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24-T-150 FY 2024-25 BudgetORDINANCE NO. 24-T-150 AN ORDINANCE ADOPTING A BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2024, AND ENDING SEPTEMBER 30, 2025, IN ACCORDANCE WITH THE CHARTER OF THE CITY OF SCHERTZ, TEXAS; PROVIDING FOR THE FILING OF THE BUDGET; PROVIDING THAT THIS ORDINANCE SHALL BE CUMULATIVE OF ALL ORDINANCES; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, the City of Schertz is a home rule city acting under its charter adopted by the electorate pursuant to Article XI, Section 5 of the Texas Constitution and Chapter 9 of the Local Government Code; and WHEREAS, the City Manager of the City of Schertz submitted a budget proposal to the City Council prior to the beginning of the fiscal year, and in said budget proposal set forth the estimated revenues and expenditures and made the detailed classification as required by the City Charter of the City of Schertz, Texas; and WHEREAS, the City Council finds that all provisions pertaining to the adoption of a budget contained in the City Charter have been in all things complied with; and WHEREAS, a Public Hearing is held by the City Council of the City of Schertz, Texas on the 20d' day of August 2024 and the 3rd day of September 2024; and WHEREAS, after a full and final consideration, the City Council is of the opinion that the budget should be approved and adopted; and NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS, THAT: Section 1. The budget of the expenditures of the City of Schertz for the ensuing fiscal year beginning October 1, 2024, and ending September 30, 2025, be, and the same is, in all things, adopted and approved as the said City of Schertz budget for the Fiscal Year beginning the first day of October 2024, and ending the thirtieth day of September 2025. Section 2. The sums below are hereby appropriated from the respective funds for the payment of expenditures on behalf of the City government as established in the approved budget document: 2024-2025 Budget General Fund $52,589,778 Tax I&S Fund 10,193,020 Water & Sewer Fund 35,011,333 Capital Recovery - Water 19,000 Capital Recovery - Sewer 33,000 Drainage Fund 1,635,862 EMS Fund 15,371,822 SEDC 16,668,840 Special Events Fund 55,000 PEG Fund 64,000 Hotel Occupancy Fund 208,722 Park Fund 100,000 Tree Mitigation 85,000 Roadway Impact Fee Areal 5,000 Roadway Impact Fee Area2 105,000 Roadway Impact Fee Area3 5,000 Roadway Impact Fee Area4 3,000 Library Fund 21,500 Historical Committee 14,250 Total: $132,189,127 Section 3. A true and correct copy of this ordinance along with the approved budget attached hereto, and any amendments thereto, shall be filed with the City Secretary. In addition, the City Manager is hereby directed to file or cause to be filed a true and correct copy of this ordinance along with the approved budget attached hereto, and any amendments thereto, in the office of the County Clerk of Guadalupe, Comal, and Bexar Counties, Texas, as required by law. Section 4. This ordinance shall be cumulative of all provisions of ordinances and of the Code of Ordinances of the City of Schertz, Texas (2006), as amended, except where the provisions of this ordinance are in direct conflict with the provisions of such ordinances and such Code, in which event the conflicting provisions of such ordinances and such Code are hereby repealed. Section 5. It is hereby declared to be the intention of the City Council that the phrases, clauses, sentences, paragraphs, and sections of this ordinance are severable, and if any phrase, clause, sentence, paragraph, or section of this ordinance shall be declared unconstitutional by the valid judgment or decree of any court of competent jurisdiction, such unconstitutionality shall not affect any of the remaining phrases, clauses, sentences, paragraphs, and sections of this ordinance, since the same would have been enacted by the City Council without the incorporation in this ordinance of any such unconstitutional phrase, clause, sentence, paragraph, or section. Section 6. This ordinance shall be in full force and effect from and after its final passage, and it is so ordained. n PASSED ON FIRST READING, the _�0 day of , 2024. PPROVED and ADOPTED ON SECOND READING, the day of 024. CITY OF S HERT TEXAS Ral uti e , Mayor A-ST- Sndsity See tary CITY OF SCHERTZ WI CIT Y Pp RA'r�9, FY 2024=25 PROPOSED BUDGET CITY OF SCHERTZ FY 2024-2025 BUDGET The City Council hereby ratifies the budget will raise more total property taxes than last year's budget by $1,345,617 or 5.1 % increase, and of that amount, $339,457 is tax revenue to be raised from new property added to the tax roll this year. The members of the governing body voted on the proposal to consider the budget as follows: FOR: AGAINST: N/A PRESENT and not voting: N/A ABSENT: N/A Property Tax Rate Comparison Property Tax Rate: No -new -revenue No -new -revenue Maintenance & Operations Tax Rate: Voter -approval Rate: Debt Rate: Total debt obligation for the City of Schertz secured by property taxes: 2024-25 2023.24 $0.4872/100 $0.4805/100 $0.4554/100 $0.3301/100 $0.3213/100 $0.4990/100 $0.4873/100 $0.1574/100 $0.1548/100 $88,054,065 $96,572,010 COMMUNITY SCHHERTZ 1 SEVIE OPPORTUNITY CITY OF SCHERTZ, TEXAS PROPOSED ANNUAL BUDGET FISCAL YEAR 2024-25 OCTOBER 1, 2024 - SEPTEMBER 30, 2024 CITY COUNCIL RALPH GUTIERREZ Mayor MARK DAVIS Council Member, Place 1 MICHELLE WATSON Council Member, Place 2 PAULMACALUSO Council Member, Place 3 TIFFANY GIBSON Council Member, Place 4 ROBERT WESTBROOK Council Member, Place 5 ALLISON HEYWARD Council Member, Place 6 TIM BROWN Council Member, Place 7 PREPARED BY STEVE WILLIAMS, CITY MANAGER BRIAN C. JAMES, DEPUTY CITY MANAGER SARAH GONZALEZ, ASSISTANT CITY MANAGER JAMES P. WALTERS, FINANCE DIRECTOR JESSICA DYCUS, ASSISTANT FINANCE DIRECTOR MIKE WALKDEN, FINANCIAL ANALYST COMMUNITY SCHHERTZ OPPORTUNITY City of Schertz Our Vision Community. Service. Opportunity. Our Mission Leading, improving, and serving a livable, sustainable and financially sound community City Policy Values 1.Safe Community 2.Essential Services 3.High Quality of Life 4.Attractive Community 5.Economic Prosperity 6.Fiscally Sustainable City Operational Values 1. Systems Management 2. Engaged Workforce 3. Innovative 4. Proactive 5. Service Oriented City Core Value 1. Do the right thing 2. Do the best you can 3. Treat others the way you want to be treated 4. Work cooperatively as a tea COMMUNITY SCHIERTZ I OPPOR UN September 3, 2024 TO: The Honorable Mayor and Councilmembers FROM: Steve Williams, City Manager SUBJECT: Adopted Budget for Fiscal Year 2024-25 The proposed budget for FY 24-25 was filed with the City Secretary on August 2, 2024, in accordance with the requirements of the City Charter. Revenues in each of the funds meet or exceed proposed expenditures when utilizing excess reserves. There will be two public hearings for resident input on August 20, 2024, and September 3, 2024. This budget makes significant strides in continuing the pursuit of the City's goals of 1) ensuring a competitive position with regards to Staff Compensation; 2) properly maintaining the City's Infrastructure, with a particular emphasis on Street Maintenance and Repair; 3) creating and implementing a comprehensive Capital Improvement Program (CIP); 4) increasing Staffing Levels to ensure excellent service; and 5) constructing new and/or remodeling City Facilities. This is achieved by implementing an across-the-board salary increase of 3.5% for all departments based on the Bureau of Labor Statistics Employer Cost Index (ECI) for State and Local Government workers. The ECI measures wage and benefit costs across the country for state and local government jobs. As of June 30, 2024, the ECI showed a 5.1 % increase; however, this budget includes a lower percentage to align with revenue projections. It will be implemented in October 2024 with the new budget and will increase individual salaries, as well as adjust the Grade and Step programs accordingly. In addition to the ECI, funding is included to continue the City's Step Program (4%) for public safety positions and a Merit (0-4%) for non-public safety positions, based on performance evaluation. Street maintenance is a priority again this year. In FY 23-24, the City purchased a pothole truck, developed an online dashboard to monitor progress, and utilized $1,000,000 in excess fund balance to complete additional projects (on top of a base budget of $650,000). In FY 24-25, it is anticipated that all three will provide the necessary momentum to fully implement a more aggressive street maintenance program. The construction of larger capital projects is included in the City's new comprehensive CIP. The CIP is the City's 10-year plan to ensure that current and future capital needs are identified, prioritized, have a construction timeline, and may be funded with projected resources. It includes water, sewer, streets, parks, facilities, and drainage projects that typically cost more than $250,000 and last for at least five years. They are funded with a variety of sources, such as bonds, grants, impact fees, and cash. The first year of the CIP is the Capital Budget for the upcoming fiscal year and it is adopted along with the Operating Budget. In September of this year, the City will issue $20,000,000 in Certificates of Obligation (COs) to fund various streets projects throughout the City. Regarding past bond elections, in 2010, voters approved a bond package for the construction of additional baseball fields, a soccer complex, an animal adoption center, the relocation of a playscape, an indoor aquatic center, and infrastructure improvements to Main Street. Of the 2010 bonds, the only remaining project is for the Main Street improvements, which are scheduled to begin in October of 2024. In 2021, voters approved a bond package for the construction of Fire Station #4. These funds have been issued, the land has 1400 Schertz Parkway Schertz, Texas 78154 1 210.619.1000 COMMUNITY SCHHERTZ OPPORTUNITY been purchased, and the project is currently in the design phase. Its projected opening date is in early calendar year 2026. To address ongoing staffing needs, the following positions are included in the budget: an EMS Battalion Chief; 5 Water/Sewer Workers; and a Meter Technician. Also included is the reclassification of the EMS Supply Coordinator from a part-time to a full-time position and upgrading the Public Works Customer Service Representative to an Administrative Assistant. The Guadalupe County Tax Assessor/Collector calculated the City's total combined taxable assessed value at $5,645,026,665. This is a 3.9% increase or $213,600,527 over last fiscal year. Slower development in FY 22-23 has resulted in less taxable value being added than in recent years. Nevertheless, development is accelerating with such projects as the Schertz Station retail center and its associated build -to -rent residential neighborhood, the construction of multiple warehouse/distribution centers, and the expansion of The Crossvine neighborhood. All of which will provide additional tax revenues. The FY 24-25 Budget increases the current property tax rate to $0.4900 per $100 of assessed property valuation. The Maintenance & Operations (M&O) portion of the tax rate, which is dedicated for city operations, increases to $0.3326 from $0.3324, while the Interest & Sinking (I&S) portion, which pays the City's bonded indebtedness, increase to $0.1574 from $0.1548. Sales taxes in the City of Schertz have experienced strong growth in the past few years averaging over 10% annual growth the past 3 years but have leveled off in FY 23-24. Historic long-term growth has been at 7% but is expected to be around 3.5% by year end September 2024. Staff has been keeping an eye on the economy and the Federal Reserve. The Federal Reserve has stated their desire to curb inflation and has taken frequent action to slow down the economy. Current inflation factors are showing a slowdown and with the Federal Reserve looking to decrease the rate and stimulate the economy during FY 24-25. This directly affects mortgage lending rates and could increase home purchasing once the rates are lowered. As such, while in FY 24-25 the City is expected to see 6% growth in sales tax revenue, staff will watch for potential changes in revenue growth and plan accordingly. The City has an adopted goal of keeping a General Fund fund balance level of 26% of operating expenditures, and if over that target, must reduce the fund balance to 26% within five years. At this time, it is estimated the General Fund will have a fund balance equal to 31% of operating expenditures by the end of September 2024 and 25% at the end of September 2025. This is below the intended goal and staff will be charged to return the fund balance to 26% within one year. I would like to thank all Department Heads for their assistance in the development of this document. Special thanks are due to the following people for their critical roles in the completion of this budget: Deputy City Manager Brian James, Assistant City Manager Sarah Gonzalez, and Finance Department staff Jessica Dycus, Mike Walkden, and Finance Director James Walters. Lastly, I would like to thank the Mayor and City Council for your continued support and leadership. Together, we are providing vision and quality operations to the City while being good stewards of the resources our residents and businesses have provided. Sincerely, WW City Manager 1400 Schertz Parkway Schertz, Texas 78154 210.619.1000 1 c., CI'rV nF grJJ17D-r7 FY 2024-2025 BUDGET BUDGET STRUCTURE GENERALFUND The City's primary governmental operating fund. Allocates property taxes, sales taxes, fees, fines and other revenue sources to provide basic City services, such as Police, Fire, Street Maintenance, Park Maintenance, Building Inspections, Support Services, and others. It is used to account for all financial resources that cannot otherwise be accounted for in other funds that have specific purposes. INTEREST & SINKING FUND 'This fund is used to account for the accumulation of resources for and the payment of general long term debt principal and interest on city debt. ENTERPRISE FUNDS Enterprise funds are used to account for governmental activities that are similar to those found in private businesses. The major revenue source for these enterprise funds is the rate revenue generated from the customers who receive the services provided. Expenses for these services are paid for through revenue generated from services provided. WATER & SEWER Fund tracks revenue and expenses for the City's water, sewer, and solid waste functions and is managed by the Public Works Department. CAPITAL RECOVERY WATER The Capital Recovery program is designated to support future growth of population and commercial water and wastewater demands without an impact on existing customers while keeping bond supported programs to a minimum. CAPITAL RECOVERY SEWER The Capital Recovery program is designated to support future growth of population and commercial water and wastewater demands without an impact on existing customers while keeping bond supported programs to a minimum. EMERGENCY MEDICAL SERVICES(EMS) Schertz Emergency Medical Services responds to 911 requests for ambulance service across a 220 square mile service area that includes the municipalities of Schertz, Cibolo, Live Oak, Marion, Santa Clara, Selma, Universal City, western Guadalupe County, Comal County Emergency Services District (ESD) #6 (about 25% of Comal County including the City of Garden Ridge); and a small portion of unincorporated Bexar County. DRAINAGE The Public Works Drainage Division is responsible for the maintenance and management of drainage channels, storm water inlets, floodways, road rights -of -way, alleys, and compliance with regulations, as well as reviewing subdivision plans and the issuance of permits for development and that might affect drainage infrastructure. CITY OF SCHERTZ FY 2024-2025 BUDGET SCHERTZ ECONOMIC DEVELOPMENT FUND The mission of the City of Schertz Economic Development Corporation (SEDC) is to grow the Schertz economy through Projects. SPECIAL REVENUE FUNDS Special revenue funds are used to account for the proceeds of certain specific revenue sources that are legally restricted to expenditures for specified purposes. SPECIAL EVENTS The Special Events Fund is designated to monitor and manage funds appropriated to host community events, sponsored or co -sponsored, by the City of Schertz. PUBLIC, EDUCATIONAL, and GOVERNMENT (PEG) ACCESS FUND The PEG Fund is dedicated to provide communication infrastructure in the City. This will allow the City to better reach the citizens with necessary information. HOTEL/MOTEL TAX Revenues for the Hotel/Motel Fund are derived from a 7% tax on rooms rented in the City. These revenues are used to support Schertz as a destination location. PARK FUND The Park Fund is a special fund designated to monitor and manage funds for the management of the City of Schertz Urban Forest and capital improvements of the City of Schertz Park System. TREE MITIGATION Tree mitigation fund is a special fund that is derived from revenue from permits for tree removal issued in connection with a building permit, subdivision plan, and site plan. ROADWAY AREA 1-4 The Roadway Impact Fee program is designated to support future growth of population and commercial roadway demands while keeping bond supported programs to a minimum. LIBRARY FUND The purpose of the Library Advisory Board is to provide citizen input to the City of Schertz on Library policy and operation and to raise community awareness of the library and its services. HISTORICAL COMMITTEE This function is funded'from the Special Events Fund by a transfer. The Historical Committee reviews locations for possible historic value and distributes books about the history of Schertz. CITY OF SCHERTZ FY 2024-2025 BUDGET BUDGET PROCESS STRATEGIC PLANNING At the beginning of the budget process, the City Council, City Management and Department heads gather at a pre -budget retreat to discuss priorities and goals for the upcoming fiscal year budget. REVENUE PROJECTION The Finance Department staff develops revenue projections based upon trend analysis, anticipated changes in the local, state and national economies, and discussions with other departments. The revenue projection is used to determine the financial limitations for the development of the budget. BUDGET DEVELOPMENT The budget was developed based on zero base budgeting. Supplemental requests for capital items, new personnel, expanded services, or other items that do not fit within normal operating budgets are requested and justified separately. Upon completion of the proposed budget, department heads submit their budget request to the Finance Department for review, after which the budget is submitted to the City Manager for review and approval. The City Manager meets with his direct reports to discuss and adjust where needed. BUDGET The City Manager submits to the City Council a proposed operating budget City Councill meets for budget workshops to review the proposed budget and ensure it meets the priorities and goals set at the beginning of the budget process. PUBLIC HEARINGS/BUDGET ADOPTION Public hearings are held to inform the public about the proposed budget and tax rate and give citizens the opportunity to comment. The budget and tax rate take effect on October 1st DATE March April May June July August September October CITY OF SCHERTZ FY 2024-2025 BUDGET FY 24-25 BUDGET CALENDAR AC' Pre -Budget Retreat Budget Kickoff -go over instructions for preparing budget, calendar and process. Departments submit Year end projections to Finance for review J and approval. Departments submit base budget and fee schedules to Finance for review and approval City Management reviews budgets and supplemental requests Fee Schedule is presented to Council. Tax rate is reviewed by Finance and City Manager. Budget Retreat, Budget workshop, and first public hearing on Budget & Tax Rate. The preliminary Tax rate is set. Second public hearing and vote on budget & tax rate. New budget in effect Citizens Mayor & City Council Prosecuting * * Attorney* 0 City Secretary City Manager Police . Deputy City . Assistant City Manager Manager Public Works Im Park & Recreation Internal Services In Library Planning & Community Finance Development Economic Human Development Resources Engineering L= Public Affairs Municipal Court Judge* Fire Rescue City Attorney* Emergency Medical Services CITY OF SCHERTZ 2024-25 BUDGET Table of Contents Executive Summary General Fund Summary 8 Revenues 10 City Council 28 City Manager 31 Municipal Court 35 311 /Customer Relations 40 Planning & Zoning 44 Legal Services 50 Economic Development 53 City Secretary 56 Non -Departmental 61 Public Affairs 64 Engineering 70 Police 77 Fire Rescue 85 Inspections 92 Neighborhood Services 98 Streets 104 Parks, Recreation, & Community Services 110 Pools 116 Event Facilities 120 Library 125 Information Technology 131 Human Resources 137 Finance 142 Purchasing & Asset Management 147 Fleet Services 153 Facility Services 159 City Assistance 167 Court Restricted 170 Interest & Sinking Fund 172 Water & Sewer Summary 180 Business Office 191 Water & Sewer Administration 199 Capital Recovery.- Water 207 Capital Recovery — Sewer 213 Drainage Summary 219 Revenues 223 Expenditures 229 Emergency Medical Services (EMS) Summary 231 Revenues 235 Expenditures 241 Schertz Economic Development Corporation Summary 243 Revenues 247 Expenditures 252 Special Revenue Funds Special Events 254 Public, Educational, and Government (PEG) Access Fund 260 Hotel/Motel Tax 264 Park Fund 270 Tree Mitigation 275 Roadway Area 1 280 Roadway Area 2 285 Roadway Area 3 290 Roadway Area 4 295 Library Fund 300 Historical Committee 307 Glossary 313 Executive Summary General Fund Revenue: Revenues for FY 2024-25 Budget are expected to increase 3.5% from the FY 2023-24 year-end estimate. The largest contributor to this increase will be from property and sales taxes. Expenses: The overall FY 2024-25 Budget increased 3.1 % from the FY 2023-24 year-end estimates. This includes wage increases of 3.5% across the board as well as a 2% merit for non- public safety and a step increase for public safety. City Council The Proposed FY 2024-25 Budget increases 4.1 % from the FY 2023-24 year-end estimates for anticipated CPI increases. City Manager The FY 2024-25 Budget decreases 10.2% from the FY 2023-24 year-end estimates. The decrease is due to transferring the personnel related to Economic Development services to their own department in the General Fund and the removal of the Assistant to the City Manager position. Municipal Court The FY 2024-25 Budget increased 1.2% from FY 2023-24 year-end estimates for the proposed wage adjustments. 311 Customer Service The FY 2024-25 Budget increases 2.0% from the FY 2023-24 year-end estimates caused by the wage adjustments with no other changes to operation. Planning & Zoning The FY 2024-25 Budget decreases by 2.1 % from the FY 2023-24 year-end estimate. Increase in personnel expenditures is offset by less capital outlay. Legal Services The FY 2024-25 Budget is $20,000 lower then the FY 2023-24 year end estimate. The level of legal services used in FY 2023-24 is not expected to continue in FY 2024-25. Economic Development The FY 2024-25 Budget increased 14.9% from FY 2023-24 year-end estimates for the proposed ECI wage adjustments and additional contributions to the TIRZ. City Secretary The FY 2024-25 Budget increases 8.3% from the FY 2023-24 year-end estimate from the anticipated wage adjustments and the addition of part time Records Clerk position to aid with the increasing open records requests. Non -Departmental The FY 2024-25 Budget increases 35.9% from the FY 2023-24 year-end estimate due to new pay incentives, new insurance policy and is offset by setting the contingency accounts to $180,000 total. Page 1 of 310 Public Affairs The FY 2024-25 Budget increases 2.3% from the FY 2023-24 year-end estimates. The increase is caused by the anticipated wage adjustments. Engineering The FY 2024-25 Engineering Budget increased 22.3% from the FY 2023-24 year end estimate for a new position (administrative assistant), the assumption of filling multiple position vacancies, and planned wage increases. Police The fiscal year 2024-25 budget has experienced a decrease of 2.4% compared to the year- end estimates of fiscal year 2023-24. Within the fiscal year 2023-24, five (5) school resource officers were incorporated into the budget unfunded. We have added one position, but four still need to be funded. Upon the employment of these officers, an amendment will be made to the contract with Schertz-Cibolo-Universal City ISD, resulting in supplementary funds being allocated to the budget. The most significant reductions in the budget are attributable to capital outlay (-$950,801). The budget data for 2024-25 has been sourced from InCode. Axon Enterprise, Inc. equipment's annual lease and maintenance expenses remain constant at $550,000 for five years; the fiscal year 2024-25 represents the second year. This program encompasses replacing body cameras, in -car cameras, and TASERs. The costs for vehicle replacement will remain consistent, with the police department scheduled to replace eight vehicles during fiscal year 2024-25. Fire Rescue The FY 2024-25 Budget will increase 10.4% from the FY 2023-24 year-end estimate. This increase comes from adding 3 new captain positions, promoting 3 Firefighters to Fire Apparatus Operators (FAO) and from anticipated wage adjustments. Inspections The FY 2024-25 Budget increases 16.6% from the FY 2023-24 year-end estimate with the anticipated wage adjustments. Neighborhood Services The FY 2024-25 Budget increases 0.4% from the FY 2023-24 year-end estimate. Fewer capital purchases almost offset the anticipated wage adjustments. Streets The FY 2024-25 Budget will decrease 1.1 % from the FY 2023-24 year-end estimate. Personnel increases with anticipated wage adjustments while staff has engaged contractors to resurface streets for the next year. Overall repairs and maintenance 2024-25 budget has decreased from FY 2023-24 estimate back towards base budget. Parks The FY 2024-25 Budget will decrease 3.1 % from the FY 2023-24 year-end estimate. Personnel increases from the anticipated wage adjustment is offset by fewer park improvements with the completion of existing projects. Pools The FY 2024-25 Budget increased 7.0% from FY 2023-24 year-end estimates for the Page 2 of 310 proposed wage adjustments. Event Facilities The FY 2024-25 Budget will decrease 4.1 % from the FY 2023-24 year-end estimate due to lower Capital Outlay costs in 2024-25. Library The Library FY 2024-25 Budget increases 5.3% from the FY 2023-24 year-end estimate with the anticipated wage increase. Animal Services This budget was combined into the Police Department Budget. Information Technology The Information Technology FY 2024-25 Budget increases 14.3% from the FY 2023-24 year-end estimate. The increase is due to the anticipated wage adjustments, contractual software increases, and new server purchases for police officers' virtual terminals. Human Resources The FY 2024-25 Budget will increase 1.7% from the FY 2023-24 year-end estimate with the anticipated wage increase. Finance The FY 2024-25 Budget will increase 10.3% from the FY 2023-24 year-end estimate. This increase is due to increased costs for services and goods. Also, with anticipated wage increase from Class and Comp study. Purchasing & Asset Management The FY 2024-25 Budget reflects an increase of 29.1 % from the FY 2023-24 year-end estimate to account for training related to new staff certifications and anticipated wage increases. Fleet Services The FY 2024-25 Budget will decrease 10.0% from the FY 2023-24 year-end estimate. Supplies and Equipment and Capital Outlay costs are lower for 2024-25 budget compared to estimated 2023-24 costs. Facility Services The FY 2024-25 Budget decreases 2.9% from the FY 2023-24 year-end estimates. The building maintenance funds were moved from Maintenance Services to Capital Outlay to better track emergency repairs and routine maintenance versus building renovations and large repair projects. City Assistance The FY 2024-25 Budget will decrease $13,270 from the FY 2023-24 year-end estimate. Page 3 of 310 Court Restricted Funds The FY 2024-25 Budget will increase $91,000 from the FY 2023-24 estimate to match the projected revenue for 2024-25. Interest & Sinking Fund Revenues: Revenues for FY 2024-25 Budget increased 9.5% from the FY 2023-24 estimate with higher property values and an increase in the I&S tax rate. Expenses: The FY 2024-25 Budget will increase 7.6% from the FY 2023-24 year-end estimate following the existing debt payment schedule. Water & Sewer Fund Revenue: Revenues for FY 2024-25 Budget are expected to increase 3.3% from the FY 2023-24 year-end estimate due to account growth and fee increases. Expenses: The FY 2024-25 Budget increased 9.7% from the FY 2023-24 year-end estimate due to anticipated wage adjustments and the purchase of a replacement Combo Vac Truck, system monitoring upgrades and easement acquisition for future infrastructure. Utility Billing The FY 2024-25 Budget increases 9.2% from the FY 2023-24 year-end estimate due to anticipated wage adjustments and the addition of a Lead Clerk position and higher credit card fees as more customers pay by phone or online. Administration The FY 2024-25 Budget will increase 1.0% from the FY 2023-24 year-end estimate due to anticipated wage adjustments and the purchase of a replacement Combo Vac Truck, system monitoring upgrades and easement acquisition for future infrastructure. Capital Recovery Fund — Water The FY 2024-25 Budget will be set at $19,000 for any professional services or studies that need to be completed. Capital Recovery Fund - Sewer The FY 2024-25 Budget will be set at $33,000 for any professional services or studies that need to be completed. Drainage Fund Revenue: The FY 2024-25 Budget increased 10.1 % from the FY 2023-24 year-end estimate from anticipated service additions. Expenses: The FY 2024-25 Budget will decrease 5.9% from the FY 2023-24 year-end estimate. EMS Fund Revenue: Revenues for FY 2024-25 Budget are expected to increase 13.6% from FY 2023- 24 year-end estimates from an increase in transports and new service contracts with customer cities. Page 4 of 310 Expenses: The FY 2024-25 Budget will increase 2.7% from the FY 2023-24 year-end estimate due to anticipated wage adjustments and the addition of 4 EMT positions. Schertz Economic Development Corporation (SEDC) Revenues: The SEDC receives one-half of one percent of all sales and use tax generated within the City of Schertz. The revenue for FY 2024-25 budget is projected to decrease by 2.9% from the FY 2023-24 year-end estimate. The decrease is due to the expected lowering of the Federal Funds Rate which the City's investment income closely follows, as well as having less funds invested overall. Expenses: The SEDC funds are restricted to those expenses authorized by the Texas Local Government Code sections 501 and 505. The expenses for FY 2024-25 are projected to increase $15,874,880 to fund approved incentive payments and contributions to the City. The City contributions will go toward Lookout Road improvements and additional field lighting at the Schertz Soccer Complex. City Support Services increase from year end estimates to utilize the maximum allowed Marketing and Promotion dollars. Unspent Marketing and Promotion dollars may be carried forward per State statute for Marketing and Promotion purposes. Project Expenses: The SEDC is funding improvements to Lookout Rd, signalization, and lighting additional fields at the Schertz Soccer Complex. Special Events Fund Revenue: Revenue budget has decreased and it is now set at $55,000 each year and any additional covers event expenses. Expenses: The Special Events Fund FY 2023-24 Budget is set at $55,000 with no change in operations. Public, Educational, and Governmental Access (PEG) Fund Revenue: Revenues for FY 2024-25 Budget are expected to decrease by $19,417 from the FY 2023-24 year-end estimates as the community moves away from cable. Expenses: The PEG Fund FY 2024-25 Budget decreased to $64,000 with the continued implementation of the communication master plan. Hotel Motel Tax Fund Revenue: Revenue for FY 2024-25 Budget is expected to increase 5.4% from the FY 2023- 24 year end estimates. Expenses: The Hotel Motel Tax Fund FY 2024-25 Budget decreases 52.9% from FY 2023- 24 year-end estimate. Park Fund Revenue: The revenue for FY 2024-25 Budget is expected to be $154,750 in anticipation of a new development which will pay into the fund. Page 5 of 310 Expenses: The FY 2024-25 Budget is set at $100,000 to utilize incoming funds for park improvements. Tree Mitigation Revenue: The revenue for the FY 2024-25 Budget is expected to increase 36.9% from 2023-24 year-end estimate following the previous years' trends. Expenses: The FY 2024-25 Budget increases 12.1 % from FY 2023-24 year-end estimate for additional tree planting. Roadway Impact Fee Area 1 The FY 2024-25 Budget will be set at $5,000 for any professional services or studies that need to be completed. Roadway Impact Fee Area 2 The FY 2024-25 Budget will be set at $105,000 for any professional services or studies that need to be completed and to reimburse developers for road construction. Roadway Impact Fee Area 3 The FY 2024-25 Budget will be set at $5,000 for any professional services or studies that need to be completed. Roadway Impact Fee Area 4 The FY 2024-25 Budget will be set at $3,000 for any professional services or studies that need to be completed. Library Fund Revenues: Revenue for FY 2024-25 is expected to decrease $5,503 from the FY 2023-24 estimate with a withdraw from their fund balance. Expenses: The Library Fund's FY 2024-25 Budget will decrease $5,285 from the FY 2023- 24 year-end estimate. Historical Committee Revenues: Revenue for FY 2024-25 will remain at the same funding allocation as FY 2023- 24. Expenses: The Historical Committee's FY 2024-25 Budget will increase slightly the FY 2023-24 estimate. Page 6 of 310 FUND: 101 GENERAL FUND DESCRIPTION The General Fund is the City's primary governmental operating fund. It is used to account for all financial resources that cannot otherwise be accounted for in other funds that have specific purposes, such as the Water and Sewer Fund or Special Revenue Funds. All general tax revenues, franchise fees, permits, interest income and any other fees that are not allocated by law or otherwise restricted to other funds are accounted for in this fund. It accounts for the majority of City services, like Police, Fire, Parks, Community Development, Library, and internal support services. 2021-22 2022-23 1 2023-24 2024-25 Budget Actual Actual_ 1 Estimate Budget Revenues Taxes $28,794,951 $32,627,390 $33,739,050 $35,321,377 Franchises 2,494,637 2,519,642 2,530,917 2,630,000 Permits & Licenses 2,203,972 2,077,758 2,500,092 2,065,700 Fees 1,862,071 1,983,071 2,208,969 2,006,139 Fines & Forfeitures 664,271 451,883 357,655 357,840 Inter -Jurisdictional 961,604 1,156,824 1,258,806 1,843,533 Fund Transfers 3,123,769 3,156,639 3,204,837 3,485,520 Investment Income 90,736 1,049,319 1,240,000 1,150,000 Miscellaneous 733,742 694,045 1,249,747 1,045,500 Total $40, 929, 754 $45, 716, 572 $48, 290, 072 $49, 993, 629 Expenses General Government $6,573,414 $6,791,423 $7,743,741 $8,562,138 Public Safety 18,633,808 20,320,040 25,115,903 25,727,540 Public Environment 1,926,603 2,278,233 3,169,207 3,118,351 Parks & Recreation 2,577,796 3,149,873 3,904,478 3,811,918 Cultural 1,144,684 1,277,826 1,416,603 1,481,722 Internal Service 7,169,922 7,859,785 9,094,317 9,472,393 Misc & Projects 2,218,615 1,138,805 587,936 415,666 Total $40, 244, 842 $42, 815, 984 $51, 032,185 $52, 589, 778 Page 7 of 310 Change in Fund Balance $684, 912 $2, 900, 588 -$2, 730,113 -$2, 596,149 PROGRAM JUSTIFICATION AND ANALYSIS Revenue: Revenues for FY 2024-25 Budget are expected to increase 3.5% from the FY 2023-24 year-end estimate. The largest contributor to this increase will be from property and sales taxes. Expenses: The overall FY 2024-25 Budget increased 3.1 % from the FY 2023-24 year-end estimates. This includes wage increases of 3.5% across the board as well as a 2% merit for non-public safety and a step increase for public safety. Page 8 of 310 L N N � N O E � O 01 C V LU C W o U ^� U a (A N M L ^� O N m v w' n W LL L IL /3 W N -001 N ea O O O O O O ON O °• m m O C C O N a c-i O O o O n 0 o 00 n o 0 m o N v c-I a+ O O NO N .O O I� O O O O O C a o W oLn N o N 00 Ln 0) m N C N LLq M C O ri N' a O -4 N 0 .--i N ti �D ti H Ln O 00 r N Oi O N 0) UO O O O O O O M 6 O O O O O 0 O 0=O C C C O C N O O O O O O O Lri Ln O oO r, c. 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O O O O O e-f h N LO O O) O O O N O O O O h O N O) Ln OO O O O O O O Ln "! a () O O Ln O) a-L CO M2! m O LO M h O O Ln o O N h O) Ln LO O O h O) m O 0 ei O M 0 e q N N L' O) CO h c-I N Ln 00 N 00 h O 00 m r, N h V CO Q LO C 00 LO .--I LO m MR to O) LO O M O Ln LD n O tD N Q ti O ri a N ri M v C a Lr1in ti m F 00 O N ! rl rl a +' O O O O O O O O O 0 O 0 O O O O O O O O O O O O O O O O O N OOD O O O O O O O O O O O O O O O O O O O O O O o O O O O O O M 'O N 7 O O O O O O O O O O O O 0 O O 0 O h O O O O O O O O O O O O O O O O O O o O O O O O on O O " D) O m N C b C O C O Ln N C O C Ln .-1 c} C m 00 O O C C O . --I O LD O Lr 0 00 0 D) M O It fN F 00 a M Ln V o O cr a h o V o O o O o O q 0 O 0 O N LO o O v M o o h -! o O o o ao h 0 c-1 0 Ln o O Ln N m O o h Ln h o O) .-L ni .4 N N V o m a0 O O O Ln Q O O LO o O) O m o O LO Ln h Ln O V O) o O) o N N Q a0 O) h M m Ln N 00 m Ln O V 0) h O N Ln M .--1 N (7) LO to N m LO 00 Ln o It h Ln e-I M h 01 h O) .--I Ln R O M 00 N c-I d' LO c-I h 0) h c-I N V r-I h 00 I0 w c-1 M � M Ch O Ly n O H L e N Y o0 o 00 o0 Ln o o o o O O h O O o c-L rl O w.--i O O O M Ln o V m N N O) O -! -! CO O N (7) O O O h `l M O h c-I O -! O) 1p O CJ M V M N r! V p e4 h O Ln V LO O V LO Ln O C .--I CG m O 00 O Ln N M V O O V O M V N N N O Q h C LO C LD 1-I O G 00 h 00 h Ln r-1 Ln Ln N V M Ln N LD V N Ln O) h M LT h 00 LO O LO Ln (3) 0 a N Ln LD M N Kr 00 N Kt 0) 0) rl rn M N V V .--I 00 M 00 O h N Ln N V M ^ M 00 00 m m W W C 10 C E H F E u '°2S6 3 O O R 'y R c o a c LL 0 N E G U Y a 2 () V LL a C U H N N U u a) 9 0) al C a N O Eo c c o V a' m 'o E E E E � Z E CJ _ U �' O O O C V O �• A _ .� Q CJ GJG C C f0 2 a ` E C ai C C C R J d C C G C w C N •E U R O LL d Q C U C 9C C W 0Cu E Q ¢ en D. Y E o z O o> a Ln oo EEE v NE _EE O O Ln C CC HO na O O O O NC u u L� OO 0 3E R uC Cu Cu uE o o O m w C u u E u R Q u u u c E c c c LYZ> 0 O 0,J° C7 mo 0 0 K t M LL N 0 R o a > w c oc _R u Y CN L a n Ln Of a N O O N OI Ln� N N h N r-I M C. C V" O 0 LD O O)I O Ln l0 .--I N G O N O O p O M h O 00 O N M �D r O p O O O O O O O G O c-i O O N O O O M O O O O O C O O O O 0 O O M .� V en h h m h a h 0) h rn h m h 0) h m h rn h rn r- rn h 0) h rn h h h rn h 0) h rn h m h rn h m h m h m h LT h LT m ' R . �i ri .-1 i-1 rl lO LO tO LO U7 lD L� LD h I� t� O) O O O O to u'f O Ln Ln Ln 0 Ln N Ln N Ln Ln Ln Ln LO 0 LO LO LD LD LD N O O O O O O O O O ~ O O O O O O O O O O O O O O O .-+ .-+ .-i .--i N .-i .-i co DEPARTMENT: 150 CITY COUNCIL FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The Schertz City Council is made up of eight elected officials. City residents currently elect a Mayor and seven Council members at -large. Mayors Pro Tempore shall be appointed by a majority vote of the City Council following a properly made motion to appoint a member who is both: (a) Eligible to serve as Mayor Pro Tempore; (b) Is, at the time of the motion, a Councilmember in good standing. The Mayor and seven City Council members are paid a modest stipend. The Schertz City Council is the City's legislative body. It sets policies, approves budgets, determines tax rates and passes ordinances and resolutions to govern the City. Council also appoints citizen volunteers to approximately 10 City advisory boards, committees, and commissions; and appoints and supervises the performances of the City Manager, City Secretary, City Attorney, and Municipal Court Judges. ORGANIZATIONAL CHART PERFORMANCE INDICATORS Workload/Output Number of ordinances passed Number of resolutions passed Requests for Information Number of Council Meetings Requests for Agenda Items Council on the Go Meetings Council HOA Presidents Meeting 2021-22 2022-23 2023-24 2024-25 Actual Actual Estimate Budget 41 40 150 45 140 140 130 130 11 11 11 10 40 40 25 25 7 7 10 10 1 1 0 0 1 1 0 0 Page 19 of 310 2021-22 2022-23 2023-24 1 2024-25 Efficiency Actual Actual Estimate I Budget Meeting Attendance rate 95 95 98 98 2021-22 2022-23 2023-24 2024-25 Budget Actual Actual i Estimate Budget Personnel $58,188 $65,991 $69,908 $71,839 Supplies and Equipment 303 322 1,500 1,000 Operating Expenses 40,053 53,664 73,250 77,800 Professional Services 2,150 0 2,000 2,000 Total $100, 695 $119, 9 77 $146, 658 $152, 639 PROGRAM JUSTIFICATION AND ANALYSIS The Proposed FY 2024-25 Budget increases 4.1 % from the FY 2023-24 year-end estimates for anticipated CPI increases. Page 20 of 310 a N O e•i M 00 O C N w Lu N C) 0 N CL o o "0 N O m a •L N a a N en V Ls N N GI N N N u N O i N LL. L Q LL N M N t O Q N C N tL � 00 N CO fo O F M T N +' N N u N Q O H N T N V N Q A O r 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O 0 O O 0 0 O 0 O 0 O 0 O 0 O O O 0 o O O O O O Ol Cn .-i 0 0 0 0 o LT o 0 0 O o 0 0 0 0 0 0 LT N .•-� M Vl O N O L>D O M O O O O O O Ln LD O O Ln .--) O O O O W O O O M LD o e-I: m rl Ln 14 N r, c-I '.i H .--1 l0 ci O n tV Ln n N N N rl 0 oo o O o o o 0 co 0 0 0 o O o o 0 o O O oo O O O O O O O O O O O O O O O O 0 0 0 o O o r, n v 0 0 0 0 co 0 0 0 0 0 o 0 0 0 0 0 0o O m O Ln w M N V O Lr O O O O C m Ln N Ln O fV VL O O O C Ln N o Lm O O N O O O Ln LD M a-i M '-I c-I ei (n N W .•-i e•I O c-I m rl O M N Ln n N W ••I O oo O o) O1 O O O w Ln N P ID O O o rl r` O O O Ln N ri O O Ln O N n Ln lD .••I l0 M O O O C 1 O O 01 Ol r` M M LD N O V1 w Lo V r1 oo O W O o) M O O " Ln V m r` V t0 N V rl oo ei r� m 01 LD 01 V N M O Ol 'I 0) r` oo r-I V .--1 LO 0% C - n M N Itti N N %D V w rn O O O O O O O O O O O O O O O O < O O O O O O O O O O O O O O O O < m 01 r` 0 0 O 0 O Vf 0 0 0 O O O 0 < W w w O O O Ln 14 Ln V1 O O Ln C N O M V Lri C N o0 N N Lf1 O N C N N m .--i m r` (D .--i rl O C m .-i c-I n - L o oo LD r, o V o Ln o 0 M m v O O 0 U N Ln N LO O .--I O r-1 O O ♦-I • t N O O O o D1 V r N O V O M .••I O N N LO O M O � co 0 rn n o m n m a rn o m o a+ N N Ln M a oc v r r w 0 N N N V1 N U N (D c r, N O O O V Ln V N O Ln Vf ID O N 0 o Ol LT N O O li m ci M V oo N .-I O N O U l0 N O w V m N w O oo c-I oo rn Ln oo N oo rl m an m W O o Ln O m oo O o C of al Ln rl - N M I ci r M Ln N f` In 0) N N oo m oo c Ln r; r It i O O O O Lon O O to N O O LA O O O .••I to 14 Ln 14 It 00 N IM Ln 14 P 1 ., Im C!O O O Ln 0 0 a 0 c-4 eLn �•1 LD O N N C R O e•I m M o �o ec 0 0 r i°0 0 00 L vw LA a C a v a U0 Q N W ? ✓ LW C W V T > d 41 v c a W v a c 00 E v(1i o O O •dw CO •Nu a a V) oo ot Ln w y E v6 t aao 3 ¢ w v a r a a a s c 3 w v D d o £ a u £ •j wQ L.L Q d F d U Lm W Q V1 Vl Ln A Ly VI d d 10 �' LW C w 0) C O O o0 u C mN N N r O vOi x a N f0 d G. N w u U W 3 C x 0 a 6 Ln O W f1 LLI LJ G W M Ln N Ln R O' o) LO r•_' o L+' O a ti o a O j o O 0 N NI m =r ri 9 C on fU .-i N N M LO LO LL op o ti Oft O V O O O V O IT O ti a+ u Ln to N In N Vl '-I In ri Ln lr a0.. u v '1 r~v In In M V1 M In N N N ,£C o 0 0 0 0 0 o o u o u o m x CL X I X o Ln LLn i X W �-i c-I f�•5 ci '-i �-i �--I � W W L'-I f-I . i-1 ��i O O O O O O O O O O O co O M O N m m Lo d DEPARTMENT: 151 CITY MANAGER FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The City Manager serves under the policy direction of the City Council and provides the leadership for implementation of the City Council's policies to ensure residents, businesses, and visitors receive exceptional City services and that Schertz maintains a high quality of life. The City Manager's Office facilitates the coordination and implementation of City Council policy direction, provides administration of the organization, and develops methods for the effective and efficient delivery of services to the community. GOALS FOR FY 2024-25 Strategic Plan Emphasis • Policy Value: Fiscally Sustainable o Oversee the management of the City budget. • Operational Value: Systems Management o Develop strategic plans and systems to meet the many diverse needs of the community. o Develop management systems for efficient and effective use of resources. • Operational Value: Proactive o Respond effectively and timely to City Council requests. • Operational Value: Service Oriented o Oversee special projects and studies commissioned by City Council. o Formulate and submit recommended actions concerning policy issues to City Council. • Operational Value: Engaged Workforce o Recruit, retain, and develop talented staff. Project Focus for FY 2024-25 Cultivate positive work environment with autonomy, mastery, and purpose. Uphold the values as outlined in the Strategic Plan. Page 22 of 310 ORGANIZATIONAL CHART CITY MANAGER 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget 1 City Manager 1 1 1 Deputy City Manager 0 0 1 1 Assistant City Manager 2 2 1 1 Assistant to the City Manager 1 1 0 0 Administrative Assistant 1 1 1 1 TOTAL POSITIONS 51 5 41 4 Budget Personnel Supplies and Equipment Operating Expenses Professional Services Capital Outlay Total 2021-22 2022-23 1 2023-24 1 2024-25 Actual Actual Estimate Budget $1,281,854 $1,268,219 $1,129,517 $1,013,260 1,192 1,464 1,000 1,470 1,333 1,786 1,960 1,960 13,641 0 0 0 43,537 0 0 0 $1,341,557 $1,271,469 $1,132,477 $1,016,690 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget decreases 10.2% from the FY 2023-24 year-end estimates. The decrease is due to transferring the personnel related to Economic Development services to their own department in the General Fund and the removal of the Assistant to the City Manager position. Page 23 of 310 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o 010 O O O O O O O O O O O O O O O O O rn 1` a O o0 N H M n O O O Ln O 0 O O Ln a n It LD lD m Ln 0 0 0 m n v lD en m Ln '7 00 m LD .-t O m N w N. 00 N m N In N IDV V coHti O H C ri 0 0 0 0 0 0 0 0 o O m o 0 0 0 o m O O O O O O O O O O M O O O O O M cr O 0 O V m O M n O M O O O O O P aN-I lOD M --1 V LLn c l^D C n W n O W Ln fLn n H N N w N N N .-i .-i V m 00 N rn H N '{ rl M m M O m tD O O N O m n n O O O m H O M O M N M 1p V O O -i 1p a0 00 O m N w n O n H N V n O M H V m m 0 0 O w w Ln n O O M n N w m n N rl c Lr H M w Ln Ln c lD f` l0 r a. 00 O N H Ln. OHO V O m N c-1 V N rl 0 l0 H H m 0 o O O O O O O O O O O O O O o O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O w V o Ln m Oi m o 0 0 o m o 0 0 0 00 N N N Ln 111 N of N c O O m n Ol M V N l!1 lD to L--1 M W H O m N O N W W NLn ti oo .-; .y a co a lD H I m V' w M O m M n n N M V N H H 1\ O rP 00 ci 00 O n H M l0 n M N l0 O l0 00 O M N 00 m O .••1 m O in w m M m n M O O m H N lD 00 lD M of l0 1NI1 fl•1 H ui m lA N 'i M lfl H H � H 00 O W m In V M H N ON N Ln .--I 00 ID 0 O N .--I N R rn M co m .-i N n n O H 00 n V m m 00 n O N M O O O N l0 O H m M O n N 00 a O 00 Ln O N V H fV Ln 1, M M H o V r, fV Ln n o H a V H a0 M n l0 m M Ln 00 m N 0 00 m n Ln 00 n H m Cr O0 W N M M 00 M M H M O a r-i V .--i n Ln O .-+ . r-i v V' r-i ri m to Ln m o0 m H N .-i O O O O O O O O n O w v It I m m e-I 14 .--I rl O o 0 O O O O O O O O O O O O O C O IOD m to m c-1 rl ri rl N O N Ln H Lm O O O 0 0 0 0 0l V Q c O a Ln O 1A l0 n M rn rn N w c-I rl n O n H O rl N O N .m-1 emI 00 I ZT '-1 t-I O rl H eel rn O M d M M tD LD H rl M M H L-1 N A M 10 10 O H F F 0 m N N N C CCO G O C ON C Y_ 2 W 01 E C C m m w @ Y (D fl. a Q 0C/ CL N w LZ 3 x x W00 u_ Ln O N N Op Ou t' N <n W '6 w C m Q >• > p j y U C y N in C an O •01 O a EL O" U h C ` W C O a+ CL a t m N m L O. C O > lm.L O W W w E T 01 r m a 0/ LL 3 m y 3 � o c � 11 -1 � `o CL a � Y CL • u j O CO a, U O 0) '� 0) O •� � O 13A N y 01 C faMl O e-0 a R U Q tl F- 2 J� w L1 H n`. 6 W O G Ln d Ln m N N N N m 0to/ m m 00 m C O m m y m ^ « N x a w m m o a wui 0 A 1 W a Ln u O a` Lx V x W r1 LLn n N Ln M Ln C Ln ~ S. : O OHHH 01 l� O r M d Ln O O O -UZ* O O O OH , O0 H 0O m 0 NU - HH Ln 10 lD 10 lDl r l01 CO 0J OI cj' LLo 0 H LH m MO mM V .. J V m O x HHH HOHO HHHO HHO-i HHO HHD Ln HH a W a WW • W 0 71 HO HON. OHH O OHO O O O O O O O OH OtiHOC H 00 O M a N O N e\i M co O 00 C Ln lL N '0= O C a O CL cow (A c N 0 a tO y a o v N O O M O M V 0 0 h N N P O 'OG/ ^ O N u o. m LL r V 0 LL N O O 00 A > O O �q o a ¢ N O F ! 01 N O to O N 7 O O t0 N m N m N 09 0 O O1 F N O O N o v a N n F � N n M fN VO A A O H F 00 T d R O C O 10 O a0 Q V U o2f GO v~1 N Ln ~ u c a j w R - too ccO. 7 a a p x G M a a u .: Ln Ln O CO +a+ u x W v 0 Ln v O a O N a D1 (0 d ro DEPARTMENT: 152 MUNICIPAL COURT FUND: 101 GENERAL FUND DEPARTMENTAL DESCRIPTION The Municipal Court represents the judicial branch of the City's government; the Mayor and City Council serve as the executive and legislative branches. The Municipal Court has jurisdiction over all Class C misdemeanors and City ordinances. The staff of the Municipal Court has various functions and responsibilities. The judge presides over all trials (jury and non -jury) and other court proceedings such as arraignments and show cause hearings. The judge also has magistrate duties (signing arrest warrants and juvenile warnings as well as visiting arrested individuals at the jail). The judge issues processes such as subpoenas, summons, and warrants and completes other administrative duties for the court functions and staff. The court clerks are the administrative arm of the Municipal Court. The clerks are responsible for seeing that all the court's papers are accurate, orderly, and complete. The clerk's primary responsibilities include processing citations, summons, complaints, warrants, past due letters, and show cause hearing letters. The clerks maintain the court's docket and coordinate case scheduling. The clerks directly interact with the public, providing all services needed including explaining to defendants the court procedures and their options. Clerks also receive payments, summon potential jurors, and ensure juror payment. Assist the judge with open records requirements, report convictions, driver's safety course and alcohol violations to the Texas Department of Public Safety. They also assist the Warrant Department and complete all required accounting reports. The prosecutor's duties include preparing and presenting the State's case at all municipal court trials, preparing and drafting complaints, arranging for the appearance of State's witnesses and requesting dismissal of cases under the appropriate circumstances. Strategic Plan Emphasis • Policy Value: Essential Services o Promote respect for the administration of justice through improvements in the Court's customer service and the physical attributes of the Municipal Court building. o Promote traffic safety by focusing attention on fair and impartial punishment for those individuals charged in this court. • Policy Value: Attractive Community o Relocate court session from city hall to council chambers. Page 26 of 310 Project focus for FY2024-25 • Implement the use of new technology and other innovative practices to maintain efficiency and security. • Implement Youth Diversion Plan to allow a child the opportunity to complete a plan with realistic and reasonable terms so the child is not formally criminal charged. • Reclassification of positions within the department for changes in assigned responsibilities. ORGANIZATIONAL CHART MUNICIPAL COURT 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Bud et Court Administrator 1 1 1 1 Senior Deputy Court Clerk 1 1 1 1 Deputy Court Clerk 2 2 2 1 2 TOTAL POSITIONS 41 4 41 41 Page 27 of 310 PERFORMANCE INDICATORS 2021-22 2022-23 2023-24 2024-25 Workload/Output Actual Actual Estimate Budget Traffic Citations Filed 3,290 1,794 1,327 900 State Law Citations Filed 1,003 600 450 300 Municipal Ordinances Filed 270 195 126 60 2024-25 2021-22 2022-23 2023-24 Efficiency _ Actual Actual Estimate Budget Cases Disposed 2,485 2,080 1,675 1,270 Charges Processed per 827 693 453 215 Clerk Effectiveness Cases Disposed per Clerk 2021-22 Actual 2022-23 Actual 2023-24 1 Estimate 33% 33% 33% 2024-25 33% 2021-22 2022-23 2023-24 2024-25 Budget Actual Actual Estimate Budget Personnel Services $323,061 $349,992 $363,272 $366,251 Supplies and Equipment 3,152 1,428 1,500 1,500 Operating Expenses 2,063 1,752 31500 5,660 Professional Services 41,404 59,061 66,000 66,000 Repair and Maintenance 2,714 2,022 2,500 2,500 Total $372, 394 $414, 254 $436, 772 $441, 911 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget increased 1.2% from FY 2023-24 year-end estimates for the proposed wage adjustments. 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N N 0.x to to ci to In to In In to In In x In x In In x M d W rl N fi ci '-I .-i f-I c-1 .-i W .-1 f-i r-I W 171 Q 0 0 O 0 0 0 0 O O 0 0 0 rl � ri ci ci ri ry N O O O O Q O O O V v m 0 Go N O m O m N N O fQ a co v N O N a -I M W O 0 cq L4 O N n i rl O an M M O O O rJ N m tOf1 N Q O N N P a+ O a r m N N •� O O N N LM N O a N O O N N a � O rl a r N r O O M O Q n n M N N N N i6 O n M r C m w N O O E r r v v r 3 N N NCC Am � u N ul C t C m C) C O C d C IA L' N m m O. 0 m w O. y w A u a LM W LM L O 00 m V a X W c0 y DEPARTMENT: PUBLIC AFFAIRS DIVISION: 153 CUSTOMER RELATIONS/311 Fund: 101 General Fund DEPARTMENT DESCRIPTION Under the umbrella of Public Affairs, 311 Customer Care connects callers with specially trained customer service representatives ready to assist with City service requests -- potholes, stray animals, streetlights out, trash collection, special events and all other City requests. This division is under the supervision of the Communications Manager. GOALS FOR FY 2024-25 Strategic Plan Emphasis • City Goal: Sense of Community o Increase easy public access to city services and information o Reduce or eliminate abandoned or misrouted calls or inquiries o Communicate consistent, accurate, and timely information about city services, programs, and events to all callers and online inquires • City Goal: Safe and Livable Community o Provide an easy and quick way to report issues across the city to ensure public roads, sidewalks, parks, buildings, etc. are maintained and remain attractive and safe for residents/visitors. Project focus for FY 2024-25 • Continue to promote the Keep It Nice Schertz campaign to encourage residents to be the eyes and ears of the city and report any issues they may see across the city • Develop and implement a program for text message communication to enhance customer service. • Continue training and development for staff to strengthen knowledge on all government functions and leadership Accomplishments for FY 2023-24 • Updated the 311/Customer web page for ease of use and access for residents to ask questions and submit issue or complaint inquiries • Updated and added to the Frequently Asked Questions page on the website to provide easier access to general information Page 31 of 310 ORGANIZATIONAL CHART CUSTOMER RELATIONS/311 2021-22 Actual 2022-23 Actual - 2023-24 Estimate 2024-25 Budget Customer Relations/311 Rely 2 2 2 2 1 Customer Relations/311 Rep PT 1 1 1 TOTAL POSITIONS 3 3 3 3 PERFORMANCE INDICATORS 2021-22 2022-23 2023-24 2024-25 Workload/Output Actual Actual _ Estimate Budget Work Orders (initiated for other depts.) 554 566 550 600 Customer Care Inquiries (online) 1,762 1,579 1,650 1,700 Calls Received 16,395 12,153 14,555 16,000 Calls Not Answered 1,182 962 1,000 800 Average Calls Per Day Received 68 49 58 64 2021-22 2022-23 2023-24 2024-25 Budget Actual Actual Estimate Budget Personnel $118,327 $130,168 $149,336 $152,621 Supplies and Equipment 73 214 475 150 Total $118,399 $130,382 $149,811 $152,771 Page 32 of 310 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget increases 2.0% from the FY 2023-24 year end estimates caused by the wage adjustments with no other changes to operation. Page 33 of 310 v N O N M 00 O Cp c M M +' O O O O O O O O O 0 0 O C N 0) m O O O O O O O O O O O O C W a Q y O m t0 0) r� M M 0) O O e-1 O C N CL 3 'O O p 00 c-I 0) O) N W ()•) * c-I O m M N M a Il .--I O N O N O lD M �--� 0 N M M c-I 00 00 m c-I N 'L a O .--I r-1 M Ol ei rl a a N M p N N wO O O O O O O O O O O O O O O O O O O O O O O C O C M U N M t0 O M N O) r-I O O tD Lll C N N 0/ 00 (O N 00 00 0) M O Ln M N u •• O If N n N 0) N r-1 eo (3) M N N M M v rl n am u In r '+ LL L 0 LL �• N M m �--� rl O O O O ti 00 O) Cn I- O) V N o0 0) O M O O V c I- c M a -1 00 LD C O n O ri 01 O m 0) c N L' 00 ut .--I N Ol lD Il C V (N M M N I, M 1D N u n Na 00 N D _ — N +' O O O O O O O O O 0 0 O c N m O O O O O O O O O O O O c p%) 'p N M M O N I, 00 n O O N M c N 3 O to r-I 00 ID N O O) 0) 1� .--I O 1, N w rl O N M 0o M 1l N u N 00 N' 1� H O f0 M O N r M> N !' M lO co O0 O O O O 00 O m N 00 O Il M O O O N M 0) M c N c ,4 '-I N r� O O V r� 1\ O r� r� -CTc N a m 1\ M M N w M rl c-1 M lO W 00 M m N ID ID N rl .--� N N M N I, ul O1 O O7 O O) e-I fYl ~ r N N N M M M O O O O N M t!) -! rl O M Il M N O M O M l0 c OR c rl 00 00 N N O M 0) l0 w (N � O to N c O V N Q M U) In N O LD V 00 00 r-I fY) 00 j0 0 r 00 ' rl ~ O ) O M 1 n �a n M O e M N N N C9 fV n M M 0 0 0 r r r M c a c o CO0 E N u. C w O� -CL _O 2 E_ aT '> w w L E c a w vpi v E rl 'c p p a u, v N OO r 0) m G 'E Q z ''' Y o rt c •� c _v 0) cc > O O 0) U U LL 1- x a 0 u_ p W 1 M M 4p0 C M rl C y c m u d c p 0 E 0. CL x c d Y a W V)i U to V �••I rl a aar x yl N N M M M ~ Z O O O O OI O O M C Oo c-1 cy N N M to l0 b0 c-1 1� �+ ei r4 r-I 'i rl ci c-I •-f �-i N N u mx umi vmi vmi vmi a ma O1 W .-1 c-I (-V a--1 ati 71 LU e-i •�-1 O O O O O O O ri OI .