Figure 10: Transit - Supportive Employment Densities by City, 2040 ....... .............................46
Figure 11: Major Activity Centers .................................................... ...............................
49
Figure 12: Service Concepts ........................................................... ...............................
64
Figure 13: Potential Demand by Service Option ................................... .............................65
Vision 2040 Long Range Plan
VIA" WSON
Executive Summary
The greater San Antonio region is experiencing explosive
growth. Between 2010 and 2040 the San Antonio -New
Braunfels Metropolitan Statistical Area (MSA) is
projected to grow by 1.6 million people. While growth is
anticipated throughout the region, much of it will be
concentrated in the Northeast. The Northeast Region,
shown in Figure ES.1, is projected to grow by 286,000
people between 2010 and 2040. Much of this growth will
occur within New Braunfels, Seguin, Cibolo, and Schertz.
This growth has been bolstered by an improved and
expanded highway system. Unfortunately, improvements
to the highway and arterial network are not keeping pace
with growth. Many of the region's arterials and highways
will reach significant congestion levels by 2040. Providing
comprehensive multi -modal improvements, including
public transit and rideshare can help mitigate congestion
by reducing the number of single- occupant vehicles.
VIA Metropolitan Transit (VIA) is conducting a Long Range
Plan (LRP), Vision 2040, which will serve as a guide for
public transportation developments in the region and assist
decision makers and transportation professionals in
planning for the growing population during the next 25
years. Vision 2040 will identify public transportation
options that enhance mobility and improve the overall
quality of life for both current and future residents. Public
transit and rideshare are part of many multi -modal
transportation improvements being considered to address
the needs of a rapidly growing region. Planning for new
public transit and rideshare options can be challenging in
suburban communities with dispersed development
patterns but can be achieved over time with the proper
planning, programming and consideration of transit -
supportive land use policies and tools.
Vision 2040 Long Range Plan
1.
Figure ES.1: Northeast Region
Source: HNTB, 2015.
The Northeast Transit Service Study, provides a guide for future transit investments in the
Northeast Region and suburban communities throughout the region as cities become part of
urbanized areas. The study was developed in close collaboration between VIA and the four cities
included in the Northeast Region: New Braunfels, Seguin, Cibolo and Schertz. Planning staff from
the four cities were engaged through combined and individual meetings over a one -year period.
Public engagement for the Northeast Region was conducted through the Vision 2040 planning
process.
The study report is comprised of two sections:
Section 1: Transit Planning Considerations
Section 2: Northeast Region Characteristics & Recommendations
Section 1: Transit Planning Considerations
Section 1 provides a transit planning guide that can be applied
to any suburban community in the San Antonio region, and is
divided into three chapters:
Chapter 1: Transit - Supportive Land Use
Chapter 2: Service Delivery Options
Chapter 3: Implementation Tools
Key Findings and Recommendations
Consider Land Use in Advance of Service Implementation
Critical components of successful transit systems are transit -
supportive land use, an interconnected road grid and a quality
pedestrian and bicycle network. Prior to World War II most
cities were developed in a grid pattern that facilitated easy
transit service delivery — often first as streetcars, and later as
buses. Post -war development, spurred by the construction of the
national interstate highway system, is often associated with the
rise of the suburbs with large sub - divisions with cul -de -sacs and
perimeter roads served by residential streets feeding into
arterials. Combined with the separation of land uses into specific
activities, e.g. housing, commercial, retail, many areas outside
of city center cores are difficult to serve efficiently by traditional
transit. However, growing suburban communities have the
opportunity to proactively guide land use patterns in new areas
by adopting transit - supportive land use policies that promote:
compact development patterns
focused density on planned transit corridors
site design that is conducive to future transit service
enhanced pedestrian and bicycle connections
VIA `
Select Service Options to Meet the Needs of Your Community
"Transit" and "rideshare" are applicable to a wide variety of service options, delivery methods and
modal choices. These options provide a range of transportation choices that meet different user
needs and markets. Each community should carefully evaluate these service options and select a
package of services that meet their unique needs.
Vision 2040 Long Range Plan
VIA' WSION
Implementation Options
With the anticipated population growth in the Northeast Region there is general recognition that
future travel needs will require solutions that include public transit services, requiring a more
significant commitment to funding for capital investment as well as operations.
Five options were identified as listed below in ascending order from the quickest start -up and least
amount of required municipal oversight to the most labor— intensive options.
1. Promote VIA Vanpool service among residents. VIA currently operates over 200 vanpools and
provides service to any destination as long as trips start or end within Bexar County.
2. Contract with VIA or ART Directly for Service. ART is a service of AACOG providing demand
response service to 12 rural counties including Guadalupe and Coma] continues.
3. Contract Operations with Third Party, Contract Management with VIA
4. Contract Operations with Third Party, Directly Manage
5. Directly Operate, Directly Manage
Just as there are multiple options for service delivery, there are also numerous ways to fund transit
services. In most cases, transit operations are funded through a dedicated public revenues source
such as a transit tax. The most common form of transit tax is a sales tax. In San Antonio, VIA is
supported by 112 percent sales tax solely dedicated to VIA. The transit agency also benefits from 1/8
percent sales tax from the Advanced Transportation District (ATD).
Section 2: Northeast Region Characteristics & Recommendations
Section 2 provides a transit planning guide with an analysis and specific recommendations for the
Northeast Region cities.
Chapter 1: Existing and Future Conditions
Chapter 2: Transit Demand Assessment
Chapter 3: City- Specific Service Delivery Options
Chapter 4: Stakeholder Engagement
Key Findings and Recommendations
2020 and 2040 Service Delivery Options
There is sufficient employment and population density to support a network of coordinated service
with a mix of service delivery options. These options include local fixed route service (serving the
origin city only), intercity routes (operating between cities in the study corridor), and regional
(routes that travel between the corridor cities and major San Antonio activity centers). These
services could be coordinated with the planned Lone Star Rail (LSTAR) service. Figure ES.2 on page
VIA
VW*- 1 V7SXW
ES -6 shows the regional service concepts as well as the viable service options for the four cities.
Figure ES.3 on page ES -7 provides an overview of the viable service concept options by city followed
by additional detail about those specific options. There is sufficient demand to support the following:
Local Fixed Route Service
2020: New Braunfels (30- minute frequency), Seguin (30 to 60- minute frequency) and
Schertz (30 to 60- frequency)
2040: New Braunfels (15 to 30- minute frequency), Seguin (30- minute frequency), Cibolo
(30- minute frequency), and Schertz (30- minute frequency)
Intercity Routes
By 2020, there is sufficient demand to support two intercity routes:
• Route 1: Operating between Schertz /Cibolo and New Braunfels
• Route 2: Operating between Seguin and New Braunfels
By 2040, there is sufficient demand to support three intercity routes:
• Route 1: Operating between Schertz /Cibolo and Seguin
• Route 2: Operating between Schertz /Cibolo and New Braunfels
o Route 3: Operating between Seguin and New Braunfels
Regional Routes
By 2020, there is sufficient demand to support two regional routes:
o Route 1: Operating from New Braunfels, connecting in Schertz /Cibolo to the Great Airport
Area
o Route 2: Operating from New Braunfels, connecting in Schertz /Cibolo to the NE IH -35 &
IH -410 area continuing to Fort Sam Houston
By 2040, there is sufficient demand to support five regional routes:
o Route 1: Operating from New Braunfels, connecting in Schertz /Cibolo to the Stone Oak
area
• Route 2: Operating from New Braunfels, connecting in Schertz /Cibolo to the Rolling Oaks
a rea
• Route 3: Operating from New Braunfels, connecting in Schertz /Cibolo to the Great Airport
Area
• Route 4: Operating from New Braunfels, connecting in Schertz /Cibolo to the NE IH -35 &
IH -410 area continuing to Fort Sam Houston
• Route 5: Operating from Schertz /Cibolo to the Medical Center
Vision 2040 Long Range Plan
VIA* VSOV
Figure ES.2: Service Concepts
281
ROLLING
STONE OAKS
OAK
GREATER
AIRPORT' SCF
AREA
35
46
NEW BRAUNFELS,
CIBOLO
NE 1 -35 ;.
API L)
I--110
r
FOR T SAM
CBD HOUSTON 1604
87
?3
GUIN11
123
Vision 2040 Study Area
2040 Fixed Route Service Demand Potential Lone Star Rail
® Local Service (30 Minute Frequency)� Potential Lone Star Rail Stations
Local Service (15 to 30 Minute Frequency) _L Potential Lone Star Rail Alignment
Intercity Fixed Routes (30 Minute Frequency) T
Regonal Fixed Routes (30 Minute Frequency)
N
N 0 e
Source: HNTB, 2015.
VIA
VIA", VL90N
Figure ES.3: Potential Demand by Service Option
QQQQQ
Jurisdictions Timeframe VANPOOL DEMAND CIRCULATOR LOCAL FIXED INTERCITY REGIONAL
RESPONSE /FLEX ROUTE FIXED ROUTE FIXED ROUTE
Existing Yes Yes - - - -
New 2020 Increased Increased 2 routes (30) 2* routes 2* routes
Braunfels LOS LOS (30) (30)
2040 Increased Increased 1 route (15 -30) 2 *routes 4 *routes
LOS LOS (30) (30)
Existing Yes Yes - (60) - -
Seguin 2020 Increased Increased _ 1* route -
LOS LOS (30 60j (30)
2040 Increased Increased - (30) 2 *routes -
LOS LOS (30)
Existing Yes Yes - - - -
2020 Increased Increased 1 route - 1* route 2* routes
Cibolo LOS LOS
(30) (3U)
2040 Increased Increased - (30) 1* route 4* routes
LOS LOS (30) (30)
Existing Yes Yes - - - -
2020 Increased Increased _ 1* route 2* routes
Schertz LOS LOS (30 60)
(30) (30)
2040 Increased Increased _ (30) 1* route 4* routes
LOS LOS (30) (30)
*Routes shared between Northeast Region cities
Peak period headway (XX) in minutes
LOS = Level of Service (Increased vehicles, capacity, service hours)
Vanpool: Arrangement whereby commuters travel together in a multi - passenger van allowing employees
who live and work near one another to share a commute.
Demand Response: Transit service where passengers can request door -to -door or point -to -point
transportation. Commonly known as "paratransit" or "dial -a- ride."
Circulator /Flex: A public transportation hybrid service that offers a fixed route in addition to the
convenience of curbside service.
Fixed Routes (Local, Intercity, and Regional): Most common form of public transportation where routes
k have printed schedules and timetables, designated stops, where passengers board and alight, and the use
`11 of larger transit vehicles.
Source: HNTB, 2015.
Vision 2040 Long Range Plan
WA` WSKW
Fixed Route Service Operating Cost Estimates
Conceptual level operating costs were developed for local and intercity fixed route service as well as
regional commuter service. Annual operating cost estimates for a range of route lengths are shown
in Tables ES.1 and ES.2 below. For purpose of this exercise, an operating cost of $100.48 an hour
was assumed. These estimates are based on VIA's costs as identified in the 2013 National Transit
Database (NTD) and adjusted for inflation to 2015 costs. Fixed route operating costs include driver
wages and benefits, fuel, maintenance, and administrative support. For the local fixed route service,
a service span of 7:00 a.m. to 7:00 p.m. Monday through Friday was assumed, and the frequencies
listed in Table ES.1 were assumed for the full service span. For weekend service a 60- minute
frequency was assumed. These estimates do not include capital costs which include purchasing
vehicles. Communities may decide to contract service with VIA or another entity.
Table ES.I : Estimated Local Service Operating Cost
1 -5 Miles $440,000
60 minutes
6 -12 Miles $880,000
1 -2 Miles $440,000
3 -5 Miles $748,000
30 minutes
6 -8 Miles
$1,188,000
9 -12 Miles
$1,495,000
1 -2 Miles
$748,000
3 -4 Miles
$1,188,000
5 Miles
$1,495,000
15 minutes 6 -7 Miles
$1,935,000
8 Miles
$2,243,000
9 -10 Miles
$2,683,000
11 -12 Miles $2,990,000
*These estimates do not include capital costs which include purchasing vehicles.
Source: HNTB, 2015.
Commuter service is assumed to operate Monday through Friday during the morning and afternoon
peak periods (three -hour peak periods area assumed in the morning and afternoon) at 30- minute
frequencies. Because these are commuter trips, weekend service was not assumed.
VIA
'/1'
VIA`; VOON
Table ES.2: Estimated Intercity and Commuter Service Operating Cost
12 -15 Miles $307,000
16 -23 Miles $461,000
30 minutes 24 -32 Miles $615,000
33 -41 Miles $769,000
42 -50 Miles $922,000
Source: HNTB, 2015.
Vision 2040 Long Range Plan
V /A}� V ■.7f Vl�
Introduction
The Northeast Transit Service Study is part of the update of VIA Metropolitan Transit's (VIA) Long
Range Plan (LRP) - Vision 2040 - and details transportation demand and options for the cities of New
Braunfels, Seguin, Cibolo, and Schertz for the next 25 years. The Northeast Transit Service Study
fits within a larger set of activities used by VIA to identify public transit needs and develop solutions
for the eight- county San Antonio -New Braunfels Metropolitan Statistical Area (MSA). The study was
developed in close collaboration between VIA and the four cities included in the Northeast Region:
New Braunfels, Seguin, Cibolo and Schertz. Planning staff from the four cities were engaged through
combined and individual meetings over a one -year period. Public engagement for the Northeast
Region was conducted through the Vision 2040 planning process. VIA is conducting this study
recognizing the growing demand for transit services outside of their current service area. This report
details potential recommendations on service delivery, and tools to implement transit services and
create opportunities for transit - supportive land use.
Section 1 is a general overview of key components of transit operations: integration with land use
planning, service delivery options, and implementation tools. These discussions focus around transit
in general and can be applied to communities throughout the greater San Antonio region.
Chapter 1: Transit - Supportive Land Use
Public transit and rideshare are most effective in areas with compact and dense development
and a quality pedestrian environment. This chapter provides an overview of transit - supportive
land use principles and how they relate to improved efficiency and effectiveness of transit
service.
Chapter 2: Service Delivery Options
The overview of the transportation delivery options provides a basic understanding of the
various available service concepts that were used to analyze city- specific options in Section 2.
The overview provides the typical transportation services available, including a discussion of
typical application, opportunities and constraints, and a case study for each.
Chapter 3: Implementation Tools
This analysis identified implementation tools for the various concepts including funding
implications and how to address the institutional structure and governance.
Vision 2040 Long Range Plan
WSON
Section 2 is a detailed analysis of the Northeast Region, focused on the Cities of New Braunfels,
Seguin, Cibolo, and Schertz. This section reviews existing and future conditions in the four Northeast
Region cities, determines an assessment of transit demand, and makes high level recommendations
and cost estimates for future transit considerations.
Chapter 1: Existing and Future Conditions
The existing and future conditions analysis was based on a review of previous and active
studies and plans, data from the adopted Alamo Area Metropolitan Planning Organization
(AAMPO) regional model, and data collected from the cities of New Braunfels, Seguin, Cibolo
and Schertz that describes the transportation system, population and employment and
related issues in the Northeast Area.
Chapter 2: Transit Demand Assessment
The transit demand assessment focused on the demand for public transit in the years 2015,
2020 and 2040 for each of the cities of New Braunfels, Seguin, Cibolo and Schertz.
Additionally, demand was estimated for both intercity trips and regional trips in 2020 and
2040.
Chapter 3: City- Specific Service Delivery Options
This analysis included the identification of city- specific options that were based on the transit
demand assessment and characteristics of service delivery options.
Chapter 4: Stakeholder Engagement
The stakeholder engagement for the study included combined and individual meetings with
staff in the Northeast Region cities over a one -year period from the out -set through the
duration of the study.
Northeast Region
The cities of New Braunfels, Seguin, Cibolo and Schertz were added to the City of San Antonio
Urbanized Zone Area (UZA) based on the 2010 US Census and are part of the Northeast Region. The
boundaries of the Northeast Region are based on the Transportation Analysis Zones (TAZ) located in
and adjacent to the cities of New Braunfels, Seguin, Cibolo and Schertz, as shown in Figure 1 on the
following page.
VIA
Figure 1: Northeast Region
.. �..
�BANf7ERA
!rN E D 1 N A
LEGEND
Highways
Railroad
Water Bodies
City Limit
San Antonio MSA
Source: HNTB, 2015.