-1 O ~ ci G c-1 co o O a) ro d O M DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT DIVISION: 154 PLANNING & ZONING FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The Planning & Zoning Division ensures quality development within the City limits and the Extraterritorial Jurisdiction through an efficient, consistent, unbiased, and effective development review process. Division responsibilities include the review and processing of development projects, such as commercial site plans, plats, zone changes, specific use permits, and annexations. The Division also researches and develops long-range plans and goals to help guide the future of our city; and creates development codes to tailor our regulations around citizen, businesses, and developer needs and city goals for a high quality of life and attractive community. The Division frequently collaborates with other departments within the city, including Engineering, Fire, and Inspections, as well as other governmental agencies, in order to provide guidance and staff recommendations to the City Council, Planning and Zoning Commission, Board of Adjustment, and the Capital Improvements Advisory Committee to help them best serve the residents of Schertz. GOALS FOR FY2024-25 Strategic Plan Emphasis Operational Value: Service Oriented, Systems Management, Engaged Workforce, Innovative, Proactive • Continue to assist property owners, developers, and engineers through our development process through timely and thorough project review. • Continue to do proactive updates to the website to provide improved customer service by updating flowcharts, providing information on current residential and commercial developments, providing information guides on how to apply for planning applications, and providing information on public hearing on the city's webpage. • Continue to proactively provide regular updates to the website feature "What's Developing in Schertz" to ensure residents are provided information on current development projects within the city. • Continue to improve CityView to assist applicants and staff in order to provide timely reviews and convey information clearly. • Promote staff development including continued education, cross training, and department integration to provide outstanding customer service and provide staff with growth opportunities. Page 35 of 310 • Foster collaborations in regional planning efforts and increase participation in regional organizations/groups. Policy Value: Safe Community, High Quality of Life, Attractive Community • Continue to reevaluate and modify regulations within the Schertz Unified Development Code to accommodate the evolving needs of our residents, make the development process more efficient and effective and ensure a properly planned safe community. • Implement the Joint Land Use Study Strategies to promote compatibility of land uses and development with the long-range goals of Randolph AFB. ACCOMPLISHMENTS Operational Value: Service Oriented • Completed a redesign of the website feature, "What's Developing in Schertz", to provide information on active public hearings, new residential subdivisions and new commercial sites currently under construction to improve public relations and transparency, while providing useful, accessible information to the public. Operational Value: Engaged Workforce • Through continued education and training, one Planner on staff became a member of the American Institute of Carried Planners, a professional certification earned through the American Planning Association. Policy Value: Safe Community, High Quality of Life, Attractive Community, Innovative, Proactive Received the 2023 Certificate of Achievement for Planning Excellence by the American Planning Association — Texas Chapter which recognizes a commitment to professional planning by City Administration, Elected and Appointed Officials and exemplary professional standards demonstrated by the Planning Department for the tenth year in a row. Completed the Comprehensive Land Plan update for the City, which will shape the future of Schertz to meet the desires, goals and core service policy values of the residents Completed UDC amendments in relation to Article 3 Section 21.3.3 Planning and Zoning Commission Article 5 Section 21.5.2 Zoning Districts Established, Article 5 Section 21.5.4 Zoning Change/Zoning Map Amendment, Article 5 Section 21.5.5 Statement of Purpose, Article 5 Section 21.5.7 Dimensional and Design Standards, Article 5 Section 21.5.8 Permitted Use Table, Article 8 Section 21.8.4 Home Occupations, Article 9 Section 21.9.7 Landscaping, Article 9 Section 21.9.9 Tree Mitigation, Article 14 Section 21.14.3 Additional Design Standards, and Article16 Definitions Page 36 of 310 ORGANIZATIONAL CHART PLANNING AND ZONING 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget Planning Manager 1 1 1 1 Senior Planner 1 1 1 1 Planner 2 2 2 2 TOTAL POSITIONS 41 4 4 4 PERFORMANCE INDICATORS Workload/Output 2021-22 I 2022-23 I 2023-24 Actual Actual Estimate Plats 32 33 32 Site Plans and Master Plan 18 18 30 Variances/Waivers 5 4 2 Zone Changes and Specific Use 15 14 23 Permits UDC/ Comp. Plan Revisions 5 2 10 Annexation 4 0 1 2021-22 j 2022-23 2023-24 Budget - Revenue Actual 1 Actual Estimate 2024-25 Budget 32 30 5 23 5 4 2024-25 Budget Page 37 of 310 Platting Fees $55,250 $58,500 $54,000 $54,000 Site Plan Fees 23,000 28,000 40,000 40,000 BOA/ Variance Fees 3,500 3,500 1,000 2,500 Specific Use/Zone Change Fee 37,250 32,100 40,000 40,000 Zoning Letter & Develop Rights 4,800 3,450 2,550 2,550 Total Revenue $123,800 $125,550 $137,550 $139,050 2021-22 2022-23 2023-24 2024-25 Budget - Expenses Actual Actual Estimate Budget Personnel Services $220,463 $332,999 $417,464 $434,958 Supplies and Equipment 10,116 6,258 2,100 2,300 Operating Expenses 0 62 250 250 Professional Services 75 -10 100 100 Fund Charges/Transfers 400,000 0 0 0 Capital Outlay 0 0 27,152 0 Total $630, 653 339,309 $44 7, 066 $437, 608 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget decreases by 2.1 % from the FY 2023-24 year end estimate. Increase in personnel expenditures is offset by less capital outlay. 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Ln a O F m 10 A .. O O T 00 m C d N Ln Vi 3 •= c m v O N m m t ca o .. U a ONO u U C 7 m C � 0 m c c v Ln h c0 > d a m 3 ;� d U E i U COO m W m N C ate+ 'Q O ILu a co x W 14 a m co Lm 2 0 2 v O O O D a) W 4 W C/ w M y p u u o6 x W d n o6 x W n � O O O M DEPARTMENT: 155 LEGAL SERVICES FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The City Attorney is the legal advisor to the City Council and City Council's appointees, boards, commissions, committees, and staff. In addition, the City Attorney represents the City in all court cases where the City has an interest. Responsibilities of the City Attorney include providing legal advice to City Council, appointees, managers, boards, commissions, and committees in all legal matters; providing litigation and legal transaction services for the City and its enterprises; representing the City and its enterprises in employment matters; and reviewing, updating and maintaining the City Code. GOALS AND OBJECTIVES • To provide expert legal counsel on proposed ordinances. • To attend all city council meetings, planning and zoning, and other meetings as needed and provide timely legal advice on proposed ordinances and related items. • To represent the City in litigation. • Prepare legal documents for City contracts and agreements. • To provide counsel on strategic issues that will be of the most benefit to the City. Page 41 of 310 ORGANIZATIONAL CHART Budget 2021-22 Actual 2022-23 1 Actual 2023-24 Estimate I 2024-25 Budget Operations Expenses $11,341 $9,821 $10,000 $10,000 Professional Services 99,376 59,412 100,000 80,000 Total $110, 717 $69, 233 $110, 000 $90, 000 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget is $20K lower then the FY 2023-24 year end estimate. Staff has not needed to utilize legal services as much as past years and will continue to budget a downward trend if expenditures continue to fall. Page 42 of 310 O O O O O 0 0 0 0 O O O O O O O O O O G ,4 .ti m ao m 0 0 0 0 0 O O O O O O O O O O O O 0 0 O N N N a 00 01 N rl co O� O O O O O O O O O O, O O O O O O O O O ti N W o0 0 O O Q1 O1 O r-i r-I rl M N N N W W rI a: N It M N T C1 a, O1 Oi 111 Ln l0 M M O O C c-I eel tD tD 1, M M M M 14 rl e4 0 '-1 ei O1 M rl m m (o .. 0 0 0 r r r N VI N d d QI N Y_ _Y a a of x 0 v� W 00 C Cm0 v C O J w m V N U 0) Q)` am O H in a V7 Z C M 00 rl WC J J 'zr G x V1 W O 10 0 R a)fl c d O C 2 f0 H N W x O O. a tw W 1 W 0 � J � � M �Y Ln N N IA .. C 000 O 000 O E m ^ m a � O X x NW W O O Q 00 Ln O a N co co O M 0 m t} N O O) a DEPARTMENT: 156 ECONOMIC DEVELOPMENT FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The Economic Development Corporation helps to provide a supportive tax base, generate investment and improve quality of life. The City and the Corporation share many of the same objectives with a focus on infrastructure and the Corporation's mission statement reflects their purpose to strategically strengthen the Schertz economy by attracting and retaining businesses, investing in infrastructure, and promoting and enhancing the quality of life for residents and businesses through innovative measures, creating a sustainable and vibrant community. The department consists of four personnel and assists with the needs of 1,100 businesses and stakeholders. GOALS FOR FY 2024-25 • The Economic Development Corporation's goals have been established by the Board of Directors this year to reflect a new focus. Strategic Plan Emphasis Policy Value: Promote Economic Development o Provide supportive tax base to balance increasing residential growth. o Generate investments in undeveloped areas and improve quality of life. o Promote economic development opportunities for high valued employers of all sizes. o Conduct incentive application analysis and engage in business recruitment. Project focus for FY 2024-25 • Improve Economic Prosperity through Quality Developments, providing jobs that provide a High Quality of Life. • Endorse programs to benefit small business • Participating in 2 infrastructure projects that will provide Essential Services. • Lead a discussion by participating with businesses to explore innovative ways in which the company can conserve natural resources. • Engage public utilities to assist business success. • Participate in 6 events to attract new businesses to the city. Page 44 of 310 ORGANIZATIONAL CHART L ECONOMIC DEVELOPMENT 2021-22 2022-23 2023-24 2024-25 Actual Actual Estimate Budget Executive Director 1 1 1 1 Deputy Director 1 1 1 1 Business Engagement Manager 1 1 1 1 Administrative Assistant 1 1 1 1 TOTAL POSITIONS 4 4 4 4 2021-22 2022-23 1 2023-24 2024-25 Budget Actual Actual Estimate Budget Personnel Services $0 $0 $367,056 $524,639 City Supported Services 0 0 1,133,841 1,200,000 Total $0 $0 $1, 500, 897 $1, 724, 639 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget increased 14.9% from FY 2023-24 year-end estimates for the proposed ECI wage adjustments and additional contributions to the TIRZ. Page 45 of 310 a N O N N M 00 O O O O O O O 00 O O O O a O (3) N li ID O M m VI Lr O to t0 IO l0 o) Ln N a oo N w V N M to O O O o 0 0 0 0 0 O O O O O O O O O mo o o O ko V rn O to Ln m m I o N -IT lD N M N M O O o0 O O o� 0i o o 0 o 0 0 0 0 7 M lc if " Ln '-i 00 0l LM a m M N M O O O O O O O O O O O O O O O O O O Lo O O I, M V 00 V N to I, O M to 00 O M M tD M O V1 lD O ui D r O 00 to a -I N W N Cf m v O O O O o 0 O O O 0 O O O O O O O O O O O o O O O O O O o 00 iA to O f-i '•1 0 0 0 00 �n a o' � ao mO m Ln 00 M O .-I c-I e•I cn V N Li tV 00 O Ln Ln N M rl -! N 00 O O .-I N ri O O O O O O C. 0 0 O O c Ln O O O O O O OI O O O O O O O O O O O C O O O O O O O O O O C 0 0 0 0 0 0 0 o G 0 C O Of M a N n e•1 0 Ch 0 Go O M '•I rl N rn r4 N a O O 00 a .-i ` O IO O O 10 a m m o E o o w H N E N c V_ m L _Y N U s '2 0\ Z E c o. t0 `0 to a c vi O v a c u E d > a o 0 o E o �o 0 o n a °- U al G E Y w w w N a y ` H O O/ N 7 O0 Q tj e•1 C V E V N j c0 U N O N 01 (0 x V W G •2 0< O U ti H 2 N t0 O cu MLn Ln N �1 C CL E 00 O o x O t ns c a u fl c V x 01 W G e Ln �+ M Ln c o 0 0 01 o' o :� a C 00 •--� cN-i N N m lf1 W j O N c-I r1 �'i ti ti N •--I Y V Vin n �n �n in in in �n V n O. x M M ✓� N N L LO x n in 41 W .--I - - .-I '-1 .-i •-1 '-I W O OI O O O O O� y O O_ DEPARTMENT: 164 CITY SECRETARY FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The position of City Secretary is a statutory position required by State law and the City Charter. The City Secretary's Office functions as a primary contact for citizens seeking information regarding the community, supports the City Council in the fulfillment of their duties and responsibilities as elected officials and provides daily assistance to all city administrative departments. The City Secretary serves as a member of the City Management Team and oversees the many functions of the City Secretary's Office, including election administration, alcohol beverage permits, record management and preservation and Council Services. The City Secretary's Department supports, facilitates and strengthens the City of Schertz governmental process by recording all laws, resolutions, and ordinances approved by the City Council, preparing City Council agendas and giving notice of such meetings, countersigning or notarizing, as applicable, all contracts, commissions, and licenses, providing public information according to state guidelines, delivering continuity to the City of Schertz government by recording its legislative actions, both contemporary and archival, and serving as historian for the City, safeguarding and enriching the municipal election and records management processes, and assisting the City Council in fulfilling their goals. GOALS AND OBJECTIVES FOR FY 2024-2025 Strategic Plan Emphasis • Operational Value: Systems Management o The goals and objectives of the City Secretary's Department for the fiscal year 2024-2025 are to provide the following services with greater transparency and efficiency for the Mayor, City Council, City Staff, and the residents of Schertz. • Operational Value: Innovative o Creating new processes for records governance to ensure minimum compliance with state statutes as they relate to records management and the Texas Public Information Act. o Creating a new system for the management and administration of Ordinances and Resolutions. o Creating new systems for managing alcohol permits and volunteers on boards, commissions, and committees. Page 47 of 310 Project focus for FY 2024-2025 • Work with the part-time Records Management Coordinator to create and implement standardized records management processes to meet standards set forth by state statute. This position will provide processes and related training for the identification, maintenance, retention, security, electronic storage, disposition, and preservation of City records. The role of this position is to ensure compliance, increase transparency, and mitigate legal risk for the City. • Automate the Public Information requests using a new software platform. This will enhance transparency, increase efficiency for retrieving and compiling responsive documentation, tracking requests, and minimize legal risk by ensuring quality responses and maintaining compliance. • Create a new database for better management of Ordinances and resolutions to ensure accurate assignment and description. This will greatly enhance the ability to research documented changes to city governance documents. • Create new database for issuance and monitoring of Alcohol permits for businesses. This will greatly enhance the tracking of permits issued for businesses, provide an automated process for sending renewals and invoices, and ensure greater compliance. • Create a new database for the management of the City of Schertz Boards and Commissions. This will provide the Board Bylaws, and Board Member documents such as application materials, training certificates, appointment and reappointment data, contact information. • Document processes for Election administration to ensure transparency, compliance, and consistency across three counties. • Create an On -Boarding Program for newly elected Councilmembers. ORGANIZATIONAL CHART Page 48 of 310 CITY SECRETARY 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget City Secretary 1 1 1 1 Deputy City Secretary 1 1 1 1 Records Management Coordinator P/T 0 0 1 1 TOTAL POSITIONS 2 2 3 3 PERFORMANCE INDICATORS 2021-22 1 2022-23 2023-24 2024-25 Workload I Actual Actual I Estimated Budget Ordinances Passed and 61 61 150 70 Processed Resolutions Passed and 130 142 140 150 Processed Council Meetings Attended 39 39 30 25 Open Records 571 600 700 750 2021-22 2022-23 2023-24 2024-25 Efficiency Actual Actual Estimated Budget Ordinances & Resolutions Executed within 72 hours of Council Meeting Documents completed, signed, scanned within 48 hours of council approval Council meeting minutes transcribed within 48 hours following Council meeting Agendas available to citizens within legally required timeframe - Posted on website Alcohol permits processed within the month of expiration 98% 80% 95% 95% 98% 85% 95% 95% 98% 85% 95% 95% 100% 100% 100% 100% 97% 85% 90% 95% Page 49 of 310 2021-22 1 2022-23 2023-24 2024-25 Budget Actual Actual Estimated Budget Personnel Services $214,531 $195,205 $219,390 $235,291 Supplies and Equipment 1,347 1,947 3,040 2,870 Operating Expenses 5,248 1,848 30,320 31,954 Total $221,126 $199, 000 $252, 750 $270,115 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget increases 6.9% from the FY 2023-24 year-end estimate from the anticipated wage adjustments and full year funding of the Classification & Compensation Study implementation results. 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Ln W a Y a X a Ln a O Ln Ln N ~ O O O O O O O u1 tD O c-il N L Y O1� ti N M .-i Ln i O O O ti O O O ti o O N n. C m e-i N N M �i Ln w 10 10 lD Uo ti n n 0o CD O V to to Ln L Ln Ln Ln LI1 Ln to ll1 u Ln Ln u to to Lfl 0. x loo 10 IDD l�0 a 100 w � loo w w 10 LSD x � � X kD w zT lt0 W N ti c-i '-I cy N ci .-i rl •-1 r1 c-1 W W a-i c-I •-i rl ci r1 rl ci N ri .�i ci a-1 �-i C) CO O O O O O O O O O O O O O O O r V M 0 00 N Lo o) O7 (6 a co DEPARTMENT: 101 NON -DEPARTMENTAL FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION This department accounts for expenses and payments that are not specific to an individual function/department. Items in this department include city insurance, appraisal district contracts, contingency, and the emergency medical services contract. Budget 2021-22 Actual 2022-23 Actual 2023-24 Estimated 2024-25 Budget Supplies and Equipment $9,148 $9,486 $9,750 $9,000 City Support Services 858,294 1,210,482 303,333 280,000 Utility Services 3,065 0 0 0 Operating Expenses 1,239,330 1,241,253 1,386,474 1,942,853 Fund Charges/Transfers 30,945 19,189 27,757 28,818 Capital Outlay 0 90,215 28,473 0 Total $2,140, 783 $2, 570, 624 $1, 755, 788 $2, 260, 671 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget increases 28.8% from the FY 2023-24 year-end estimate due to higher insurance policy rates and is offset by setting the contingency account to $180,000 total. Page 52 of 310 L N H� o E 00 � O r V O C V � � C W 4a O -0 U o � U a saw (A 'y M L N O N N U � O txo IL W .:r N N Oa N m m O F 0 0 O O O � n' N ml m r ti 00 co t4a D tD to M ' t4 O O O O O O Di m c-I rl In 00a 00 01 Oi Rm Mp aN O O O 0 0 O O 0 O O W co N 1 N m O O M rn O O M M O O fN co M m M M to om Im a O o v 00 O O 00 cli Ln 0 O Ln C to M ID r tD t0 N I N 0 0 0 0 o O O 0 C O N Do tD 00 n N C N 1 t o Vi N O m N O; •4 N D1lN r1 co en N 00 'pi m O to oo M r Ln Ln N cc M -ITN Ln N to co O• O O O O a O 0 O O 0 0 O O Oo O O O O O O O O O O O O C!0 0 0 0 0 0 o m 0 0 m O O O O O O O n O 0o to c C O O C Lri C N .--I D1.. W o VOf W O n r1 M m O r-I M e-i n m O O O O O O O O O O O O O O O o O O O O O O o O o o Ln n o V o o n c C n oo C m oo a ui o m v o o to O to m n oo rl o00o a o v r4 oo q � v o v coo W to O Kt O N O sT O Ln c ff m 00 O Ln m N M oo V M C) O n m M H n N t-1 O O O O O O O O O O O O O O O O O O O O O O O m O O O O O m O O N O N O O O O O V O 00 In c .--I O O O v O m N al t0 m m 0 Ln m ti v o o My M rn rN-1 n n .ti 0 0 o n o r-I oo r-I to N o V a 0 0 -i O O ri to In n M O r` O O' O N m O V N CO V V Ln V1 N oo in M V oo N q c m tD N to A L m e-I C to N 14 Cl) O V m' V 0 a -I rl V c tD N N t-1 O O N c-i O o to V1 d' O m 4 O O f V 00 O cn 't -i m N O N N V1 In n to O N 1� M -CT LA Ma LD tD o c m n to to tD n oo n m aD M C V to m N oo en M M M N I, In W r-I 0o In m �-I m N tD a --I •-1 M tD M N It O O O m 00 00 O o O N N 0 0 O O I i i m 0 m m a V 10 F a) H F _ u H E N N m C M a) = Q W N u u y H a) c a 2 o u N N E v uxi W N u E w �n Z u d 'Z a o0 5 y'a �° oo p` _ a c C i JO cK O Y V a) N N LL u Y L c w w a > > M � w ac m a E ID ^ o o O O or m 'a u > n a to `- n 3^ °° oo Y u a E . u m O w w w 3 y o m m u v o c y o o v v v v m Cr d `�' u F 10 w pOa y V U U V V W W v1 LA F H F Nm L m 4 m W O oj `p E m a o a) x c r M m O m> W m m U a) a bo Ln C C x � m- a x c o v) a u o O W LL LL W N x W M � ap a L. n n n Lm C O Lu a. O O O GI O O OI p O c, j C w Oa O O O Oa 2 as o O o o O O Oooa) W a,N a) m al V V d' V a' rY C c! 4t OWrrmt V u n o u u oV o00to to Lna x x o I x o x o o o 0 o x o 0 W W .-� W rl C O ci . �1 o o o o O o o O O o oti .-i N ti ti ti N .-1 H a-1 L y N I I N O C 'fl LA � O N OJ 000 Np O O O O W a vi O Go O a O N CL 00 O O o uMi 00 O N O 00 y D N N a a N en 'O O O O ,n to N OLn N Ol O O O O rl N N Ivi N • N O! o p M LA n n n v a N u a N N N U. O LL N O O O 0 t0 M 2 C O O 11) LA co O Q a N M M r+ N m O O O O O O Pf1 'O Vl O n O C 01 O Oho rn Ln n C N N to O H N M '!• N !' N 001 N n li 01 l0 V1 t0 M N d' N O w co V a a' N N 'w-I aai N N N to N Q O Oi O O O m 14 m m n L' O F N N N .-1 ti N n 01 M O O O O rl C1 ei M t0 to O O N p Q o0 LD N Oat n N M O O m M a 0 N v E v N N w p a a m W o O O 3 O co 2 y w w s L � C C j O 2 rl 0 W @ O A H H co J d m V Z o x t W w & CL w u CL 10 �? tY rl co N 00 1 O O 00 a 00 m a U 0 •-1 0 .-1 X W O N O O O 00 O v N N CL DEPARTMENT: 170 PUBLIC AFFAIRS FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The Public Affairs Department is responsible for establishing and maintaining internal and external communications with Schertz residents and city employees. Emphasis is placed on engaging with residents about city services, programs, and policies in a manner designed to build trust and understanding in local government. Public Affairs accomplishes this through Schertz Magazine, use of social media, advertising, production of city videos, media relations, City Headlines, and Schertz.com website. The department also captures photos/video of City events and activities, designs City marketing materials, social media/print graphics, logos, etc., and maintains the Schertz brand to ensure consistency and promote a positive public perception of the city. Public Affairs publishes Schertz Magazine monthly with 16,000 copies printed; including 15,000+ direct mailed to households in Schertz and over 500 distributed to local businesses. The magazine is the number one source of information for Schertz residents according to the past three citizen surveys. The department serves an internal audience of over 400 employees, elected and appointed officials, as well as an estimated city population of 44,000+. Operations of 311/Customer Care are maintained under the umbrella of Public Affairs. GOALS FOR FY 2024-25 Strategic Plan Emphasis • City Goal: Sustainable Government o Implement initiatives to increase transparency in government processes and decision -making, ensuring that residents have access to accurate and timely information about city operations, policies, and initiatives. o Provide residents with accessible avenues to voice their concerns, suggestions, and feedback, and ensure timely responses and follow- up actions to demonstrate our commitment to listening and responsiveness. • City Goal: Sense of Community o Develop and execute comprehensive engagement strategies to foster meaningful interactions between the city and its residents, promoting active participation in civic activities, events, and initiatives Page 55 of 310 Project focus for FY 2024-25 • Evaluate where and how the city's communications and engagement resources, processes, strategies and materials may need to be improved or enhanced for better community stakeholder awareness and engagement. • Launch promotional Library video highlighting various services and programs happening yearly at Schertz Public Library. • Implement new technology to increase awareness and foster community engagement. • Implement the Strategic Communication Plan. • Implement a comprehensive CIP campaign aimed at increasing awareness of city projects/improvements gaining favorable opinions towards the city. Accomplishments for FY 2023-24 • Launched the newly redesigned Schertz.com website which aims to enhance resident awareness and understanding of city government activities. • Executed the 2023 Citizen Satisfaction Survey. • Implemented a comprehensive recruitment campaign in conjunction with HR which yielded a lower vacancy rate across the city. • Launched new video series, "Now You Know", to share insights and a behind the scenes look at Schertz government operations. ORGANIZATIONAL CHART Page 56 of 310 2021-22 2022-23 2023-24 2024-25 PUBLIC AFFAIRS Actual Actual Estimate Budget Public Affairs Director 1 1 1 1 Communications Manager 1 1 1 1 Marketing and Communications Specialist 1 1 1 1 Administrative Assistant 1 1 0 0 TOTAL POSITIONS I 41 4 1 3 1 3 PERFORMANCE INDICATORS Workload/Outout Measures News Items Created Marketing Materials Produced Number of publications including e-newsletters produced Social Media Posts (City accounts) Social Media Posts (Parks account) 2021-22 2022-23 2023-24 2024-25 Actual Actual Estimate Budget 158 75 125 150 134 771 850 800 67 67 68 68 1,080 914 975 975 386 595 675 0 Effectiveness 2021-22 Actual 2022-23 Actual 2023-24 Estimate L 2024-25 Budget Schertz Magazine Ad revenue 147,192 125,668 125,000 125,000 City social media fans (Instagram/FB) 14,797 16,252 17,800 19,500 Facebook Reach (city account) 92,800 252,100 400,000 400,000 Instagram Reach (city account) 93,300 56,900 30,000 50,000 Schertz.com sessions 737,251 566,111 700,000 700,000 Percentage open rate for e-newsletter 43% 49% 56% 60% Percentage click rate for e-newsletter 2% 2% 3% 4% Page 57 of 310 2021-22 2022-23 2023-24 2024-25 Budget Actual Actual Estimate Budget Personnel Services $333,461 $338,316 $361,149 $370,063 Supplies and Equipment 57,192 59,148 59,737 59,900 Operating Expenses 142,484 125,005 125,100 132,948 Professional Services 99,656 89,589 90,768 85,250 Total $632, 793 $612, 058 $636.754 $648,161 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget increases 1.8% from the FY 2023-24 year-end estimates. The increase is caused by the anticipated wage adjustments. Page 58 of 310 a N O N M Do O Cq C C W a a N M N O N 10 N LL L O 1, Ln a +' N N d O O O O O O O O O O O O O O O O O O O O O O O O O O 0 0 a p 'p h LO V7 O N Ln .-i 01 O O O O O m N a O° m N C W N Ln a1 In O O C N N N ITN Ln Ln to O O LO I-0 N a 00 N c-I N O N V V N' m O O a o o O o O O O O O O o 0 a 0 0 N N M U O 00 O O O N O O O 00 O h O M O m O O O O O O O LD O O O 0) N 0) O N O Ln' N h' Ln ti 0) O N N h LD O N Ln N Ln M c-I O Q* LD It N•O LD a--I N 0) N h O rl d c V M r N M a �• t\ V O O .-� h N Wm O O 00 In rt N M? 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The Engineering Department collaborates with Public Works, Planning and Community Development, Economic Development, Parks and Recreation, and other departments, citizens, developers, and other governmental agencies in order to effectively plan and implement infrastructure improvement and development for the organized growth of the City. Engineering works with Public Works and Finance to develop and implement the City's Capital Improvement Programs for water, wastewater, streets, and drainage. That responsibility includes the development and maintenance of infrastructure master plans; the prioritization of projects; the identification and procurement of project funding; and the management of the design and construction of necessary infrastructure. The Engineering Department reviews applications for public and private land development for conformance with adopted engineering standards, policies, codes, and infrastructure master plans. Engineering Inspectors ensure that the construction of public infrastructure — both privately and publicly constructed — follows appropriate standards and specifications. Ensuring compliance promotes a safe community in which the essential services of the provision of water, wastewater, transportation, and drainage are available and arranged for fiscal sustainability. The Engineering Department creates and maintains standard construction details, technical specifications, and design guidelines. The Transportation Safety Advisory Commission (TSAC) is staffed by the Engineering Department. TSAC is a Commission that hears input from citizens about traffic and transportation safety concerns; considers transportation issues; and makes recommendations to City Council regarding traffic and transportation safety and other related matters throughout the City. Page 61 of 310 GOALS FOR FY 2024-25 Strategic Plan Emphasis • Policy Value: Essential Services and Safe Community o Assists with the updating of capital improvement plans and prioritizations of projects to plan for and accommodate future community needs. o Provides technical expertise to plan, prioritize, manage; and construct critical infrastructure projects for water, wastewater, drainage, and roadways to provide quality basic services for residents' current and future needs. o Create, maintain; and update as needed standard construction details, technical specifications, and design guidelines to create a well built and well -planned environment. o Inspect infrastructure projects to ensure compliance with the standard construction details, technical specifications, codes and design guidelines. • Policy Value: Attractive Community and High Quality of Life o Create and update a Pavement Preservation Program (called "SPAM") to repair and maintain city roadways in good condition. o Provide technical assistance for implementing repairs and construction of new safety features like crosswalks for pedestrians. o Assist with the planning of new multi -use paths and hike and bike trails. Manage and inspect the construction of new multi -use paths and hike and bike trails. Project focus for FY 2024-25 • Update and improve standard construction details, technical specifications, and design guidelines. • Support development and implementation of comprehensive Capital Improvement Program including water, wastewater, drainage, and roadway projects. • Continue positive progression and completion of capital improvement projects. • Complete update of roadway capital recover plan and fee update. • Continue to provide efficient, clear review of construction plans and other development submittals. • Continue promotion of efficacy of TSAC activities and actions. • Continuing successful partnership with TxDOT for projects. Page 62 of 310 ORGANIZATIONAL CHART Engineering ENGINEERING 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget City Engineer 1 1 1 1 Engineer 3 3 4 4 Senior Graduate Engineer 1 1 1 1 1 _ F 1 Graduate Engineer 1 1 Engineering Inspector 2 2 3 3 TOTAL POSITIONS 8 8 _ 10 101 Page 63 of 310 PERFORMANCE INDICATORS 2021-22 2022-23 2023-24 2024-25 Workload/Output Actual Actual Estimate Budget Capital Improvement Projects 17 22 15 13 (number active includes design and/or construction contract) Number of Non -Construction 50 51 62 62 Plan Reviews (includes master plans, plats, site plans, etc.) Residential Subdivision 4 11 9 12 Construction — number of projects (completed projects) Number of Miles of Public 12.01 24.45 12.20 16.40 Infrastructure Added (residential) Residential Subdivision $6.0 $27.4 -- -- Construction — dollar value of million million public improvements (completed projects, -- cost data no longer attainable per state law changes) Commercial Subdivision 2 7 8 10 Construction — number of projects (completed projects) Number of Miles of Public 1.40 2.29 3.20 2.82 Infrastructure Added (commercial) Commercial Subdivision $4.1 $2.7 million -- -- Construction — dollar value of million public improvements (completed projects, -- cost data no longer attainable per state law changes) Page 64 of 310 Budget 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget Personnel Services $858,403 $995,485 $1,034,609 $1,245,933 Supplies and Equipment 2,691 12,175 5,800 5,700 Utility Services 6,286 7,528 8,000 8,500 Operating Expenses 31 62 945 800 Professional Services 36,885 49,865 50,000 50,000 Capital Outlay 0 0 75,414 56,000 Total $904, 296 $1, 065115 $1,174, 768 $1, 366, 933 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Engineering Budget increased 16.4% from the FY 2023-24 year end estimates for filling multiple position vacancies and planned wage increases. 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W e-i .-i .ti ri .-i .-i W ri W L-I rl ri �-1 r-1 y . �1 N ti c-1 • -1 ri c-1 r-1 .-i . �i ci O O O O O O O o O O O o 00 y O to N 1a N a a N O N M to O CO C MN Y N O O O 0 m 0 11J N O 7 O O O 0 'O O C m n 00 0 O 0 O N O O d u1 Ln 01 a a N en N a -o N 01 0 0 O O 0 O 0 0 O O O O N N OJ O' O O O 'Q 0) m O O V N 0 d An LL L O LL N �" V � O Oq Li A rAl V1 O 00 LM O N N N Q 0 00 M M N� N Y N� O O O O O fM1 -O 0 O O O C O m ID to M rn 0 a O O N O O f6 Ln M O r N O O O N N ry a u N eV lD ID O Ln M Ln ID N Q N t0 00 m Ln -It a% a a Y 0 r N> O O V1 O O M of N N u M M m 00 ^ N Q M M ep N M r 001 001 M en M N v It LM n n co M O O O O O t0 N M ri O O 1 M O O e\ �o m 10 M N Y F O H H � N u0i N u 0 A C d v d y 0 eu C tlA W V > f0 •C e- OD i f0 O ►' Tf C N O �j C W V a m OY N m C Cg w OY ey ei aGO O w ^ ° ni N c a c V .tw a as d Ln w w p d Ln L > tokn R T A ar C NO 0000 O X m X 0 tY0 G. a m Lu d W R oo 00 mi Zc nI Z N O� O O O o O O tko o M v �' N m M VcL M W ti H 0 W v00i M O o N O o 00 _O c+M DEPARTMENT: 256 POLICE FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The Schertz Police Department oversees an area of approximately 32 square miles and provides services to the city across three counties. Annually, the communications division receives thousands of service calls, handling dispatch for Police, Fire, Emergency Medical Services, and Animal Services. Additionally, the department extends its dispatch services to the City of Cibolo for Police, Fire, and Animal Services. It handles Schertz Emergency Medical Service dispatch for Cibolo, Marion, Seguin, Santa Clara, and other county areas. The Patrol Division is dedicated to preventing and reducing crime, enhancing traffic safety, and promoting public safety through a visible presence in the community. Meanwhile, the Investigations Division manages incidents within the city, processes crime scenes, and sees cases through to prosecution in collaboration with the County and District Attorneys of all three counties. The records unit is responsible for receiving and preparing cases for submission to County and District Attorneys. The School Resource Program ensures a visible presence within schools to prevent and address crimes on campus. In addition, the Animal Services Division enforces state and city ordinances concerning the care and treatment of animals, as well as rabies control and public health through disease and population control. The Community Outreach Officer engages with Homeowner Associations, providing education and crime prevention programs to the community, and oversees the Citizens Police Academy and the Citizens on Patrol. Moreover, the Crime Victim Liaison safeguards crime victims' rights and assists in meeting their needs in Schertz and Live Oak. GOALS AND OBJECTIVES FOR FY 2024-25 Strategic Plan Emphasis Policy Value: Essential Services and Safe Community Promoting a safe community through public education, community involvement, criminal investigations, enforcement action and other essential services. o Enhance our citizens' quality of life by promoting a feeling of safety for all citizens and visitors to the city, including neighborhoods, commercial areas, parks and public facilities. Page 68 of 310 o To increase department participation in community programs and increase citizen interest and participation in police department programs which lends to an attractive, safe community and promotes economic prosperity. o To enhance the recruitment of high -quality officers/personnel to serve the citizens of Schertz and to retain those employees in which the city has already invested with an engaged workforce. ORGANIZATIONAL CHART City Manager Page 69 of 310 POLICE 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget Chief of Police 1 1 1 1 Assistant Chief of Police 1 2 2 2 Captain 1 0 0 0 Lieutenants 4 4 4 4 Sergeants 7 12 12 12 Corporals 14 0 0 0 Officers 37 40 56 56 Administrative Assistant 2 2 2 2 Records Manager 1 1 1 1 Records Clerk 2 3 3 3 Civilian Evidence Technician 2 2 2 2 Crime Victim Liaison 1 1 1 1 Animal Services Manager 1 1 1 1 Animal Services Officer 4 4 4 4 Animal Services Kennel Tech 3 4 4 4 Communications Manager 1 1 1 1 Communications Shift Supervisor 4 4 4 4 Communications Officer 12 12 12 12 P/T Communications Ofc (Irregular) 3 3 3 3 Crossing Guards (Part Time) 16 16 16 16 TOTAL POSITIONS 118 122 129 129 LAW ENFORCEMENT 2021-22 2022-23 2023-24 2023-24 COMMISSIONS Actual Actual Estimate Budget Fire Dept. Law Enforcement 1 2 2 2 Commission TOTAL COMMISSIONS 1 2 2 2 Page 70 of 310 PERFORMANCE INDICATORS Workload / Output 2021-22 2022-23 2023-24 j 2024-25 Actual Actual Estimate I Budget Dispatch-911 Calls 29,681 32,313 31,000 31,000 Patrol-Citations/Warnings Issued 10,768 5,943 8,356 8,356 Inv -Criminal Cases Filed w/ Prosecutor 75 202 150 150 Inv -Cases Investigated per Investigator 160 164 132 132 Inv -Total Cases Cleared 155 295 212 170 Records -Total Active Alarm Permits 166 160 195 195 Records -Open Records Requests 1,571 1,458 1,816 1,816 Crime Victim Liaison -Assigned Cases 200 266 270 270 Warrants Issued 1650 1083 860 860 Warrants Cleared 1625 4237 1030 1030 Animal Services Animals Taken In 925 1217 1260 1260 Adoptions 325 419 360 360 Return to Owner 300 279 240 240 Transferred Out 110 202 330 330 Wildlife Release 75 63 90 90 Euthanized 55 138 175 175 Page 71 of 310 Budget 2021-22 2022-23 2023-24 2024-25 Actual Actual Estimate Budget Personnel Services $9,214,610 $9,667,983 $10,909,015 $11,530,414 Supplies and Equipment 347,252 445,134 687,805 471,059 City Supported Services 872 0 0 5,000 Utility Services 210,811 204,056 197,472 237,600 Operating Expenses 44,509 54,835 68,592 78,205 Professional Services 57,188 76,340 57,644 88,686 Repairs and Maintenance 59,149 53,773 80,816 76,147 Rental/Leasing 0 0 546,345 550,000 Capital Outlay 298,643 463,806 1,515,961 565,160 Total $10, 233, 034 $10, 965, 927 $14, 063, 656 $13, 602, 271 PROGRAM JUSTIFICATION AND ANALYSIS The fiscal year 2024-25 budget has experienced a decrease of 3.3% compared to the year-end estimates of fiscal year 2023-24. Within the fiscal year 2023-24, five (5) school resource officers were incorporated into the budget unfunded. We have added one position, but four still need to be funded. Upon the employment of these officers, an amendment will be made to the contract with Schertz-Cibolo-Universal City ISD, resulting in supplementary funds being allocated to the budget. The most significant reductions in the budget are attributable to capital outlay (-$950,801). Orders from previous fiscal years were delivered in FY 2023-24 resulting in higher - than -normal expenditures. The costs for vehicle replacement will remain consistent, with the police department scheduled to replace eight vehicles during fiscal year 2024-25. 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I �. f0 cl.O X O G o,(D N a V X O W d W K u O V LLI N IN M a e-0 �••I Ln X 'i co rl W In In N LA W N W lD Z' lDl Z' o 0 o Z'D In c m Z' M r1lD O. ti O O O O � O ti N O �-+ a -I p N n r n 00 O 00 N a vl 00 D O O O 00 O O 00 O O O 00 ON CO O O c-i N N d M M M W 3 V a V r ri ci Q) .-I ti rl m +� m m m �' n m M M V - �-' lP1 In In m ap+ LDD ap+ 0O0 ODD In V In v m v n m In In u In �n v In in In V V In In tOf1 X Ian X X o � lD lD pLn I, tD to O• ' lD lD p, ' a Ip ' N W N W N N W .J N W N N WI W N W N ri a a a �i a a a c'i a-i ri ay N a O O O O O O O O O O O � a-i ti .--I H c-I �-1 •-1 N ci .-I a N O N M 0000 O Ci0 c c a O �L aJ a a N M N O N m u N. L O LL N N d O O O CO v o o rl NN COLm O N IL m Ln o en L u) N N N O O N en u 06 14 10 N (U M w tH LR 01 1D oo a rn N N t0 M V1Do O N 00 CD 001 M 00 .4 O o Q a o L N O M M 00 01 N N N a) O O c 0 to w O m � N ri 10 N o0 01 R 10 C � M OOi F e-I a -I M N N N If1 N N 00 1A r� N Q M 000 01 I� M Ln 10 1� w 1D O N Kr M F N N Ln N a 10 co m N O a Q 0 rn en N O N M M �0- to- o m v O a O am+ LM C N m 00 00 E v LA u m N OO. W > O m m u a x W O ti 00 y O LO a) c (a a DEPARTMENT: 257 FIRE RESCUE FUND: 101 GENERAL FUND DEPARTMENTAL DESCRIPTION Schertz Fire Department is a full service, life safety focused department committed to protecting the City of Schertz by providing outstanding emergency services delivery in conjunction with a comprehensive community risk reduction program, to include public education, fire inspections, and plans review. Our Fire department is presently served by 53 personnel that consists of 45 uniformed personnel in Operations and 8 staff positions filled by uniformed and civilian team members. We respond from 3 fire stations with a fourth station in process. Our emergency response force of apparatus includes engines, quints, ladder truck, NWCG typed wildland units and specialty operations assets. Additionally, we cross staff specialized equipment to serve response in the Special Operations areas of Hazardous Materials, Wildland, and Water Rescue. All department members are certified as structural firefighters and emergency medical technicians through the Texas Commission on Fire Protection and the Texas Department of State Health Services, respectively. Schertz firefighters are highly trained with many holding advanced firefighter, medical, and multi -discipline specialized certifications. In addition, our services are also provided to our Automatic and Mutual Aid partners of Cibolo along with the contracted areas of Guadalupe, Comal, and Bexar Counties. GOALS FOR 2024-25 Strategic Plan Emphasis Policy Value: Safe Community o Perform comprehensive and excellent customer service to all residents and visitors to the City of Schertz o Respond to 90% of the calls for service in the city limits within 5 minutes or less. Operational Value: Proactive o Institute cancer prevention best practices in all facilities and responses o All department members receive annual physical and cancer screening. o Perform fire pre -plans and inspections at 100% of commercial structures. Page 76 of 310 • Operational Value: Engaged Workforce o Improve training opportunities and encourage involvement in specialized operations. o Build upon area -wide technical rescue, hazardous materials, and wildland strike teams. o Encourage innovative and improved emergency medical training and service delivery Project Focus for FY 2024-25 Recurring Projects o Review and update policies and procedures to ensure conformance to current industry standards and best practices. o Analyze the performance of all fire equipment technology systems to ensure best for performance for service delivery o Develop comprehensive professional development program o Enhance Emergency Management platform for Schertz and Guadalupe County Specific Projects o Design and begin construction of fire station #4. o Continue Staffing initiative for fire station #4. o Implement an officer development program with an emphasis on leadership training. o Enhance department wellness initiative to improve long term physical and mental well being o Pursue Recognition from the Texas Fire Chief's Association's Best Practices program. ORGANIZATIONAL CHART City Manager €ire Resr.ue Page 77 of 310 FIRE RESCUE 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget 1 Fire Chief 1 1 1 Assistant Chief 1 1 1 1 Emergency Management Coordinator 1 1 1 1 Division Chief of Prevention Fire Marshal 1 1 1 1 Deputy Fire Marshal 1 1 1 1 Fire Prevention Specialist 0 0 1 1 Division Chief of Training 0 4 0 1 4 1 3 1 3 Battalion Chief Lieutenant 9 9 9 9 Fire Apparatus Operator 9 9 9 9 Firefighter 18 18 21 21 Administrative Assistant 1 1 1 1 TOTAL POSITIONS 46 46 50 50 PERFORMANCE INDICATORS 2021-22 2022-23 2023-24 2024-25 Input _ Actual Actual Estimate I Budget Number of Commercial Occupancies 1030 1297 1500 1650 Total staffing 46 46 50 53 Suppression staffing 39 39 42 45 Prevention staffing 2 2 3 3 Support staffing (command/training/admin) 5 5 5 5 Number of fire stations 3 3 3 3 Number of full-time engine companies 3 3 3 3 Page 78 of 310 � J 2021-22 j 2022-23 f 2023-24 j 2024-5 /O Workloadut ut �P I Actual Actual Estimate J Budget Number of incidents 4516 5112 5500 5900 Unit Responses (# calls for all units responding to all emergencies) 5700 5912 6180 6520 Buildings preplan contacts Community Contact (citizen 9850 10000 10750 11500 contact) Fire Inspections Conducted 520 402 425 550 Plan Reviews Completed 260 260 340 400 Training Hours Provided 6144 6144 5320 6750 2021-22 2022-23 2023-24 2024-25 Efficiency Actual Actual Estimate Bud et Average Drive Time (Minutes) 5.70 5.70 5.23 5.00 • Drive Time < 5 Minutes 30% 31 % 52% 60% • of Buildings Preplanned 100% 100% 100% 100% % Prevention Contacts 29% 29% 29% 32% Inspections per Inspector 262/233 100/250 300/450 350/650 Training Hours/Employee 205 220 235 235 2021-22 2022-23 2023-24 2024-25 Budget Actual Actual 1 Estimate Budqet Personnel Services $6,500,778 $6,825,078 $8,260,467 $8,578,838 Supplies and Equipment 157,630 174,230 188,738 136,652 Utility Services 121,405 121,682 117,240 133,240 Operating Expenses 15,970 39,676 42,276 43,026 Professional Services 43,634 61,191 50,000 70,000 Repairs and Maintenance 56,492 62,792 95,250 95,250 Rental/Leasing 38,745 28,055 26,720 26,900 Capital Outlay 94,755 443,838 414,500 1,001,500 Total $ 7, 029, 410 $7, 756, 540 $9,195,191 $10, 085, 401 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget will increase 8.8% from the FY 2023-24 year-end estimate. This increase comes from adding 3 new captain positions, promoting 3 Firefighters to Fire Apparatus Operators (FAO) and from anticipated wage adjustments. Page 79 of 310 Ln V +' O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N h m O O O O O O O O O O O O O O O O O O O O O O O O O O O O O e pa r v V v 0 m 0 0 v 0 0 0 0 w 0 0 w 0 (0 0 0 0 0 0 0 0 N M W M 1\ O O O N Vl O O O M O O M O r, O O O <t O NO m M VI O) H 7 N C' a lD O V) rl rl V) O O 00 O O rl V) c-I O O 00 00 00 N N w m w O e-I w V1 V1 r, M N n V) O 0O r- V1 O '•1 r-I O m 0 rl m CL W n r,H 0w-zt O w � (n ey r, Ln N 00 a s O O O o O O a O o O O O O o O O o n O rl o O O O o 0 0 o O N 0) O O O O O O O O O O O O O O O O O t0 O lD O O O O O O O O O M u w n w N to m M " V O O. N O O O O P d O .-i O W m O O O O O O N a) N •0 N n m V w N '-I m N <t N n'I tD m m n m Ol O O O Vl w r O tD O O O O O O tO a a O O O m N O Vl n. 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If1 N C W U to W A a V (v a � X W y O N co N (6 a CO DEPARTMENT: PLANNING AND COMMUNITY DEVELOPMENT DIVISION: 258 BUILDING INSPECTIONS FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The Building Inspections Division assists customers seeking permits and inspections for various residential and commercial construction projects. The Division is responsible for maintaining health, safety, and welfare through professional review of building plans, permits and performing inspections to ensure a safe community and consistency of the City's adopted building codes and ordinances. Staff works closely with citizens, contractors, builders, developers, and other City Departments to assist in creating an attractive and safe community. GOALS FOR FY2024-25 Strategic Plan Emphasis Operational Value: Service Oriented, Systems Management, Engaged Workforce, Innovative • Strive to provide superior customer service through courteous and professional relationships with the community. • Promote and educate contractors and citizens on the CityView land management software which has streamlined the process and provides transparency on construction projects. • Continue to proactively make website improvements to help educate the public on the permitting process, inspection process and online payment process to meet customer needs. • Continue to provide a high level of professional services to the varied stakeholders served, including builders, developers, landowners, neighborhood groups, business owners, appointed officials and Council members, and citizens of the community. • Promote continuous staff development and cross training to improve efficiency and customer service while providing staff with growth opportunities. Policy Value: Safe Community, High Quality of Life • Raise public awareness of Building Safety Month through education and activities to promote a safe community. Page 83 of 310 ACCOMPLISHMENTS Operational Value: Service Oriented, System Management, Innovative • Continued making improvements on CityView, the permitting, planning, and Code Enforcement software, which has improved the service to customers, transparency, and efficiency on all development projects. • Refreshed and enhanced the customer portal, a one -stop shop for contractor and citizen communications, including submitting permits, making payments, and requesting online inspections. • Maintaining our commitment to flexibility by offering a variety of meeting types. Whether in -person or virtual meetings through Microsoft Teams, we're ensuring that our daily business with contractors and developers continues to support a service -oriented culture. • Increased the use of the Virtual Inspection Program, which allows residents, contractors, and city inspectors the ability to conduct virtual inspections on specific building projects. This process improves the timeliness of certain inspections while still providing and storing visual records. Policy Value: Safe Community, High Quality of Life • Promoted the yearly program to raise awareness for Building Safety Month, which included safety tips on the city social media site, including new reals and an article in the Schertz Magazine, as well as meet and greets with citizens and contractors at Lowe's. • Updated all Citizen Information brochures to reflect current adopted codes. ORGANIZATIONAL CHART Duputy City Manager Page 84 of 310 INSPECTIONS 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget Dir. of Planning & Comm. Dev. 1 1 1 1 Administrative Assistant 1 1 1 1 Chief Building Official 1 1 1 1 Plans Examiner 1 2 2 2 Building Inspector 5 5 5 5 Permit Technician 2 3 3 3 Development Specialist 1 1 1 1 TOTAL POSITIONS 12 141 141 14 PERFORMANCE INDICATORS 1 Workload/Output New Residential Construction New Commercial Construction Mechanical Permits Electric Permits Plumbing Permits Other Permits Total Permit/License/Fee Revenue Effectiveness Standard Inspections (i.e. framing) and Re -Inspections 2021-22 2022-23 1 2023-24 1 2024-25 Actual I Actual Estimate Estimate 186 164 375 300 23 28 48 40 566 620 800 700 378 670 750 600 437 1188 1,300 1,200 1,919 1,822 2,000 2,000 $2,542,670 $2,495,600 $3,067,425 $2,453,450 2021-22 2022-23 2023-24 2024-25 Actual Actual I Estimate I Estimate 10,809 12,405 14,000 18,000 Page 85 of 310 2021-22 2021-22 1 2022-23 1 2024-25 Budget I Actual Actual Estimate Bud et Personnel Services $944,443 $1,056,532 $1,255,799 $1,356,829 Supplies and Equipment 2,687 9,486 9,004 5,460 Utility Services 6,385 8,118 8,500 7,200 Operating Expenses 31 248 850 850 Professional Services 57,900 20,250 30,000 70,000 Capital Outlay 0 46,612 0 49,000 Total $1,011,446 $1,141,246 $1,304,153 $1,489,339 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget increases 12.4% from the FY 2023-24 year-end estimate with the anticipated wage adjustments. 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W a rn 0 0 W V � m a co W N O c-I n v M 0 N co 00 v ol 0 v N 0) a C V N O N a\i M co O oa c M N N N to W N O O N O m O a d a N en a a N N 71 N N N N O u a` LL t O LL N fn N O Q N G O O O M ri 00 N > O O N = O O N Q O1 O1 n n m �n of O H 0 0 ch 0 o m aQI O 1 a v v ri 0101r1 N A M F O FYo N O O � N � 3 cu {A U > O O +10. i N fl n O N u R Q U Lm V 0 a U WE v c t 'n > m C O 3 CL O W N 0 C c x a` w v � N 00 00 Ln T � V 0 Op 0 00 � a d m u cc u o a x W a x W o J i y 0 N a a u v O 00 OD N m m a DEPARTMENT: PLANNING AND COMMUNITY DEVELOPMENT DIVISION: 259 Neighborhood Services FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The Neighborhood Services Division works with the community to engage, educate, protect and promote health, safety and keep Schertz a safe and attractive place to live. The Division is committed to providing outstanding service in order to help revitalize and enhance the community by performing inspections and providing services to create a sense of community and by promoting regular maintenance on residential and commercial properties. The Neighborhood Services Division — Environmental Health focuses on inspection services to promote public health and uses health safety best practices to ensure compliance with state and local health codes to include, but not limited to, food establishments, all public and semi-public aquatic facilities, and responds to complaints and concerns. GOALS FOR FY2024-25 Strategic Plan Emphasis Operational Value: Service Oriented, Systems Management • Fostering collaborative partnerships between neighbors through our Good Neighbor Program and practices. • Provide and seek interdepartmental assistance to support the community needs working alongside Planning, Building Inspections, Public Works, Parks, Police and Library. Policy Value: Safe Community, High Quality of Life, Attractive Community, Fiscally Sustainable • Build a sense of community by closing gaps between needs and resources. • Help increase a feeling of safety through proactive property maintenance inspections and engagement to achieve an attractive community. • Work hand -in -hand with community stakeholders to increase and maintain a high quality of life by increasing our property maintenance program. • Seek grant opportunities to support community programs to support an attractive community and high quality of life. Page 89 of 310 Continue to promote safety and community service programs through social media, community events and attending HOA meetings. ACCOMPLISHMENTS Operational Value: Service Oriented, Systems Management • Increased division presence in the community earning trust and improving our accessibility to support residents in property maintenance projects. • Worked with Public Affairs to improve the division brand and use social media to provide information about city programs to support residents with the property maintenance needs. • Increased -awareness and improved the community tool shed to assist with resident property maintenance needs. Policy Value: Safe Community, High Quality of Life, Attractive Community, Fiscally Sustainable • Successfully worked with the Love Where You Live volunteers to help over 100 residents to remediate code violations. • Connected residents with community resources for a major home repair. • Sponsored the 2nd Annual "Clean the Creek" which was an event in conjunction with other government entities and volunteers removing over 2 tons of trash and debris from the Cibolo Creek watershed within our community. • Successfully administered the Graffiti Abatement Program (GAP) to promote awareness and increase education on the impacts in the community. • Continue to collaborate with city departments on events to ensure the health and safety of food vendors. Page 90 of 310 ORGANIZATIONAL CHART City Manager NEIGHBORHOOD SERVICES 2021-22 Actual 2022-23 Actual 1 2023-24 Estimate 2024-25 Budget Neighborhood Services Manager 1 1 1 _ Neighborhood Services Specialist 0 1 1 0 Code Enforcement Officer 3 3 3 3 Sanitarian 1 1 1 2 TOTAL POSITIONS 5 61 6 61 PERFORMANCE INDICATORS 2021-22 2022-23 2023-24 2024-25 Workload/Output Actual l Actual Estimate 1 Estimate Code Enforcement Activities 3,002 5546 7493 8500 Other Permit (food/foster/pool) 215 236 224 250 Health Inspections 265 247 436 500 Page 91 of 310 i Budget 2021-22 2022-23 2023-24 I 2024-25 Budget Budget _ Budget Budget Personnel Services $340,282 $423,553 $505,377 $499,429 Supplies and Equipment 5,728 14,249 10,000 10,400 Utility Services 4,853 5,687 41575 6,500 Operating Expenses 31 155 500 1,200 Professional Services 0 0 2,450 31000 Repairs and Maintenance 9,025 12,681 30,000 30,000 Total $359, 918 $456, 325 $552, 902 $550,529 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget decreases 0.4% from the FY 2023-24 year-end estimate. 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O a C Ln O (7 0 u V L L" .1 N v a a o� c a�i c m oil .-1 a W. ` °D O 10 E E cu L00n m c n o, c y y c 0 m M a r z y a` Ln N a V 'm -0Q K > LO Of CL Ln > Ad Ln LL 0Ln N ami o m m Ln x c m 'N QI N O W d N N x O O. G d a m a d m a O w a w Kr a x Ln LaLM n In lJJ co L L 0 OOp OOiD O CA O 000 O C! G! c+ y .ti N Y + W u u `^ u a a d a d x x Ln x x a m n W .J W N W N W O N c1 cal ri ri 0 O O O O _O M co DEPARTMENT: PUBLIC WORKS DIVISION: 359 STREETS FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The Street Division provides high quality essential services in design, construction, inspection, and renovation of streets to provide safe and sustainable transportation infrastructure. The Streets division's service -oriented focus is to offer innovative customer service while being fiscally sustainable. The division evaluates affordable and efficient options for providing street maintenance service including support for community service opportunities. GOALS FOR FY 2024-25 Strategic Plan Emphasis • Policy Values: Essential Services and Fiscally Sustainable o Apply preventative maintenance strategies to extend the life of City streets and reduce unscheduled maintenance. • Policy Values: Essential Services and Attractive Community o Plan, design, construct, inspect, operate, and maintain traffic functions including traffic control devices, crosswalk signals, street resurfacing and rehabilitation, streetlights, street signs, street sweeping and street pavement markings. • Policy Value: Safe Community o Emphasize safety to reduce preventable accidents. • Policy Value: Safe Community o Provide proactive services such as traffic counts and speed information on specific streets as requested to improve community traffic conditions and safety. • Operational Value: Systems Management o Develop and execute a systems management approach to street maintenance plans, pothole patching, crack sealing, and sidewalk repair/construction. Page 95 of 310 Project focus for FY 2024-25 • Utilizing newly acquired equipment, provide necessary training, prioritize and schedule crack sealing and pothole repair program consistent with the Pavement Condition Index (PCI)recommendations and goals. • Implement and evaluate a revised street sweeping schedule based on industry standards, community expectations and resource allocation. • Continue to track streets maintenance tasks with GIS dashboard. • Identify areas with missing sidewalk sections and work on creation of map and plans to address these areas. ORGANIZATIONAL CHART STREETS 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget Assistant Director 1 0 0 1 Streets/Drainage Superintendent 1 1 1 0 Streets Maintenance Supervisor 1 1 1 1 Street Maintenance Crew Leader 1 1 1 1 Street Worker II 5 5 5 5 Street Worker 1 7 7 7 7 Sign and Signal Technician II 0 0 0 0 Signal & Sign Technician 21 21 2 1 2 TOTAL POSITIONS 181 17 171 17 Page 96 of 310 PERFORMANCE INDICATORS Workload/Output Street Sweeping hours Number of signs produced Quantity of asphalt purchased (tons) Special projects (Hours) Street centerline miles Efficiency Annual cost to operate street sweepers (operators and fuel) Cost per ton of asphalt Approved daily budget expenditures for operation 2021-22 2022-23 2023-24 2024-25 Actual Actual Estimate Budget 1624 2321 2500 2500 1100 1251 1750 2000 1565 570 600 900 692 930 1000 750 193 172 187 190 2021-22 2022-23 2024-25 2023-24 Actual Actual j Estimate Budget 120,500 135,000 45 65 5,278 6,242 150,000 175,000 65 75 8,869 8,838 Effectiveness 2021-22 2022-23 2023-24 2024-25 Actual Actual f Estimate Budget f Hours spent on roadway maintenance 3788 2974 5000 5000 2021-22 2022-23 2023-24 2024-25 Budget L Actual Actual Estimate Budget Personnel Services Supplies and Equipment Utility Services Repairs and Maintenance Rental/Leasing Capital Outlay Total $995,265 $996,132 134,443 155,472 230,811 221,263 401,753 409,093 4,285 848 160,045 495,424 $1, 926, 603 $2, 278, 233 $1,055,579 $1,278,626 168,200 233,095 238,000 262,500 1,406,628 776,130 800 6,000 300,000 562,000 $3,169, 207 $3,118, 351 Page 97 of 310 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget will decrease 1.6% from the FY 2023-24 year-end estimate. Personnel increases with anticipated wage adjustments while staff has engaged contractors to resurface streets for the next year. Overall repairs and maintenance 2024-25 budget has decreased from FY 2023-24 estimate back towards base budget. Page 98 of 310 a N O � I M co O R ' C of 'O o o O O o 0 o O O O o o O O O O o 0 o O O O O o 0 0 0 N 01 m '0'O O O O O O O O O O O I?O. 