Vision 2040 Long Range Plan
KENDALL
BEXAR
Northeast Region
New Braunfels
Seguin
Cibolo
Schertz
ATA S C 0 SA
flr��i
NE
�.00
N
P
^J
VIA WSFON
j
Vision 2040 Study Area
N
A
D 2J
IrF V /A�,
`,\` Mgm
Section 1: Transit Planning
Considerations
Section 1 Chapter 1: Transit - Supportive Land Use
The Northeast Region is among the fastest growing areas in the greater San Antonio region. This
growth has been bolstered by an improved and expanded highway system. This growth also
provides the communities the opportunity to provide new services and amenities typically found in
more urban areas including access to public transit. To date, auto - centric suburban development
patterns have resulted in a relatively dispersed low- density land use pattern. This has resulted in
increasing public service and maintenance costs, and has limited the ability to efficiently provide
alternative transportation choices including public transit, rideshare options, and extensive bicycle
and pedestrian connections.
This chapter introduces `best practice" principles and strategies that can be applied to guide new
development and redevelopment, maximizing future transit support and synergy through thoughtful
planning and design. These strategies are not intended to replace existing local regulatory tools.
Rather, they are intended to supplement existing tools with a focus on how development can be
better configured to support future transit service in high priority transit service areas. Potential
planning principles are organized in the following general categories:
Land Use
Site Design
Connectivity
A description of each category and potential strategies are provided on the following pages.
Vision 2040 Long Range Plan
vi 4 ` WS K) N
Land Use
Development densities along planned transit corridors should support future transit service
aspirations. Increased residential densities at trip origins and employment densities at trip
destinations maximize the number of riders within walking distance of the service. Ideally a transit
corridor should average at least eight dwelling units per acre to support 30- minute fixed route
service. Higher frequency transit service requires greater densities, especially within one - quarter
mile within future transit stops /stations.
Compact mixed -use development is encouraged along transit corridors to maximize efficient transit
operations and to help facilitate convenient pedestrian and bicycle connections. Mixed -use
development can be vertical (within a single building) or horizontal (within a collection of buildings).
Mixed -use development is often associated with urban areas; however, mixed -use developments can
be scaled to fit within a suburban context. Key features of a mixed -use development include an
interconnected street grid, shared parking and convenient pedestrian and bicycle connections
between uses. The land use mix should be complementary to encourage trips via walking or
bicycling. If users have access to most of their daily activities along a single corridor, there will be
fewer occasions when they have to transfer between transit routes.
Ideally, a fixed -route transit corridor will connect a wide range of uses including, but not limited to,
residential, employment, services, shopping and entertainment within a short walk (within one -
quarter mile of a stop /station). Auto - oriented single -use developments such as drive - through
restaurants or banks, gas stations or car sales should be discouraged within one - quarter mile of
transit stops /stations because they interrupt the walkable environment.
Vision 2040 Long Range Plan
VIA" r lSN
Site Design
The physical location of buildings can encourage transit use, allow for efficient transit operations,
encourage pedestrian activity and greatly enhance an overall "sense of place." Along key transit
corridors, buildings should be oriented toward the primary street and have minimal setbacks to
maximize visibility and reduce walking distances. Large surface parking lots separate buildings from
the street making walking less convenient, and therefore should be located behind or beside
buildings and /or internal to the site. Plazas, courtyards and green space should be located in such a
way as to create a cohesive walkable environment in combination with the public sidewalk network.
Space should be allocated for future transit stops, as appropriate, in locations convenient for transit
operations, with safe and convenient pedestrian connections to adjacent buildings.
The architecture of buildings should be encouraged to include architectural details, pedestrian scale
signage, window displays, and views from the sidewalk of indoor activities. Downtown New Braunfels
provides a local example of how architecture and streetscape design can be used to create a
pleasant pedestrian environment. Many of Downtown New Braunfels buildings contain pedestrian -
friendly features such as awnings, articulated facades and street -front display windows providing a
pedestrian - friendly scale. These principles can be extended to future transit corridors and can be in
the form of design guidelines that can be part of a corridor or area plan. These plans act as a guide
for planners, public officials, planning commissioners, developers and the public in evaluating new
developments within defined transit corridors.
VIA'*,
I.I."
vir Y /SKN
Connections
An interconnected street grid is encouraged within new developments adjacent to transit corridors as
it disperses traffic rather than concentrating it on arterial roads, and encourages walking and
bicycling. The benefits of an interconnected grid include reducing vehicular congestion along arterial
roads and providing multiple convenient route choices for all modes. A dispersed traffic pattern and
direct connections between developments and activity centers make walking and biking more
attractive. For transit, increased pedestrian and bicycle connectivity /mobility means widening the
impact area that can be served by a transit stop.
Within suburban locations, pedestrian access between subdivisions and arterials must be convenient
if residents are to be encouraged to use transit. In some suburban neighborhoods, subdivisions are
often disconnected or include cul -de -sacs. Such development patterns reduce through traffic on local
streets, but at the expense of increasing the distance a pedestrian must walk to reach adjacent
neighborhoods to the nearest arterial street.
Sidewalks along and perpendicular to transit corridors should provide comfortable pedestrian
environment. This environment should include a buffer between the sidewalk and the street. The
buffer could include a landscaped parkway, street trees, a bicycle lane and /or on- street parking.
The area between the sidewalk and adjacent development should include an amenity zone with
pedestrian lighting, benches, waste receptacles, wayfinding elements, etc. Bicycle accommodations
should include dedicated bicycle lanes or parallel off - street paths, as appropriate. In addition, secure
bicycle parking should be available at key destinations, and should be as close to building entrances
and transit stops as possible.
Vision 2040 Long Range Plan
VIA `' ` VOON
Next Steps
The transit - supportive land use strategies were developed for the Northeast Region but could apply
to any community in the greater San Antonio region. Planners, property owners, developers,
architects and engineers should apply these principles as appropriate during all stages of the
development process, from the initial planning stages through to the design and review of proposals.
To be effective, transit - supportive policies should be defined, adopted and enforced consistently
throughout transit service areas or future transit service areas. In addition, strategic changes to
development regulations, and in some cases incentives, may be necessary to encourage transit -
supportive uses. Ideally, these strategies should be codified and consistently applied throughout the
transit service area to realize transit - supportive development patterns.
VIA developed a Transit - Supportive Land Use Toolkit that includes best practices, recommendations
and implementation steps. The Toolkit was finalized in September 2014 and was developed in close
collaboration with local partners in land development.
http: / /www. viavision204O. comlwp- content /uploads /2015/04/2014- Transit - Supportive- Land -Use-
Toolkit. o
The Toolkit should be used as a resource in development local plans land use policies, plans and
practice as described in this chapter and includes the following information:
Section 1.0 provides the characteristics of transit - supportive land use that could assist the
study cities in developing transit - supportive land use policies, plans and practice.
Section 2.0 summarizes recommended actions that the study cities can undertake in the
short -term and long -term to create more transit - supportive land use patterns.
Section 3.0 deals with the overall policy and regulatory framework for implementing transit -
supportive land use, starting with regional planning and proceeding to the municipal corridor,
and neighborhood scales.
Section 4.0 describes the transit - supportive plan and code elements and focuses on the basic
elements that include transit facilities, pedestrian- supportive design, transit - supportive
density, a mixed -use environment, and parking.
Section 5.0 describes other implementation tools to help create transit - supportive land use
that include the site plan /project permitting /review process; financial tools and incentives;
institutional relationships, partnerships, and management of the development process;
infrastructure investment; land banking and assembly; and measuring success.
VIA
V /A- WSKW
Section 1 Chapter 2: Service Delivery Options
A basic understanding of the various available service concepts is necessary in order to analyze
transportation service concepts for the Northeast Region. The following section provides an overview
of the typical transportation services available, including a discussion of typical applications,
opportunities and constraints, and a case study for each service. All of these service concepts were
analyzed for viability as part of the Northeast Transit Service Study.
Park & Ride Facilities
Park & ride facilities are convenient locations along or near primary commuting corridors to park
private vehicles and connect to some form of public or private transportation which may include
vanpools, carpools, and public transit service, or typically express bus service. Park & ride facilities
can be established within a short timeframe, and in many cases with minimal capital investment.
Typical Application
Park & ride facilities allow commuters and other people headed to the city centers to leave their
vehicles and transfer to a bus, rail system, or carpool for the remainder of the trip. The vehicle is left
in the park & ride lot during the day and retrieved when the owner returns. Park & rides are
generally located in the outskirts of metropolitan areas or on the outer edges of large cities where
they can intercept commuters before they reach the more congested part of the urban area.
Case Study
VIA currently has eight park & ride
facilities located within the service
area, including the Crossroads, Ellis
Alley, Elmendorf, Randolph Blvd.,
University, Parkhills, Blossom, and
SeaWorld park & ride facilities. VIA
is also proposing four new park &
ride facilities to be located at the
southwest corner of Stone Oak
Parkway and US 281 (Stone Oak
Park & Ride), the Rolling Oaks Mall
(Northeast Park & Ride), Loop 1604
and Alamo Ranch (151 Park & Ride),
and IH 10 and Dietz Elkhorn (I -10
Park & Ride).
Vision 2040 Long Range Plan
VIA Special Event Bus at Crossroads Park & Ride
Source: VIA Metropolitan Transit, 2015.
VIA*, VEM
Park & rides are available with free parking for VIA riders and offer lighted and secured parking
during bus operating hours. Some of the park & rides have information centers with bus schedules,
restrooms, vending machines and staff to assist customers. The park & rides are used by commuters
going to work, by other riders transferring from one route to another and for special event service to
many San Antonio events that include concerts, Fiesta, Texas Folklife Festival, and Spurs games.
The number of available parking spaces varies between locations, ranging from 30 to 500 parking
spaces.
Carpool
Carpooling is an arrangement between two or more people to make a regular commute in a single
vehicle. A formal carpool program is a natural element of a commuter transportation program and
carpool programs can be found throughout the United States and around the world.
Typical Application
Carpooling can range from a small group of friends or coworkers coordinating schedules with pickup
at each individual's respective house for a shared ride to and from work, to larger groups that
coordinate through websites and phone applications who meet at park & ride facilities or other public
parking locations for shared rides to and from work. NuRide.com is an example of one of these
carpooling websites. NuRide is available in the San Antonio area and is supported by the Alamo Area
Council of Governments (AACOG) https: / /www.aacoci.com /index.aspx ?NID =105. VIA Vanpool has
partnered with Zimride ( https : / /www.zimride.com /viavanpool /) to help users find rides. These
services are available for use today for potential users throughout the region.
Opportunities & Constraints
Carpooling inherently reduces each person's travel costs, including fuel costs and tolls as well as the
stress of driving. Cities and transportation agencies often encourage carpooling, especially during
periods of poor air quality or high fuel prices. A carpool program can be implemented less
expensively than other programs and is typically recommended because of its ease of
implementation and cost effectiveness. One key opportunity is that carpools can use High -
Occupancy Vehicle (HOV) lanes and thereby minimize or avoid highway congestion.
The major constraint associated with carpooling is the need for coordination prior to implementation
of a carpooling program. Some commuters may feel that carpooling will limit their personal flexibility
during the commute or break hours as they may not have immediate access to a vehicle or other
mode of transportation. However, even this constraint can be overcome with the implementation of
programs to assure people of access to alternate transportation in the event of emergency. Such
programs vary from community to community, but are often referred to as "Guaranteed Ride Home"
programs (GRH).
VIA
I/
VOA`' WSFON
Case Study
NuRide is a free carpooling website that is supported by
AACOG. The website allows users to enter their trip origin and i
destination in order to find ride -share matches in select parts nunde
of the United States that includes the San Antonio region.
Depending on the user's inputs, the website finds potential
matches and provides contact information to set up the
carpool. NuRide commuters who have to take a taxi ride home Source: www.nuride.com, 2016.
from work due to an emergency are reimbursed by AACOG.
Participants who record their carpooling trips through NuRide also receive rewards for taking a
greener ride. Rewards include restaurant coupons, retailer discounts, and tickets to shows and
attractions. The service was launched in San Antonio in 2008 and currently has about 12,000
participants in the San Antonio area. For further information, visit:
https : / /www.aacog.com /index.aspx ?NID =105.
Vanpool
Vanpooling is an arrangement whereby commuters travel
together in a multi - passenger van. VIA currently operates
over 200 vanpools and provides service to any destination
as long as trips start or end within Bexar County.
Vanpooling allows groups of employees who live and work
near one another to share a commute. In some cases,
employers may provide the vans or subsidize the cost and
maintenance of the vans. In other cases, the employees
may pool their resources to share in the cost of the van.
Vanpool programs benefit employees who may not have
alternative reliable transportation, while enabling the
employer to attract employees who might not otherwise
have access to the employer's worksite.
Typical Application
VIA Metropolitan Transit Vanpool
Source: VIA Metropolitan Transit, 2015
Vanpooling is similar to carpooling albeit with the use of larger vans that are typically subsidized to
some extent by employers or various government agencies rather than the use of private
automobiles that are maintained completely by the individual owner. A public vanpool program can
take different forms. The vanpool program could be operated by an existing transit service operator
or other agency eligible to receive federal and state funding. Many transit agencies provide vanpool
programs where the agency provides the vehicles for use in the vanpool program and subsidizes a
portion of the cost and maintenance.
Vision 2040 Long Range Plan
Way-
Opportunities & Constraints
The benefits of vanpools are a significant savings for the employee, providing a dedicated means of
transportation to work, reducing parking needs for the employer, and relieving congestion on roads.
The major constraint associated with vanpooling is the same as carpooling, in that there is a need
for extensive coordination prior to implementation of a vanpooling program. Similar to carpooling
programs, vanpools are eligible to travel in HOV lanes.
Federal and state capital funds can be used for vehicle acquisition thereby helping to lower the
overall cost of a vanpool program. The program requires administrative and management support to
handle responsibilities such as vehicle acquisition, defining program policies and procedures, training
drivers, assisting in ride - matching and program accounting. Alternatively, many agencies contract
with a private firm such as vRide to handle all operational aspects of the program. vRide is the
largest private vanpool firm in the United States with over 6,500 vans currently operating as part of
a vanpool program all across the country.
It is possible for user fees to cover all program costs. In practice user fees would be set to achieve
program policies regarding cost recovery. Typically, agency- operated programs cover some costs
through grants or local transit funding. Operating costs typically are in the range of $10,000 to
$12,000 per vanpool, although program costs vary widely. The capital cost of the vans is either
realized as an outright purchase cost, or a lease cost.
Case Study
VIA Metropolitan Transit has a well - established vanpool program that allows passengers to share a
ride to work and split the cost of van rental and fuel. Vans are available in 7, 12, or 15 passenger
models. The driver of the van rides free in exchange for maintaining the van, keeping a daily log of
mileage, and organizing group finances. The cost per person per month ranges from $50 to $150
depending on the number of riders, commute distance, and size of van. This cost includes the VIA
subsidy discount ($20 per person per month). Participation in the VIA vanpool service includes a
GRH option. The GRH service provides a free ride home when unexpected emergencies arise for
riders who commute via carpool, vanpool, use transit, walk or at least twice per week.
VIA's vanpool program began in 2004 and has seen continued growth in the operating number of
vanpools. As of 2011, Schertz the largest number of originating vanpools with the majority traveling
to Fort Sam Houston and Port San Anton io /Lackland. In 2011, the average vanpool carried seven
passengers and the total count of vanpools in operation was just under 100.
Subscription Public Bus
A subscription bus service is tailored to the commuter needs of a specific locale or even a single
employer. In concept the service works similar to a vanpool except the vehicle is larger, usually a
small to medium size bus, and the driver is a professional rather than one of the commuters.
Subscription bus service benefits employees by providing a regular, economical means of
transportation while potentially accessing labor markets that might not otherwise be available to
them.
VI
/`
Typical Application
The design and operation of a subscription bus is flexible. The route can be designed to access the
largest number of employees; a park &ride lot, or transit station is typically used as a collection
point. The service can be limited to employees of a single company, or can be open to the public,
serving multiple employers.
Case Study
Many subscription bus services around the United
States are associated with large military facilities
that employ large numbers of civilian staff. An
example of this is the Central Maryland Regional
Transit (CMRT) subscription bus service to Fort
Meade. The CMRT began running the subscription
bus service on February 1, 2011, offering an
alternative commuting option for staff members at
the military facility. The subscription bus service
consists of three separate routes serving Fort Meade,
including along IH 95, IH 66, and Waldorf. The
service has two to four intermediate stops,
depending on the specific route, before traveling
directly to Fort Meade. These three routes originate
from locations that were based on preferences
identified in several surveys of the workforce.
CMRT Subscription Bus Service (Maryland)
Source: Central Maryland Regional Transit, 2015.
Through this subscription bus service, commuters have a guaranteed spot on a 55 -seat coach bus
equipped with wireless Internet access and restrooms (on the IH 95 route). To access subscription
bus service, passengers must agree to utilize the service through the purchase of 10 rides or
monthly passes. The cost to ride ranges from $390 to $430 a month; however, Mass Transit Fringe
Benefits can be applied, lowering the out -of- pocket cost to $145 to $185 for those who are eligible.