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M O rlt oo N In N O oo t^D W IN a) - t0 a r, LD ' a a) ID P oo of 0 0 0 0 0 0 W m m) a) O N a V1 M a) O N m ao) o m O 10N ID V N m O O) M ID O O w Ln I, 01 N N M Ln p Q 00 O N O O O r-I O tD 00 I, M N N a) M P a)' o0 1n 00 14 l7 N 00 N OQ 0 0 O O W W 00 co a) of n n v a 0 0 O O O O D to r4M N N 00 0o 001 0o 0 0 0 0 0 OJ 0 Ln O O M lND %D ep•1 1n of .+ eni 0 0 0 0 O O O O O O N 0 0 w M M rl e1 0 0 0 0 O 0 O r1 O O In O O O Ln Ln e1 Ln m N. N N M e1 O O N O N Ioon IA l!7 O Ln NI N O O v v o 0 � N I U m 10 A M O E O O O O r r O r r O N O. W Go OO T @ V t C_ O _@ 0 � @ WI CM@ 4f J 0 ,� , 0; 0 VI U w N 2 � \ � @ N O r O1 2 r c �v o 'u @ •� N0o a Cc O Q u `O A 6 N C 0� N C 5 7 N U i �' W, E cc 01 Lnn a, ►' o ° 3 UJ v '� :° o 2 m C 'eo C O in `1 O. in C C Z'3 z Cr L O. O) to u to c to w > p Ln Ln y m O A u a ` C \ X W W to a@06 -. two u C V a W N lD 00 QD N Ln N Ol O 00 O O n O O .-i rl ti O bo O .--� O 0o O O N O N 'n 0 In to Ln tf) a-1 to N �+ .o l0 4/ JO m 00 W u � 1n 1n 1n U 1n u n u) x Ln W M va'i M v�i M vO1i M Ln M x W m M x W n '/1 M O OI O O O O O O ti )o DEPARTMENT: 460 PARKS, RECREATION AND COMMUNITY SERVICES FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The Parks, Recreation, and Community Services department oversees the maintenance and management of approximately 438 acres of park land, to include the maintenance of municipal facilities, creek ways, swimming pools, park irrigation systems, trails, restrooms, pavilions, open space, playground equipment, benches, picnic tables, lighting, mowing contracts oversight, campus formal bed maintenance contracts, and oversight of athletic field maintenance by sports associations (Buffalo Valley Youth Association and Schertz Youth Soccer Alliance). It conducts community -wide tree planting and beautification programs. Acquires, designs, constructs, and renovates existing and additional park land and facilities. It provides citizen input and communication venues utilizing the Parks and Recreation Advisory Board, community surveys, and community meetings. It plans and implements over 50 special events, recreation programs, and parades. The Director of Parks, Recreation, and Community Services oversees the budgets for Parks, Swimming Pools, Tree Mitigation, Parkland Dedication, and the Special Events Fund. In addition, the Director oversees and manages the contracts with the YMCA of Greater San Antonio for the staffing and programming of the Recreation Center, the Schertz Area Senior Center, the Schertz Aquatics Center, and the outdoor pool at Pickrell Park. GOALS FOR FY 2024-25 Strategic Plan Emphasis • Policy Value: High Quality of Life o Develop a system of parks, open space, recreational facilities, trails, and leisure services that will meet the needs of an expanding community. o Provide recreational and leisure opportunities to City of Schertz residents of all ages through youth sports, adult social leagues, special events, parades, programs, and nature education. • Policy Value: Attractive Community o Continue the development of trails and greenbelts to improve connectivity among parks, neighborhoods, churches, schools, public facilities, and municipal buildings and maintain a visually attractive community. • Policy Value: Fiscally Sustainable • Operational Value: Service Oriented Page 101 of 310 Project focus for FY 2024-25 • Coordinate with consultants to develop an updated Parks and Open Space Master Plan to keep pace with the needs of an expanding community. • Coordinate with consultants to develop a Master Development Plan for Crescent Bend Nature Park to set the vision for the next 10 years. • Manage construction projects for irrigation storage at Schertz Soccer Complex; additional segments of the Great Northern Trail construction; and parking, lighting, and accessibility at Thulemeyer Park. • Install site amenities at various parks across the system including picnic tables, BBQ pits, benches, dog waste stations, water fountains, irrigation backflow covers and cages, and trail signage. • Organize and launch a volunteer Trail Watch Program for the Schertz Trails System. • Plan and implement various special events, parades, park grand openings, marketing campaigns, nature education programs, and youth and adult sports. ORGANIZATIONAL CHART Page 102 of 310 2021-22 2022-23 2023-24 2024-25 PARKS, RECREATION & Actual Actual Estimate Budget COMMUNITY SERVICES Director of Parks, Recreation & Community Services 1 1 1 1 Administrative Assistant 1 1 1 1 Parks Superintendent 1 1 1 1 Parks Supervisor 1 1 1 1 Park Maintenance Technician 5 8 8 8 Park Maintenance Technician f P/T] 1 1 1 1 Seasonal Park Worker 1 1 01 0 Recreation Manager 1 1 1 1 1 Recreation Coordinator 0 1 1 1 Recreation Specialist 1 1 1 1 Seasonal Rec Instructor 0 0 1 1 TOTAL POSITIONS 13 13 17 17 PERFORMANCE INDICATORS 2021-22 2022-23 1 2023-24 2024-25 Workload/Outputs Actual Actual Estimate Budget Total Acres of Park Land Managed 425.31 438.97 448 475 Total Acres of City Campuses Managed 36.03 36.03 36.03 36.03 Total Acres of Land Managed Per FTE 76.89 76.89 79.17 79.17 Total Miles of Trails Managed 25 25 25.6 25.6 Special Events, Programs & Parades 49 84 150 200 2021-22 2022-23 2023-24 2024-25 Efficiency Actual Actual Estimate Budget Acres of Contractual Mowing 123.09 123.09 123.09 194.54 Acres of Athletic Association Maintenance 70.02 70.02 70.02 70.02 Hours of Volunteer Service 500 543 500 500 Hours of Athletic Association Service 1,200 1,200 1,200 1,200 Page 103 of 310 2021-22 2022-23 2023-24 1 2024-25 Effectiveness Actual actual Estimate Budget Cost Benefit for Athletic Association Field Maintenance $550,000 $550,000 $550,000 $550,000 Cost Benefit for Volunteer Hours $12,000 $12,000 $12,000 $12,000 Special Event Attendance 23,000 26,776 28,000 28,000 Program Participants 370 1,238 1,500 1,500 League Participants 320 510 550 550 Youth Sports Registrations (BVYA & SYSA) 3,800 3,800 3,800 3,800 Budget 2021-22 1 2022-23 1 2023-24 1 2024-25 Actual Actual Estimate I Budget Personnel Services $748,289 $1,035,693 $1,309,399 $1,237,618 Supplies and Equipment 107,734 117,568 149,705 128,000 Utility Services 246,900 345,701 284,000 271,000 Operating Expenses 168,594 195,178 189,491 201,500 Professional Services 11,606 22,694 17,000 20,000 Repairs and Maintenance 175,014 177,813 332,978 320,100 Rental/Leasing 7,007 15,533 11,790 10,000 Capital Outlay 128,377 154,043 297,979 314,000 Total $1, 593, 522 $2, 064, 223 $2, 592, 342 $2, 502, 218 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget will decrease 3.6% from the FY 2023-24 year-end estimate. Personnel increases from the anticipated wage adjustment is offset by fewer park improvements with the completion of existing projects. 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OVon OLVr� 0o O O O CD O O O O O o On OO O-M m Ln co m Lr, mu0 O 0 O 0 O 0 OO, O OO 0 O 0 CD O X D tO O to c dx to X X Lo LD :0NO W W W W W O O O O O O O O O � 00 O M DEPARTMENT: PARKS, RECREATION, AND COMMUNITY SERVICES DIVISION: 463 POOLS FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The management and maintenance of two (2) outdoor pools and one splash pad including the maintenance of swimming facilities, pumping systems, and related aquatic programs designed to encourage safe use and professional management of these facilities. Provide contractual oversight of the management, programming, and maintenance of the Schertz Aquatics Center. Provide citizen input and communication venues utilizing the Parks and Recreation Advisory Board, surveys, and community meetings. GOALS FOR FY 2024-25 Strategic Plan Emphasis • Policy Value: High Quality of Life o Maintain and develop aquatic programs designed to educate our citizens and to meet the needs of our expanding community. o Maintain a high quality of pool maintenance while providing excellent aquatic recreation and leisure service programs. o Continue management oversight of the Schertz Aquatics Center in order to expand the availability of recreational and health/well-being programming and provide year-round access to same. • Operational Value: Innovative o Manage and maintain the operations of the new Wendy Swan Memorial Park Splashpad that was developed on the site of an old residential size swimming pool. Project focus for FY 2024-25 • Close the splashpad for the winter season and successfully open the splash pad up for the new season the Friday before Spring Break week. Page 107 of 310 ORGANIZATIONAL CHART Lanager C77�6 vent F< PERFORMANCE INDICATORS Workload/Out uts Revenue per year Outdoor Pools Days open per year Outdoor Pools Daily Admissions Pickrell Pool Total Attendance Pickrell Pool Season Pool Pass Sales Total Attendance Schertz Aquatics Ctr Efficiency Cost per resident for Pool Operations (Includes Schertz Aquatics Center 2021-22 2022-23 2023-24 2024-25 Actual Actual Estimate Budget $25,000 $25,000 $25,000 $28,500 72 72 72 72 $22,024 $22,024 $22,024 $22,000 11,651 11,651 11,651 11,000 $6,495 $6,495 $6,495 $4,000 78,000 78,000 78,000 78,000 2021-22 2022-23 2023-24 J 2024-25 I Actual Actual Estimate + Budget $14.25 $14.25 $14.25 $13.16 Page 108 of 310 Bud et 2021-22 Actual 2022-23 Actual 2023-24 Estimate + 2024-25 Budget _ Supplies and Equipment $27,389 $13,337 $34,500 $33,000 Utility Services 24,788 40,316 45,000 35,000 Repairs and Maintenance 537,096 508,412 542,052 597,023 Total $589, 274 $562, O64 $621, 552 $665, 023 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget increased 6.5% from FY 2023-24 year-end estimates for the proposed wage adjustments. Page 109 of 310 c N O N t\•I M co O CC Ln C N col N W N _ O N m ` d N a v N N N N N N Our N O u a` LL L O LL N orq r' N Q C N N m m a N m m 0 r N N N � N Q m O r N �• N N V N Q R 0 r O O O O O O O O c O O O O O O O N c O ' O O O O C 0 N 0 Lr In m m 0 Ln V1 n C N cn N .--I m oo 0 0 0 0 0 0 0 o c O O O O O O N C O O Ln O O O a N N m Lrl a N M N N M O v o aW v N to O c al m O N In rn t0 oo c .-+ ai o 11 ni rn 0 v c N N m !n ta) 14 n v In of rn to r; N N al V O O O O O O O O c O O O O O Vll Lq N IX Lo ai m N oo rl, Ln r4 a .--1 N r-I N m Ln Obi N V t0 O V O l0 LA f/1 r, W t0 M Ln O n rl al ol to N m m m V oo .q PM m n m V e•1 '-I N a al V oo 11 M N -O � N O •d' a1 c-1 al N al Ln co O co m al l!1 al 00 oo n o0 O oo lo O oo el O t0 n 0( N Ln o r-i r, ri n e a) r, N N r N N ,n O O N O 1l1 t0 0 N N N to 0 n to n al ai n V1 Ln a M Ln 0o O a t0 0 N W N Li m n 00 00 m to I 10 �I AM 0 r 0 r 0 0 r r cr N E a u v a0 CL v u a d c a y E v n a Q v n '� 'jn c � c 3 CL In N to C J to T N G (A c v j= g a c _Ln a Eo a 0 c O` mi Ew so r > v m � G 'o_ cCLh U Wa N 0CL m u 1 y ad. m N Q 0 m x m o W r a° Y Y o CL E m :� a d d N a 0 u N p,1 ty M P,1 0. X N O M Ln Ln W a O OI G L •1 Vl C m O G t00 tl00 N V 0 to O O ul Ln N u to Ln Ln L�, W W W cr V d' V V V Q r) O ri 0 r-I 0 rl cat O N �-i O •-i 0 •-1 c-I 00 O Cl) O 0 DEPARTMENT: PARKS AND RECREATION DIVISION: 464 EVENT FACILITIES FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION Under the umbrella of Parks and Recreation, Event Facilities provides a place where guests can celebrate life events such as social or cultural activities. The Event Facilities are centrally located in Schertz for businesses and other organizations to hold meetings, training, and/or other specialized events. This department handles all aspects of event rental, and in cooperation with other department's plans, coordinates and executes each event from start to finish (initial deposit to event feedback). GOALS FOR FY 2024-25 Strategic Plan Emphasis • Policy Value: High Quality of Life o Promotes community involvement by attracting public events such as fundraisers, tradeshows/conventions, and performing arts events. o Promotes high quality of life for residents and other customers by providing an affordable, friendly, and safe gathering place for special events. • Policy Value: Service Oriented o Promotes relationships with surrounding cities, businesses, organizations, and citizens by offering audio/video capabilities and attractive, flexible and diverse use of venue space through upgrades in technology and building improvements. Project focus for FY 2024-25 • Continue to implement new event management software to increase operational efficiency and provide better customer service. • Implement a maintenance week closure into the operating schedule to provide for deep cleaning, preventative maintenance, and minor repairs to occur without interruption for increased efficiency. Page 111 of 310 ORGANIZATIONAL CHART EVENT FACILITIES Civic Center Manager Civic and Community Center Coordinator Event Attendant Event Attendant (P/T) TOTAL POSITIONS CI y Manager 2021-22 2022-23 Actual Actual 1 1 1 2023-24 2024-25 Estimate Budget 1 1 1 1 1 1 1 2 2 4 4 2 2 1 1 6 6 7 7 PERFORMANCE INDICATORS 2021-22 1 2022-23 2023-24 1 2024-25 Workload/Output I Actual Actual Estimate Budget Number of events booked 808 1020 1097 1100 Number of events cancelled 137 200 225 200 Number of facility tours 300 300 325 350 Number of web inquiries 209 300 925 1000 answered Page 112 of 310 2021-22 2022-23 1 2023-24 2024-25 Actual Actual Estimate Budget Revenue 422,262 390,000 302,363 440,589 Comp'd Value 123,000 38,000 75,000 75,000 2021-22 r 2024-25 2022-23 2023-24 Effectiveness Actual Actual Estimate Budget Tradeshows/conventions 11 15 48 50 Customer satisfaction Rating 95% 90% 97% 100% 2021-22 2022-23 2023-24 T 2024--2 Budget - Actual 1 Actual Estimate Budget Personnel Services $325,069 $440,490 $519,399 $535,263 Supplies and Equipment 16,892 8,037 15,080 27,100 Utility Services 47,276 74,998 74,427 77,964 Operating Expenses 1,591 62 1,825 1,850 Repairs and Maintenance 4,173 0 2,450 2,500 Capital Outlay 0 0 65,404 0 Total $395, 000 $523, 587 $678, 585 $644, 677 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget will decrease 5.3% from the FY 2023-24 year-end estimate due to lower Capital Outlay costs in 2024-25. 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L O W N l0O N 0M0 O O O O O0 CD M A? r4 of c o o v Cl a ri N O Ln LM O m Ln N 0 0 m O O O O O O O to 'O O 0 0 O G O 0 0 14 0 CO Ln kf V IV O O w N N N N O O kO Y Lo rl 0 � f O 0 N N O 0 N N O� O O O O O O O Cl O V1 w N a O �O 00 N m 10 O N Ln F- N T N O O N rl 1l M n n n n O O O O O O N N ei O -4 O N N O O O O Let R N Q a -I V 'V V1 m C F Ol M 11 M A 11 E r 0 0 N u A N y C bq I0 O i/1 a a c 0 0 v m a m >'to W C C 1/T o m LL 6 C C ccm i u .m 0) O Q V W vl 3 O. _ m m r1 �, N SO, {� a _° O c E v L a E a u .c a +% r .a s 2' a ` en N v a)O OLn 'm O a w > y £ A Z v .ti m m m c � C m O M O W C r x G y '1 W IxV V x M W 00 N Nj 14 01 9 t0� L N N N i O O � O w O m a v .+ 00 en in u in m v, x� X O O O O O N ti � ti N b _O M O DEPARTMENT: 665 LIBRARY FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The Schertz Public Library supports life-long learning, literacy and recreation for library materials in print, audiovisual and digital formats for users of all ages. It encourages the love of reading and learning by providing story time, special event programs, and various other literacy -based programs for infants, children and teens, and enriches the lives of adults by providing instructional and recreational programming in high -interest areas such as technology, health and fitness, financial planning, and crafts. The library acts as a community hub by providing meeting and study spaces to individuals and community groups, and provides public access to technology including computers, the Internet, wi-fi and printers, as well as to online employment, business and educational resources. The library's primary service area includes more than 123,000 people in the Cities of Schertz, Cibolo and Selma, and Guadalupe County. GOALS FOR 2024-25 Strategic Plan Emphasis Policy Value: High Quality of Life o Provide all community members access to a wide variety of engaging materials, services and programs that support life-long learning, literacy, and recreation. o Provide welcoming spaces for meetings, quiet individual activities and studying, and group activities. o Provide digital literacy skills and access to computers, Internet service, and other technology devices such as mobile hotspots to close the digital divide due to socioeconomic status and service gaps in rural areas. Operational Value: Service Oriented o Provide outreach services and activities outside of the library building to community members, schools, and community organizations to bring library services to those who can't visit the building. o Partner with city departments, local governments, schools, businesses, and organizations to provide programming opportunities beyond regular library programming. o Provide high quality, customer -focused service by focusing on the City's core values and investing in on -going staff training in customer service principles, policy and procedures, technology training, and library best practices. Page 116 of 310 Project Focus for FY 2024-25 Recurring projects: o Improve the collection and acceptable items -to -customer ratio by adding titles in a variety of formats. Focus continues to be on collections with high turnover rates, e.g., bestsellers, graphic novels, beginning readers, etc., with an additional focus in FY25 on increasing the number of items in our newest circulating collections —games, activity kits, and read -along audiobooks. o Maintain weeding and replacement schedule to enhance and update collections. o Review and update policies and procedures with the aims of providing excellent customer -focused service, inclusion, equitable access, and efficiency in service delivery. o Pursue Texas Municipal Library Directors 2024 Achievement in Excellence Award by demonstrating consistent excellence and outstanding contributions to public library services within our community. Specific projects: o Purchase additional mobile hot spots to expand hot spot circulation program. o Add a multi -week adult program series aimed at improving digital literacy skills for beginners. o Revise online subject guides using LibGuides to promote library content and connect library users to online instruction and resources. o Complete full implementation of in-house laptop circulation program. o Conduct Edge technology survey and community interest survey. o Investigate feasibility of and implement, if need is found, outreach programming to all areas of service area. o Reorganize library spaces by relocating various collections to different parts of the library to accommodate collection growth, including Adult and Youth Spanish materials, the Juvenile Graphic Novel collection, and various other collections. o Add additional fitness and wellness, or other high interest classes to the adult programming schedule. o Explore opportunities for workforce development programming. o Add additional ESL courses throughout the year. o Establish more volunteer opportunities for adult and teen volunteers. Page 117 of 310 ORGANIZATION CHART LIBRARY Libra Director 2021-22 Actual 1 3 2022-23 Actual 2023-24 Estimate 2024-25 Budget 1 3 1 3 _ 1 3 Librarian Library Technician 2 2 2 2 Library Assistant 3 3 4 4 Library Assistant 20 hours 7 9 7 7 Library Assistant 10 hours 4 2 2 2 Programming Specialist (20 hours) 1 2 2 2 Temp Part-time Library Assistant (Unfunded) 1 1 1 1 1 TOTAL POSITIONS 22 231 22 22 PERFORMANCE INDICATORS 2021-22 Workload/Output Actual Service population (determined by TSLAC) Registered Borrowers Total Materials Collection Total Circulation Total Library Visits Total Program Attendance 121,698 29,612 155,715 359,425 157,428 3,448 2022-23 Actual 121,698 28,734 159,256 396,794 194,260 14,700 2023-24 2024-25] Estimate Budget 123,167 125,000 30,600 31,000 166,000 172,000 400,000 410,000 210,000 213,000 16,500 17,000 Page 118 of 310 Efficiency Cost per Person Served Cost per Circulation Circulation per Circulation FTE Effectiveness Percentage of Population with Library Cards Materials Expenditures/Capita Materials Expenditures as a Percentage of Operating Budget (striving for 15% min.) Items/Capita (striving to meet 1.53 items/capita standard) Circulation/Capita Library Visits/Capita Program Attendance/Capita Budget Personnel Services Supplies and Equipment Utility Services Operating Expenses Total 2021-22 Actual $9.41 $3.18 39,936 2021-22 Actual 24.33% $1.07 2022-23 Actual $10.50 $3.22 41,768 2022-23 Actual 23.61 % $1.27 2023-24 Estimate $11.50 $3.54 42,105 2023-24 Estimate 24.84% $1.35 2024-25 Budget $11.93 $3.64 41,158 2024-25 24.80% $1.33 11.35% 12.07% 11.72% 11.13% 1.28 1.31 1.35 1.38 2.95 3.26 3.25 3.28 1.29 1.6 1.71 1.70 0.03 0.12 0.13 0.14 2021-22 I 2022-23 � 2023-24 J 2024-25 Actual Actual Estimate I Budqet $918,237 $1,001,807 $1,137,593 $1,209,372 158,429 201,130 200,100 199,100 63,622 71,955 74,000 68,000 4,396 2,934 4,910 5,300 $1,144,684 $1,277,826 $1,416,603 $1,481,772 PROGRAM JUSTIFICATION AND ANALYSIS The Library FY 2024-25 Budget increases 4.4% from the FY 2023-24 year-end estimate with the anticipated wage increase. 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J, a Ln �D W LD W 0 r-1 ci G O 00 DEPARTMENT: INTERNAL SERVICES DIVISION: 853 INFORMATION TECHNOLOGIES (IT) FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The Information Technologies Dept. is charged with maintaining, operating, and securing the City's information assets. These assets form the foundation upon which many of the City's core operations depend. Therefore, this foundation must be reliable, resilient, and responsive. To meet these expectations, the department focuses daily on customer service, education, and planning. The IT department increases the business return on technology investments by creating and managing hardware and software through dedicated planning and alignment. IT is also dedicated to ensuring a great end user experience by designing, implementing, managing, and continually improving our processes. IT is also tasked to protect the organization and its ability to perform its mission. We accomplish this through a comprehensive security program, managing our data, ensuring efficiency, effectiveness, and compliancy. We also strive to deploy programs designed to engage our staff and citizens in easy and convenient ways. The City of Schertz uses a Geographic Information System (GIS) to create maps, analyze information, and visually examine the geographic features of our region. Many functions of City government have a geographic dimension and the successful execution of GIS Services can substantially increase efficiency, collaboration and empowerment in the decision -making process. GOALS FOR FY 24-25 Strategic Plan Emphasis • Policy Value: Essential Services o Improve efficiency, productivity, workflows, and collaborations o Mobilize the city by choosing cloud -base services to improve communication sharing between city departments o Improve fiber connection between all city buildings • Policy Value: Attractive Community o Provide excellent customer service o Safeguard the city's network and the data shared within Project focus for FY 24-25 • Improve fiber communication between buildings at 10 Commercial Place • Install firewall redundancy throughout the City's network system Page 122 of 310 ORGANIZATIONAL CHART City Manager Deputy City Manager Internal Services yet Facility Information /ices Services Technology INFORMATION TECHNOLOGY 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget Director 1 1 1 1 Administrative Assistant 1 1 1 1 Senior Systems Administrator 1 1 1 1 Computer Systems Support Engineer 1 1 1 1 IT Support Specialist 3 3 3 3 Public Safety Administrator 1 1 1 1 GIS Administrator 1 1 1 1 GIS Specialist 1 1 1 2 1 2 TOTAL POSITIONS 1 10 10 11 1 11 2021-22 2022-23 2023-24 2024-25 Actual Actual Estimate Budget Workload Average Annual Work Orders 2,550 3,084 3,200 3,200 Completed Average Monthly Hours to 1.25 1.5 1.25 1.25 Complete Work Orders Total Projects 45 62 67 67 Average Monthly Project Hours 620 620 750 750 Total Emails Received 1,122,550 1,116,600 1,239,530 1,239,530 Total Sent Good Email 452,550 454,875 475,000 475,000 Total Teams Meetings 1,675 1,452 1,575 1,575 Total Teams Interoffice Chats 14,500 23,450 25,000 25,000 Page 123 of 310 Efficiency 2021-22 Actual f 2022-23 Actual 2023-24 Estimate 2024-25 Budget % Work Orders Completed 0-1 46% 46% 45% 55% Day % Work Orders Completed 2-3 8% 8% 12% 15% Days % Work Orders Completed 4-6 11 % 11 % 11 % 10% Days % Work Orders Completed 7- 7% 7% 9% 5% 10 Days %Work Orders Completed >11 28% 28% 23% 15% Days Average Number of Days to Work Orders % Time on GIS Specific 52% 52% 53% 55% Projects % Time on GIS Customer 8% 8% 9% 17% Assistance % Time on 0% 0% 8% 8% Training/Conferences % Time on Non -Department 20% 20% 16% 8% Projects % Time on Administrative 20% 20% 14% 12% Overhead 2021-22 2022-23 2023-24 2024-25 Actual 1 Actual Estimate Budget _Budget Personnel Services $995,922 $1,147,821 $1,321,410 $1,339,410 Supplies and Equipment 287,006 211,283 250,843 494,650 Utility Services 367,727 393,771 471,000 516,000 Operating Expenses 998,027 974,499 1,133,042 1,465,525 Professional Services 1,406 103,799 45,253 20,000 Repairs and Maintenance 0 0 3,800 3,800 Rental/Leasing 3,346 1,295 3,875 0 Capital Outlay 0 51,696 140,000 0 Total $2, 653,434 $2, 884,164 $3, 369, 223 $3, 839, 385 Page 124 of 310 PROGRAM JUSTIFICATION AND ANALYSIS The Information Technology FY 2024-25 Budget increases 12.2% from the FY 2023-24 year-end estimate. The increase is due to the anticipated wage adjustments, contractual software increases, and new server purchases for police officers' virtual terminals. Page 125 of 310 a N O N N M co O W C c W 0 a N M O N Y LL t O L. 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O 0 0 Oo n to N 0 O ti n a n Ln -1 oo tO n al o W 0 O 0 O V n a n ct tO N I LM o0 a l a 01 N N O O M .--i -- N V O tD N o0 co C1 O M M c-I d' u) 00 of O O V Ol -* M 00 - r• tD r,m M tO N r• Dl n O It N �--� tor, N N .ti Vl tD ei a 00 O tV N� V M w M .--I '•I r-I O wr z 0 N M a --I r, Ol 0 M N N 0co 0 F N N T O O V n ut O O N V• N d' O O O O u) i to N N O O O O o0 Ol 00 Of O O I O O O O O -1 o o o of r,0 0 to to 0 o Ln Ln o o l o v p U �-•i N m O V M m N a M u) Ol 00 .--I rl M M M cLn a m t�D m m m io vi Y io E0 C F d h >'°- m d N N N d Y 00 O >• > O '6 a d N N d C C to A 0 G a d 2i n u c 5- c Z c E o c ¢ w C N tY O U N d U C m \ d t/1 0CL V U Q_ 'm OO dd d d C > H w - a .� .� .� Ln O d y 0_ t0 O C 'O L 07 V y� @ N d C_ C V 0 V .GcN cu `1 L! d d p• d O C ecN N 7 ei d N.4 d 0) T N d 3 0 N 7 N C G L tz t E N L 3 3 3 3 fl d n °� a d d CC, s 'S Z o H v a x E a " E o t o m E y K V1 In to tJ y lJ �' [L a •O O oC J O U W 00 i C �' to M 2 . C R d m to O 01 r 9 to U V O0 C O. Q x a+ d aml O •� 0w m V C LY lY d m m « 'O x O O. O• N C O• t' O CL O W D. x K aC U A Q (J V fL d m V x W Ln to coo y to to to to to L Z• c r• a- v, D r•� �' Z' Z• �• m Y O 00 0 rvm 0 O m O m 0 m O O 00 O c O 00 N O O 00 J 'V O 00 O 0 O 0 O O d +� a m a m d' m V m v m Y' d m ti v N Ct d ti u d +' D d 00 N 00 3 v to to to to to U ui to u to v n u to O. x rn u� ni to rvt to M to fn (n O. x m to M to O, x rn to CL x M to o. x rn Ln ni 3 W 00 0 W 0 W W o0 00 W e-I 0o W W 00 W W e-I W W 00 N m O O til C) O 0 O O 0 O C 0 O 0 O 6, ti b O co a, a O m DEPARTMENT: 866 HUMAN RESOURCES FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The Human Resources Department provides services and support in the areas of recruitment, selection, staffing, benefits administration, labor law compliance, performance management, employee development and relations, health and wellness, and policy administration. STRATEGIC GOALS AND OBJECTIVES Operational Value — Service Oriented In an organization that has a Service Oriented culture, there is the focus on meeting and exceeding current and future customer needs. Deliver HR services, programs, and communications that add value for our prospective employees and current employees. Operational Value — Engaged Workforce Valuing people is the framework for building and sustaining an Engaged Workforce, who in turn are committed to serving customers and making a positive difference in their lives. Improve employee retention by leading efforts for adoption of strategies which promote a diverse workforce and create a great work climate. • Support the talent development of our employees through professional and career development. Administer HR policy and programs effectively and efficiently, while maintaining internal customer satisfaction and meeting budget constraints. Operational Value — Proactive Proactive means initiating change by anticipating future situations in order to make things happen. • Compete for top talent with effective recruitment strategies and an efficient recruitment process. Page 128 of 310 Ensure our compensation and performance management processes are designed and executed to align and maximize our people's performance with the goals of the organization. ORGANIZATIONAL CHART HUMAN RESOURCES 2021-22 Actual 2022-23 Actual 1 2023-24 Estimate 1 2024-25 Budget 1 Director ` 1 HR Manger 1 1 1 1 Senior HR Generalist 1 1 1 1 HR Generalist 1 1 1 1 Human Resources Assistant 1 1 1 1 1 TOTAL POSITIONS 1 5 5 5 5 Page 129 of 310 PERFORMANCE INDICATORS 2021-22 2022-23 2023-24 2024-25 Workload/Output Actual Actual Estimate Budget Measures Total No. of Employees 430 430 430 460 (Avg.) # Full Time Employees 395 395 380 410 (Avg.) Job Announcements 84 84 110 110 Posted # Applications received 5,288 5,288 5,000 1000 - 3,216 ' ADP # Full Time Positions 77 77 80 80 Filled # Part Time Positions 11 11 10 10 Filled # Total Turnover 88 88 85 80 # Full Time Turnover 81 81 75 80 # Part Time Turnover 7 7 10 10 # Retirements 6 6 10 12 # FMLA Claims 37 37 40 17 (orrequest - 30) # General Training 15 15 15 15 Courses # of tuition 24 24 20 20 reimbursements Budget 2021-22 2022-23 Actual Actual 2023-24 2024-25 Estimate Budget Personnel Services $548,678 $643,659 $702,602 $754,180 Supplies and Equipment 1,197 1,588 3,775 4,200 Operating Expenses 100,568 104,574 105,223 123,450 Professional Services 4,126 520 64,500 4,500 Total $654, 569 $750, 340 $876,100 $886, 330 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget will increase 1.2% from the FY 2023-24 year-end estimate with the anticipated wage increase. 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LD L'D tD W tD w to lD lD to to lD lD In l0 ' M LD tD G. LD lD tD to LD L1 x LD LD W to tD to lD to to W tD lD LD l0 to LD X lD tD lD tD lD l0 to of W W 00 o0 Oa Cp o0 of W CO 00 op 00 00 00 W o0 W W 00 W 00 00 o0 W CO O O O O O O O O O O O O O O OI O � O O O O O O O a ti 0 m 00 N O N M W O ho C 9 Y N O O O O 0) m O 11J ND 3 O O 'O O m O CDO O O IOf1 It O ` N a m M V) WI a a v N M N a a N (l O O O O N Il O N O 1l N N C/ N n N O N p Cl V1 O N V N a ~ N n Lm O V) 14 LL t O LL N O O M a V) CY)i 'DD c4 ^ M t0. O n �D 6 p Q tD umf N 00 ro tD O N N d O O O O O M O O O O 0 o p m O O O M ^1 m m Ln v f0 n N O rl r �•' 0 N O 0 oo0 O 000 ry a O O O O M N Q LnM O 111 u� a m r� o Y Q rl r N ►_' o o W o e rl O O m O 00 N a fl M O IOfl N Lm O m I� O O rl r O M O O Ln M C LM rl O M z C1 N tD Ln M A M M 0 0 0 r r r N N VI OJ 0 0) v�i Ol •� 7 N O O 00 m O. O_ C_ V Y VOI O m O L m O O N E U o6 O C N v 00 ^ ° ° —0a = u c O N a v m T U) N .0 0 M V O rl Ib zLA Ln o � c a0 m A a X O C W 1 W ti O N ^ N u O '.D tD ID lD 1 tD lD ID tD t0 X LD CO 00 00 W W W O O O O O a` 0 ' rn ro a _O M co DEPARTMENT: 868 FINANCE FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION Prepare monthly financial reports for the City Manager, City Council and City departments. Process all accounts payable and receivable in a timely manner, prepare 1099s, and prepare monthly bank reconciliations. Maintain and process payroll for all city employees. Finance handles unclaimed property and its subsequent disbursements to the individuals or the State. Adopt and update an Investment Policy and strategy annually that follows the Public Funds Investment Act that outlines oversight of investment funds and states the types of investments the city can use. Manage debt service and fixed assets annually. Complete the annual budget, facilitate annual audit, Annual Comprehensive Financial Report and Popular Annual Financial Report. Perform financial forecasting to make better, more informed operational decisions. The Finance Director also oversees the Utility Billing and Municipal Court Divisions. GOALS FOR FY 2024-25 Strategic Plan Emphasis Policy Value: Financially Sustainable • Provide timely and accurate financial information and reports to the City Manager, City Council, other City departments, citizens, and other agencies so they have the information they need to make operational decisions to keep the city financially sustainable. Reports should be delivered within 20 days of the prior month's end. • Receive the Government Finance Officers Association Certification of Excellence in Financial Reporting for the 38th consecutive year. • Improve the 5-year budgeting and forecasting plan for operations and debt management. These tools help maintain the fiscal sustainability of the City. • Maintain a 10-year budgeting plan for Construction in Progress (CIP) project for the city. Page 133 of 310 Operational Value: Systems Management With the new financial software going live on April 1, 2024, Finance is teaching departments new procedures to best utilize new financial software. With the new software, departments will be able to run more useful reports. These reports can be run daily to show any changes to the revenues and expenses for the department. These reports will also help maintain the fiscal year budget. The goal is that departments will be able to easily understand how the department financial operations run on a day-to-day basis. With the new software, ERP also has the City starting the process of going paperless. Project Focus for FY 2024-25 • Refine internal processes and systems to be more effective and efficient. • Go paperless in office, less cost for physical storage & documents always at hand and less postage/paper as payments sent in electronically. • Submit for financial transparency awards, i.e. Transparency Star for Economic Development, Budget Award ORGANIZATIONAL CHART Page 134 of 310 ACCOUNTING 2020-21 Actual 2021-22 Actual 2022-23 Estimate 2023-24 Budget 2024-25 Budget Finance Director 1 1 1 1 1 Assistant Director 1 1 1 1 1 Senior Accountant 1 1 1 0 0 Financial Analyst 1 1 1 1 1 Accountant 1 1 1 2 2 Accounts Payable Coordinator 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 TOTAL POSITIONS 1 7 7 7 7 7 PERFORMANCE INDICATORS 2021-22 2022-23 Workload/Outaut _ _ Actual Actual Accounts payable checks Accounts payable EFT Number of Purchase Orders Processed Active Vendors to manage Effectiveness 2023-24 2024-25 Estimate Budget 6,269 6,125 6,200 6,500 0 0 50 100 7,322 8,215 8,500 5,000 1,500 2021-22 2022-23 2023-24 Actual Actual Estimate 2024-25 Certificate of Achievement for Excellence in Financial Reporting, Accumulative 36 37 38 39 Quarterly Financials completed within 30 days 0 0 1 2 Popular Annual Financial Report 0 0 1 2 COA Award 36 37 38 39 2022-23 2024-25 2021-22 2023-24 Budget Actual Actual I Estimate _ Budget _ Personnel Services $673,128 $696,232 $716,565 $790,326 Supplies and Equipment 2,901 3,805 3,195 3,100 Operating Expenses 3,586 4,253 5,000 4,300 Professional Services 48,727 24,949 43,200 42,500 Total $728,341 $729,239 $767,960 $840,226 Page 135 of 310 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget will increase 8.6% from the FY 2023-24 year-end estimate. This increase is due to increased costs for services and goods. Also, with anticipated wage increase from Class and Comp study. Page 136 of 310 a N O N M Go O 0a C yLj e p O N O CL o N m p o a w a a N en a v N N w w N N N O 'Q vN N a {L L O LL N m N t•' O Q N G N N m N 7 N Co m 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o O o 0 00 O of 00 tV V f4 M O C G tD O O 0 0 O C a M 00 r� al o0 V N Lr ei O e-I to a) -i N a1 In M O e-I O N In fn O C O I, O O V rl O O M m N m t .--i i-i tD O N erl V eT v m 00 n 0 0 0 O 0 0 Oi O VO ✓f N LD N 0 0 0 0 0 0 o o 0 0 0 0 0 0 00 Go 0 0 0 0 0 o co O O O O O O O O O O O O O O li ei O O O O 0 0 ri c-1 O 00 O N m M 00 O (D O In O o In !n O O O O O O O O In M N a, lD a M V '•i CO a) al N M O Il O C O w O Vf V1 N O tD a OI m ri O O O O O N O O tD O N QI Na N c•I c-I L i % N M Ln LAN 00 m00 00 M 00 DD n t0 n oo CO o O 00 O In al O O V1 M O N O O in M O O O O N rl a-i N 00 O CO m In n O Ln M c-I m m 00 In M M N m al co lD al tD al (7 C ll: M al M a 00 o o CO '•I vi lD M ri M ID 1- Ln O O O O O O O O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 �t to r, 00 to v cn 0 0 0 (n Il M O N m O o0 R tD O N a-1 m N In 'i tD I� 00 -i C I o0 1•1 N m m d* ati M P a) '-f M o0 m en IT n cn M O O O 00 N W O O all 4 c1 V7 O O V al 00 O O cii CD I, N n O '-1 V tD r•I r1 Ln V N 00 Ln m ,r al In 00 In O M cn M V .•i V to n n In N V c pl N N Ln m 00 e-1 rl N t0 tD M I, 00 O1 11 ID M Vl OQ O O al M W V1 O Nri M 1- Ln tD O o0 o0 Ln al m O M Oo r� al .--I cn ll1 d' CO lD Ln ci o0 N 00 to ci V In n F w M c al ei tD '•1 N N V n N N M In .-I M Il CO P a tp 0 00 00 In n c ci a In r In CD V M tD C N evi O O O O 0 0 0 0 O O^ M O N e'1 1p 00 01 R e00 n r, 00 O a ID c O0 c c M rq M lrvn aoi ONO ci at m 0 LD m lmD N 001 N O 0 0 O O O co O 0 0 O 0 0 of O 0 0 O O 0 N C O 0 lc 00 r1t. Ln Ln Ln N �-Zt-1 fen {T O O O O O O O 0 0 0 0 0 o ai C O N O N ONE V t0 N CO N n co O-I O . O Ln LnOR O rn rn O cc Go m Ln N N C Q d0' M al of N 0 N N N 0 coO � n O o Ln V1 0 N N c M M N N .o 10 m m m 070 i°- LL N �°- C O u m C Z V C U •Z N E m •`� C m CD a�i ai °• Q m WWO U Cu.CD 00W E0. c a Im O atLL�c00 ° 0 a O Ml p •Mm mNa u cCL g\ al u O °E E w 'Ea n i o a E c a o' v ;n vu v a00 > o w a ° .E N '� Q c-a > can y 3 °� a 2 K o J V LL F 2 E of O W o . Q v Q _ v GO Ln d v?' ui o w m to C to w C O DA C c N H d L O •� m •N s w p " a a m °' d C w m a c y lx m a o C a c to Va O a lu x lu a 0o Ln vNi umi vai co ? O O O O O O O O tD O N Z' J O ..., .. n O c t .-i ry ri m M to N o o t0 ti t0 .-+ lD O. 0 O o N p to o 0 In c U In to Vl M H lf1 c-I �f1 in In N W lfl lfl a V) M Ol O Ln V V v m a W 00 00 00 <D oo 00 00 00 00 a co 00 a 00 ID o0 w a cc oc CO CC co W 00 10 00 o0 W CO CC W CC CC W OP Q N ti ti �--I fi �-I o �-I O .-i O ri O •-1 O t-i c' O O .-i O .-1 O c-1 O �-1 O rl ti O O N O O ti V O W N 00 0 M DEPARTMENT: HUMAN RESOURCES DIVISION: 872 PURCHASING FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The Purchasing Department is responsible for managing the Purchasing, Inventory, Property Disposal, Contracts, Grants, Real Property Acquisitions, Risk Management, Worker's Compensation, Property Insurance, and Safety functions for the City. Purchasing manages all bids, quotes, contracts and agreements, City purchases, warehouse inventory, City property disposal, auctions, grants, fleet vehicle registration and titles, and Real Property acquisitions. The department is also responsible for the City's Risk Management and Safety program. It Maintains the City Capital and Fixed Assets inventory, property and liability insurance schedules, processes all insurance claims, insurance litigation, and workers compensation, monitors all safety aspects of City functions, schedules employee safety training, evaluates loss runs to identify trends and mitigate risk. STRATEGIC GOALS AND OBJECTIVES Core Value — Do the Right Thing • Maintain the highest levels of ethical practices for all department functions. Economic Policy Value — Fiscally Sustainable Procure quality goods and services for all City departments, from appropriate sources, using the most efficient and economical means at the best possible price and make them available at the right place and time. Use supply contracts and co-ops in order to improve delivery time of particular items and to take advantage of quantity discounts. Page 138 of 310 Operational Value — Service Oriented In an organization that has a Service Oriented culture, there is the focus on meeting and exceeding current and future customer needs. All City departments receive their orders in a timely manner to effectively perform their job functions in an efficient manner. • Maintain a professional relationship with all City departments and vendors, insuring open communication. Operational Value — Systems Management Systems Management aligns and integrates all components of the organization as a unified whole to achieve the mission, ongoing success and performance excellence. • Maintain the City Purchasing Manual, combining State and Local Purchasing Legislation. • Manage, review, and track City contracts and agreements. Notify departments when contracts are expiring. • Manage the real property acquisition process to include routing of offers for property purchases and overseeing the offer to closing processes. • Manage procedures for Capital and Fixed asset inventory and accountability and conduct physical surveys of City property. • Manage disposal and auction activities for surplus, excess, and damaged City property. • Manage insurance and Workers Compensation claims and accident/incident reports with immediate response. Gather all information for all incidents involving City property regardless of repair costs. Retain claims, reports and litigation according to the Texas State Records Retention Schedules. Operational Value — Proactive Proactive means initiating change by anticipating future situations in order to make things happen. • Develop and oversee Purchasing training for employees to ensure compliance with City Policy, State and Local Purchasing Legislation. • Develop and oversee safety training for employees to minimize accidents and incidents and mitigate risk. Develop and Maintain the City Safety Policy. Page 139 of 310 ORGANIZATIONAL CHART City Manager PURCHASING 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget Purchasing Manager 1 1 1 1 Purchasing Specialist 1 1 1 1 Risk & Safet Specialist 1 1 1 1 TOTAL POSITIONS 3 3 3 3 Page 140 of 310 PERFORMANCE INDICATORS rWorkload/Output 2021-22 2022-23 2023-24 2024-25 Actual Actual Estimate Budget Bids and Proposals Drafted 44 24 20 30 Bids and Proposals 127 57 38 100 Responses Contracts Reviewed 211 97 75 100 Meetings with Vendors 42 22 20 30 Research Requests 135 71 45 100 Workers Comp Claims 84 144 39 100 Processed Accident and Incident 309 217 150 200 Investigated Training Classes Held 6 16 20 20 Vehicles Processed (Titles, 422 247 150 300 Gas Cards, Plates) Fixed Asset Modifications 350 163 150 175 GovDeals Items Processed 148 98 65 75 GovDeals Total Sales $333,459.74 $25,186.52 $100,000.00 $10,000.00 Budget g 2021-22 Actual 2022-23 Actual 2023-24 Estimate + 2024---25 Budget Personnel Services $269,711 $267,811 —I $237,474 $307,823 Supplies and Equipment 2,115 7,845 5,300 5,640 Utility Services 0 793 0 0 Operating Expenses 6,033 6,245 6,100 5,600 Professional Services 0 241 0 0 Total $277, 858 $282, 935 $248, 874 $319, 063 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget reflects an increase of 22% from the FY 2023-24 year- end estimate to account for training related to new staff certifications and anticipated wage increases. 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O 00 M O C OC o " a o Ln N Q b m A O r n N f0 1 10 O M M O O r r r a a � in u_ y c 1016 0 m 2 , N O C C C 0a N N �i N O, O °1i 1+1 y ° ~ O. vvb a N O N 75 00 ticC N O O a tD f0 �N M d x G O m W O W N a Ln M O O Q M M N 16 N N � W W O X W O H a r M N O N W N 00 v Y O co V N m (0 d DEPARTMENT: INTERNAL SERVICES DIVISION: 877 FLEET SERVICES FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION Fleet Services provides maintenance, repair, upgrade and outfitting services for all City owned vehicles and equipment totaling nearly 400 units. The list of services includes P.M. services, fluid and filter changes, state inspections, tire services, troubleshooting, diagnosis, and repair of mechanical and electrical systems. Fleet Services also maintains motor pool services, vehicle and equipment replacement schedules, vehicle specifications and standardization throughout the fleet. GOALS FOR FY 24-25 Strategic Plan Emphasis • Policy Value: Essential Services o Maintain and repair vehicles and equipment to increase their lifespan. o Optimize fleet availability with minimal turn -around times. o Develop and implement fleet utilization guidelines and procedures. o Maintain and improve vehicle and equipment safety • Policy Value: Attractive Community o Enhancing safety for city employees Project focus for FY 24-25 • Improve current vehicle replacement program • Improve current generator maintenance program to included specified trainings Page 144 of 310 ORGANIZATIONAL CHART r 7� 'et Facility Information vices Service - echnolo 1 gngi_99 I gngg_9-4 ' gng�_94 I gng4_9.r, FLEET MAINTENANCE Actual Actual Estimate Budget 1 1 0 f 0 Internal Services Director 0 0 1 Assistant Director _ 1 Administrative Assistant 1 1 1 1 Fleet Superintendent 1 1 _ 1 1 Fleet Supervisor 1 1 1 1 Fleet Mechanic 4 4 4 4 Inventory Parks Clerk 0 0 1 1 TOTAL POSITIONS 8 81 9 9 PERFORMANCE INDICATORS Page 145 of 310 2021-22 j 2022-23 I 2023-24 1 2024-25 Workload/Output Actual Actual j Estimate Budget Work Orders: -Police Department vehicles and equipment 450 583 585 590 -EMS vehicles and equipment 425 446 450 455 -Streets vehicles and equipment 200 242 245 250 -Administration vehicles 8 3 3 3 -Animal Control vehicles 35 67 70 75 -Facilities Services vehicles 80 73 75 75 -Fire vehicles and equipment 215 219 225 230 -Fleet Service vehicles 25 104 111 115 -I.T. 15 18 18 18 -Planning/Inspection/Comm Dev vehicles 0 75 80 80 -Parks vehicles and equipment 120 162 170 170 -Water & Sewer vehicles and equipment 185 306 310 320 -Utility Billing vehicles 40 15 17 17 -Drainage vehicles and equipment 205 199 200 200 -Economic Development vehicles 7 6 4 4 Engineering vehicles 25 31 49 45 -Purchasing vehicles 2 0 0 -Operations (non -asset specific) 15 0 8 15 -Motor Pool vehicles 80 98 80 80 Work Orders(in-house) 0 0 0 Work Orders (outside vendors) 0 0 0 Total Work Orders Issued 2,132 2,659 2,700 2742 Page 146 of 310 [Efficiency 2021-22 2022-23 2023-24 2024-25- Actual Actual Estimate Budget Hours Worked Public Safety 2300 2195 1917 2200 Public Works 2000 979 7669 7700 Administration Vehicles 5 2 2 2 Facilities Services Vehicles 70 52 25 45 Fleet Service Vehicles 35 224 235 240 13 10 9 4 5 Planning/Inspection/Comm 0 Dev vehicles 79 107 93 Parks vehicles and equipment 165 196 209 202 Economic Development vehicles 5 7 4 5 Engineering vehicles 50 31 32 35 Purchasing vehicles 7 0 0 0 Motor Pool vehicles 70 28 24 30 Fleet Operations 220 0 0 0 Total Hours Worked 4937 3918 10,299 10,557 :771Actual 2021-22 2022-23 2023-24 2024-25 Effectiveness Actual Estimate 1 Budget % of all vehicles and equipment issues resolved without recall 97% 97% 98% 98% 2021-22 2022-23 2023-24 2024-25 Budget Actual Actual Estimate Budget Personnel Services $571,550 $694,010 $886,459 $890,021 Supplies and Equipment 260,681 119,146 316,700 266,050 Utility Services 9,420 11,363 12,000 12,500 Repairs and Maintenance 230,124 316,166 345,000 308,000 Capital Outlay 145,545 72,133 88,774 0 Total $1,217,320 $1,212,819 $1,648,933 $1,476571 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget will decrease 11.7% from the FY 2023-24 year-end estimate. Supplies and Equipment and Capital Outlay costs are lower for 2024-25 budget compared to estimated 2023-24 costs. Page 147 of 310 a N O N ci M c O OC c Ln a d O O O O 0 0 O O o 0 0 O 0 0 0 0 0 0 O O o O O 0 O O N N O O O O O 0 O O O O O O O O O O O O O O O O O O O O W Q O a N O. 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N V N Q Q C ? aJ Q x ` M G t C LL w N N OJ C y y 4 E E C N LL M C E '> l6 w w r y p E 6 c c a m '� v 53 � w 'm z cu w L D o .+ E Q w `o a c u c. a $ a00 > o a� v a ° v 'c 3 Fa aGG u~i '� fl GG° 6 o v a to a p OC 0 J U LL H 2 F Q F G IC 0 t/1 O C w U i 0 > to A w O a N 2 u r d m Z a u c A z a o W a w O cL a Q _ Ix a ;' a w a to a 7 cc Iy M ei rr N M m ^ N N m m 00 O O O O O O O V)I O �-+ O O .-i D1 N ti O O O O H .-I O O O O O O O O O rt pp O p C 00 c-1 a -I N N m V V1 l0 O tD to tD 00 O O c-I N M lD r n ICI tl0 V1 00 a) d i r ti ti H r ~Y N r ti a0 H ti Y L-, to T � � T l� A a r, r, r, r- r- r, r, r� r\ a n n r` O. r� C O, x r, r, n r, r r� r- rl rl r, x r, co w o0 w w w w o0 w m 0o m 00 w 00 w w w w oo oC W I,W 00 H O O O O O O O O O O O O O O O O O O O O� C O O co L V O 00 N m f0 a m L O �+ N d41 O 0 0 lL p 'O O O O O O m O O O O N O 00 00 ` d a Ln O M a a N M 6 O O O N O N m + O O O N N m O 'O O O O O O O N u a a Ln vo N a en LL L O LL V Inl1 Q n W cn III N V O ni Nrn rq • O O O O O O O O n O n fmM 1- O n 01 N (n m a �o N O 0 001 n O N N 00 .mti .m-I 00 N N N n N .4 N ri m cn m a rl a N n N rl 11 m m .. .. 0 o r r 0 m u c o vi o m o a n 3 Z c o p d o o Ol Ol VI � v N 7 7 y J t O O or w > d m Ln a Ln O x m C W wOl cl m u x x co W N n O O O O to O O ti L m oo vo0 i ui 00 in n U in n cL n n x W W W 00 00 O o cl N O O w 00 DEPARTMENT: INTERNAL SERVICES DIVISION: 878 Facility Services FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION Facility Services supports and maintains 27 City facilities totaling 301.656 square feet. The City buildings include City Hall, Administration Building, Police, Emergency Services Buildings, Community Center Central, Community Center North, City Council Chambers, Civic Center, Public Library, Visitor Center (Kramer House), YMCA, Senior Center, Purchasing building, Public Works facility, Animal Control, Aquatic Center, various offices, meeting/training rooms, and storage areas. In addition, Facility Services provides set up for events such as Parks Events (Jubilee, Christmas Tree lighting, parades), Employee Memorial Ceremony, City Council, Planning and Zoning, various Boards and Commissions, Department meetings, Municipal Court, training seminars, elections, groundbreaking ceremonies, and other special events. GOALS FOR FY 24-25 Strategic Plan Emphasis • Policy Value: Essential Services o Deliver exceptional customer services o Creating a comprehensive maintenance schedule through preventative maintenance to extend the life of facilities and specified equipment. o Increase safety and security by enhancing access control systems, conducting regular safety inspections, implementing emergency response protocols, and training staff members on handling critical situations o Establishing an energy efficiency goal by implementing energy - efficient practices to help reduce energy consumption o Space utilization goal to help foster growth, innovation, and eliminate wasted areas Policy Value: Attractive Community o Maintain safe and clean facilities. Page 150 of 310 Project focus for FY 24-25 • Replace HVAC systems around City campuses • Perform preventative maintenance to the interior of buildings • Assess building functionality and spatial utilization throughout the City campuses • Upgrade some features within each building ORGANIZATION CHART City Manager FACILITY SERVICES 2021-22 2022-23 2023-24 2024-25 Actual Actual Estimate Budget Facility Maintenance 1 Superintendent 1 1 j 1 Facility Maintenance 1 Supervisor 1 1 1 Facilities Maintenance 1 Crew Leader 1 1 1 Facilities Maintenance 4 Technician Grounds Maintenance 1 1 1 2 Technician 1 1 0 HVAC Technician 1 1 1 1 HVAC Apprentice 1 1 1 1 Master Electrician 1 1 1 1 Journeyman Electrician 0 1 1 1 Master Plumber 0 1 1 1 Plumber A2prentice 0 1 1 1 TOTAL POSITIONS 11 11 11 11 Page 151 of 310 PERFORMANCE INDICATORS 2021-22 2022-23 2023-24 2024-25 Workload/Out ut Actual Actual Estimate Budget Square footage maintained 301,656 301,656 301,656 301,656 City Buildings Maintained 27 27 27 27 Completed work orders 238 1560 1800 1800 Internal Pest Control Services 22 35 41 41 2021-22 2022-23 2023-24 2024-25 Workload/Output Actual Actual Estimate Budget Electrical Repairs 22 154 178 166 Plumbing Repairs 31 165 190 177 HVAC Repairs 27 93 107 100 Carpentry 17 161 188 175 Misc. / other 119 952 1095 1024 [Budget 2021-22 2022-23 2023-24 2024-25 Actual Actual 1 Estimate Bud et Personnel Services $771,489 $897,424 $1,077,402 $1,012,978 Supplies and Equipment 120,852 140,321 135,435 155,350 Utility Services 193,501 211,969 217,100 220,000 Operating Expenses 0 0 45 0 Repairs and Maintenance 516,001 697,915 446,090 462,000 Rental/Leasing 0 0 490 490 Capital Outlay 36,557 52,658 306,665 260,000 Total $1, 638, 400 $2, 000, 288 $2,183, 227 $2,110, 818 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget decreases 3.4% from the FY 2023-24 year-end estimates. The building maintenance funds were moved from Maintenance Services to Capital Outlay to better track emergency repairs and routine maintenance versus building renovations and large repair projects. Page 152 of 310 Ln 'O - N h m O O O O O O O 0 O O 0 O 0 O O O O O O O O O O O O O O O O O O O O O O O O O O O O O 0 0 O 0 Q O y N o0 N M R O 7 tD O O O O 00 O O O O O O O O O O N C, 7 O O m 00 r� 0 ' m c-I Ln C tD C .--I C t0 M O .-i O O O C O C P O) O O Vl 00 O O O C 0 Vl Ln M N r� .-I M' N O O 00 M N r� 00 N Ln a N M Ln O. 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W O W O m .f0� r y c m o. m z v w V � x x W W co �11I Lfl n Wci O N M d'I lf1 t0 00 ci .y c-I N N N N ,-i N e-1 ,-1 ci cy r-i a -I fi c-I t-1 c-I ey a-1 r1 O O O O O c-i 1 ti ri .-� `-i ,-1 ,-i c-I cy .-I ,-1 r-I Ln c-I d ci O O O n V N n V P nl P f P P n V D 1+ W 00 W to �n to to to � � to to �n �n to to to to �n �n v to u vi vi to 00 00 00 00 00 00 cc w w eo 00 ro 00 0o co C. 00 G m 00 h - Fh - n n n n n n n n n r r n x n x 00 .000 O D• Qa W 00 00 W Op W W W 00 W UO q O O O O OI O O� O CDO O O O O O O O O O O c1 ci r-I ri rf M 0 00 N 00 _O M DEPARTMENT: 901 CITY ASSISTANCE FUND: 101 GENERAL FUND DEPARTMENTAL DESCRIPTION The Senior Center is supported by contracting with the YMCA for programing and a vendor to support the meal program. The Senior Center provides a social environment for the local area seniors and a hot meal for them to enjoy. The Patient Assistance program is an Interlocal Agreement between the City of Schertz and Guadalupe Valley Hospital. The Hospital agrees to provide prescription medication free of charge or at a low cost to citizens of Schertz who qualify for assistance under established guidelines. The Hospital agrees to maintain a part-time intake and information office in Schertz. Prescriptions will be filled and administered at the Hospital's Seguin facility. The City agrees to pay the hospital an agreed upon amount under the yearly contract. The Hospital agrees to provide written reports to the City and to provide the City with the complete budget for the Hospital's drug program. This contract is for $5,000. The City of Schertz also provides assistance to the Guadalupe Children's Advocacy Center. The Center provides a warm, homelike environment for children who visit to be interviewed about physical or sexual abuse. The Children's Advocacy Center's primary emphasis is placed on the well-being of the child to prevent further trauma. This agreement is for $5,000 Transportation Assistance is provided through Alamo Regional Transit for senior citizens. Starting in 2016-17 the City has entered into a support agreement with the Schertz Housing Authority to provide assistance in their mission of helping those in need find suitable living spaces. 2021-22 1 2022-23 2023-24 2024-25 Budget Actual Actual 1 Estimate 1 Budget Supplies and Equipment $0 $5,288 $18,270 $10,000 City Supported Services 52,666 47,666 67,666 57,666 Total $282, 518 $288, 081 $335, 936 $322, 666 Page 158 of 310 PROGRAM JUSTIFICATION & ANALYSIS The FY 2024-25 Budget will decrease $13,270 from the FY 2023-24 year-end estimate. Page 159 of 310 v N O N a\-1 M co O CC C a+ N �0) N W N OCL 3 G N p 10 a O) a v N n9 R N N m N N N N Q u a LL L O LL M O � N Q C r4 N N 00 M 'O N 3 N m m O M > N !' N OY N Q O F N N NC4 u N Q am+ O F 0 0 O O O 0 0 C O C lO C C b O O of N In In n I v in In n o 0 0 0 0 I� n O O O 0 0 w m N N O o to tD O C O %D C tO 00 N U aU') Lr% O O O O D O O O O O O O O O C O O l/'1 lfl O .-I N O O O O O O O 00 O 0 O O O C l0 l0 O C O %O O %C O O In N In In h H ••I V In a s O o O OI o N 0 l0 O O tG " N c m % n In In N P. a v 7 0 O O O O O O O O O c m lD O O m I In N Ln N V 1n � O > O i O 1 Ln 1 of J N io � O O i LA N 1 N I N i 0C I 00 I O1 1n I e•1 I N O O O O In N 0 0 n N It Ln en N LM N OIL ON N O O �C tOD N m n Ln Of m m N 0C T Ln fn N O La Il Ll .-I M a O co co Go N Ln co el N co N N y A A 10 C F m F F H •Q N on N N v�i N Q N o1, W N C Q V O> w N d 00 Q N 9 Y C C t• N C N o m Y W m o °1 m .N Q m a Q 3 p, o x= m ^- u w u cL a=i E C. Y C 0 5 +�.' h `p 0 C SL a c v v U - 41 m 7 O' O to 0 A io C t H L U u <n = N M C O N W V N O. W C C In t W O t N N a Z c w a N y Q = IA p A a)m G Q a d m a x ,n a O, 0 w a X Y I W N W d It INn N O •• j p O m O O O O O c C O N C � U N vl V vi vl ul �n V in u W W W d Q1 Ol Q Ol c1 Ol O - O .--I O - O ci O r-1 W O Ln m m IYI DEPARTMENT: 910 COURT RESTRICTED FUNDS FUND: 101 GENERAL FUND DEPARTMENT DESCRIPTION The court security fee and court technology fees are revenues that are restricted on use. The court technology must only be used to purchase new or replacement devices to improve or maintain the efficiency of the Municipal Court. Approved purchases are computers, servers where court files are stored and computerized ticket writers. The court security fee can only be used to add or enhance security measures to the court room for the safety of staff and citizens. 2021-22 2022-23 2023-24 2024-25 Budget Actual Actual Estimate Budget Supplies and Equipment $5,985 $521 $2,000 $84,000 Operating Expenses 0 0 0 9,000 Total $5, 985 $521 $2, 000 $93, 000 PROGRAM JUSTIFICAITON & ANALYSIS The FY 2024-25 Budget will increase $91,000 from the FY 2023-24 estimate to match the projected revenue for 2024-25. Page 161 of 310 \k §la /\ \I § §1 ■ ■ FUND: 505 INTEREST & SINKING FUND DESCRIPTION This fund is used to account for the accumulation of resources for and the payment of general long term debt principal and interest on city debt. The Interest & Sinking (I&S) portion of the property taxes are directly deposited by the County Tax Assessor's Office into this fund. Budget Revenue Taxes Fund Charges/Transfers Investment Income Miscellaneous Total Expenses Professional Services Debt Service Refund Debt Total Over/ -Under 2021-22 2022-23 2023-24 2024-25 1 Actual Actual I Estimate Budget $7,182,900 $7,710,299 $8,450,000 $9,505,920 2,737 3 104,407 0 565,058 105,397 117,000 105,000 4,142,000 181,935 197,096 100,000 $11, 895, 694 $ 7, 99 7, 634 $8, 868, 503 $9, 710, 920 $90,626 $4,200 $4,117 $4,200 6,584,155 8,473,985 9,472,652 10,188,820 4,443,881 0 0 0 $11,118, 662 $8, 748,185 $9, 4 76, 768 $10,193, 020 $777, 032 -$750, 751 -$712, 672-$482,100 PROGRAM JUSTIFICATION AND ANALYSIS Revenues: Revenues for FY 2024-25 Budget increased 9.5% from the FY 2023- 24 estimate with higher property values and an increase in the I&S tax rate. Expenses: The FY 2024-25 Budget will increase 7.6% from the FY 2023-24 year-end estimate following the existing debt payment schedule. 