Subscription bus riders are also eligible for the GRH program, intended to offer aback -up ride home
for commuters when unexpected emergencies arise that requires the individual to return home. The
GRH program provides a free ride for riders who commute via transit at least twice a week and
commuters can take advantage of the GRH up to four times per year.
Traditional Fixed Route Service
With fixed route service vehicles run on regular, pre- designated, pre - scheduled routes, with no
deviation. Typically, fixed route service is characterized by features such as printed schedules or
timetables, designated bus stops where passengers board and alight and the use of larger transit
vehicles.
Vision 2040 Long Range Plan
YM% r ISIM
Typical Application
Traditional fixed route service is the most common form of public transportation bus service
throughout the United States, and is used to transport large numbers of people in urban areas, or to
and from the suburbs to major employment and other activity centers. Local, fixed route service
provides access to many stops along a route, even at the block level, and is designed to provide a
high degree of access, albeit at the expense of travel speed.
Fixed route bus service can operate at a local level, regional scope, statewide or even across the
country. Each application utilizes different infrastructure as local bus service operates within a small
jurisdiction, intercity bus service operates along main corridors and arterials, and regional service
utilizes state highway corridors and infrastructure.
Case Study
VIA currently operates more than 500 buses, seven days a week, from 4 a.m. to 1 a.m., serving
7,080 bus stops along 91 bus lines. VIA routes are divided into five service categories: frequent,
metro, express, limited stop, and downtown circulator. Of those 91 routes, 79 are local bus routes
with numerous stops associated with each route. Total ridership for the fixed route bus system was
42,537,478 trips in 2013 -2014, with a weekday average of 132,178 trips per day.
A variety of bus technologies and sizes are
used in the VIA system, including diesel
buses (currently the most predominantly
used bus in the system), compressed natural
gas buses, diesel - electric hybrid buses,
electric buses, and rubber -tired streetcars.
The diesel buses are typically 40 -foot long
vehicles that have a low -floor design and a
retractable ramp for wheelchair access. The
VIA Primo BRT vehicles are 60 -foot long with
an articulation in the middle and are designed
to hold more passengers while looking more
VIA Express Bus in San Antonio, TX
like a light rail vehicle. All of VIA's buses are Source: VIA Metropolitan Transit. 2015.
also equipped with an automated vehicle
location and secure voice communication system allowing VIA to provide better reliability by making
adjustments for delays, overloading, or unforeseen occurrences.
Commuter Bus Service
Commuter bus service typically uses larger transit vehicles to carry riders to and from work within a
metropolitan region. Commuter buses make fewer intermediate stops and operate in mixed traffic on
highways and sometimes in HOV or managed lanes.
V/A
VIA -"- WSON
Typical Application
Commuter bus service is typically used for travel between the outskirts of a central city and between
suburbs and the central city. Commuter buses typically pick up passengers at major transit hubs or
park & ride facilities, making multiple stops within close proximity near termini with at least 5 -25
miles of non -stop service in between.
Case Study
Houston METRO provides commuter park
& ride bus service that serves riders who
work downtown and live in outlying
residential neighborhoods in the city of
Houston, as well as several suburbs,
where park & ride facilities are located.
During rush hour, each park & ride lot has
its own route to reduce overcrowding,
leading to multiple routes serving the
same freeway. Midday, this type of service Source: Metropolitan Transit Authority of Harris County, 2015.
is combined to a single route serving
multiple park & ride facilities. Most of these routes travel in the HOV lane of a freeway during
commute hours. METRO was a national pioneer in providing this type of service on over 120 miles of
HOV lanes.
METRO Commuter Bus in Houston, TX
The routes are designed to provide commuter service; therefore, the majority of these routes only
operate on standard work days (Monday- Friday) and provide the most frequent level of service at
peak commute times (6:00 a.m. to 9:00 a.m. and 4:00 p.m. to 7:00 p.m.) while providing less
frequent service, if any, on the off - hours. The Metro Commuter routes typically travel on major
freeways and arterials (e.g., IH -10, IH -45, etc.) in order to take advantage of the higher travel
speeds, while providing access to major employment and activity centers in the region, primarily
downtown Houston.
Demand Response Service
Demand response service sometimes referred to paratransit service or "dial -a- ride" is defined as
transit service where individual passengers request door -to -door or point -to -point transportation
from a specific location to another specific location at a certain time. These services usually require
advance reservations. The Federal Transit Administration (FTA) defines a "demand response system"
as, one where passenger trips are generated by calls from passengers or their agents to the transit
operator, who then dispatches a vehicle to pick the passengers up and transport them to their
destinations. Demand response services are often only available to people with mobility limitations.
Additionally, small buses, large vans, and minivans are typically used for the demand response
service. Demand response service is a particularly viable alternative in communities with low density
populations that cannot effectively support regular fixed route transportation.
Vision 2040 Long Range Plan
VJA'4 � V L9 W
Typical Application
A demand response operation is typically characterized by the following:
The vehicles do not operate over a fixed route or on a fixed schedule with some exceptions to
meet special needs on a temporary basis.
Typically, the vehicle may be dispatched to pick up several passengers at different pick -up points
before taking them to their respective destinations and may even be interrupted en route to
these destinations to pick up other passengers.
The following types of operations fall under the above definitions provided they are not on a
scheduled fixed route basis:
Many origins — many destinations -- The typical operation described above.
Many origins — one destination -- A pre- arranged persons with disabilities or senior citizen
operation which picks up the passengers at their homes and takes them to a shopping or
recreation center.
One origin — many destinations -- A vehicle meets a commuter train, picks up the passengers,
and drives them to their homes.
One origin — one destination -- A group of senior citizens is transported from a nursing home to a
recreation center and returned.
Opportunities & Constraints
By providing true door -to -door service, demand response operations provide the highest level of
access of any of the available transit service concepts. Many times this high level of access is vitally
important for the rider, who is typically elderly or disabled, as the trip would not be possible for
them without true door -to -door service. In this way, demand response service can serve as an
important social service for many communities.
The largest constraint is the cost associated with the service. From a per passenger standpoint,
demand response service usually has the highest cost by far compared to the other transit service
concepts. This is due to the fact that these vehicles usually have very low ridership, sometimes
providing transportation for as few as one or two people at a time, while serving diverse locations
around the service area. Additionally, a high percentage of demand response riders are located in
the suburbs or more rural areas resulting in longer distances traveled between pick -up and drop -off
points. It should be noted that demand response service is usually seen as, but not necessarily a
social service that provides regional access to individuals who would otherwise have no other
transportation option available.
Case Study
AACOG currently offers demand response transportation service, Alamo Regional Transit (ART) for
all residents in 12 rural counties in the San Antonio area that include Atacosa, Bandera, Comal, Frio,
Gillespie, Guadalupe, Karnes, Kendall, Kerr, McMullen, Medina, and Wilson counties. Service to and
from Bexar County and San Antonio is also provided. ART provides advance registration curb -to -curb
public transportation and their service priority is senior citizens, low- income families, persons with
VIA
_ r
way WSF0N
disabilities, and veterans. "Curb -to- curb" means that the vehicle will pick -up customers at the curb
of the pick -up address and drop -off customers at the burn of the drop -off address. Customers that
need door -to -door service can let AACOG know so additional mobility assistance can be provided.
The fares for ART's services are based on pick -up and drop -off points and varies as follows: One way
in town is $2.00, One way out of town but is the same county is $6.00, one way to one county over
is $8.00, and one way to two or more counties over is $12.00. Customers who have questions about
ART service can call (866) 889 -7433. For reservations and further information, visit
https: / /www.aacog.com /index.aspx ?nid =67.
Source: Alamo Area Council of Governments 2015 Annual Report, 2015.
Flexible -Route Circulation Service
Flexible -Route Circulation Service, typically referred to as simply "flex service" is a hybrid service
offering the advantages of a fixed route plus the convenience of curbside service. Flex routes
typically use smaller buses because ridership is typically lower than standard fixed route service and
the smaller vehicles are more maneuverable in residential neighborhoods.
Typical Application
Flex routes are typically implemented in suburban or lower density locations that contain substantial
employment or other medium to large activity centers but do not warrant a standard fixed route
service due to low ridership thresholds. In these instances, a flex route service can be implemented
fairly easily that provides several pre- determined stops while allowing riders to call ahead (usually at
least 24 hours' notice is required) and request a deviation from the standard route to a specific drop-
off location.
Flex routes usually have a set geographic area in which the route will deviate in order to avoid major
deviations that would impede adherence to the predetermined route schedule.
Opportunities & Constraints
Flex routes provide a significant opportunity for transit agencies to serve areas previously identified
as not meeting the necessary ridership thresholds to provide a traditional fixed route service but
appear to have some need for transit service. As indicated by the name of the service concept, "flex"
Vision 2040 Long Range Plan
service is a very flexible service concept that allows the buses to deviate from the regular route in
order to increase access within the Northeast Region. The service also allows a transit agency to test
a new market and determine the viability of transit within a corridor without investing the more
substantial infrastructure associated with a standard fixed route service.
Much like demand response or demand response service, the major constraint associated with flex
service is the cost to provide the service. Due to the fact that these routes typically have low
ridership, the cost per passenger is usually very high compared to standard fixed route service.
Case Study
DART currently operates six FLEX routes. These routes serve suburban areas including areas within
the cities of Irving, Rowlett, and Plano and provide access to specific employment corridors including
the "telecom corridor" in Richardson which is an area with a high concentration of telecommunication
firms as well as other major employers.
The FLEX routes charge a DART local fare for boardings at bus stops and for trips that begin or end
away from the local or fixed route. FLEX requests will be limited to the designated FLEX zone which
is typically no more than a half -mile deviation from the fixed route. Reservation requests must be
made at least 24 hours prior to the desired trip but can be made up to seven days in advance. Walk-
up requests used to be accepted but due to policy changes are no longer accepted. Additionally,
approval of requests are not guaranteed as approval is based on specific ridership, traffic and timing
of other requests.
In 2014, average weekday ridership ranged from 77 to 270 on DART's six FLEX routes. Half of the
FLEX routes lost ridership between 2012 and 2014 while the other half gained ridership. Both
ridership losses and gains were modest.
VIA'
Bicycle & Pedestrian Improvements
As described in the transit - supportive land use chapter, a
quality pedestrian and bicycle environment is critical to the
success of transit service. Transit works best in situations
where the user is dropped off by the transit service at a
reasonable distance from their home or final destination,
typically up to 1/2 mile by foot or a mile or two by bicycle.
Distance is not the only factor for the transit user. Arguably
more important than distance is the quality of the bicycle
and /or pedestrian facilities available to the transit user. If
these facilities (e.g. sidewalks, trails, etc.) are maintained,
well - lighted, and adequate separation is made between the
bicycle /pedestrian facility and adjacent roadway(s), then
transit users are more willing to walk or bike the first /last
mile (or even longer distances).
First & Last Mile Connectivity
"First mile" and "last mile" connections describe transit
users' options for getting from their home to the transit
service or from a transit stop to their final destination. There
is a growing understanding among transportation planners of
the importance of the first mile /last mile connection and its
impact on ridership. First mile /last mile connections have
historically been completed on foot or by bicycle; however,
recent innovations such as Uber and Lyft and carsharing
programs have begun to fill the first mile /last mile gap,
increasing the options for transit users. All of these are
discussed in detail below.
Taxi, Uber & Lyft
VOA- VISPIM
Taxi providers could potentially contract to provide public
transportation services and can help fill a gap in services including but not limited to after - hours,
emergencies and GRH accommodations. Rates will vary by provider. As of September 2015, the
typical rate in the San Antonio area included a $2.50 pick -up fee and $2.60 per mile. Special rates
apply for out -of -town service. Generally, most taxi companies provide service 24 hours a day seven
days a week. Similar to carsharing, taxi service is ideal for users who need occasional transportation
such as trips to the airport, appointments, errands, etc.
Uber and Lyft are two relatively new transportation services in comparison to the other
transportation service concepts discussed in this chapter. Uber and Lyft share very similar business
models. Both services provide a mobile -phone application that facilitates peer -to -peer ridesharing by
Vision 2040 Long Range Plan
V /A`° WSION -
connecting passengers who need a ride with drivers who have a car. Both Uber and Lyft are
transportation network companies who provide a service to connect riders with drivers who use their
own cars to pick up passengers while working flexible schedules. Although now under legal debate,
the companies themselves do not consider the drivers to be employees. Lyft operates in about 65 US
cities, with plans to expand domestically and internationally, while Uber service is available in 58
countries and 300 cities worldwide.
The cost to ride Uber or Lyft varies from city to city. Generally, rides cost $1 to start, $1.50 per mile
and $ 0.25 per minute. The rule of thumb cost is about $2 per mile, which in most markets, is
approximately 20 to 30 percent less expensive than taking a traditional taxi cab service. Prices vary
dramatically based on the location and time of the ride request. At high- demand locations and times,
the cost of a ride can increase significantly. For Lyft, the prime time can increase the cost of a ride
by 200 percent while the surge pricing for Uber can increase the cost by seven or eight times the
initial price.
In August 2014, Uber announced a new carpooling service called
UberPool, after a beta testing phase in the San Francisco Bay Area.
go UberPool matches riders with another rider who is traveling in the same
direction and the riders split the cost of the trip. If a match cannot be
MMMOMW
found, riders are offered a discount on a regular Uber trip. In December
U B E R 2014, Uber expanded the UberPool concept to New York City and
UberPool is now available in Los Angeles and Boston as well.
Meanwhile, Lyft has launched Lyft Line which is Lyft's version of
Em UberPool. Lyft Line is currently available in five cities in the United
States, including San Francisco, New York, Los Angeles, Austin, and
'9 Boston. Uber and Lyft both estimate that these pooling services can
reduce the cost of a ride by 20 to 50 percent compared to their
standard rides. These pooled rides are continuing to grow as a
percentage of their overall rides provided and both are looking at
planning expansion into additional cities.
While Uber and Lyft have both become established transportation service concepts that are
continuing to grow and expand into other markets throughout the United States and around the
world, there has been growing friction between standard taxi providers, some municipalities, and
Uber and Lyft. Some cities, including San Antonio, have passed regulations requiring stricter
background checks on drivers as well as banning the pick -up of passengers by Uber and Lyft at
regional airports. In some cases, these regulations resulted in Uber and Lyft discontinuing service in
the city, as was the case for San Antonio. Uber and Lyft have since negotiated compromises with
San Antonio and they are now providing service in the city.
VIA'*-
f
VOA- WS K) N
Bridj & Chariot
Bridj and Chariot are both private companies launched in 2014 that provide a network of express
shuttles that provide efficient and flexible "data- driven" shared rides for customers. Bridj currently
serves the Washington D.C. and greater Boston areas, while Chariot currently only serves the city of
San Francisco. Both have plans for rapid expansion into other major US markets.
Bridj provides a mobile -phone application that facilitates ridesharing by
identifying passengers who are located within a defined service area and are
BRIDI
traveling to another defined service area. Bridj uses larger express shuttles
instead of personal automobiles (as Uber and Lyft do), only operates within a
defined service area, and has few, or no, intermediate stops. In this way, Bridj
is essentially a hybrid of the FLEX and express bus service concepts discussed
earlier in the chapter.
Riders use their mobile -phone application to select pick -up and drop -off points, select the trip that
best meets their needs, purchase the trip "in -app" and then walk to the Bridj- identified pick -up
location. Riders can book days or minutes in advance. Each Bridj shuttle seats up to 14 passengers
and all rides are shared, but all passengers are guaranteed a seat. Bridj uses proprietary algorithms
to optimize pick -ups, drop -offs, and routing based on real -time demand. Bridj uses proprietary
technology to monitor traffic and adjust the route as needed and it offers free Wi -Fi and fewer
intermediate stops (similar to express bus service). Riders pay approximately $5 to $6 per ride.
Chariot operates similar 15 -seat passenger vans but differs in that it
operates along fixed routes and only during morning and evening commute
hours, Monday through Friday. As of September 2015, the company
operated seven routes in the city of San Francisco. New routes are
determined based on demographic information and crowd - sourced data,
meaning that as a growing number of riders request similar routes, new
fixed routes are added to the service once a pre- determined threshold in
number of potential riders is crossed.
Vision 2040 Long Range Plan
NG4� V1
Source: boston.com. Source: Bloomberg News.
Despite an obvious overlap in service provided by Uber, Lyft, Bridj, and traditional public transit,
transit agencies are finding innovative ways to co -exist and partner with these competitors that is
beneficial for all parties involved. An issue that transit agencies regularly struggle with is providing
the first mile /last mile connection for many of their transit riders, as discussed in detail later in this
chapter.
By partnering with Uber, Lyft, Bridj, or Chariot, transit agencies can use these services to fill the first
mile /last mile connection "gap" which makes existing transit service more viable for a larger pool of
people while introducing these people to the benefits of the Uber /Lyft /Bridj /Chariot service. The
partnership can also help transit agencies provide late -night rides and supplement GRH programs
which can free the agency to focus on more traditional higher ridership and established routes. In
some instances, such as DART in Dallas and MARTA in Atlanta, the transit agency may even link
Uber, Lyft, Bridj, or Chariot within their existing mobile -phone ticket application and allow riders to
purchase rides from one of these providers as well.
These types of non - traditional services may offer cost effective transit solutions in low density areas
such as the cities in the Northeast Region. In partnership with public transit providers, such services
can provide the critical first /last mile link that can make transit viable.
Carsharing
Carsharing is a model of car rental where people rent cars for short periods of time, often by the
hour. There are numerous carsharing programs around the US and the world, with ZipCar and
Car2Go as the most well -known carsharing companies. Carsharing is generally attractive to
customers who make only occasional use of a vehicle, as well as others who would like occasional
access to a vehicle of a different type than they use day -to -day. There is a natural synergy between
transit and carsharing programs that can result in enhanced convenience for other users, thus
making transit services more attractive. Carshare services now exist in most major metropolitan
areas.
Implementation of First & Last Mile Solutions
The implementation of successful first /last mile solutions
to support transit investments requires an integrated
analysis and understanding of existing land uses. Land
use and zoning plans should be reviewed and re-
evaluated with an end goal of enhancing the transit -
supportive nature of the surrounding development.
Ultimately, the success of a transit investment and
first /last mile connections is directly linked to the
integration of transit - supportive land uses within the
corridor, as discussed in Section 1 Chapter 1.
- V/A VOON
Implementation of different first /last mile solutions vary in complexity. While some of these
first /last mile solutions require little or no planning or investment from the host jurisdiction, others
require substantial planning, coordination, and investment. For example, Uber is responsible for all
costs, planning, and logistics associated with implementing Uber service in a new jurisdiction, with
the host jurisdiction only being responsible for ensuring that peer -to -peer ridesharing is legal within
the jurisdiction. Implementing bike lanes requires significant planning, coordination, and investment
from the city or jurisdiction.
Therefore, first /last mile solutions vary significantly in terms of cost and complexity and there is no
"one solution fits all" in terms of implementation strategy. Rather, each city /jurisdiction needs to
evaluate their specific needs and their community desires, and implement the solution or solutions
that are most appropriate for their specific community. However, no matter the solution(s)
identified, conducting land use, transit, and first /last mile planning concurrently and re- evaluating
these areas a regular basis is the key to implementing successful transit service and successful
first /last mile connections.
Vision 2040 Long Range Plan
VIA
Source: boston.com. Source: Bloomberg News.
Despite an obvious overlap in service provided by Uber, Lyft, Bridj, and traditional public transit,
transit agencies are finding innovative ways to co -exist and partner with these competitors that is
beneficial for all parties involved. An issue that transit agencies regularly struggle with is providing
the first mile /last mile connection for many of their transit riders, as discussed in detail later in this
chapter.
By partnering with Uber, Lyft, Bridj, or Chariot, transit agencies can use these services to fill the first
mile /last mile connection "gap" which makes existing transit service more viable for a larger pool of
people while introducing these people to the benefits of the Uber /Lyft /Bridj /Chariot service. The
partnership can also help transit agencies provide late -night rides and supplement GRH programs
which can free the agency to focus on more traditional higher ridership and established routes. In
some instances, such as DART in Dallas and MARTA in Atlanta, the transit agency may even link
Uber, Lyft, Bridj, or Chariot within their existing mobile -phone ticket application and allow riders to
purchase rides from one of these providers as well.
These types of non - traditional services may offer cost effective transit solutions in low density areas
such as the cities in the Northeast Region. In partnership with public transit providers, such services
can provide the critical first /last mile link that can make transit viable.
Carsharing
Carsharing is a model of car rental where people rent cars for short periods of time, often by the
hour. There are numerous carsharing programs around the US and the world, with ZipCar and
Car2Go as the most well -known carsharing companies. Carsharing is generally attractive to
customers who make only occasional use of a vehicle, as well as others who would like occasional
access to a vehicle of a different type than they use day -to -day. There is a natural synergy between
transit and carsharing programs that can result in enhanced convenience for other users, thus
making transit services more attractive. Carshare services now exist in most major metropolitan
areas.
FWil -0
Implementation of First & Last Mile Solutions
The implementation of successful first /last mile solutions
to support transit investments requires an integrated
analysis and understanding of existing land uses. Land
use and zoning plans should be reviewed and re-
evaluated with an end goal of enhancing the transit -
supportive nature of the surrounding development.
Ultimately, the success of a transit investment and
first /last mile connections is directly linked to the
integration of transit - supportive land uses within the
corridor, as discussed in Section 1 Chapter 1.
V/A r /SFON
Implementation of different first /last mile solutions vary in complexity. While some of these
first /last mile solutions require little or no planning or investment from the host jurisdiction, others
require substantial planning, coordination, and investment. For example, Uber is responsible for all
costs, planning, and logistics associated with implementing Uber service in a new jurisdiction, with
the host jurisdiction only being responsible for ensuring that peer -to -peer ridesharing is legal within
the jurisdiction. Implementing bike lanes requires significant planning, coordination, and investment
from the city or jurisdiction.
Therefore, first /last mile solutions vary significantly in terms of cost and complexity and there is no
%None solution fits all" in terms of implementation strategy. Rather, each city /jurisdiction needs to
evaluate their specific needs and their community desires, and implement the solution or solutions
that are most appropriate for their specific community. However, no matter the solution(s)
identified, conducting land use, transit, and first /last mile planning concurrently and re- evaluating
these areas a regular basis is the key to implementing successful transit service and successful
first /last mile connections.
Vision 2040 Long Range Plan
„via ` SION
e
Section 1 Chapter 3: Implementation Tools
The rapid growth in population and employment within the Northeast Region has been well
documented throughout this report. There is general recognition that future travel needs will require
solutions that include public transit services, requiring a more significant commitment to funding for
operations as well as capital cost to implement. Options for operating, financing, managing and
governing transit operations are described in this chapter.
Methods for Implementing Service
There are multiple options for implementing transit services. Each carries different levels of
responsibility, liability and financial commitment from a participating municipality. There is no single
industry best- practice on how to finance or govern transit operations.
There are essentially five methods for implementing
service in the San Antonio region:
Promote VIA Vanpool service among residents
Contract with VIA or ART directly for service
Contract operations with third party, contract
management with VIA
Contract operations with third party, directly
manage
Directly operate and manage
Contract with VIA Directly for Service
For a municipality wishing to commit to new transit services, the quickest and perhaps most efficient
way to do so is through a direct contract with VIA, depending upon the type of service. Some types
of services such as demand response may be well suited for other transit providers such as taxi
companies, while VIA could be the best option for fixed route, shuttle, and vanpool services.
Under a scenario in which an entity contracts directly with VIA, VIA is responsible for all elements of
service provision, employee hiring and training, vehicle acquisition and maintenance, and compliance
with local, state, and federal statutory requirements. VIA has the resources and technical capacity
including rolling stock and staff expertise to implement service in a short period of time. The
municipality could retain control over decisions about fare structure and service design.
Contract Operations with Third Party, Contract Management with VIA
There are a number of local and national private transportation providers that have the technical
capacity to contract with municipalities for service. While direct operating costs of third party
Vim'
ti.. VIA` NM
transportation operators may be lower than regional public transit authority costs, there are other
issues that warrant consideration.
Contract management for transit services (even if it is turnkey) places the responsibility of transit
management, statutory compliance, route planning and customer relations directly with the
municipality. These are significant responsibilities and can represent a sizeable investment in
personnel for municipalities with limited staff and no transit expertise.
A common approach is for a municipality to contract transit operations with a third party contractor
who is responsible for the management oversight with the regional transportation authority. This is a
particularly viable approach if the municipality wants to use federal transportation funds to help
defray local contribution for the cost of service.
The FTA is the federal funding agency for public transit. There are very prescriptive and stringent
reporting requirements for use of these funds. These requirements are very technical and include
functions such as procurement, fiscal and operations reporting, civil rights, and public involvement.
Strict adherence to these regulatory requirements is mandated as a condition of acceptance of
federal funds. These activities are regularly audited by the FTA and failure to comply can result in
discontinuance of future funding, repayment of past funding, or possibly fines.
VIA has considerable experience with FTA reporting requirements and has the technical capacity to
assure that an outside operator using federal funds remains in compliance. The issue of FTA
compliance is a major reason why municipalities often contract with the regional transit authority for
oversight of contracted operations.
Contract Operations with Third Party, Directly Manage
This is essentially the same contractual arrangement for operations as described above, with the
exception that the municipality assumes the responsibilities of contract oversight and FTA
compliance. Generally, because of the oversight responsibilities, this management model is not the
initial model of choice for a municipality implementing new transit services. As a municipality gains
experience with transit provision, and seeks to have more direct control on operations, a municipal
government may consider directly managing the third party contractor and assuring compliance with
FTA regulations.
Directly Operate, Directly Manage
In some instances, a municipality or governmental jurisdiction may find it preferable to provide all
transit operations and services, in- house. In this model, the governmental entity is responsible for
all aspects of transit planning, implementation, operations and personnel management, and
compliance assurance. Transit becomes a function of municipal government, often identified as its
own department or division. This method is most commonly seen in areas with mature transit
systems.
Vision 2040 Long Range Plan
Ib/9.4
Financing
Like operations, there are multiple funding mechanisms used throughout the country, the most
common methodologies are as follows.
Sales Tax
The most common source for funding is a dedicated sales tax — usually at a rate of either a half or
full percent, but other levels are used as well (e.g., 1/4 or 3/8 percent). VIA is currently funded
through a 1/2 cent sales tax, augmented by 1/8 percent tax from the Advanced Transportation
District (ATD) tax.
In some cases, tax receipts go directly to the transit operator, while in other cases, it may flow
through a legislative body such as the City Council or County Legislature and then be passed onto
the transit operator. Dedicated sales tax funding generally does not have a sunset provision (a
predetermined date at which the tax expires) because transit is considered an essential public
service. Some communities do have a sunset clause that can range between 20 and 30 years.
Many states have statutory limitations on how much sales tax a municipality or county can impose.
In some instances, these statutory limitations would preclude additional sales taxes within a
jurisdiction for the purpose of supporting transit. In Texas, the legislature limits both the
jurisdictions and the amount of sales taxes that can be dedicated for transportation purposes.
Sales taxes can be attractive since a large portion of them are paid by visitors and tourists. They are
however subject to the vagaries of the economy and are often volatile, which can present issues for
long -term transit financing.
Property Tax
Property tax is sometimes used for funding transit, particularly in those areas where the transit
system is a city or county department as opposed to an independent transit authority. In those
instances, where independent transit operators use property tax, they often have the statutory
authority to independently set the tax rates.
Payroll Tax
In a small number of cases a payroll tax is imposed on businesses as a means of funding transit
operations. Seen as being "anti- business" this form of tax is not widely used. More stable than sales
tax, payroll taxes are still vulnerable to fluctuations in the economy.
General Funds
In some instances, transit is funded through a governmental entity's general fund; the same as
other municipal services. Most often this mechanism will be used in areas with limited transit
services. Once funding transit through general funds competes with other services, municipalities
IIZIA"- V/aM\
seek other dedicated funding sources for transit. Funding transit through general funds is most
commonly found in smaller municipalities that are funding a lower level of transit services.
While these are the most common funding mechanisms, there are dozens of other sources of transit
funding used throughout the country. These include, but are not limited to:
Hotel /motel taxes
Rental car taxes
Occupancy taxes
"Sin" taxes (tobacco and alcohol)
Lottery proceeds
Parking fees
Vehicle registration fees
Contract /Purchase -of- service revenues
Lease revenues
Advertising revenues
Concession revenues
Employer /payroll taxes
Corporate franchise taxes
Mortgage recording taxes
Business license fees
Utility fees /taxes
Donations
Other business taxes
Various local and regional funding sources and locations in which they are applied can be found in
the National Transit Database (NTD) published in TCRP Report 129 Local and Regional Funding
Mechanisms for Public Transportation, 2009.
http: / /onlinepubs.trb.org /onlinepubs /tcrp /tcrp rpt 129.pdf
Vision 2040 Long Range Plan
viA" .J, WSKW
Governance & Management Alternatives
Once a municipality makes the decision to fund transit operations, an oversight approach is required
as an assurance to taxpayers that transit is being funded and operated in an efficient manner. For
transit operations the most common oversight model is an independent transit authority operating
under the direction of a Chief Executive Officer who reports to a governing board. The most common
form of board governance is appointed by elected officials.
The general responsibility of all boards is to provide high -level policy direction. Such policy issues
include, but are not limited to: financial /budget; legal; strategic visioning and establishing priorities;
and intergovernmental relations. Actual management of the authority, under these policy guidelines,
falls under the purview of the CEO. In reality, policy and management cannot be separated in their
entirety, but good board governance generally delegates day -to -day management to the CEO and
executive management team.
Conclusion and Next Steps
As evidenced by the discussion above, there are a myriad of ways to finance, govern and manage
transit operations. Communities that seek to commence new transit operations can tailor the size
and type of operation to suit the needs and interests of their citizens. As described in this report, the
Northeast Region cities are experiencing rates of growth that will support significant levels of transit
operations in the future. Preparing detailed plans for service operations, financing and governance
will be essentials for transit operations to be successful in the future.
am
J
(V /A", VZSION
Section 2: Northeast Region
Characteristics &
Recommendations
Section 2 Chapter 1: Existing and Future Conditions
i�
The study team documented existing and future conditions of the Northeast Region in terms of
populations and employment density, future known developments, community master plans, and
highway congestion. The existing conditions and forecasted future conditions were based on existing
plans, data from the adopted AAMPO regional model, and data collected from the cities of New
Braunfels, Seguin, Cibolo and Schertz. The information developed as part of this step was used to
support the transit demand assessment that is described in Chapter 2.
Review of Previous & Active Studies
The existing and future conditions analysis began with a review of previous and active studies
conducted in and around the Northeast Region. Several previous and ongoing studies provided
information for use in the analysis, including:
Regional Plans
The AAMPO 2040 Metropolitan Transportation Plan (MTP) provided the final 2040 growth scenario
that was used to forecast future population, employment and traffic congestion for this study. The
2012 New Braunfels- Seguin Area Regional Transportation Plan provided information on the planned
transportation investments in the New Braunfels- Seguin area. VIA's Vision 2040 is ongoing eight -
county San Antonio -New Braunfels MSA. This Northeast Transit Service Study will inform public
transportation options for New Braunfels, Seguin, Cibolo and Schertz that are included in the
Northeast Region for Vision 2040.
Vision 2040 Long Range Plan
VIA VOON
Transportation and Thoroughfare Plans
The 2012 New Braunfels Transportation Plan and the 2014 Seguin Thoroughfare Plan provided
information about planned transportation investments and existing and future conditions in the
Northeast Region. The City of Schertz is currently undergoing an update to their Thoroughfare Plan &
the City of Seguin is expected to update their Thoroughfare Plan in 2016/2017.
Comprehensive and Master Plans
The 2002 Schertz Comprehensive Land Plan, 2008 Seguin Comprehensive Plan, and the 2005 Cibolo
Master Plan provided information on potential policies and major issues for consideration. The City of
Cibolo is currently in the process of updating their Comprehensive Master Plan, the City of New
Braunfels is expected to update their Comprehensive Plan in March 2016, the City of Seguin is
expected to update their Comprehensive Plan in 2016 or 2017, and the City of Schertz is expected to
update their Comprehensive Plan in 2017 or 2018.
Fixed Route and Corridor Studies
The 2010 New Braunfels Fixed Route Study provided information on proposed bus lines in the City of
New Braunfels and IH -35 Northeast San Antonio Expansion Project provided information on the
proposed construction of managed lanes, operational improvements, and intersection improvements
along IH -35 from IH -410 South in San Antonio to FM 1103 in Schertz. The Lone Star Rail (LSTAR)
District is identifying the proposed route and station locations for the proposed passenger rail line in
the Austin -San Antonio Central Texas corridor and a separate freight rail line. The LSTAR District
studies provided information about the future route and station locations within the Northeast
Region.
Existing & Future Transportation Network
The existing and future transportation network descriptions are based on several sources including
Mobility 2040 - AAMPO MTP, SmartWay SA - VIA's Long Range Comprehensive Transportation Plan
(LRCTP), City of New Braunfels Transportation Plan, City of Seguin Thoroughfare Plan, the LSTAR's
Commuter Rail project, and data collected from the cities of New Braunfels, Seguin, Cibolo and
Schertz.