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O O l0 O 01 LN I, O In O O O o o O O I, O O w V G M O O O O O. O O � O OI N N 00 u)Vl. 1 -IT Ln " 00 M N M wN 14 n oo N> w O O O O O m m O O. lO O N !' r� O IA O O O Ol ri O O I� O �y 00 O N O . i, m w O O 00 O N lD O lD O 00 00 m N O O c N Q V O N O 00 M Ol of 00 O of O m O O m N V wm m m v mT LD "I. ti o0 0w0 0w0 � v c _ CL m Ol N a+ m 'u O c 9 C � all.fl- c O F lD c-I 0J c d C tr .-+ O N O C m a.+ di N O N (U D_ -6 N N -0 a a= w w v a O O c 0 n m O u O u x x 0) N OC — 00 00 N N ~ ~ m m 0 N � c N NO N N O IA O O m m 01 01 m Q O 0 O O c Z Z F H 1 O O w (D (D u u 7 -a -o -0 'D E Z Z o c -o -o -o -o c c c c >, x x " > c c c c 0 0 0 0 m m m 0 m 0 0 0 0 CO m m CO n. r u D_ CO m CO CO O ci N M I M M c O O m M m M M 0 CD D l0 l0 O O O O O O O O Vl V1 v to to it1 In tf1 V1 Ln In vl :rl vl vl In ul vl In Ln ti N o ti ti c Oo o O O O O O o U o O �-1 c-I to L!t Ifl Vt In V1 m Ill IA If) O O O O O O O OI O O O 00 V V FUND: 202 WATER & SEWER DESCRIPTION The Water & Sewer Fund tracks revenue and expenses for the City's water, sewer, and solid waste functions and is managed by the Public Works Department. Staff is responsible for the planning, operation, and maintenance of the water and wastewater service and infrastructure. This includes the water distribution system, wastewater collection system, and utility billing office. The City's wholesaler for water production and transport is the Schertz-Seguin Local Government Corporation. Wastewater treatment is handled by the Cibolo Creek Municipal Authority. Garbage collection is handled by Republic Services. Revenues Franchises Fees Fund Charges/Transfers Investment Income Miscellaneous Total Expenses Business Office W&S Administration Projects Total Over/ -Under 2021-22 2022-23 2023-24 2024-25 Actual Actual I Estimate _ Budget $360,419 $283,440 $378,845 28,981,667 30,414,475 30,392,492 439,670 152,593 157,500 95,873 416,995 612,000 6,738,988 13,615,421 278,108 $36, 616, 618 $44, 882, 924 $31, 818, 945 $1,065,851 $1,307,450 $1,361,544 27,026,148 28,876,131 29,895,136 5,000,000 326,181 353,911 $33, 092, 000 $30, 509, 762 $31, 610, 591 $3, 666, 564 $14, 373,162 $208, 354 PROGRAM JUSTIFICATION AND ANALYSIS $350,000 31,549,500 180,000 520,000 260,915 $32, 860, 415 $1, 546,654 30,464,679 3,000,000 $35, 011, 333 -$2,150, 918 Revenue: Revenues for FY 2024-25 Budget are expected to increase 3.3% from the FY 2023-24 year-end estimate due to account growth and fee increases. Expenses: The FY 2024-25 Budget increased 10.8% from the FY 2023-24 year- end estimate due to anticipated wage adjustments and the purchase of a replacement Combo Vac Truck, system monitoring upgrades and easement acquisition for future infrastructure. Page 171 of 310 v N O N M W O EG C a Y N d o 0 0 0 0 0 '0 O p m O o N a o of o 0 0 0 'it 00 N w 0 wm 0, to N 00 a ti N � M M N N N N O N N 01 O tD O O M V m O O O OM, v .. p •p o0 7 Lr O .--i Dl N N M M rl l0 N OD LL O rl L M rn LL O o0 li li M N Z' In r-I v, M n In m n .--I m N M CD Q n n to Oo c-1 D, N V 0 C o O m n a V O V V N eti v, ri rl v1 vl tD N N Y 0 0 0 0 0 0 N to O O O O O O M '6 0 0n0 O• O• O• o• 0• c W ton O u0i OO 000 No rn P, lD r, N O v, w en O m m I m m M r O rl m m M �• n N ID V d' N N V I,� cf v, " C N a O V m r .-1 a N a n O, 0) N N N a V V v, O, V M C " ID v) D, N (p o0 r7 v, N 7 '-I V tD o0 00 0 r o m N !' 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Among these duties are the precise measurement of utility usage through meter reading, the creation and delivery of utility invoices, the processing of customer payments, the establishment of new customer accounts, the annual conduct of sewer averaging, the management of debt collection on a quarterly basis, the resolution of customer complaints in a prompt and equitable manner, and the acceptance of payments on behalf of other city departments. These tasks are performed with the utmost professionalism and expertise, ensuring that utility services are delivered efficiently and effectively to all customers. In addition to these responsibilities, the department provides customer service with education to help improve customers' understanding of their utility bills. This education is designed to ensure that customers have the necessary knowledge to grasp their billing statements fully and to address any questions or concerns that may arise. By providing these services, the utility department plays a vital role in ensuring the efficient and effective delivery of utility services to customers GOALS FOR FY 2024-25 Strategic Plan Emphasis Policy Value: Essential Services o Our topmost priority is to ensure that our customers always receive prompt and courteous service. o We strive to consistently maintain the highest standards of professionalism and quality in our services. o Our commitment to excellence is a priority, and we are dedicated to meeting the needs of our customers with the utmost respect and efficiency. o We believe that by offering exceptional service, we can establish a strong relationship with our customers and maintain their trust and loyalty. Page 182 of 310 Policy Value: Quality of life o Our goal is to encourage and enlighten our customers on the advantages of opting for the delivery of email -based statements. o We believe that this not only simplifies the process of record - keeping but also enhances the overall experience of our customers. o We strongly encourage our customers to make the switch to email statement delivery, and we stand ready to assist them in any way possible. o Our organization endeavors to educate our customers to make timely payments of their utility bills through our city's automated draft payment system, online web payments, payment kiosk, and electronic services offered by their respective financial institutions. o We believe that opting for these safe, secure, and hassle -free payment methods will ensure the uninterrupted provision of essential services and save valuable time and resources. Policy Value: Safe Community o To ensure the safe, reliable, and efficient reading of water meters. o It is imperative to adopt a method that is both dependable and effective. o This will enable the process to be carried out with minimal disruption and maximum precision. o To achieve this goal, it is important to employ a well -structured approach that is tailored to meet the specific needs of the task at hand. o By doing so, we can guarantee that the process is performed with the utmost professionalism and efficiency while also ensuring the safety of those involved. Our primary objective is to provide our customers with accurate and expedited utility billing statements. o Our team strives to ensure that billing information is precise and delivered promptly to avoid any delays or confusion. o We understand the importance of efficient and reliable billing statements, and our commitment to providing exceptional service is unwavering. Project focus for FY 2024-25 The objective is to foster community engagement and raise awareness among residents about utility services in the city of Schertz. o This initiative seeks to inform and educate the customers on various utility services: water, sewer, and solid waste management. By promoting such knowledge, customers can make informed decisions about their utility usage and contribute towards the overall sustainability of the city. Page 183 of 310 To maintain a highly skilled and professional workforce, it is important to establish clear performance standards, provide regular feedback and coaching, and recognize and reward exceptional performance. o The utility department can create a culture of excellence that motivates employees to achieve their full potential and deliver exceptional results. We propose to enhance the proficiency of the Utility Department. o This initiative aims to increase the knowledge and skills of the department's personnel, thereby improving their ability to carry out their duties effectively and efficiently. o We believe this will result in better service delivery and increased customer satisfaction. • The Harmony Meter system is an instrumental tool for keeping all residents informed of any leaks, regardless of their leak level. o Our current practice involves utilizing Harmony's leak alerts to inform residents about both minor leaks and leaks that exceed 100 gallons per hour on a daily basis. o This information is critical for allowing customers to be notified of leaks early and proactively take measures to prevent increased utility bills. Page 184 of 310 ORGANIZATIONAL CHART City Manager UTILITY BILLING 2021-22 Actual 2022-23 Actual 2023-24 Budget 2024-25 Budget 1 Utility Billing Manager Utility Billing Asst. Manager Senior Utility Billing Specialist 1 1 1 1 0 0 0 0 1 2 2 Utility Billing Specialist 5 5 5 5 Meter Tech 2 2 2 2 TOTAL POSITIONS 91 9 101 10 Page 185 of 310 2021-22 2022-23 2023-24 2024-25 ' Budget Actual Actual Estimate Budget Personnel Services $431,066 $601,713 $640,600 $763,754 Supplies and Equipment 222,795 314,355 312,444 311,400 Utility Services 11,333 9,182 13,000 13,000 Operating Expenses 396,037 382,200 395,500 413,500 Repairs and Maintenance 4,620 0 0 0 Capital Outlay 0 0 0 45,000 Total $1,065,851 $1,307,450 $1,361,544 $1,546,654 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget increases 13.6% from the FY 2023-24 year-end estimate due to anticipated wage adjustments and the addition of a Lead Clerk position and higher credit card fees as more customers pay by phone or online. Page 186 of 310 LN N� N Eco r V) o, c V�LU LL1 0 V '� U a) sQa0. 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M Ln O O O O O O N V n LM m ON Rt Ln a Ln R V 01 " P co m P m P m « Fri ID m m ri ri 0 al 0 N N O N,+�� - n^9 n n M ! r{ LO Q N Il, O O rl r4 rl r% N v NLn � Ln a O N Q O� M O LO 00 00 jp r-I N r-I 0) a M M N rl 01 t0 tD LO Ln w LO W C r � N M O rl O rl O rl � a1 (6 a 0 0 o r r r N W 0 3 a O LM CC v = oc Lu m Q Lo 3 P. ~ N O C N E 'C _ N t Li _V 4 m CL N C C O U r C GI w p N N _ c v U, v CL v m v x • Ln r c L .. � 'c � eo .y ?� c a = o. a a� 3 v c N N N N LY .0 06 Ln Ln LA Ln Ln Ln .O N m LL DEPARTMENT: PUBLIC WORKS DIVISION: 575 WATER & SEWER ADMINISTRATION FUND: 202 WATER AND SEWER DEPARTMENT DESCRIPTION The Water and Wastewater division of Public Works provides essential services to the Schertz community through maintenance, repair, strategic planning, inspection of infrastructure, and the expansion of water and wastewater services. To contribute to a higher quality of life and a safer community that is sustainable and financially sound, our employees offer excellent customer service, participate in community events, provide a weekly chipping service, meet with developers and utility providers, review plat and subdivision plans, as well as review water and wastewater construction plans. In addition, the Water and Wastewater division oversees the drought and water conservation plans/ordinance, provides letters of availability and Certificates of Convenience and Necessity, assists other departments, and conducts department training, education, and planning. GOALS FOR FY 2024-25 Strategic Plan Emphasis • Policy Values: Safe Community and Essential Services o Provides a safe potable water system that maintains adequate pressure and meets all the State rules and regulations. • Policy Values: Safe Community and Essential Services o Provides a safe, sanitary, and reliable wastewater system that meets all State rules and regulations. • Policy and Operational Values: Essential Services, Fiscally Sustainable, and Proactive o Ensure an adequate future water supply, through innovative conservation practices and proactively developing new resources. • Operational Value: Proactive o Proactively engage and empower personnel to strengthen their ability to respond promptly to daily and emergency events. • Operational Value: Engaged Workforce Page 190 of 310 o Emphasize safety to reduce preventable accidents. • Operational Value: Engaged Workforce o Service oriented in delivering quality services and providing accurate and timely responses to customer requests and concerns. Project focus for FY 2024-25 • Construction focus on continuing to improve redundancies in the system. Focus on improving staff training and retention. Assist the Engineering Department in updating the Design Manual system models and development standards that impact the water and sewer system. ORGANIZATION CHART La Page 191 of 310 WATER & SEWER ADMINISTRATION 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget Director 1 1 1 1 Water/WW Superintendent 1 1 1 1 Administrative Assistant 1 1 1 2 Service Representative 1 1 1 0 SCADA Administrator 0 1 1 0 Industrial Controls Electrician 0 0 0 1 Schertz-Seguin Local Government Corp Gen Mgr. 1 1 1 1 Schertz-Seguin Local Government Corp Assistant Gen Mgr. 1 1 0 1 Schertz-Seguin Local Government Corp Electrical Journe man 0 0 1 0 Water/WW Supervisor 1 1 1 1 Water/WW Crew Leader 1 2 2 2 Service Worker II 5 5 5 5 Service Worker 1 10 10 10 15 TOTAL POSITIONS 24 25 25 30 PERFORMANCE INDICATORS 2021-22 2022-23 2023-24 2024-25 Workload/O_yt Actual Actual Estimate Budget Water Connections 16031 17336 17683 18215 Miles of Water Main 236 247 250 255 Miles of Sewer Main 124 134 138 144 2021-22 2022-23 2023-24 2024-25 FE— Actual I Actual I Estimate Budget Gallons Pumped (Edwards), acre feet 324 235 375 400 Gallons Received (SSLGC), acre feet 6694 6810 6800 6900 Gallons Distributed, acre feet 5282 6269 6500 6750 Page 192 of 310 2021-22 2022-23 20: -24 2024-25 Effectiveness I Actual Actual I Estimate I Bud et New Meter Installed New Service Taps Water Service Calls Water Main Break, Service Repair Calls Sewer Backup and Repair Calls Budget Personnel Services Supplies and Equipment City Support Services Utility Services Operating Expenses Professional Services Non -Operating Fund Charges/Transfers Repairs and Maintenance Debt Services Rental/Leasing Capital Outlay Total Projects 276 421 450 450 3 3 2 2 1820 2229 2275 2400 1611 1657 1650 1650 792 904 750 775 2023-24 2024-25 2021-22 2022-23 Actual Actual Estimate _ Budget $1,859,690 $1,942,709 $2,346,444 $2,734,537 3,484,977 3,842,683 4,125,805 4,550,100 100 0 100 100 474,566 512,426 548,750 550,000 10,867,898 10,988,414 11,866,686 11,830,250 292,427 274,214 392,400 397,000 2,358,892 2,807,142 0 300,000 1,641,826 1,644,304 1,713,585 1,783,062 224,225 228,120 466,600 512,750 5,708,282 6,470,718 7,677,985 6,630,188 113,265 105,402 120,046 109,692 0 0 636,735 1,067,000 $27, 026,148 $28, 876,131 $29, 895,136 $30,464, 679 $5,000,000 $326,181 $353,911 $3,000,000 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget will increase 1.9% from the FY 2023-24 year-end estimate due to anticipated wage adjustments and the purchase of a replacement Combo Vac Truck, system monitoring upgrades and easement acquisition for future infrastructure. Page 193 of 310 Ln O O O O O O O O O O O O 0 N Ln v 0 0 a W N m V v LD 0 O 0 O 0 0 m O N O. 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O m 3 CL W W m \_ �+'� v v Zn fY ra E NELtY m Q Q u OC 3 C C co ad t~D a �+ E a N N o 3 N N J W J G W C N T ref 3 G x C Nc x 0 WE N C W N M m M a a 0 V C V M N Go d Ln V co N' UJ y O O O o r,. N em O O O o n In V N r, OC In x r� W Ln r` rn n In r- In No NO 3 o m N o N N N o N 10 O V Y FUND: 411 CAPITAL RECOVERY FUND WAT E R (Water & Sewer) DESCRIPTION The Capital Recovery program is designated to support future growth of population and commercial water and wastewater demands without an impact on existing customers while keeping bond supported programs to a minimum. Capital Recovery projects are based on the number of connections sold to increase pumping, storage and transmission water lines, and wastewater programs. Impact funds (Capital Recovery) must be used within ten years of collection date. All water and wastewater improvements are constructed to meet State Board of Insurance and Texas Commission on Environmental Quality rules and regulations. GOALS AND OBJECTIVES • Ensure the Texas Commission of Environmental Quality (TCEQ) rules and regulations are met for future growth. • Continue to improve and provide an efficient and reliable water and wastewater system that meets all the State rules and regulations and future growth in the community. • Provide citizens with quality projects completed on time and on budget. • Design a 3-million-gallon ground storage and booster station • State law mandates that the Water/Wastewater Capital Recovery plan be updated at least every five years. The last study was 2011. Page 198 of 310 PERFORMANCE INDICATORS 2021-22 2022-23 2023-24 2024-25 Bud et Actual Actual Estimate _ Buds et Revenue Fees $832,664 $675,207 $1,049,105 $1,000,000 Investment Income 65,208 257,693 241,847 226,400 Total $897,871 $932,900 $1,290,952 $1,226,400 Expenses Supplies and Equipment $0 $0 $12,727 $0 Professional Services 37,234 11,175 47,667 19,000 Projects 4,230,819 455,556 0 0 Total $4, 268, 052 $466, 731 $60, 394 $19, 000 Over/-Under -$3,370,181 $466,169 $1,230,558 $1,207,400 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget will be set at $19,000 for any professional services or studies that need to be completed. Page 199 of 310 No N M m 0 a 0 tia c O 'O N N ho O O O O O O O O O O 0 0 0 O G O O N O• O O a O O O a M O 0 m C N O. O N N .M•I L 01 O N N N a N m a o O O O ID to O o to a N N 01 O O O t0 t0 O O tO ci C O O O N N y Ln LA M M cn Ln •p O V a m M M O N ID $ a N I, N O Ql N N to LL ei 0 LL O O N �••� 171 > u'i I, N 00 00 O O 00 R p W OM1 O O O ev 01 N Q C r T V (n O N N N N N t0 N ! c-I e•I � 0 N m O O O 0 O O O O O O fN N 7 m. O O O C C C C t} a m N N Ln Ln Ln 0 f0 O N N O N N Ln Ifl u1 W N C4 Ln Ln O co N T+ 00 0 li 01 N N r-1 ^ 00 .0 0 QIf N II 00 .^-I N In Ln L N rn n w - N n m m 14 Ln Ln Ln Ln W W M to N 4m V d' r LM O^ ^ N rq O N ,.- n "ii ri u'i li a! .y > M r, '•1 M m 00 00 N O M N y O w O n lD N 00 M M N N c-1 14 00 00 M O 00 N O Q N_ 07 m ID M M M m C" w P O 00 00 N N v v N v en Ni N d m m a 0 .2 a 01 £ c C 3 w a > a w 0a 0 _ � C C W Q C ;, 3 d } r o � E W E c o a LL 3 0 " X ix O W J '@ IV>m W E X 0a d m "^ c m O c d E u V c c m N a CD � £ " E ° a O1 .i v v ai t t A n 0 O C O C N N Y Q C .V O V `O 0 O U LL C z C a U. N 3 a N N y N LL N 3 , W O � W 'I C m 0) � CL O0 CL N M a y V d' x 0J W X p01 W N 00 > O. M M - w 3 W co m a N O N M Oo O cC 'O N y O O W N a 7 6 N O COn O O o 0 y o C a N N N N O O O N N N 0 0 o O fc N a rl n N Q1 C1 U. L O 1 N �' O 0 A > u1 VI N O O p Q e-i rl N c v a rl 6 0 N a M 16 O O N N rn m d v N O N e\i M co O OC C a N N d LLJ N O a N p CO o a a a N N N N N N N N O A a` H LL V O LL N lY1 N O Q N 0 O O O O O O v' C a r Ln LO N N N N O O O vO O Ln ri ri Oi N N N N N+' O O O m O O O N O O O N to C O O N O fV N N O N N H M w N , cN O N N r. LR N Q c OOi t00 1n U) Ln a0+ O N H N r " M t^f1 NO u n N N Q V -�t Lm jp lD to O F O O 0 a N rl O O N a 0 N rl ffn N N O' m O o O fV N e-I N T T O fV T M rl cli t` ri co ti 0 m N a N O N N m R Q. v N O N M 00 O Cq C Ln �01 a N O) O O O O 0 0 W O 0 0 O OO O O p N a 3 N C0 O O O 2m p a .--i 00 01 d a a N O N N N O M M O LD W O O N N p •0 N n 00 O 00 Ln 01 M m N Y CE N aN-i C t00 U. L Q W 0 O CD N N Y O O O O O 00 N p V kc O O 00 M N O Q N Q Ln e N N O O O O O O N 000 O O O O O O 00 -It O O O O O 00 N m n r r en M 10 r d N O F Ln O � ' N O O " O O O n O Ln N p u Q O ' M n M n N fa ri O c Ln Ln V %D t0 � N> N !' O O O O LA Ln O O t` O V1 N 14 O O M. 00 O C'4 NLn Y Q O N o0 O N m r l0 M O M 00 LD � v a E e J v {) a U c � 7 y 0 a v O o c O Y QO c> w 0 n v i C Q 1= O 7 O F W U Q d H U 0• 3 � a � N Y c oe a c O o o u LL U W M � J d � 1 rl O O O O I� 0 h 0 M 0 O 0 3 � rl N Ln ti Ln N -:T L.1 00 d LIl N W Ln t•.L N d a O O O O O pp O O co O Cl) O N w rn m a FUND: 421 CAPITAL RECOVERY FUND SEWER (Water & Sewer) DESCRIPTION The Capital Recovery program is designated to support future growth of population and commercial water and wastewater demands without an impact on existing customers while keeping bond supported programs to a minimum. Capital Recovery projects are based on the number of connections sold to increase pumping, storage and transmission water lines, and wastewater programs. Impact funds (Capital Recovery) must be used within ten years of collection date. All water and wastewater improvements are constructed to meet State Board of Insurance and Texas Commission on Environmental Quality rules and regulations. GOALS AND OBJECTIVES • Ensure the Texas Commission of Environmental Quality (TCEQ) rules and regulations are met for future growth. Continue to improve and provide an efficient and reliable water and wastewater system that meets all the State rules and regulations and future growth in the community. Preliminary engineering and land acquisition for a wastewater treatment plant for South Schertz. Initiate plans for the Southeast Quad Pump Station and the Ground Storage and Distribution Main for South Schertz. State law mandates that the Water/Wastewater Capital Recovery Plan be updated at least every five years. Last study was in 2011. Currently the Sedona WWTP serves the Crossvine Subdivision area but will be eliminated when the new CCMA WWTP comes online. A sewer line and lift -station will be needed to accomplish this project. • Provide citizens with quality projects completed on time and on budget. Page 204 of 310 PERFORMANCE INDICATORS Budget 2021-22 2022-23 2023-24 2024-25 Actual Actual 1 Estimate Budget l Revenue Fees Investment Income Total Expenses Non -Departmental Total Over/ -Under $371,261 $523,142 59,887 262,199 $431,148 $785,341 $21,382 $19,073 $21,382 $19,073 $409,766 $766,268 PROGRAM JUSTIFICATION AND ANALYSIS $433,333 $600,000 265,417 201,000 $698,750 $801,000 $72,852 $33,000 $ 72, 852 $33,000 $625, 898 $768, 000 The FY 2024-25 Budget will be set at $33,000 for any professional services or studies that need to be completed. Page 205 of 310 � a N 0 N � O � a -I M � Go m O °- 00 C O O O 'a N N m O O O O 0 0 0 0 0 0 0 w N O' O C O O C 0 O O m O N LL 0 0 0 M M M t00 ' N W N 00 n a N m 0 N N N ll0 01. O O O cn N y M N O R M V n Ln Ln OO cl LLM DO M Olt N M D 1 N I0 4m V N LD n P n N W LL O LL a N N N M b V a M M 0 b N O Ln w W W N W n n n O L' N Q 0 0 0 O O O O N++ m 0 0 0 O O O O m •O 0 0 0 a s a N m O O O N N N Ln r r O 0 0 N N n W to W m W F m N N N N M M Lq n O N 00 O M m m O W Q O O N w M (N Ln N W W Ln N n Ol 01 r4 O1 N LO W n H O^ co O N M O a�-I ea-0 eai cq 14 jLn M 'ter+ N c It 00 m" co l P' o 0) e-i r-I 14 r1 cn CO M Lna N N N ate+ 0 Ci N N f6 10 m m +�•' •V F F' F N C Q! C N C S 3 XW O. 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GOALS FOR FY 2024-25 Strategic Plan Emphasis • Policy Value: Safe Community o Protect lives and property. • Policy and Operational Values: Essential Services and Proactive o Adhere to best management practices in the maintenance of natural creek waterways and earthen channels to ensure water quality, reduce erosion, and increase conveyance. • Policy and Operational Values: Safe Community and Systems Management o Support for technical review and issuance of floodplain permits, flood insurance rate map revision, floodplain violation identification, coordination and mitigation support. • Policy Value: Fiscally Sustainable o Continue to evaluate, consider, and pursue all available resources for innovative management of the drainage infrastructure. Project focus for FY 2024-25 • Finish updating and evaluate drainage fee for all applicable properties. • Evaluate most cost-effective means of maintaining drainage -ways that meets community expectations. Page 210 of 310 ORGANIZATIONAL CHART DRAINAGE 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget Drainage Supervisor 1 1 1 1 Drainage Worker II 2 2 2 2 Drainage Worker 1 5 5 5 5 TOTAL POSITIONS 81 8 8 8 PERFORMANCE INDICATORS Workload/Output Acres of Alleys Maintained Acres of Rights -of -Way (ROW), In -town Easements Maintained Acres of Drainage Ditches Maintained 1 2021-22 2022-23 2023-24 2024-25 Actual Actual Estimate Bud et 5.15 5.15 8.68 8.68 66.46 66.46 220 220 2021-22 Efficiency Actual Monthly Operating Expenditures 87,284 2022-23 Actual 90.11 90.11 220 220 2023-24 Estimate 127,899 124,517 2024-25 Budget 126,614 Page 211 of 310 I 2021-22 2022-23 2023-24 2024-25 Effectiveness Actual Actual Estimate Budget ROW Maintenance & 4320 4510 4850 4850 Mowing, Hours Drainage Mowing, Hours 1340 1395 1600 1600 Drainage Structure Maintenance, Hours 2151 2080 2300 2300 2021-22 2022-23 2023-24 2024-25 [Budget Actual Actual Estimate Budcet Revenue Permits & Licenses $9,650 $16,400 $10,200 $6,000 Fees 1,258,899 1,269,022 1,363,517 1,510,000 Fund Transfers 19,166 0 19,037 18,283 Investment Income 3,938 29,158 29,792 32,000 Miscellaneous 0 0 0 0 Total $1,291,653 $1,314,580 $1,422,546 $1,566,283 Expenses Personnel Services $295,730 $634,081 $589,584 $595,192 Supplies and Equipment 13,448 7,101 10,237 18,150 Utility Services 26,436 33,967 33,475 35,000 Operating Expenses 3,610 88,645 14,383 19,250 Professional Services 1,500 1,500 2,708 2,500 Non -Operating Expenses 108,382 122,243 0 10,000 Fund Transfers 573,817 574,443 623,397 580,770 Repairs and Maintenance 24,488 68,927 162,500 175,000 Capital Outlay 0 3,877 178,750 100,000 Total $1,047,411 $1,534,783 $1,615,035 $1,535,862 Over/ -Under $244,241 -$220,204 -$192,489 $30,421 Page 212 of 310 PROGRAM JUSTIFICATION AND ANALYSIS Revenue: The FY 2024-25 Budget increased 10.1 % from the FY 2023-24 year-end estimate from anticipated service additions. 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We also work with individual at -risk patients to ensure they have the best access to primary healthcare and that their medical needs are being met before an emergency occurs. We educate our employees by providing over fifty hours of Continuing Education annually and over thirty hours for our first responders. We provide ambulance demonstrations and stand-by event coverage to further the knowledge of Emergency Medical Services and injury/illness prevention and preparedness. GOALS FOR FY 2024-25 Strategic Plan Emphasis Policy Value: Essential Services o Provide efficient pre -hospital healthcare services to the communities that we serve. o Integrate the care that we provide with the rest of the healthcare system to reduce demand for 911 services while elevating access to care and appropriate destination management for the citizens we serve. o Be the preferred employer for pre -hospital healthcare providers in the State of Texas o Be thoroughly prepared for man-made and natural disasters in our jurisdiction, region, and statewide. o Meet the needs of our customers and solidify relationships and agreements with all eight cities, three counties and one Emergency Services District for which we provide service. Policy Value: Safe Community o Provide appropriate and timely education and training to our employees and our first responders to ensure the best and most current standard of care is provided. Page 222 of 310 o Provide high quality pre -hospital training and community education for the communities we serve and the region as a whole. o Provide education and assists prepare them for medical emer demonstrations, immunizations, Defibrillator training programs. ORGANIZATIONAL CHART nce to the community to prevent and gencies through community education, and CPR and Automatic External ity Mar�ager EMS 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget 3 Chief 1 1 1 1 Assistant Chief - Operations 1 1 1 1 Assistant Chief - Clinical 1 1 1 1 Community Health Coordinator 1 1 1 1 Training Coordinator 1 1 1 1 Office Manager 1 1 1 1 Instructor 1 1 1 1 Administrative Asst. 1 1 1 1 Billing Specialist 3 3 3 3 EMS Battalion Chief 3 3 3 4 Field Training Officer 3 3 3 0 Lieutenant 3 3 3 6 MIH Paramedic 1 1 1 1 Paramedic 30 30 32 36 EMT 6 6 12 10 P/T Paramedics 15 15 15 15 P/T EMT 5 5 5 5 P/T Supply Coordinator 1 1 1 1 TOTAL POSITIONS 78 78 861 89 Page 223 of 310 PERFORMANCE INDICATORS Workload/Output 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget Requests for EMS Service 13,520 14,495 14,824 15,565 Transports to Hospitals 8,332 9,154 9,385 9,854 Hospital to Hospital Transports 913 849 875 900 _Collections per Transport Students Enrolled in EMT Certification Classes $538 $525.87 $550 $600 154 147 150 160 Trips billed for Alamo Heights 623 691 700 725 Members of EMS Passport 417 401 425 450 2021-22 2022-23 2023-24 2024-25 ctual Actual Estimate BudgetEfficienc A Response Time 90% Reliability 13:59 13:59 13:59 13:00 Total Time on Task (Minutes) 58:30 59:50 58:00 57:00 Transport Percentage 61 % 63% 62% 62% Days Sales Outstanding 45.78 33.72 35 35 Mutual Aid Requested 28 14 15 10 Students Graduated from EMT Certification Classes 63 69 70 80 2021-22 2022-23 2023-24 Effectiveness Actual Actual Estimat( 2024-25 Bud et Critical Failures / 100,000 miles 7.0 3.6 4 Fleet Accidents / 100,000 miles 5.0 3.4 2 Cardiac Arrest Save % 7.1 % 7.4% a60%7O% 10% Correct recognition of STEMI 64.6% 49% EMT Class Certification Pass Rate 85.7% 86.34% 94% Page 224 of 310 2021-22 2022-23 2023-24::[ 2024-25 Budget Actual Actual Estimate Bud et Revenue Fees $7,780,595 $8,632,267 $8,897,681 $10,511,704 Inter -Jurisdictional 4,133,931 3,865,287 4,208,658 4,383,740 Fund Transfers 7,381 0 0 0 Investment Income 7,058 42,750 31,500 33,500 Miscellaneous 74,182 189,790 130,200 142,000 Total $12,003,147 $12,730,095 $13,268,039 $15,070,944 Expenses Personnel $5,818,006 $7,602,824 $8,361,680 $9,312,982 Supplies and Equipment 484,602 583,287 563,500 540,900 Utility Services 186,237 187,731 124,500 151,000 Operating Expenses 754,383 759,122 921,854 956,893 Professional Services 128,168 93,557 103,500 110,000 Non -Operating 2,853,615 3,403,131 2,900,000 2,966,054 Fund Charges/Transfers 438,846 475,756 485,272 609,686 Repairs and Maintenance 10,440 9,320 13,000 13,000 Rental/Leasing -6,633 -3,412 120,000 136,307 Capital Outlay 17,240 22,295 635,000 575,000 Total $10,684,903 $13,133,611 $14,228,306 $15,371,822 Over/ -Under $1,318,244 -$403,516 -$960,267 -$300,878 PROGRAM JUSTIFICATION AND ANALYSIS Revenue: Revenues for FY 2024-25 Budget are expected to increase 13.6% from FY 2023-24 year-end estimates from an increase in transports and new service contracts with customer cities. Expenses: The FY 2024-25 Budget will increase 8.0% from the FY 2023-24 year-end estimate due to anticipated wage adjustments and the addition of 4 EMT positions. 