Existing Roadway Network
The existing roadway network includes a combination of freeways, arterial streets and local streets.
There are two interstate freeways in the Northeast Region, IH -35 running northeast - southwest in the
northern part of the Northeast Region and IH 10 running east -west in the southern part of the
Northeast Region. Another major freeway in the Northeast Region is US 90, running east -west in the
eastern portion of the Northeast Region. Several principal arterials that include state highways and
farm -to- market roadways are located in the Northeast Region. Local roadways in the majority of the
Northeast Region create a grid system of two -lane roadways.
VIA'**-
V WSON
Existing and Future Public Transit
The existing and future public transit descriptions are based on data provided by VIA, AAMPO, and
the cities of New Braunfels, Seguin, Cibolo and Schertz. Existing public transit service includes a
combination of one fixed route service (operated by ART), vanpool locations, carpool locations, and
demand response services. Planned public transit includes a park & ride facility and commuter rail
service.
Existing Public Transit
The Northeast Region currently has limited fixed route transit service. The only city within the
Northeast Region with fixed route transit service is the city of Seguin (see Table 1). The Connect
Seguin route (see Figure 3 below) provides transportation to many of the major destinations around
town, such as the Guadalupe Regional Medical Center, Texas Lutheran University, HEB grocery store,
and Wal -Mart. In addition, Seguin and New Braunfels have a Texas Department of Transportation
(TxDOT) carpool location. In Seguin the lot is located to the east of SH 46 between New Braunfels
Street and IH 10. In New Braunfels, the lot is located on Loop 337 (south) and IH 35. There is also a
carpool location at the boundary of Schertz and Selma at IH 35 and Evans Road, however, the lot is
within Selma city limits.
Figure 2: Connect Seguin
Source: Alamo Regional Transit, 2015.
Vision 2040 Long Range Plan
VIAL' WSMN
ct
Table 1: Existing Transit Services in Cities Located in the Northeast Region, 2015
New Braunfels
No
1
2
Yes
Seguin
Yes
1
0
Yes
Cibolo
No
0
2
Yes
Schertz
No
0
5
Yes
Source: Cities of New Braunfels, Seguin, Cibolo, and Schertz, 2015.
A total of 15 VIA Metropolitan Transit vanpool lots are located in the greater Northeast Region. As
shown above, a total of nine vanpool locations are located in the four study cities. Two of these
locations are located in New Braunfels, two are located in Cibolo, and five are located in Schertz.
Demand response services are provided by ART to New Braunfels, Seguin, Cibolo, the northern
portion of Schertz, and 12 rural counties that include Comal and Guadalupe Counties.
Future Public Transit
Several transit investments are planned within or adjacent to the Northeast Region cities by 2025.
The planned Rolling Oaks Park & Ride is expected to be constructed just west of Nacogdoches Road
on the westbound side of Loop 1604 by 2018. Commuter rail service to be provided by LSTAR is
planned to connect the cities of Schertz and New Braunfels in proximity to IH 35. LSTAR stations
would be located in Schertz and New Braunfels.
Existing & Future Population & Employment
The population and employment statistics are based on the final 2040 growth scenario for the
Metropolitan Planning Organization (MPO) region and were adopted by the AAMPO Policy Board.
Existing & Future Population
As discussed earlier, a final 2040 growth scenario for the MPO region was adopted by the AAMPO
Policy Board. The population in the Northeast Region is expected to grow rapidly over the next 25
years. Using data generated by the adopted AAMPO regional model, the population of the four cities
is expected to grow by over 100 percent.
VIA
VIA4 Y/
In 2040, the MPO model shows the highest population densities within the Northeast Region
continue to be found within New Braunfels, Seguin, Cibolo, and Schertz (see Figure 3 on the
following page). The population growth from 2010 to 2040 of the cities of New Braunfels, Seguin,
Cibolo and Schertz are shown in Table 2 below.
Table 2: Northeast Region Cities Population Growth
New Braunfels 54,544 116,838 114
Seguin 25,200 44,246 76
Cibolo 17,553 41,676 137
Schertz 31,267 56,217 80
Total /Percent Growth 128,564 258,976 101
Source: AAMPO, 2010.
Existing & Future Employment
Employment in the Northeast Region is also expected to grow rapidly over the next 25 years. Using
data generated by the adopted AAMPO regional model, the employment within the Northeast Region
cities is projected to grow by over 120 percent by 2040. In 2040, the MPO model shows the highest
employment densities within the Northeast Region continue to be within New Braunfels, Seguin,
Cibolo, and Schertz (see Figure 4 on the following page showing 2040 employment densities).
In 2010, the total number of jobs in the Cities of New Braunfels, Seguin, Cibolo, and Schertz was
just above 54,000 in 2010, as shown in Table 3 below.
Table 3: Northeast Region Cities Employment Growth
Seguin
Cibolo
16,186 27,667 71
1,829 7,801 326
Schertz 8,804 26,178 197
Total /Percent Growth 54,301 121,213 123
Source: AAMPO, 2010.
Vision 2040 Long Range Plan
Figure 3: Population Density, 2040
r
t
COMAL
COUNTY
HAYS
COUNTY
C
CALDWELL
COUNTY
BEXAR
COUNTY
GUADALUPE 1
COUNTY i GONZALES
COUNTY
123
W Wit
COUNO7Y
J'
LEGEND
Study Cities
Persons /Square Mile (2040)
0 New Braunfels
C7 0 - 100
Seguin
O 101 - 200
Q Clbolo
201 - 300
C3 Schertz
301 - 400
>400
Source: HNTB and AAMPO, 2015.
Vision 2040 Study Area
N
IMes
VIA
Source: HNTB and AAMPO, 2015.
Vision 2040 Long Range Plan
WW" WSKW
Existing & Future Traffic Conditions
One factor of transit usage is roadway congestion — transit ridership tends to be higher in corridors
with significant congestion. A key indicator of roadway performance is Level of Service (LOS) which
measures the degree of congestion on a roadway. LOS ranges from LOS A, representing free -flow
traffic conditions with little or no delay experienced by motorists, to LOS F, describing congested
conditions where traffic flows exceed design capacity, resulting in long queues and delays. LOS A, B,
and C are generally considered to be satisfactory service levels, while the influence of congestion
becomes more noticeable at LOS D. LOS E is undesirable and is considered by most agencies to be
the limit of acceptable delay, and LOS F is unacceptable. The LOS for an individual roadway
segment is measured by comparing the actual traffic volumes to the capacity of the roadway
segment. The Volume -to- Capacity (V /C) ratio thresholds and traffic flow characteristics for each LOS
level are presented in Table 4.
Table 4: Level of Service Classifications in the Northeast Region
A Free -flow operation
0.35
B Reasonable free -flow; ability to maneuver is only slightly restricted 0.50
Stable flow; at or near free -flow operations; freedom to maneuver is
noticeably restricted; queues may form 0.65
Approaching unstable flow; operation near or at capacity; speeds decline
D slightly with increasing traffic volumes; freedom to maneuver is much more 0.80
limited; longer delays and congestion noticeable
E Unstable flow; operation at capacity; no usable gap in the traffic stream to 1.00
maneuver; operations are extremely volatile
F Forced or breakdown flow; demand is greater than capacity; unacceptable Greater than 1.00
delay; stop- and -go conditions
Source: Transportation Research Board, Highway Capacity Manual, 2000.
VIAL `
Existing Roadway Level of Service
The resulting LOS ratings for roadway segments within the Northeast Region for 2010 are shown in
Figure 5 on the following page. The results are based on the 2040 growth scenario for the MPO
region that was adopted by the AAMPO Policy Board. The LOS ratings are grouped into three
categories: 1) below capacity (LOS A to C), 2) nearing capacity (LOS D and E), and 3) above
capacity (LOS F).
Future Roadway Level of Service
The projected LOS on the roadway segments within the Northeast Region based on the 2040 growth
scenario for the MPO region adopted by AAMPO is shown in Figure 6 on the following page. Rapid
population and employment growth in the Northeast Region will produce significant congestion on
both highways and arterials by 2040. Most of the arterials and highways in the cities of New
Braunfels, Cibolo, and Schertz are projected to exceed their capacity in 2040. The highways and
arterials in the City of Seguin are projected to experience low levels of congestion with only a few
highways and arterials that are nearing or exceeding capacity.
Conclusion
Based on the population, employment and level of traffic
congestion in the Northeast Region, increased investment
in local and regional transit service is warranted for the
cities of New Braunfels, Cibolo and Schertz increased
investment in regional transit service is warranted for the
City of Seguin.
Increased investments in local and regional transit service
in these three cities to provide more transportation
options could reduce the use of single occupant vehicles
on the roadway system that would result in lower levels
of congestion and an improved quality of life. Increased
investment in regional transit service in Seguin could reduce the use of single occupant vehicles
traveling on the roadway system to and from activity centers in the region.
The transit demand assessment discussed in Section 2 Chapter 2 includes an in -depth analysis of
population densities, employment densities, and intercity and regional trip data to identify areas with
transit demand and recommended local and regional transit service options for the four study cities.
Vision 2040 Long Range Plan
V/A`� r/7
Figure 5: Level of Service, 2010
HAYSS.
i.� COUNTY
COMAL �s �: il'♦
COUNTY
•t
80 CALDWELL
COUNTY
123
46
NEW BRAUNFELS J '
123
46 ' 90
- SGHERTZ u
v SEGUIN
C 18 LO
� 80
1604 t
i
BEXAR
COUNTY
GUADALUPE
COUNTY % GONZALES
f COUNTY
123 ; � �
WILSON
COUNTY
LEGEND
Q Northeast Region
Northeast Region Cities
Level of Congestion (2040)
Below Capacity
Nearing Capacity
Over Capacity
Source: HNTB and AAMPO, 2015.
Vision 2040 Study Area
N
!A Qs
0 8
Figure 6: Level of Service, 2040
Source: HNTB and AAMPO, 2015.
Vision 2040 Long Range Plan
V IA`11 WSFO ►
Section 2 Chapter 2: Transit Demand Assessment
Introduction
The transit demand. assessment is designed to forecast future transit needs for the Northeast Region.
The analysis included a review of existing and future (2020 and 2040) population and employment
densities and current mode split for work trips from the AAMPO regional model. The ridership on ART
services in the four cities was analyzed to define current transit usage and ridesharing in the
Northeast Region. This information provided a baseline to assist in determining the potential
demand. An assessment was made to determine the percentage of commuters who carpool,
vanpool, or use public transit for their work trips. Not surprisingly, the existing mode share for public
transit and rideshare in the Northeast Region is low. This is a reflection of limited availability of
existing service and the area's low- density development patterns. Currently, the only city within the
Northeast Region that has fixed route transit service is Seguin. The remainder of the Northeast
Region is served by demand response service.
Transit Demand Assessment
The transit demand assessment addresses three types of transit service: local, intercity and regional
commuter service.
Local Demand
The demand for local service (service within each community) was determined by comparing the
existing and future population and employment densities to transit service thresholds. VIA conducted
a comprehensive transit demand analysis for the MSA to evaluate the demographic factors that are
most likely predictive of transit ridership. The propensity analysis identified population and
employment density thresholds that could support different transit services including flex bus,
community circulator, local bus, bus rapid transit and light rail transit. In some cases, where transit
service already existed, the propensity analysis identified a need for additional transit service. The
methodology established in the propensity analysis has been accepted by VIA as a means to
determine transit demand in the greater San Antonio region. Transit - supportive density thresholds
for population and employment are shown in Table 5 on the following page.
VIA �.
VIAL. WSKWI
N.
Table 5: Transit - Supportive Population & Employment Densities
Flex Bus 0.5 -
Community Circulator
2
-
Local Bus
60 Minute Frequency
8 -16
4 -8
30 Minute Frequency
16 -31
8 -16
15 Minute Frequency
31 -47
16 -24
10 Minute Frequency
47 -92
24 -48
5 Minute Frequency
>92
>48
Bus Rapid Transit
26 -52
>13
Light Rail Transit
31 -78
>15
Source: VIA Transit Propensity Analysis, March 2015,
Vision 2040 Long Range Plan
V /A`°' VOO
The table below summarizes forecasted population and employment densities for New Braunfels,
Seguin, Cibolo, and Schertz in 2010, 2020 and 2040. (It should be noted that the growth in many
communities are outpacing projections). Using these projections, transit service concepts were
developed based on the transit propensity analysis thresholds in Table 6. The densities shown in the
table are citywide. Since densities vary throughout each city a more detailed density analysis is
shown in Figures 7, 8, 9, and 10 on the following pages to identify where the service concepts could
be best applied in 2020 and 2040. These figures illustrate the dramatic growth in both population
and employment densities throughout the Northeast Region and the need for future transit services.
Table 6: Local Demand
New
Braunfels
28,488
54,544 1.9
27,482
0.96 Demand Response
Seguin
23,837
25,200 1.06
16,186
0.68 60 Minute Fixed
Route Service
Cibolo
9,995
17,533 1.8
1,829
0.18 Demand Response
Schertz
20,489
31,267 1.53
8,804
0.43 Demand Response
New
28,488
78,468
2.8
37,174
0.96
30 Minute Fixed Route
Braunfels
Service
Seguin
23,837
31,549
1.32
18,776
0.68
60 Minute Fixed Route
Service
Cibolo
9,995
25,595
2.6
3,553
0.18
Community Circulator
Schertz
20,489
39,625
1.93
15,573
0.43
60 Minute Fixed Route
Service
New
Braunfels
Seguin
Cibolo
Schertz
28,488 116,838 4.1 59,568 2.09
23,837 44,246 1.86 27,668 1.16
9,995 41,676 4.2 7,801 0.78
20,489 56,217 2.74 26,178 1.28
*Density is measured by persons or employees per square mile
Source: HNTB and AAMPO, 2015.
30/15 Minute Fixed
Route Service
30 Minute Fixed Route
Service
30 Minute Fixed Route
Service
30 Minute Fixed Route
Service
VIA
Figure 7: Transit - Supportive Population Densities by City, 2020
HAYS
COUNTY
CALDWELL
COUNTY
l'
123
l �
4
GUADALUPE �f
t COUNTY j
123
i
WILSON
.COUNTY "
GONZALES -
COUNTY
LEGEND Vision 2040 Study Area
2020 Transit Population Demand
None j. , Bus - 30 Minute ®Schertz
Flex Bus] Bus - 15 Minute ® Cibolo
Community Circulator Bus - 10 Minute New Braunfels
Bus - 60 Minute ® Bus - 5 Minute Seguin
0 8
Source: HNTB and AAMPO, 2015.
Vision 2040 Long Range Plan
VIA
Figure 8: Transit - Supportive Population Densities by City, 2040
Source: HNTB and AAMPO, 2015.
V�14
•�,.\ HAYS
COUNTY
.t
COMAL
COUNTY
ti
�1
! 1
-1
jib\
•' i
CALDWELL
COUNTY
(1t\
r
NE A N E
- SCHERTZ
ice•.
itV
G
�I
CIBOLO
0EXAR
COUtNT
'
GUADALUPE I•GONZALES
j
COUNTY
{ i
,' COUNTY
...... i
_
WILSON
COUNTY
{
InS
LEGEND
Vision 2040 Study Area
2040 Transit Population Demand
1
�,
None
Bus - 30 Minute
Q Schertz
~
Flex Bus
Bus - 15 Minute
Q Cibolo
Community Circulator
Bus - 10 Minute
Q New Braunfels
I Bus - 60 Minute
Bus - 5 Minute
Q Seguin
1r
0 8
Source: HNTB and AAMPO, 2015.
V�14
Vl�l
VLSI
16, IN-
Figure 9: Transit - Supportive Employment Densities by City, 2020
COMAL
i COUNTY
{ l
NAYS
COUNTY
W CALDWELL
COUNTY
Ig
2 d" FFF
123
90
` SC, E RTZ
i'
�,� �--•- SEGUIN
r�
CI80�10 °'" '� •
f
x
�BEXAA�
t F l
COUNTY \
f GUADAWPEA
9 COUNTY
YS
;..�'l, COUNTY � Jt OUNT
123
_ t
° WILSON
�"t .......1 .....- .. --..� .COUNTY
LEGEND Vision 2040 Study Area
2020 Transit Employment Demand ,_... -
�� None ]Bus -30 Minute ®Scitertz
Flex Bus Bus = 15 Minute Cibolo
Community Circulator Bus - 10 Minute J= New Braunfels _.
rt Bus - 60 Minute 'Bus - 5 Minute Q Seguin E�
N
j� !does
11 /V 0 b
Source: HNTB and AAMPO, 2015.
Vision 2040 Long Range Plan
VIW%' VERN
f
Figure 10: Transit - Supportive Employment Densities by City, 204(
�., HAYS
ti COUNTY
COMAL `�•� •'�
COUNTS
CALDWELL
COUNTY
i
NE
/ S
SCHERTZZ
SEGUI
EXAR
F
.COUNT ^� /
rj GOUNT PE
COUNTY
j GONZALES
COUNTY l �: COUNTY
i.
i
_ WILSON j
COUNTY
r/ •�
f
LEGEND Vision 2040 Study Area
2040 Transit Population Demand j
None C] Bus - 30 Minute Q Schertz
- Flex Bus Bus - 15 Minute Q Cibolo rs
Community Circulator Bus - 10 Minute Q New Braunfels __ 4
Bus - 60 Minute -Bus - 5 Minute Q Seguin
MOOS
o a
Source: HNTB and AAMPO, 2015.
VIA'*,
VIA' i, 1145M
Intercity Demand
As the communities in the Northeast Region continue to grow, there will be an increasing need to
connect residential areas with employment centers and other regional attractions. Growth and
changing land uses will dictate that commuters, employees, and visitors cross municipal boundaries
to access employment, education, and commercial opportunities.
Intercity demand is based on commuter trips between the Northeast Region cities. A trip table
identifying potential transit work trips within and between cities in the Northeast Region cities in
years 2010, 2020, and 2040 was developed based on the AAMPO's regional travel demand model
and is shown in Table 7 below. The trip table is used to determine demand for intercity trips. Initially,
a new intercity or regional commuter transit service could be expected to attract up to 10 percent of
the commuter or home based work (HBW) trips. For both intercity and regional commuter trips, a
minimum threshold of 100 to 120 one -way transit trips was established as the minimum number of
riders required to support a new intercity or regional commuter fixed route service. The bolded
numbers indicate the routes with the best potential for intercity service.
Table 7: Intercity Demand
Schertz
114
6
136
35
Cibolo
110
12
109
40
New Braunfels
202
32
660
216
Seguin
42
16
246
402
� e
Schertz
164
13
176
35
Cibolo
198
42
191
64
New Braunfels
342
76
1,038
259
Seguin
58
32
262
469
Schertz
283
Cibolo
454
New Braunfels
665
Seguin
107
*Potential transit trips are 10 percent of the total HBW trips.
BOLD: Indicates routes with best potential for intercity service.
Source: HNTB and AAMPO, 2015.
Vision 2040 Long Range Plan
32
226
40
142
329
94
170
1,640
371
65
373
636
VIAL ` VISX
Regional Commuter Demand
Regional commuter demand is based on total commuter trips between the Northeast Region
communities and major activity centers. The City of San Antonio as part of their comprehensive
planning process, has identified 13 major activity centers (shown in Figure 11 on the following page)
which will be the focus for determining regional trips. Based on a review of the AAMPO regional
travel demand model, seven of the activity centers identified in Mobility 2040 were identified as
primary trip generators. The transit demand assessment will focus on travel between each of the
Northeast Region study communities and these top seven activity centers highlighted in yellow in
Figure 11 and listed below.
1. Central Business District
2. Fort Sam Houston
3. Northeast IH -35 & IH -410
4. Greater Airport Area
5. Rolling Oaks
6. Stone Oak
7. Medical Center
A trip table (Table 8 on page 51) identifying potential transit trips within and to, each of the
communities was developed to analyze commuter trip patterns between the Northeast Region cities
and 7 major activity centers identified above, for 2010, 2020, and 2040 based on AAMPO's regional
travel demand model. The trip table was used to determine demand for regional commuter trips.
The bolded numbers indicate the routes with the best potential for regional commuter service.
VIA
Figure 11: Major Activity Centers
Source: HNTB and AAMPO, 2015.
Vision 2040 Long Range Plan
V IA' ` VL9
Table 8: Regional Commuter Demand
Schertz
63
226
78
197
44
67
86
Cibolo
36
140
48
120
26
41
46
New Braunfels
30
201
83
182
68
64
47
Seguin
13
89
12
13
10
4
2
Seguin
30
167
1 �
22
38
12
4
Schertz
86
282
117
260
75
107
112
Cibolo
57
213
89
192
56
79
70
New Braunfels
42
265
136
259
146
108
66
Seguin
19
124
19
18
21
9
2
*Potential transit trips are 10 percent of the total Home Based Work trips.
Bold: Indicates the routes with the best potential for regional commuter service.
Source: HNTB and AAMPO, 2015.
V�i4
131
Schertz
360
176
346
128
176
150
Cibolo
103
336
170
322
120
166
110
New Braunfels
68
323
219
368
295
196
93
Seguin
30
167
28
22
38
12
4
*Potential transit trips are 10 percent of the total Home Based Work trips.
Bold: Indicates the routes with the best potential for regional commuter service.
Source: HNTB and AAMPO, 2015.
V�i4
V1,4
Section 2 Chapter 3: City- Specific Service Delivery Options
This chapter provides a description of transit service delivery options for New Braunfels, Seguin,
Cibolo, and Schertz.
New Braunfels
The City of New Braunfels is the largest of the
four cities in the Northeast Region. Located along
the busy IH 35 corridor, the city is growing
rapidly in terms of added residential units and
commercial development. New Braunfels has long
served as a major entertainment destination with
numerous outdoor recreation opportunities
including Schlitterbahn Park and tubing along the
Guadalupe and Comal rivers. According to city
staff, existing travel patterns show approximately
half of daily work trips originating in New
Braunfels and traveling to San Antonio, with the
other half originating elsewhere and coming into
New Braunfels. With growing congestion
throughout the city, public transportation has
been identified as a top concern among
residents.
Source: downtown newbraunfels.com
The City of New Braunfels currently has vanpools operating within the city limits as well as demand
response service provided through ART and Eden Hill Communities. The city is also unique in that a
private shuttle service (Rockin' R) provides connections to the outdoor recreation /entertainment
venues along the rivers and the city contracts with Rockin' R on other city events throughout the
year, including events like Wurstfest. The City of New Braunfels has a planned LSTAR station located
in the downtown area and the City recently adopted an interlocal agreement with LSTAR that
provides some financial support for LSTAR and reinforces the city's commitment to the project. The
city is focused on providing viable first /last mile connections to the LSTAR station and is evaluating
development opportunities around the station as well.
Vision 2040 Long Range Plan
WSON
Approximately 36 percent of existing work trips remain
within the city and 60 percent remain within the
Northeast Region, evidence that New Braunfels serves
as a major employment base in addition to serving as a
residential community for the larger region. Major
industries located in the City of New Braunfels include
hospitality, retail, manufacturing, and construction. New
Braunfels is a major outdoor recreation and
entertainment destination with numerous businesses
providing outdoor recreation and entertainment
opportunities on the Comal and Guadalupe rivers and
numerous festivals and events held throughout the year.
Guadalupe River in New Braunfels
Source: towncreektexas.com
These hospitality - related businesses and events provide significant employment opportunities and
draw work trips from within New Braunfels as well as from around the greater San Antonio region.
Some of the major employers within the city of New Braunfels that serve as key work trip
destinations include Schlitterbahn Waterpark, Wal -Mart Distribution Center, New Braunfels
Independent School District, Dean Word Company, and Cemex, among others.
Of the work trips that travel outside of the City of New Braunfels but remain within the Northeast
Region, the largest work destinations are Schertz and Seguin accounting for approximately
12 percent and 11 percent of regional work trips ending in these activity centers, respectively.
Looking at the breakdown of regional work trips that originate in New Braunfels, the destinations
that attract the largest percentage of work trips are Fort Sam Houston and the greater San Antonio
International Airport area, with these two destinations attracting 11 percent and 10 percent of work
trips, respectively. By 2040, these two activity centers are projected to remain the predominant
work destinations. The Rolling Oaks, Stone Oak, and Northeast IH 35 and IH 410 activity centers are
expected to experience significant work trip growth, with the
number of work trips destined for these three activity centers
from New Braunfels increasing by 332 percent, 205 percent,
and 164 percent, respectively.
Rockin' R Company
The results of the
transit demand
assessment
conducted as a
part of this study
indicate that the
City of New
Braunfels would
�i likely be able to
Source: rockinr.com
VIA
VlA'
SKN
support the highest level of transit service among the four cities in the Northeast Region. Based on
VIA's previous work on the Propensity Analysis the projected population and employment density of
New Braunfels could likely support two local flexible bus routes by 2020. This could be a flex -route
service or a demand response service. By 2040, anticipated growth in residential and commercial
development and density would likely result in the need to transition one of the two flexible routes to
a fixed route bus service with increased frequency. The transit demand assessment also indicates a
need for local fixed route service operating at a 15 to 30- minute frequency by 2040. By 2040 with
the addition of the LSTAR, a community circulator route to the LSTAR station, improving residents'
commute options to downtown San Antonio. Transfers to the Central Business District (CBD) may be
supported with an additional investment in park & ride infrastructure.
Intercity transit options would likely be viable in the 2020 timeframe, with service between New
Braunfels and Schertz and New Braunfels and Seguin. These routes could be designed to serve work
trips between the two cities by serving both downtowns and other key activity centers. The routes
could operate during the week day and during the morning and evening commute periods (6:00
a.m. to 9:00 a.m. and 4:00 p.m. to 7:00 p.m.) with 30 minute headways. By 2040, the city of New
Braunfels could likely support an expansion of Schertz route to include the City of Cibolo as well.
This route could serve downtown New Braunfels, Schertz, and Cibolo.
Regional transit service in both the 2020 and 2040 timeframes was also determined to be viable.
The transit demand assessment identified a need for commuter bus service between the city of New
Braunfels and Fort Sam Houston as well as between New Braunfels and the North Star Transit
Center. By 2040, additional growth and increased density would support service for two additional
routes, including a route to Rolling Oaks and a route to Stone Oak, bringing the number of regional
routes from two in 2020 to four in 2040.
Approximately 2,000 work trips per day are currently made between New Braunfels and Fort Sam
Houston with that number projected to increase to approximately 3,200 trips per day by 2040. The
addition of a commuter bus route to Fort Sam Houston could open transit as a viable option to a
large number of daily regional commuters and could be shared with Cibolo and Schertz. The service
could originate in New Braunfels, picking up passengers in Cibolo, Schertz, and the Randolph Park &
Ride, and then continuing on to Fort Sam Houston.
The commuter bus routes to Rolling Oaks, Stone Oak, and North Star Transit Center could provide
access to three of the largest activity centers in the region, including a direct connection to the VIA
fixed route transit system by linking to one of VIA's transit centers (North Star Transit Center) with
connections to 11 additional bus routes. The routes could provide connections to the Rolling Oaks,
Stone Oak, and the greater San Antonio International Airport area, activity centers that are
projected to draw approximately 3,000, 2,000, and 3,700 work trips per day, respectively, from New
Braunfels by 2040.
By 2040, direct express bus service from New Braunfels to Fort Sam Houston could be viable given
the high potential for commuters. This route could be offered for a monthly fee to ride the bus with
Vision 2040 Long Range Plan
VIW-, WSION
the bus operating during the morning and evening commute periods and providing non -stop service
between New Braunfels and Fort Sam Houston.
Vanpools — which already operate in New Braunfels — represent a serious transit strategy that can be
enhanced and grown as population continues to grow.
New Braunfels 2020 Transit Service Possibilities
Increased number of vanpools from current vanpools
Increased level of service (vehicles, capacity and service hours) of demand response services
from current provided service
Two local flexible routes (either flex -route or demand response)
Local fixed route service operating at a 30- minute frequency
Two intercity routes providing service between New Braunfels and Seguin and New Braunfels
and Schertz operating at 30 minute frequencies
Two regional commuter routes operating between New Braunfels and Fort Sam Houston as
well as New Braunfels and the North Star Transit Center (both operating at 30 minute
frequencies)
New Braunfels 2040 Transit Service Possibilities
Increased number of vanpools from 2020 vanpools
Increased level of service (vehicles, capacity and service hours) of demand response services
from 2020 service
One local flex -route
Local fixed route service operating at a 15 to 30- minute frequency
Two intercity routes providing service between New Braunfels and Seguin and New Braunfels
and Schertz operating at 30 minute frequencies
Four regional commuter routes operating between New Braunfels and Fort Sam Houston, New
Braunfels and the North Start Transit Center, New Braunfels and Rolling Oaks, and New
Braunfels and Stone Oak (all operating as 30 minute frequencies)
V/A
Seguin
The City of Seguin is one of the oldest towns in
Texas, founded just sixteen months after Texas
Independence. As such, Seguin has an historic
downtown core and supports a growing tourism
industry. The city is a major employment
destination in the region and continues to add jobs;
however, housing growth has been slow to follow
the employment growth. FM 78 is currently one of
the major centers of economic activity within the
city limits.
MW WS 10 N
Historic Wilson Potter Site
Source: cornerpostreaI estate. com
Seguin is unique among the cities in the Northeast Area in that it has an existing fixed route bus line
already in operation in addition to demand response service through ART.
The City of Seguin's adopted 2008 Comprehensive Plan includes a proposal to bring back a historic
streetcar in the downtown core along Austin Street between downtown and the Kingsbury
Amusement Park. The city expects to update their Thoroughfare Plan and Comprehensive Plan in the
next two years and plans to include tangible transit recommendations in the plans. The city is
interested in exploring first mile /last mile connections and providing general improvements to
pedestrian and bicycle connections within the city. The city is interested in potential bus transit
options along FM 78 within the city limits and between Seguin and New Braunfels. The city of
Seguin also has one carpool location located within the city limits and demand response service
provided by ART.
Approximately 46 percent of existing work trips remain within the city and 81 percent remain within
the northeast corridor. The majority of Seguin's residents live and work within the same general
area. Only 19 percent of residents commute outside of the northeast corridor.
Major industries located in the city of Seguin include
manufacturing, construction, and retail. Manufacturing in
particular plays a vital role in Seguin's economy
accounting for approximately 30 percent of all jobs
located within the city limits. Some of the major
employers within the city that serve as key work trip
destinations include Texas Power Systems /CAT, CMC
Steel, Motorola, and Tyson Foods, among others. Of the
work trips that travel outside of the City of Seguin but
stay within the Northeast Region, the largest work
destination is the City of New Braunfels with
approximately 28 percent of work trips ending in this
activity center.
Vision 2040 Long Range Plan
Caterpillar Facility in Seguin, TX
Source: governor.state.tx.us
VIA*- V1Sil►ON
f
Fort Sam Houston, attracts approximately 10 percent of work trips originating in Seguin. The second
highest trip destination is the San Antonio CBD which only attracts one percent of work trips
originating in Seguin. The next closest activity center, Rolling Oaks, attracts only 2 percent of overall
work trips that originate from the City of Seguin.
Existing fixed route local bus service should be sufficient to support projected transit ridership with
60 minute headways to 2020. More frequent local fixed route service operating every 30 minutes
may be needed by 2040.
Intercity fixed route transit could be viable in both the 2020 and 2040 timeframes operating
between Seguin and New Braunfels. By 2040, Seguin could also support an additional intercity fixed
route to Schertz. These routes could serve both downtowns and provide limited or non -stop service
between these major activity centers. The routes could operate during the weekday throughout the
morning and evening commute periods with 30 to 60 minute headways, and serve a large number of
work trips originating in Seguin and ending in New Braunfels and Schertz.
Vanpools - which already operate in New Braunfels - represent a serious transit strategy that can be
enhanced and grown as population continues to grow.
2020 Transit Service Possibilities
Increased number of vanpools from current vanpools
Increased level of service (vehicles, capacity and service hours) of demand response services
from current provided service
Local fixed route service operating at a 60- minute frequency
One intercity route providing service between Seguin and New Braunfels operating at a 30 to
60- minute frequency
2040 Transit Service Possibilities
Increased number of vanpools from 2020 vanpools
Increased level of service (vehicles, capacity, and service hours) of demand response
services from 2020 service
Local fixed route service operating at a 30- minute frequency
Two intercity routes providing service between Seguin and New Braunfels as well as Seguin
and Schertz operating at 30 to 60 minute frequencies
VIA
Cibolo
The City of Cibolo is predominantly a suburban bedroom community that
is experiencing rapid residential growth as well as emerging as an
employment destination. Major employers located in Cibolo include Sanjel
Corporation, Kalmar RT, Casa Mechanical, and Total Safety, among
others. Cibolo is a relatively high income community compared to the
San Antonio region as a whole with a large number of residents having
connections with nearby Randolph Air Force Base. According to the City
of Cibolo, approximately 35 percent of work trips originating in Cibolo are
destined to Randolph Air Force Base and Fort Sam Houston. There are
also a large number of work trips from Cibolo to New Braunfels.
Currently, Loop 1604, FM 78, and FM 1103 are all experiencing major
traffic congestion during the morning and evening peak periods.
N VIA t. iNSION
,r
City Logo
rex AS
City of C1ioice"
Source: cibolotx.gov
The City has two major planned roadway improvements, an extension of Wiederstein Road to the
proposed LSTAR station in Schertz and an extension of FM 1103 to IH 10 and on to FM 78. Over the
next several years, the City of Cibolo expects to complete annexation south to IH 10 and west to the
City of Seguin city limits.
The City of Cibolo has existing vanpools as well as demand response service through ART. The City
is interested in growing the vanpool program and providing a transit connection to the proposed
LSTAR station.
Approximately four percent of existing work trips stay within the city of Cibolo and 35 percent stay
within the Northeast Region. Major industries located in the City of Cibolo include retail, public
administration, oil and gas extraction, and manufacturing.
Of the work trips that travel outside of the City of Cibolo but remain within the Northeast Region, the
largest work destinations are Schertz and New Braunfels with approximately 14 percent of all work
trips ending in one of these two activity centers. Looking at the breakdown of regional work trips
that originate in Cibolo, the destinations that currently attract the largest percentage of work trips
are Fort Sam Houston and the greater airport area, with these two destinations attracting 18 percent
and 15 percent of work trips, respectively. By 2040, these two activity centers are projected to
remain the dominant work destinations. The Rolling Oaks and Stone Oak activity centers expect
significant work trip growth, with the number of work trips from Cibolo expected to increase by 360
percent and 310 percent, respectively.
The results of the transit demand assessment conducted as a part of this study indicate the City of
Cibolo could likely support one local circulator /flex bus route by 2020 transitioning to a fixed bus
route by 2040. In 2020, the flex route would be viable with 60 minute headways operating between
the hours of 6:00 a.m. and 6:00 p.m. The route could be a flex -route service or a demand response
service. By 2040, the anticipated growth in population and employment would likely result in the
need for local fixed route service operating at a 30- minute frequency.
Vision 2040 Long Range Plan
VIA VE
i
Intercity transit would be a viable option in both the 2020 and 2040 timeframes, with the City of
Cibolo likely able to support an intercity fixed bus route operating between Cibolo and New Braunfels
by 2020. This route could serve both downtowns and other key activity centers. The route could
operate during the week day and primarily focus on the morning and evening commute periods
(6:00 a.m. to 9:00 a.m. and 4:00 p.m. to 7:00 p.m.) with 31 to 60 minute headways. The primary
market considered viable would be work trips originating in Cibolo and ending in New Braunfels as
identified in the one -on -one meeting with city staff.
Regional transit service in both the 2020 and 2040 timeframes was also determined to be viable.
The transit demand assessment identified a need for commuter bus service between the City of
Cibolo and Fort Sam Houston, between Cibolo and the North Star Transit Center in northern San
Antonio at the corner of Loop 410 and San Pedro Ave, west of US 281, and near North Star Mall and
the San Antonio International Airport.
Approximately 1,400 work trips per day are currently made between Cibolo and Fort Sam Houston
with that number projected to increase to nearly 3,400 trips per day by 2040. In 2020, one
commuter bus route could operate between New Braunfels, Cibolo, Schertz, and Fort Sam Houston,
with the route beginning in New Braunfels, picking up passengers in Schertz and Cibolo, and then
continuing on to Fort Sam Houston. By 2040, commuter bus service could also be viable at the
Randolph Park & Ride. Under this scenario, an interim stop could be added at the Randolph Park &
Ride before continuing on to Fort Sam Houston.
The commuter bus route to the North Star Transit Center could provide a direct connection to the
VIA transit system, linking to one of VIA's largest transit centers with connections to 11 additional
bus routes. The route could also provide connections to the greater San Antonio International Airport
area, an activity center that currently draws approximately 1,200 work trips per day from Cibolo
with that number increasing to 3,200 work trips by 2040. In 2020, this route could originate in
Cibolo, pick up passengers in Schertz, and then continue on to the North Star Transit Center. By
2040, additional growth and increased density could support service for two additional routes,
including a route to Rolling Oaks and a route to Stone Oak, bringing the number of regional routes
from two in 2020 to four by 2040.
VIA
V/�
Due to the large number of commuters traveling between Cibolo and Fort Sam Houston for work, a
separate bus route between these activity centers could be viable starting in 2020. This route could
operate during the morning and evening commute periods and provide non -stop service between
Cibolo and Fort Sam Houston.
Vanpools — which already operate in New Braunfels — represent a serious transit strategy that can be
enhanced and grown as population continues to grow
2020 Transit Service Possibilities
Increased number of vanpools from current vanpools
Increased level of service (vehicles, capacity and hours of service) of demand response
services from current provided service
One circulator /flex bus route
One intercity route providing service between Cibolo and New Braunfels operating at a 30-
minute frequency
Two regional route providing commuter bus service Cibolo and Fort Sam Houston and Cibolo
the North Star Transit Center (both operating at 30 minute frequencies)
2040 Transit Service Possibilities
Increased number of vanpools from 2020 vanpools
Increased level of service (vehicles, capacity and hours of service) of demand response
services from 2020 service
Local fixed route service operating at a 30- minute frequency
One intercity route providing service between Cibolo and New Braunfels operating at a 30
minute frequency
Four regional commuter routes operating during peak hours between Cibolo and Fort Sam
Houston, Cibolo and the North Start Transit Center, Cibolo and Rolling Oaks, and Cibolo and
Stone Oak (all operating as 30 minute frequencies)
Vision 2040 Long Range Plan
VIA `^'> WSiION
Schertz
The City of Schertz is the westernmost city in the
project Northeast Region, closest to the City of San
Antonio. Schertz is also home to Randolph Air Force
Base, one of the largest activity centers and employers
in the greater San Antonio region. Like the other cities
in the Northeast Region, Schertz is growing rapidly;
however, unlike the other cities, Schertz' employment
growth is currently outpacing residential growth. Major
employers in the city include Amazon, Sysco, GE,
CalTex, and Nortex, among others.
Randolph Air Force Base
G
ill■ N<W_. -.
Source: expressnews.com
Residential development is occurring in southern Schertz and the city has identified the potential for
higher density, mixed -use development around the proposed LSTAR station. Like the City of New
Braunfels, Schertz recently adopted an interlocal agreement with LSTAR District in support of the
LSTAR project and the city plans to extend Weiderstein Road to the north to connect to the proposed
LSTAR rail station.
The City of Schertz currently has existing vanpools operating within the city limits as well as demand
response service through ART. The city is interested in a transit connection to the proposed LSTAR
station. Generally speaking, the City of Schertz is interested in partnering with VIA to provide public
transportation within the city.
Approximately 10 percent of existing work trips remain within the city and 25 percent remain within
the Northeast Region. While a significant portion of residents work within the City of Schertz and at
Randolph Air Force Base, the majority of residents are commuting outside of the Northeast Region
for work. Major industries located in the City of Schertz include educational services, healthcare, and
social assistance, retail, and public administration. Some of the major employers within the city that
serve as key work trip destinations include Schertz - Cibolo- Universal City Independent School District
(ISD) and Cal -Tex, among others.
Of the work trips that travel outside of the City of Schertz
but remain within the Northeast Region, the largest work
destination is the City of New Braunfels with
approximately 12 percent of work trips ending in this
activity center.
Looking at the breakdown of commuter trips that travel
outside the Northeast Region, the destinations that
attract the largest percentage of work trips are Fort Sam
Houston and the greater San Antonio International Airport
area. These two destinations attracting 20 percent and 17 percent of work trips, respectively. By
2040, these two activity centers are projected to remain the dominant work destinations. The Rolling
Oaks, Stone Oak, and NE IH -35 and IH -410 activity centers are expected to experience significant
V/A �'
VIA s
work trip growth, with the number of work trips destined for these three activity centers from
Schertz increasing by 193 percent, 164 percent, and 127 percent, respectively.
The travel demand analysis indicates that the City of Schertz could likely support local fixed route
service operating at 30 to 60- minute frequency by 2020. If the city prioritizes dense growth and
transit - supportive land use, by 2040 the City could support local fixed route service operating with at
least 30 minute headways.
The analysis determining that intercity transit could be viable by 2020, with the city of Schertz
capable of supporting an intercity fixed bus route operating between Schertz and New Braunfels.
This route could serve both downtowns and provide limited or non -stop service between these major
activity centers. The route could operate during the week day and during the morning and evening
commute periods with 30 to 60 minute headways, and could serve the large number of work trips
originating in Schertz destined for New Braunfels.
Regional transit service in both the 2020 and 2040 timeframes was determined to be viable as well.
The transit demand assessment identified a need for commuter bus service between the City of
Schertz and Fort Sam Houston and between Schertz and the North Star Transit Center in northern
San Antonio.
Today, approximately 2,300 work trips per day are made between Schertz and Fort Sam Houston
with that number projected to increase to 3,600 trips per day by 2040. In 2020, one commuter bus
route could operate between New Braunfels, Cibolo, Schertz, and Fort Sam Houston, with the route
beginning in New Braunfels, picking up passengers in Schertz and Cibolo, and then continuing on to
Fort Sam Houston. By 2040, commuter bus service could be viable for an interim stop at the
Randolph Park & Ride as well.
The commuter bus route to the North Star Transit Center could provide a direct connection to the
VIA fixed route transit system, linking to one of VIA's largest transit centers with connections to 11
additional bus routes. The route would also provide connections to the greater airport area, an
activity center that currently draws approximately 2,000 work trips per day from Schertz with that
number increasing to approximately 3,500 work trips by 2040. By 2020, this route could originate in
Cibolo, pick up passengers in Schertz, and then continue on to the North Star Transit Center. By
2040, additional growth and increased density could support service for two additional routes,
including routes to Rolling Oaks and Stone Oak, bringing the number of regional routes from two in
2020 to four in 2040.
Vision 2040 Long Range Plan
V /AR VLSKN
f
A separate bus route between Schertz and Fort Sam Houston could be viable for an increasing
number of commuters by 2020.
Vanpools — which already operate in New Braunfels — represent a serious transit strategy that can be
enhanced and grown as population continues to grow.
2020 Transit Service Possibilities
Increased number of vanpools from current vanpools
Increased level of service (increased number of vehicles, capacity, service hours) of demand
response services from current provided service
Local fixed route service operating at a 30 to 60- minute frequency
One intercity route providing service between Schertz and New Braunfels operating at a
30- minute frequency
Two regional route providing commuter bus service Schertz and Fort Sam Houston as well as
Schertz and the North Start Transit Center (both operating at 30 minute frequencies)
2040 Transit Service Possibilities
Increased number of vanpools from 2020 vanpools
Increased level of service (increased number of vehicles, capacity, service hours) of demand
response services from 2020 service
Local fixed route service operating at 30- minute frequency
One intercity route providing service between Schertz and New Braunfels operating at a 30-
minute frequency
Four regional routes providing commuter bus service Schertz and Fort Sam Houston, Schertz
and the North Start Transit Center, Schertz and Rolling Oaks, and Schertz and Stone Oak (all
operating at 30 minute frequencies)
VIA"
The analysis shows that by 2040 the Northeast Region would have sufficient employment and
population density to support a network of coordinated routes with a mix of service delivery options.
These options include local service (serving the origin city only), intercity routes (operating between
cities in the study corridor), and regional (routes that travel between the corridor cities and major
San Antonio activity centers). These services could be coordinated with the planned LSTAR stations
to provide multimodal transportation options to this growing region. Figure 12 on the following page
shows the regional service concepts as well as the viable service options for the four cities. Figure 13
provides an overview of the viable service concept options by city followed by additional detail about
those specific options. There is sufficient demand to support the following:
Local Fixed Route Service
2020: New Braunfels (30- minute frequency), Seguin (30 to 60- minute frequency) and
Schertz (30 to 60- minute frequency)
2040: New Braunfels (15 to 30- minute frequency), Seguin (30- minute frequency), Cibolo
(30- minute frequency), and Schertz (30- minute frequency)
Intercity Routes
By 2020, there is sufficient demand to support two intercity routes;
• Route 1: Operating between Schertz /Cibolo and New Braunfels
• Route 2: Operating between Seguin and New Braunfels
By 2040, there is sufficient demand to support three intercity routes;
• Route 1: Operating between Schertz /Cibolo and Seguin
• Route 2: Operating between Schertz /Cibolo and New Braunfels
• Route 3: Operating between Seguin and New Braunfels
Regional Routes
By 2020, there is sufficient demand to support two regional routes:
o Route 1: Operating from New Braunfels, connecting in Schertz /Cibolo to the Great Airport
Area
o Route 2: Operating from New Braunfels, connecting in Schertz /Cibolo to the NE IH -35 &
IH -410 area continuing to Fort Sam Houston
C By 2040, there is sufficient demand to support five regional routes:
o Route 1: Operating from New Braunfels, connecting in Schertz /Cibolo to the Stone Oak
area
o Route 2: - Operating from New Braunfels, connecting in Schertz /Cibolo to the Rolling
Oaks area
o Route 3: Operating from New Braunfels, connecting in Schertz /Cibolo to the Great Airport
Area
• Route 4: Operating from New Braunfels, connecting in Schertz /Cibolo to the NE IH -35 &
IH -410 area continuing to Fort Sam Houston
• Route 5: Operating from Schertz /Cibolo to the Medical Center
Vision 2040 Long Range Plan
�9 p.
WSk
Figure 12: Service Concepts
281
181
87
35
46
NEW BRAUNFELS
gar,=
Iboa
87
C'
®J
GUIN
123
Vision 2040 Study Area
2040 Fixed Route Service Demand Potential Lone Star Rail
Local Service (30 Minute Frequency) El Potential Lone Star Rail Stations
iLocal Service (15 to 30 Minute Frequency) _l_ potential Lone Star Rail Alignment
Intercity Fixed Routes (30 Minute Frequency) T�
Regonal Fixed Routes (30 Minute Frequency)
N
+aim
8
Source: HNTB, 2015.
A �.
,j
ROL LING
STONE
OAKS
OAK
GR EATER
AIRPORT
SCl-
AREA
NE I -35
r- zEDICnt
CEtdTt_ t'
AND
I
FORT SAM
EI GE,D
HOUSTON
181
87
35
46
NEW BRAUNFELS
gar,=
Iboa
87
C'
®J
GUIN
123
Vision 2040 Study Area
2040 Fixed Route Service Demand Potential Lone Star Rail
Local Service (30 Minute Frequency) El Potential Lone Star Rail Stations
iLocal Service (15 to 30 Minute Frequency) _l_ potential Lone Star Rail Alignment
Intercity Fixed Routes (30 Minute Frequency) T�
Regonal Fixed Routes (30 Minute Frequency)
N
+aim
8
Source: HNTB, 2015.
A �.
,j
Figure 13: Potential Demand by Service Option
9 9 9
Jurisdictions Timefrarne VANPOOL DEMAND CIRCULATOR LOCAL FIXED INTFREITY REGIONAL.
RESPONSE /FLEX ROUTE F!Xi:D (2 ?II I %- FIXED ROUTF:
Existing Yes Yes
New 2020 Increased Increased 2 routes (30) 2* routes 2* routes
Braunfels LOS LOS (30) (30)
2040 Increased Increased 1 route (15 -30) 2 *routes 4 *routes
LOS LOS
(30) (30)
Existing Yes Yes (60.)
2020 Increased increased _ 1* route
Seguin LOS LOS (30 -60)
(30)
2040 Increased Increased _ (30) 2'1 routes
LOS LOS (30)
Existing Yes Yes
Cibolo 2020 Increased Increased 1 route - 1* route 2* routes
LOS LOS (30) (30)
2040 Increased Increased _ (30) 1* route 4* routes
LOS LOS (30) (30)
Existing Yes Yes - - -
Schertz 2020 Increased Increased _ 1* route 2* routes
LOS LOS ;30L00} (30) (30)
2040 Increased Increased _ (30) 1* route 4* routes
LOS LOS (30) (30)
Routes shared between Northeast Region cities*
Peak period headway (XX) in minutes
LOS = Level of Service
Vanpool: Arrangement whereby commuters travel together in a multi- passenger van allowing employees
who live and work near one another to share a commute.
Demand Response: Transit service where passengers can request door -to -door or point -to -point
transportation. Commonly known as "paratransit" or "dial -a- ride."
Circulator /Flex: A public transportation hybrid service that offers a fixed route in addition to the
convenience of curbside service.
Fixed Routes (Local, Intercity, and Regional): Most common form of public transportation where routes
have printed schedules and timetables, designated stops, where passengers board and alight, and the use
of larger transit vehicles.
Source: HNTB, 2015.
Vision 2040 Long Range Plan
Ian= V1iN
Fixed Route Service Operating Cost Estimates
Conceptual level operating costs were developed for local and intercity fixed route service as well as
regional commuter service. Annual operating cost estimates for a range of route lengths are shown
in Tables 9 and 10 below. For purpose of this exercise, an operating cost of $100.48 an hour was
assumed. These estimates are based on VIA's costs as identified in the 2013 NTD and adjusted for
inflation to 2015 costs. Fixed route operating costs include driver wages and benefits, fuel,
maintenance, and administrative support. For the local fixed route service, a service span of 7:00
a.m. to 7:00 p.m. Monday through Friday was assumed, and the frequencies listed in Table 9 were
assumed for the full service span. For weekend service a 60- minute frequency was assumed. These
estimates do not include capital costs which include purchasing vehicles. Communities may decide to
contract service with VIA or another entity.
Table 9: Estimated Local Service Operating Cost
1 -5 Miles
$440,000
60 minutes
6 -12 Miles
$880,000
1 -2 Miles
$440,000
3 -5 Miles
$748,000
30 minutes
6 -8 Miles
$1,188,000
9 -12 Miles
$1,495,000
1 -2 Miles
$748,000
3 -4 Miles
$1,188,000
5 Miles
$1,495,000
15 minutes 6 -7 Miles
$1,935,000
8 Miles
$2,243,000
9 -10 Miles
$2,683,000
11 -12 Miles $2,990,000
*These estimates do not include capital costs which include purchasing vehicles.
Source: HNTB, 2015.
Commuter service is assumed to operate Monday through Friday during the morning and afternoon
peak periods (three -hour peak periods area assumed in the morning and afternoon) at 30 minute
frequencies. Because these are commuter trips, weekend service was not assumed.
Table 10: Estimated Intercity and Commuter Service Operating Cost
12 -15 Miles $307,000
16 -23 Miles $461,000
30 minutes 24 -32 Miles $615,000
33 -41 Miles $769,000
42 -50 Miles $922,000
*These estimates do not include capital costs which include purchasing vehicles.
Source: HNTB, 2015.
Section 2 Chapter 4: Stakeholder Engagement
In an effort to ensure collaboration, insight and input into the study, VIA engaged staff in the
Northeast Region cities over a one -year period from the out -set through the duration. Management -
level city staff from Cibolo, Schertz, Seguin and New Braunfels, together with staff from the AAMPO,
TxDOT, AACOG and VIA held their initial meeting in September of 2015. The first meeting discussed
the scope of the project, provided demographic information about the overall Northeast Region and
sought an engaged discussion on area transportation issues. Continued telephone, email
coordination and study continued; and then evolved into a second round of meetings. One -on -one
stakeholder meetings (city with VIA), occurred in October for the purpose of verifying city- specific
demographic and travel pattern data; additionally, to share information on transportation options
utilized in other areas of similar characteristics across the country. On November 17, 2015, VIA held
the final joint meeting with all the stakeholder cities, and it was well attended. The purpose of this
meeting was to share the findings to date and receive input and direction. During the Spring of 2016
VIA has been coordinating the final outputs of this study with that of the Vision 2040 Plan. Final one -
on -one meetings were held Summer 2016 to share the reports with each of the stakeholder cities in
an effort to provide individual attention to detail as the study wrapped up and tied into the Vision
2040 Plan.
Vision 2040 Long Range Plan
V /A'v -t
Table 10: Estimated Intercity and Commuter Service Operating Cost
12 -15 Miles $307,000
16 -23 Miles $461,000
30 minutes 24 -32 Miles $615,000
33 -41 Miles $769,000
42 -50 Miles $922,000
*These estimates do not include capital costs which include purchasing vehicles.
Source: HNTB, 2015.
Section 2 Chapter 4: Stakeholder Engagement
In an effort to ensure collaboration, insight and input into the study, VIA engaged staff in the
Northeast Region cities over a one -year period from the out -set through the duration. Management -
level city staff from Cibolo, Schertz, Seguin and New Braunfels, together with staff from the AAMPO,
TxDOT, AACOG and VIA held their initial meeting in September of 2015. The first meeting discussed
the scope of the project, provided demographic information about the overall Northeast Region and
sought an engaged discussion on area transportation issues. Continued telephone, email
coordination and study continued; and then evolved into a second round of meetings. One -on -one
stakeholder meetings (city with VIA), occurred in October for the purpose of verifying city- specific
demographic and travel pattern data; additionally, to share information on transportation options
utilized in other areas of similar characteristics across the country. On November 17, 2015, VIA held
the final joint meeting with all the stakeholder cities, and it was well attended. The purpose of this
meeting was to share the findings to date and receive input and direction. During the Spring of 2016
VIA has been coordinating the final outputs of this study with that of the Vision 2040 Plan. Final one -
on -one meetings were held Summer 2016 to share the reports with each of the stakeholder cities in
an effort to provide individual attention to detail as the study wrapped up and tied into the Vision
2040 Plan.
Vision 2040 Long Range Plan
Agenda No. 5
CITY COUNCIL MEMORANDUM
City Council Meeting: December 6, 2016
Department: Fire
Subject: Resolution No. 16 -R -87 — A Resolution by the
City Council of the City of Schertz, Texas
authorizing the City Manager to sign an
Interlocal Agreement for Fire Protection
Services in Guadalupe County between the City
of Cibolo, the City of Schertz, and the City of
Seguin.
BACKGROUND
The Schertz Fire Department is charged with the responsibility of regional fire suppression,
protection and prevention. The Fire Department responds to fire and emergency calls in portions
of unincorporated Guadalupe County, and responds in support of other county departments when
needed. This is an annual agreement between Seguin, Cibolo, and the City of Schertz and has no
changes from previous years.
Community Benefit
Providing Fire Protection Services to these areas outside the City typically does not adversely
impact our responses within the City. We would respond in that area for structure fires with or
without the agreement due to our area -wide mutual aid agreement. By maintaining this
agreement for Guadalupe County we are able to receive some financial assistance along with
providing services in an area that would otherwise be without fire service.
FISCAL IMPACT
The City will receive revenue from the City of Seguin in the amount of $30,108 per year under
this agreement.
RECOMMENDATION
Staff recommends Council approval of Resolution 16 -R -87 to authorize the City Manager to sign
the Interlocal Agreement for Fire Protection Services in Guadalupe County between the City of
Cibolo, City of Schertz, and the City of Seguin.
ATTACHMENTS
Resolution 16 -R -87
RESOLUTION NO. 16 -R -87
A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF
SCHERTZ, TEXAS AUTHORIZING THE CITY MANAGER TO SIGN AN
INTERLOCAL AGREEMENT FOR FIRE PROTECTION SERVICES IN
GUADALUPE COUNTY BETWEEN THE CITY OF CIBOLO, CITY OF
SCHERTZ, AND THE CITY OF SEGUIN, AND OTHER MATTERS IN
CONNECTION THEREWITH
WHEREAS, the City of Schertz Fire Rescue Department provides fire service to the
citizens of Schertz and is a participant in multiple mutual aid agreements among other
jurisdictions to provide and receive fire and rescue services; and
WHEREAS, the County of Guadalupe has need of fire services in unincorporated
Guadalupe County and historically contracts with the nearest fire departments to provide that
service; and
WHEREAS, it is of benefit to both parties and to the residents in those areas, to enter into
this Agreement to efficiently provide that service to the areas designated in the Agreement ; now
therefore,
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS
THAT:
Section 1. The City Council hereby authorizes the City Manager to execute the
Interlocal Agreement to provide fire service to areas within Guadalupe County as set forth in
Exhibit A.
Section 2. The recitals contained in the preamble hereof are hereby found to be true,
and such recitals are hereby made a part of this Resolution for all purposes and are adopted as a
part of the judgment and findings of the City Council.
Section 3. All resolutions, or parts thereof, which are in conflict or inconsistent with
any provision of this Resolution are hereby repealed to the extent of such conflict, and the
provisions of this Resolution shall be and remain controlling as to the matters resolved herein.
Section 4. This Resolution shall be construed and enforced in accordance with the
laws of the State of Texas and the United States of America.
Section 5. If any provision of this Resolution or the application thereof to any person
or circumstance shall be held to be invalid, the remainder of this Resolution and the application
of such provision to other persons and circumstances shall nevertheless be valid, and the City
Council hereby declares that this Resolution would have been enacted without such invalid
provision.
Section 6. It is officially found, determined, and declared that the meeting at which
this Resolution is adopted was open to the public and public notice of the time, place, and subject
matter of the public business to be considered at such meeting, including this Resolution, was
given, all as required by Chapter 551, Texas Government Code, as amended.
Section 7. This Resolution shall be in force and effect from and after its final
passage, and it is so resolved.
PASSED AND ADOPTED, this 6th day of December 2016.
CITY OF SCHERTZ, TEXAS
Michael R. Carpenter, Mayor
ATTEST:
Brenda Dennis, City Secretary
(CITY SEAL)
EXHIBIT A
Attached
STATE OF TEXAS
COUNTY OF GUADALUPE
INTERLOCAL AGREEMENT FOR FIRE PROTECTION SERVICES IN
GUADALUPE COUNTY BETWEEN THE CITY OF CIBOLO, THE CITY OF
SCHERTZ AND THE CITY OF SEGUIN
This agreement is entered into by and between the City of Seguin ( "Seguin "), a
municipal corporation situated in Guadalupe County, Texas, the City of Schertz
( "Schertz "), a municipal corporation situated in Guadalupe County, Texas, and the City
of Cibolo ( "Cibolo "), a municipal corporation situated in Guadalupe County, Texas
(collectively the "Cities ").
Authority is granted pursuant to the lnterlocal Cooperation Act, Chapter 791 of the
Texas Government Code.
WHEREAS, Guadalupe County desires to provide fire protection services to citizens of
the County residing outside the city limits of the City of Seguin, in an area more
particularly described in Exhibit "A" attached hereto and incorporate herein, hereinafter
called the "designated area "; and
WHEREAS, Guadalupe County desires to provide fire protection services to citizens of
the County residing outside the city limits of the City of Schertz, in an area more
particularly described in Exhibit "C " attached hereto and incorporate herein,
hereinafter called the "designated area "; and
WHEREAS, Guadalupe County desires to provide fire protection services to citizens of
the County residing outside the city limits of the City of Cibolo, in an area more
particularly described in Exhibit "C" attached hereto and incorporate herein, hereinafter
called the "designated area "; and
WHEREAS, Guadalupe County desires to provide backup fire protection services to
the Volunteer Fire Departments serving the unincorporated areas described in the
above Exhibit "B "; and
WHEREAS, the Cities currently provide fire protection services to their respective
residents with fulltime professional personnel on a twenty -four hour, seven days a week
basis and are willing to provide such services to certain areas of the County, according to
the terms and conditions stated in an Interlocal Agreement between Guadalupe County
and the City of Seguin;
NOW, THEREFORE, in consideration of the mutual covenants and agreement stated
herein, the Cities agree as follows:
I.
The purpose of this agreement is to allow Seguin to provide fire protection services to
the designated areas as described in Exhibit "A;" to allow Schertz to provide fire
protection services to the designated areas as described in Exhibit "C;" and, to allow
Cibolo to provide fire protection services to the designated areas described in Exhibit
"C ". Additionally, the three cities will provide mutual aid fire protection services as
needed to the other unincorporated areas of Guadalupe County.
II.
The term of this agreement shall be one year, beginning October 1, 2016 and ending
September 30, 2017.
III.
Seguin, Schertz and Cibolo agree to provide fire protection services to the designated
areas including extrication and other rescue services to support the EMS contract. Said
services shall be provided from existing fire station locations within each of the
respective Cities. It is understood and agreed that the fire fighting equipment and
personnel of Seguin, Schertz or Cibolo shall give priority to calls within their respective
city at all times. In the event of such emergency, the Seguin Fire /EMS Department, the
Schertz Fire Department and the Cibolo Fire Department will call upon its mutual aid
agreements to provide next available units.
IV.
Seguin agrees to pay the sum of $30,108 per year, paid in twelve monthly installments
Of $2,509 to the City of Schertz, and the identical sum to the City of Cibolo for services
rendered under this agreement following receipt of payment from Guadalupe County.
V.
The Cities agree that all equipment and personnel of Seguin, Schertz and Cibolo used in
the provision of services hereunder shall be and remain the sole management and
budgetary authority of the City Manager for each city.
in
No amendment, modification, or alteration shall be binding unless the same be in
writing, dated subsequent to the date hereof and duly executed by the Cities.
on
Notice to the City of Seguin shall be delivered to the City Manager, City of Seguin, 205
N. River Street, Seguin, Texas 78156. Notice to the City of Schertz shall be delivered to
the City Manager, City of Schertz, 1400 Schertz Parkway, Schertz, Texas 78154. Notice
to the City of Cibolo shall be delivered to :City Manager, City of Cibolo, 200 S. Main
Street, Cibolo, Texas 781o8This agreement shall be binding upon and inure to the
benefits of the Cities and their respective legal representatives, successors, and assigns
where permitted by this agreement.
VIII.
In case any one or more of the provisions contained in this agreement shall for any
reason be held to be invalid, illegal, or unenforceable in any respect, such invalidity,
illegality or unenforceability shall not affect any other provision thereof and this
agreement shall be construed as if such invalid, illegal, or unenforceable provision had
never been contained herein.
This agreement constitutes the sole and only agreement of the Cities and supersedes any
prior understandings or written or oral agreements between and the Cities respecting
the subject matter.
0
To the fullest extent permitted by law, each City shall and does hereby agree to
indemnity, protect, defend, and hold harmless the other City, its officers, agents and
employees, for, from and against all claims, demands, liabilities, damages, costs, suits,
losses, liens, expenses, causes of action, judgments, and fees (including court costs,
attorney's fees, and costs of investigation), of any nature, kind, or description by,
through, or of any person or entity whomsoever arising out of, or alleged to have arisen
out of, (in whole or in part) the work to be performed, or in any way whatsoever in
connection therewith. Pursuant to Texas Government Code 791.006, the governmental
unit that would have been responsible for furnishing the services in the absence of a
contract is responsible for any civil liability that arises from the furnishing of those
services. Nothing in this agreement adds to or changes the liability limits and
immunities for a governmental unit provided by the Texas Tort Claims Act, Chapter 1o1,
Civil Practices and Remedies Code, or other law. This agreement is not a joint enterprise
for the purpose of assigning or determining liability.
XI.
Any of the Cities shall have the right to terminate this agreement with a ninety (go) day
written notice.
This Agreement is executed this day of October, 2016.
CITY OF SEGUIN
By:
Douglas G. Faseler
City Manager
City of Seguin
Attest:
Thalia Stautzenberger
City Secretary
CITY OF CIBOLO
By: G�AA---A , q-e-A��
Robert T. Herrera
City Manager
City of Cibolo
Attest:
Peggy Cimics
City Secretary
CITY OF SCHERTZ
By:
John Kessel
City Manager
City of Schertz
Brenda Dennis
City Secretary
3 5-,
v �. a y
ca,m'°3 (1) m
m
m p O N N
O o 7 F
-w - _• O W
2L t
UZ
N Q = S p
ENO d� m„ VI mn
0 to m o y ^t CD •
mm
co N C p' 19
u�i J, o�w3,a `Y
W 6
r
w
Id
' J
� m
fj3 'y !Z1 rMIL
"a OGG
rp- `
J i
�^ n
3
d
FM 1620.
�a
co
o
STATE HWY123S'° ° ° STATE HWY123N ^.,
' N- ` � N to
]i FM 1117
V
~
to FM 2438
00
N
m ;fi
:. STAT Wy 80S
1 ^{
" z
v
vyr:avi
C y 3
N
cn D
O
O
E t
E � 3
co
CL
O 0 N
NN.�
O
d �
O
= C
�
O 0) �
_
m N fD
N C N
I,
m
Q
Acn
(D
1 Q
rMIL
i
}
i,
0
V
F�3
1
4
1
\�
I
`k
00 \
1>
}>
Al
fA In
\
!'
N
0 CD
CD
N j'
i,
\1}
)
Q
(D
�\
.:
6
(D
(D
N
�`
K'1
3 5 W-1
'O C r. N
033
m m
t�
m
m
cn
N O N q
:
T
i
� N
3 N O o. O;
0 ° �v�,
N
-
N
--1
O
0
Cn N O
'f
CD
? co m m
to C Q (a
`y
7 (D O!
d�
CL
�.
)Ai
Cr
ri
C"
it
m
mn
i" �"`
t
� ■
y
a
r
0,'
a a
0
a
d
PiF
v
CS2
lk
FM 1620
�!
�4(
N A TIN S
m
STATE HWY 123 S
n
'
STATE HWY 123 N,
l
j
N
V
�m
FM 1117
g
P
f�
m
m
L,.
o
FM 2438
�a
k
�
%
FM 1150
,
r,
4
Zl
STAT Wy 80S