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V is ! c c �+ E a Im o a v m lU cm 0 '3 :EU Q J 0_ m F' G J W > rl tp ti .y e-1 e-1 N N In In O O 00 00 N N OI p M M In O 00 r! O O M M In O 00 N 0 O O In M M O 00 N t O O t M to 0 00 In O O M In O 00 NI, O t n In 0 00 O M In 0 00 N t c O0 N N O t M In O 00 N N O t M In o 00 N N O t M In 0 00 fV N O t M� Ind 0 00 N t O O t t M M In O W 00 N O O ei t In (V ti O e-I t In o 00 N N O rl t vl 0 w N O O N t n 0 W N O O N t In 0 00 N O O 00 t In O 00 N O O 00 t to O W N 1 p 00 t In 0 N Pl O In In 0 00 N O N tD In O 00 N O O O W In o 00 N � M M O O IN N O N m O N N (�'1 O MA O O N M O N I, O N m O N M O N M O N M O N m O N M N M O N M O N m O N Cal O N M O m O IN m O N M O N O N W 0 M O DEPARTMENT: ECONOMIC DEVELOPMENT CORPORATION FUND: 620 CITY OF SCHERTZ ECONOMIC DEVELOPMENT CORPORATION DEPARTMENT DESCRIPTION The Economic Development Corporation helps to provide a supportive tax base, generate investment and improve quality of life. The City and the Corporation share many of the same objectives with a focus on infrastructure and the Corporation's mission statement reflects their purpose to strategically strengthen the Schertz economy by attracting and retaining businesses, investing in infrastructure, and promoting and enhancing the quality of life for residents and businesses through innovative measures, creating a sustainable and vibrant community. The department consists of four personnel and assists with the needs of 1,100 businesses and stakeholders. GOALS FOR FY 2024-25 • The Economic Development Corporation's goals have been established by the Board of Directors this year to reflect a new focus. Strategic Plan Emphasis • Strategic Plan Emphasis • Policy Value: Promote Economic Development • Invest in ways to optimize the Talent Pipeline for residents and businesses. • Promote economic development opportunities that expand the city's base of targeted and desired industries. • Generate investments in undeveloped areas and existing parks to improve quality of life. • Prioritize real estate assets and strategies that identify needed infrastructure. Project Focus for FY 2024-25 • Improve Economic Prosperity through Quality Developments, providing jobs that provide a High Quality of Life. • Endorse programs to benefit small business • Participating in 2 infrastructure projects that will provide Essential Services. Page 234 of 310 • Lead a discussion by participating with businesses to explore innovative ways in which the company can conserve natural resources. • Engage public utilities to assist business success. • Participate in 6 events to attract new businesses to the city. ORGANIZATIONAL CHART FECONOMIC DEVELOPMENT 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget Executive Director 1 1 1 1 Deputy Director 0 1 1 1 Business Engagement Manager 1 1 1 1 Administrative Assistant 1 1 1 1 TOTAL POSITIONS 4 41 4 4 Page 235 of 310 PERFORMANCE INDICATORS 2021-22 2022-23 2023-24 2024-25� Workload/Output Actual Actual Estimate Budget Number of inquiries 94 121 155 164 Number of Schertz BRE visits 7 18 40 21 Number of recruitment events 6 8 12 14 Number of new prospects 15 35 45 43 Number of active 14 15 18 17 performance agreements 2022-23 2023-24 2024-25 �2021-22 Budget Actual L Actual Estimate Budget Revenue Taxes $6,025,703 $6,548,941 $6,778,100 $7,083,000 Investment Income 201,279 1,262,347 1,811,500 1,260,000 Miscellaneous 0 0 1 1,100 0 Total $6, 226, 982 $7, 811, 288 $8, 590, 700 $8, 343, 000 Expenses Non -Departmental $1,240,000 $81,944 $600,000 $15,299,100 Personnel Services 21,350 17,693 6,600 24,575 Supplies and Equipment 50,931 43,921 5,100 61,175 City Supported Services 5,850 55,992 24,700 214,500 Utility Services 2,212 180 650 975 Operating Expenses 142,005 71,305 116,710 398,135 Professional Services 20,752 45,328 40,200 61,300 Fund Charges/Transfers 506,984 542,221 546,883 609,080 Total Schertz Economic $1, 990, 084 $858, 584 $ 793, 960 $16, 668, 840 Development Over/ -Under $4, 236, 898 $6, 952, 704 $7, 796, 740 ($8, 325, 840) PROGRAM JUSTIFICATION AND ANALYSIS Revenues: The SEDC receives one-half of one percent of all sales and use tax generated within the City of Schertz. The revenue for FY 2024-25 budget is projected to decrease by 2.9% from the FY 2023-24 year-end estimate. The decrease is due to the expected lowering of the Federal Funds Rate which the City's investment income closely follows, as well as having less funds invested overall. Page 236 of 310 Expenses: The SEDC funds are restricted to those expenses authorized by the Texas Local Government Code sections 501 and 505. The expenses for FY 2024-. 25 are projected to increase $15,874,880 to fund approved incentive payments and contributions to the City. The City contributions will go toward Lookout Road improvements and additional field lighting at the Schertz Soccer Complex. City Support Services increase from year end estimates to utilize the maximum allowed Marketing and Promotion dollars. Unspent Marketing and Promotion dollars may be carried forward per State statute for Marketing and Promotion purposes. Project Expenses: The SEDC is funding improvements to Lookout Rd, signalization, and lighting additional fields at the Schertz Soccer Complex. Page 237 of 310 THIS PAGE INTENTIONALLY LEFT BLANK Page 238 of 310 L N O N � N O M E � O � O 0 4-J C V LU O L Q � N N Y M L N 0 r4 N fa LA LL L �w tL co M 0 o� a O O O O O O o O O O O O O O O O O 0 0 0 0 O O O i7 0 O. 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X N 0 N �••r NLn OD W N 0 m m ad.. ,��' - co 3 n v u 10 n 10 to V n ui Q1 Ol W Ql a> m W 3 O O 0 O O 0 10 m 0 10 10 r V 0 N 00 co 0 M O FUND: 106 SPECIAL EVENTS DESCRIPTION The Special Events Fund is designated to monitor and manage funds appropriated to host community events, sponsored or co -sponsored, by the City of Schertz. Events include Kick Cancer/Walk for Life and the Hal Baldwin Scholarship Program. 2021-22 2022-23 2023-24 2024-25 Budget Actual Actual I Estimate Budget Revenues Fund Charges/Transfers -$147 $147 $0 $0 Investment Income 147 891 0 0 Kick Cancer 9,595 22,194 24,190 20,000 Hal Baldwin Scholarship 37,846 40,020 39,401 35,000 Total $47,442 $63,253 $63,591 $55,000 Expenses Kick Cancer $9,849 $22,195 $24,190 $20,000 Hal Baldwin Scholarship 19,719 25,555 20,000 35,000 Total $29, 568 $47, 749 $44,190 $55,000 PROGRAM JUSTIFICATION AND ANALYSIS Revenue: Revenue budget has decreased and it is now set at $55,000 each year and any additional covers event expenses. Expenses: The Special Events Fund FY 2023-24 Budget is set at $55,000 with no change in operations. Page 245 of 310 � i N W E � a .a :3 O r V m of - 0 0 0 0 0 0 a O O C N N O O O O O O O O O Q Q. v0 0000 000 0 0 (, C O p 0�0 0 0 C C C O W O N D. to LAN m LA Ln W O V L � a Sa v o o m en n o P. P. w N N N O O N N o 0 N O 01 0 O1 N 0 N y .O O0i cn 0000 0000 C .t coc .i v i N Ln in .i N a kD N ON O a 'i O N lm0 U tn_ LL N O W N O 00 O Ol 01 rl L rn O N LnLn00 O N LL p 00 e�i Ol N O1 O1 01 N Q wP N 6 VI C 01 MM� W1 N O S O N O O O O O O 0 0 0 0 00 0 0 S O N 3 O m O O O O O O N Y Ln Ln V -* o Ln '--I M V' Ln F rn en m Ln N« n v, �o n LD� (mim m a V CS en N a V m .�-I Ln ri 00 fV N O0i Ln - Lr n R n O L' N 16 N m (D to N U) P N N �r n V1 rl O F N N O N+'' I� N M aq OO) N la0 14 j M N V a s I, � N Ono O a .�-I e�-I O000 P N n n a Oi al Of r N OA N N CO N O F N N IL A A N A H C 3 C 7 C N N CL W O 0: 3 VI x zC O � LL N t Z O a uw W n W m VI J a w m a O N C N H d Z mE m w cc m Z W N N U m a �xnra. £ W J¢ r7G O U _ a Q W > CL LL C Y 2 N F S.N K tA 1p N O c-I I, N LL 00 W p C 00 Ol 01 C yy m rl Na) a V V > x lD w W a O N C oC m W N 3 LL W L N O N N E CC i \ W � O � Cn rn C V �LU C W U 'o� V a Q M L N O O N U N lL �Ww O LL Val O O M T N N N n n l0 t0 N N Q N Y O f N T N N N = I� n ei lD t0 N N N Q N O F A O H 0 O M O r— N N O co CL N O N M 00 O 00 C N N O O W 4 '0 O O O N O 7 m O No .2 it v a a N rn N N N O O O N G N d 11 N O u a h U. L O LL to 7 m N o� a O M O 00 V N N O) f6 a a N O N M co O 00 C � N 'a01 0) 00 O f W N 0 "p O p m O t N O) a a N N N N al t ai N N 0 00 i N � N y D VI t li 0 0 lY N 0) f N 00 t O Q N C N t N OOD O < O < N m f0 LLI) i 0 rn ? M < N V C) N Q < jp N � N V O F N > O N 4 O t Li t o N a t N A m t t 0 0 O O O O LM Ln LM N N N cn rl � to 0 m n N O 14 a Ln N O1 N N t0 to O O O O O O O O Ln LA v a m 00 to n N rl Ln N N N M to to a to m 00 a a r P-Z a a m m O N d to d L N O E w � O rN N O O O Q C 07 vm� O 0 0 0 0 V gm 0000 ul N C o vi ui .0 O - a N N -I {A W V 'O U a� a N ^ N N C O O O T I N N 00 0 00 N O N•p � N O .-I G N a a O Urq An LL• N W A' L ^ M OOl '�-I m W LL 14 n C1 V WI Ifl r. tw N a M 01 N rq N oI In M� W a+ O O N m O O M O O 0 0 O O 000 O O O N Ln O V1 f0 M C O F N ,��?' N t0 T N M O Ci N n O N ¢ - N O n 00 P F 00 N N ."�?' O0l W V O W � O N Q N 10 cn a. ml O1 N O F C a0+ N W ~ N 0 ' C Z X LL N = W N f0 F C L W E w U E 3 ¢ 0 W c� m a Y IA m V% Y O N-. N O C v Z � C 3 y LL LL u F Z -Om R7 W J �r u W Ln r �p M Lh tf1 O O N �'� JCY•;4 7 LL G N G ti _O O 0 N N 0J d FUND: 110 Public, Educational, and Government (PEG) Access Fund DESCRIPTION The PEG Fund is dedicated to providing communication infrastructure in the City. This will allow the City to better reach the citizens with necessary information. This fund is commonly used for public access television and institutional network capacity. Currently the level of funding from the collected fees is not great enough to warrant a public access channel but could be used so in the future. 2021-22 2022-23 2023-24 2024-25 Budget Actual Actual Estimate Budget Revenues Franchises $79,403 $74,016 $83,407 $64,000 Total $ 79, 403 $74, 016 $83, 417 $64,000 Expenses Misc & Projects $162,751 $821,654 $991,001 $64,000 Total $162,751 $821,654 $991,001 $64,000 PROGRAM JUSTIFICATION AND ANALYSIS Revenue: Revenues for FY 2024-25 Budget are expected to decrease by $19,417 from the FY 2023-24 year-end estimates as the community moves away from cable. Expenses: The PEG Fund FY 2024-25 Budget decreased to $64,000 with the continued implementation of the communication master plan. Page 251 of 310 0 N O N e\i M W O C �+ � N v01 OJ W N O O N p CO •� a w a a N M a a N N 0 N N N N u a y ii t 0 LL 14 A O u N Q FC R N N � M 'O N 3 O 0p N R O F Nr4 > +' N N u N Q A O F N T N Y r O� N Q f0 F n O n tO O t0 ID O w 14 V R 00 co ti O r) 0) O G) m O 0, I 00 00 Zr mr O O O O O O O O O O n ri t0 O O O O v to M 00 O O m o+ co Lm O N Ln w fc G to e•1 0000 0 m Ln 00 '•I O O co N n cm n N co M M OD .� O O O F H H y Gl � y � 0) y Q C O y N y O O O a C W to V W W cy L r 01 Z C G > O O u LL y > > LL N Z w OJ O X W y to m 1u m {j a ca m c u o m N E W y r M y ~ W U t U O 3 x N , LL CD y C. m .y N O0 y v v O W O) Oq N O M W m LL N LO N tD O1 (0 IL v N O N e\i M W O CG C � Y N �C1 O O m O W N O O O O p O a coa O O O O 'L N N to N i--I to d d a N M C O O 1, N N O N 0+ a M u O O to tG w tC N N 01 O 'p Ln N tO rl R N u N a ttoo cN-1 Om0 LL L 0 LL N 00 O a0 Of M .� O 01 G% 0 4 rn � � N O m 00 a F I NW O O O M V O O p O to O O O N to N n fti to W O F rl 00 N •� N to N O c ri N Q m n O r O ID rri c � n O m O M to N tU O) fL 00 G � Ln N O O 0 W N E N 0= O 00 0 O 00 6 O p m O O O N L 0. to ta0 L. a a N erf a s o o m m N O N W P9 V O O O O o0 cq O O N N N O 0 0 N Ln N u �n a D m Of m LL. 0 O LL N & O O 00 Go M .2! O O ui 00 ui co O Q N N N Ln to 00 N O O O O en o 0 0 0 0 N Co O O V LD w O F M >. N & O O - O O t0 w Il N N 2 O O rn m +' Ln cm N Q O � r rl m N N 00 00 C H N O O 't R .4 0 O .--i If N Q n n 10 N N l0 4D O ~ ~ H � r > W � O W a 1 .c z v m a Q w w > 0 0 0 0 3 3 3 W E E E V E E E J W w O U O U O m U D c, 'o w Z .�- u0i g �" G O G � W V � C w N ar W u L .o w m N N N O o Ir 3 0 cD co O O O 3 m LL FUND: 314 HOTEL/MOTEL OCCUPANCY TAX DESCRIPTION Revenues for the Hotel/Motel Fund are derived from a 7% tax on rooms rented in the City. There are five hotels in Schertz: Best Western Plus with 61 rooms, Hampton Inn with 98 rooms, La Quinta with 81 rooms and Fairfield Inn with 118 rooms and Candlewood Suites with 80 rooms. These revenues are used to support Schertz as a destination location. Advertising campaigns to increase awareness of all Schertz has to offer to reach citizens across the State and beyond. [Budget Revenue Taxes Investment Income Total Expenses Supplies and Equipment Operating Expenses Professional Services Fund Charges/Transfers Repairs and Maintenance Capital Outlay Projects Total 2021-22 2022-23 2023-24 2024-25 Actual Actual Estimate Budget $804,132 $1,059,809 $1,083,333 $1,100,000 14,582 92,825 81,1667 126,500 $818,715 $1,152,634 $1,163,500 $1,226,500 $42,388 $0 $1,067 $0 84,763 82,488 89,917 104,322 3,832 21,429 5,065 1,000 74,443 69,915 75,741 0 54,677 2,300 54,167 25,000 28,200 5,266 5,705 0 1,185,510 1,440 45,973 78,400 $1, 4 73, 813 $182, 838 $276, 567 $208, 722 PROGRAM JUSTIFICATION AND ANALYSIS Revenue: Revenue for FY 2024-25 Budget is expected to increase 5.4% from the FY 2023-24 year end estimates. Expenses: The Hotel Motel Tax Fund FY 2024-25 Budget decreases 32.5% from FY 2023-24 year-end estimate. The change for this year expenses is caused by the sign replacement. Page 255 of 310 TN iS PAGE INTENTIONALLY LEFT BLANK Page 256 of 310 W N O 7 N 0 m a N �C! N C1 NO a` 0 o o O o 0 O 0 0 0 0 0 0 C 0 0 0 0 O O V1 O L' a o L; LD o rIrIn i en M O O M M lj0 O OIn 0,0 b O O MM M 0000 C oM N oo C o r-00 oo co o O a Ln a, o O N N O O N I, Of 0 0 0 0 0 0 0 v a 0 0 �Ni -i � - co Co e"I a-1 e-I Ln to n n N 14 O O O O O O O O O O O O CIO 0 O 0 O O1 O O/1 O VOI O O ri O 14 O O oo O O ti O N m M O O Ln N N N lO %R O O O N M co co O O O V1 IN O O oo oo t7 M CND vl� Lm O1 C1 V R 010 O N N O O M M 000 Do m Pj n n n! v I, V 7. N chi d co ofol O O Lq O N e-0 Of 001 a m N n N ui O CO co O O Li e9 O On c" M M M t0 N M It .d co N n CO 14 Co m A M M M .o 0 0 0 0 0 0 CD r r r r r r N x x a E o F a A N O y CD c E ? o M u a°pi y c vm '�' a o n O m v c aj w = p C) C t`o LL Cl > 01 C ' COC F co u N N Q C O eo Z to 'o > A o y A c s E m V N N CC N 7 > > N_ x ~ LL C 14 00 Lu 0j o oI =°oCO 0to to 0 00 0ba c �- M UH M N A .-i 1- Z..-i > o o o o > o r oe v� oc a oc vl a oc v LL m m m z CL C m co r— Lo N (D 0) DS a N Z. N :O \ EM E O � tw C N CL N N m O O O C W N 0 3 C O OOCL a C o m C) o n O y, ^� o o a O N a .y v N rn a -o m o to c N O N 0i m 0 lD C 0 ID C N N N (Y) l0 O •O N $ N a 00 00 O LL c L O LL N N O C1 C A? o o v c N t r1i W o a Nko Y N N I, N N m O O O C O C N 7 O CO O O c Ln N O � 0 O r m > N +'' m O N N to O m w N O O Vi O N O N N Q oc oc 'a m N LA O1 O O N> N= ti O N 0 V O V O A N O N O N V m00 N Q .-1 To O O W r N h � C E m x C o v 0 J pp O W C O = d O x�,� _ M - o°1e a v v m LL O O N O 01 O O G O Vi to N N m O1 01 Q tD �-7 rl N 0 O OD OD O O rl O 01 m N (D a f Ln O 0 ' N co Ico OD LO N N m (0 d N L N m \ E M Go E O = c N v o CL O u�i m O •L i'L' N a tD ttl y N N N N a � � a N N O N C "O CY d of 0) Doi Off rn N Ol Obi V C V N n a tD t0 - i .i LL r rj L 0 LL a N � n N N M > L'i V1 O O O Q N a a oo co N O O Oa0 O 0�0 L 'vf N r -I O r I N > 00 00 N + 00 co 1� 2 c v N Q 00 n 00 00 m N N O O 00 r �o 0 r r 0 a d 00 O m rn a O M O 0) to N W m (a a N O N M W O Op C Y ry y 000 W R O 'O N CO a N a a N e» a o N N 0/ N N N N O u O LL L LL N > N !' O4 � N Q a a N to frl 'O O DAD N f0 O F N N Ou N Q M O r N N Ou N Q ice+ O F v Gl C C N C c u° d 0) t Y 0 01 m 7 m O O O O O O O O O O O al O O O O O O 0 0 O O O O O O O O O C?O o O O o 0 o O O N N O 0 0 O O O 0 0 C O O C O M M O O O O Ln a -I Ln ri O Ln V N Q O .--i ••I Ln N Ln N N O O O O 0 n O O P P O N Of Ln V1 n P O O O O O l0 O O kO O O a1 M N N t0 lO 0 0 0 O O l0 O 0 w N o rV R N 14 O %D N Ll m P N O P P N .oa M ri vi n co n Ln Ln O O O O in N O O P O O O O in V1 0 0 O O O O m O O Li O O 0 0 N N O O O rl P o O1 e` O O P O N O N W %D o o c o N r- o c n r- Li r. Lei �-i i vi n n o O o o o o 0 0 o o o o 0 o o 0 o O O O O O O O O O O O O O O O O O O O o O O O O O o O O O O O O O O O O O u1 U) u1 to O O O O 'D c O O %D O O rV N O O .W-I V LLn N 14oD 000 eN•I �N•! 1-4 O 0 0 O O oo O O oo O O 0) cl O O J O 0 O O O O O O N 00 a O O o N O co O O O' O ai m (T o0 0 0 V1 Ln O O Ol O V O M N .--I N 0D V O Ui N N r-I 14 ai 0 0 M M oo M ti N N .M-I l0 coN N 'D %DD O O O O O O O 0 0 O O 0) (n O O .--i ••I in O u1 O .--! 0n o O O O O e` P O O o0 DD P O P N w O O M O O .-i e 4 rn M W W 0o co rr M O) m-t w o n %D P O c M M co eo 7 v a v P P m W tv M N Ln W M M n V CY w n Ln N o O vi a '•I P 0 a 0 O C O O O O O O O N N 00 DD N N O M O M '•I e•I O v Ch eon N a v a ui 0 b 00 0 N 00 N Ch In 00 ••1 O �-1 O M 0 N .. m .. m .. m .. m .. m .. .. m m N N h U N U_ N Y i w C N C E C v� d V) c x m a a W � cOi w C >O A c W o m vm a.a a _a o a v o m c E m w C ��-, 03 = m y w .7 m a ¢ 0) o a N O v c y c D~o z° E m a o u E d ° ^ v a y •� u `n fl. •7 N O! 3 N N > '6 0) E OJ a V -p m C ` 3 Y S. u ?• G O- O > H W C — m O. n O u O. M O �+ 7 ¢ y a N m 3 W m a > O u m .. W a¢ ey N 00 T .w c N E Y m c m o 0 M Q a e0 N p w N 'N 2 t O a ` 'm O W A w a, a C= y A o• a x w o u a v c y Y 'a C c H ua O "' a` W lL a w eY u �( ? N W M O 00 0 x W Ln CL yxj 11 C Ln M LnMj, F~ Om r O m O c Oo Q 0 � o O m O OQ DD nLD dM• M M " L E t u n L V L, m I u`n � u vm n VWYNOl in a x o0 0 x xDxx .LL=NO7' W e W N i W W I C OO c�f VrMp-1 d•-'I Vrl eMV-I MVr"Il Mr�f-i- MV�-� i MCrf' I ry V M v 0 00 co _O co O O O N D) m co a ID ID M to ri '•i O Ln M co N .-i a W ai Lq Ln co N N O O n 00 0 N M a to n N N cn It 1A t0 O LM tD 00 O tD ro N ad M O N O ei a M 14 •4 O en n .-i Y 0 0 Y 0 0 r r r r x w F Z O O W Nf 6 r0 c c c = m ° c u O1 v c w .y u00 M N y ap o a to E d V C Qp C m lL 2 C ~ W U w G! CD H A M Q c oCL v p O N d W N N ate+ 'a w o a 'p a W m V R Ln O v) O •• M Z Z 0 C 000 E m d NI m O � V n Z) V n m a p W a W T a n d V N 0 co co co O M O FUND: 317 PARK FUND DESCRIPTION The Park Fund is a special fund designated to monitor and manage funds for the management of the City of Schertz Urban Forest and capital improvements of the City of Schertz Park System. The Fund is composed of parkland dedication revenues. Revenues are derived from developer fees (in lieu of parkland dedication), local citizen groups, state, local nonprofit neighborhood associations, homeowners' associations (HOA's), regional non-profit grants, and donations. 2021-22 2022-23 2023-24 2024-25 Budget Actual FActual I Estimate Budget Revenue Fees $0 $203,500 $54,167 $150,000 Investment Income 2,195 9,058 13,163 4,750 Total $2,195 $212, 558 $67, 329 $154, 750 Expenses Professional Services $10,040 $0 $0 $0 Capital Outlay 17,650 387,069 419,325 100,000 Total $27, 690 $387, 069 $419, 325 $100, 000 Over/ -Under -$25, 495 -$174, 511 -$351, 996 $54, 750 PROGRAM JUSTIFICATION AND ANALYSIS Revenue: The revenue for FY 2024-25 Budget is expected to be $154,750 in anticipation of a new development which will pay into the fund. Expenses: The FY 2024-25 Budget is set at $100,000 to utilize incoming funds for park improvements. Page 262 of 310 a N O N '•1 M co O DA c N W N OCL 3 O N p 00 I a v a v N en a c N N OJ N N W N C` u 1 N LL t_ O LL N .?•' O4 N Q Fp R N N 00 M '6 N 7 O to N � O F N N O N Q m O F N N t' 'i O N Q A F O O O O O O O O O 0 O", N O I, ^ O V -e Ln O O g0 LM O O O ^ O 0 O Ln N 'I .,O O n N v Ch O O O O O O I O O O O O O O O OOOe-f N O O 0 t^O O O O O n 0) M 1017 O LM O O fN O N ^ ^ O N 14 N 00 M 00 M O O N N O O Il ^ O O 0 o c a o 0 .O-i •m•I l00 b N N N P. N in 0o ^ Li NLn (A M O1 ti Ln T O N O G1 Ch '•I f4 N O O O O O O .y O M C1 •4 •• O Vf rl v 00 ^ Ml0 eqI N rl O M 0 vi Ch Ch 111 It N Ln N N A A A r H F F y 7 C E E c a = a fl i W 7 > IA c W p Z V_ � LL d Y C Q en a • c E o E ^ � c n+ a U C N C LL O W x V W U PA lL M U n C J2 c p 0�0 c 0 d p E LL E "' t Y v o cc a c > LL LL C C G Q 0. x ^ O .--� O) Nui 3 n M> V V V O. W M M 3 LL C W rn 0 n O M O c+M lD N N m m G a N O N M O C d d LM O N O W N O M O p CO O O O O O N d O C � N a a N o n n N N N N N O D tD N N N LDD SOD O p N ti rl u a va Ln ii L 0 LL N = O O M > O O O Q O O N O O N N N N O O � OD M O O O N m O O r O O F N O O N •� O O O Q u1 VOI N ro M io O O C N N F N > O O N O O N V O Q N N O F A O F� N d d LL O M O co N N O7 m d a N O N N M 00 c 00 W N 0 O CL = 6 O no N a L. a v N e» a o O 1 N O N N M V 111 1 N 1 N N N D < N u lL a 0 O N Ln M > 0o O c N G � N tU 00 O C M 'O N 7 N CO O C 10 Y O F M >• N +' V M ry N > 00 CI N c Na A O F .ti ? N r N u M N Q f0 n O r i LM 1D n N Lei rl N ti ti 0 to N 0) 0) m a N O N M co O CIO C W N O O 00 0 M O Op co O 00 O O N IL O O d a a N M 'O O vi O of N c N d m u o v O c P v N N 0! f 4 N O 'Q m m N °�' O1- u a U. L 0 LL N O O 0 0 M il O O O O N t'' O Q N C Nd O O O O A L O O O G O O O CO N O O a0+ F m T N O O 0 O 0 O N •� O 0) O 01 l0 �O N Q O O f0 nI f` CO m m F N T N !' O O N O O N O O 'i O O O O N V Ln C1 N Q O l0 t0 Fa N O f M d N C d 9 C 0 C 2 LL d Y o 0 0 o a ti ti � 3 r 0 L, M O O 00 m m LL ml m� 0 v N O N N 00 FUND: 319 TREE MITIGATION DESCRIPTION Tree mitigation fund is a special fund that is derived from revenue from permits for tree removal issued in connection with a building permit, subdivision plan, and site plan. These funds are used to replace trees on City Parks, City owned property, public lands, and SCUCISD school property. 2021-22 2022-23 ' 2023-24 2024-25 Budget I Actual Actual I Estimate Budget Revenue Fees $136,950 $48,065 $75,833 $100,000 Investment Income 5,324 35,599 33,150 49,250 Total $142, 274 $83, 664 $108, 983 $149, 250 Expenses Maintenance Services $82,110 $93,030 $75,833 $85,000 Total $82,110 $93, 030 $75,833 $85, 000 Over/ -Under $60,164 -$9,365 $33,150 $64,250 PROGRAM JUSTIFICATION AND ANALYSIS Revenue: The revenue for the FY 2024-25 Budget is expected to increase 36.9% from 2023-24 year-end estimate following the previous years' trends. Expenses: The FY 2024-25 Budget increases 12.1 % from FY 2023-24 year-end estimate for additional tree planting. Page 267 of 310 N O N O \ 00 M O \ o O °- bL C Ln N N N 0 0 0 O O O O W N p, 3 O Ln to O O O Ln O O O m N O N o m N Ci O Ln O ui O vi N a a O c -T 00 Go 0o w d a N erf a v m o m M m m 0 N O N OJ M O M M M M O N N N M O Do tf 1 m m Ln O .F 00 .--I 01 o0 OO OO It N u O. n rmn 0 n n ^ m V/ It LL O LA 01 0 01 O O O OOi 171 .� O tO 1D m m m P p Q m V O ONi ONi ONi - N C Ln V O M M M l0 YYr u1 ID V1 N O OO OOOO O� n O O O nNm W m M OO I, n N N O H rn > O l0 to m C1 (1 M N N O M u1 0) M N O N O N O O1 LM O Q O t71 t0 O O O M N 00 In rn tM m m T m It m co m m m M O F N .+_T' 0 0 0 O O O O O .4 O C' v o 0 O a Cl) p a a M N c-I e~9 N N 16 N ID Vl N N N N O OD Y O m -T W 00 co w N F N m fC a -; 4 9 F F F y L N C N ap > y C a D W 3 j (A C Z LU u 0 a a a m c � N C W E O W O = V cc OO 0 C ~ Cl) 41 {L 01 C m U O W EL M N X d O o u M M O V Q C ; a •+ F v en ; a £ £ M v C t i d o u 0 N OCL 3 X 01 N ti N LL N M 3 ccV CL O N rn V N W O OO .a O. (n N 7 3 OC W N m LL co `a Cj O4 C O of v O o N 41 m O O O O CL p4 O O O N 2 CL O O O' O a a N M Q 'O M M N O N 4! M M N N 4) enm O .O oc 40 u N a n rl y ii WO Q a N & O O O O CA .? O O � O Q Ili N V Q Ln Ln Ln LA N a O O 00 O COO O N O O Y Ln r N ?_ O O N tl Ln N Q O O W DD R Q Q Y 0 N ? O O N = O O LM N Q 01 O1 lD l0 j4 M M O � ~ F m 0 4) 41 4) W L Z ai O YI 41 V � LL m N N m m a O M O 0 Ln -0 N N fq O N p Co a N N A u N Gl O 0 N O. N A o � N Q 0 v y N m N 7 N m m V N C W r O u d N L Y O 3 m M 3 m 0 0O O Oci Ln o IOA IIn N O N N 1 o m a N O O O M O O O M on o Ln coo w Ill rI Of N m oo col I» i N ILn m cn m Lrq ri a, � o v a o Io 0 0� o 0 On 0 IOA IOn 11 c N P V1 V1 Ill M enw 0 to w I- In M M Ln 0 LM to IM m I Goo oo O M oo N n N M N Vn U1 N a O M O O N N m f6 d a N O N M co O 00 C N N O O m YJ N 7 O O y CL O m O O O N ui a O co N a a N N N �w O t M M en fn N N GI m C" O •p W O u N aLnn LL L O LL N O Q a1 QI N M M N W O O OD p3p O O O N Ln r � n O r M Z. O N fn O1 o O O M 101 01 r 1 N = O O N N a N fV �p 00 00 O r m 0 r z O a W W r N am rn co IL FUND: 431 ROADWAY IMPACT FEE U � DESCRIPTION The Roadway Impact Fee program is designated to support future growth of population and commercial roadway demands while keeping bond supported programs to a minimum. Impact funds must be used within ten years of collection date. Projects must meet requirements laid out in the impact fee study, including expanding roadway capacity by adding new roads or widening existing roads and funds must be spent in the area they are collected. The City is divided up into 4 separate roadway zones. PERFORMANCE INDICATORS Budget 2021-22 Actual 2022-23 Actual 2023-24 Estimate 2024-25 Budget Revenue Fees $252,872 $301,561 $297,917 $300,000 Investment Income 6,035 42,128 38,106 55,300 Total $258, 907 $343, 689 $336, 023 $355, 300 Expenses Professional Services $1,358 $0 $5,417 $5,000 Projects 0 88,173 113,589 0 Total $1, 358 $88,173 $119, 005 $5,000 Over/ -Under $257, 549 $255, 516 $217, 018 $350, 300 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget will be set at $5,000 for any professional services or studies that need to be completed. Page 272 of 310 a N O N M W O 00 C 9 N �a1 N O O O O tIJ N 3 0 o o 0 O N d Ln Mn •� a O Lnn I M M a a N M 'p I- O In N N O N a) lq O N c 1 O ID N N N O N O 'p ti O N oo to v ul a m In m N M LL L LL NVOi O V O M V O N n ON Q Ln O N N N Ln a Im m rn M N O O O O N 7 m O O Ln Ln O e e N Ln O of G N M F N N •� V O O ti O o0 Of p Q vOi r4 t00 N f6 N M O V -e .• enM H N > N +' N O M rl 0a O rn N In P O Q W O 001 N N w a0 H Ln Ln N f N OC cO � O V1 P 00 as t0 In V1 oo N o0 a0a a Ln in Lnf m M ti N e-I e-I O O O O O O O O O 0 0 0 O O Ln Lm 0 0)�O ni eV 5O N 00 aG Ln LA m M r-I ••I n� n ti N co co o as O O G M O M �O N 0 f4 N O n Ol M m O r, O qq 1n1 4 rl Ln M N rl co N 10 la f6 a7 a_+ O F O F O H O F u y 7 C CL X O C > a ca lu N O N_ ~ C al Ch Q c 0 o 3 ar � m ~ C C y d 7 m cc y cc> Q w = O E ` yg X 03 rw a C O C a rm N U v Zr ?27 y E i t U o c o m c y c ai c Y CL oc a v o 0 0 L ar a u °LL' LL 5 c z c a N 3 X CD rl N O rl N V W M W y a V V y W W M O O 0 N C M M N W m lLGo a N O N M 00 O R N N w M M N 7 N m f0 O F N T ry !'' A 7 O� N a A O F o� O O O 0i o m M n n ID l0 t0 %a a rl Q1 01 m m N N M m � N Ln Lo v e O O vi ui .� .a M M O O O O Ln If1 n n N N st I V ei lD %D tD N M rl rl m M N N 00 00 r r7 W co N' N Ln N "IN m N 0 N 00 ti 0 O M O a N O N ri M co O O pip f0 O O O O O 0 M O M Ln ui N Ln W n I in In w N co O N rl 00 fn M m 00 o a o N O N P N al N N I- W M a a w M O OIO O In O In Ln O •^1 N O N LA N en V m 00 Of LnIn N b e N M � R M O 0) Of ei 00 m M N m ol Ln O C l0 w 00 in `a r C' O M O Lo t- N 0) O) co a Oq C Ln V O O O 0 0 lL N 0 3 00 O O O O v 0 m O o O N 6 o iri Ln a a a N M O = n m O Ln Ln N O N N l0 OO rl O O P� N ON N N N .�-I lDD 0 O C O L O Y N d Ln oo Ln N N 14 LA. L Q LL N O O O O O o ¢ N O N d 00 O O O O O M 0 O O O O O O pip O O N yj W R Y 0 F M O O O O1 0% N O O O m 01 N O O O N N N U N ¢ N N �p OO 00 OO 00 Y O F Oq N �' O O O Li �4 ? OO O O O 00 M M N Q m O H 0 F- W OJ U U I Q it O) O H 0 � V fO O � G O C v C O u a w C cc y w L Cc c z o O Q v W Q fn a c d } 3 � C LL c� r cc d 7 Z i o 0 0 0 3 r v V m �n .- �n coLn Ln bc N vi O C y Q m H m 00 O M O t0 r N N m m a FUND: 432 ROADWAY IMPACT FEE DESCRIPTION The Roadway Impact Fee program is designated to support future growth of population and commercial roadway demands while keeping bond supported programs to a minimum. Impact funds must be used within ten years of collection date. Projects must meet requirements laid out in the impact fee study, including expanding roadway capacity by adding new roads or widening existing roads and funds must be spent in the area they are collected. The City is divided up into 4 separate roadway zones. PERFORMANCE INDICATORS Budget 2021-22 2022-23 f 2023-24 2024-25 Actual Actual J Estimate Budget Revenue Fees Investment Income Total Expenses City Supported Services Professional Services Total Over/ -Under $341,650 $191,018 $238,333 $200,000 4,087 28,498 25,621 27,650 $345,737 $219,516 $263,954 $227,650 $49,147 $102,495 $111,036 $100,000 3,338 0 5,417 5,000 $52,484 $102,495 $116,453 $105,000 $293, 252 $117, 020 $147, 501 $122, 650 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget will be set at $105,000 for any professional services or studies that need to be completed and to reimburse developers for road construction. Page 277 of 310 O < O i O o r N � M . M C M C M f m tU M f N M O !v! u 00 r m O N C V ry N o c O V O U O V N ^ V n n n Q o a IX rn n O n ID O V O^0 �D o .ti V V M c ' O ' O co ' O co CD R a N O f` M v a N N 0 O O Ln OD O G M �D N N M N O Lq n a V1 14 Ol Ln a 0 O ID 'i ff4 O 0 N W4 rl O m N LM M N f0 10 R N .� O O F HO F y 3 d � C N E C H fl 7 0) C O cc> `X > O N V. N W 10 c D: a v � CA 3 d � E o N OF O W N ri C Q > O C d a0 N f0 N N _ y3, U cc y m a a M d c O C y C yX = a Q u C f/1 D: G! M d E V c �? N a+ W E � E O. 'i v a L = O C G 0 CL N j C C 7 a LL c Z �j X. O N N LL .y N NCL O W M y -It V d x 6 r N 0. X M 3 C D W m LL W 0 N o� a O M 0 CO r` N N m f0 d iN O N M 00 O C0 C Ln N O N m O lL O p O 0 0 O O C m O O N L D O O 07 N N a a N en a v m en N O N OJ M V M M M rn N N 01 M M N co u O m en .A N N Ii L 0 LL 00 00 O Q O O N e-1 a-1 M N W O O A O O C 0 m O O N O O N N O N N H N a� a O Q O O N c-I rl m Q 01 O ~ ~ F N !_' 010 rl ? Oi Oi O Q � taD N rj e-0 R a v c m m F N G Ol (— � N Q O1 N W Vf N 3 a m 0 OF e°o u � a a � �o N V Q W d a ar c d U Y LL o< C v c ai 3 to OJ m N y Ma u d tW a 7 m ID rn N V 0 N 00 0 a N 0 N e•i M OC _C � N N N 00 W ro CL _ N `O Co y O. W a a N rn a o N N 01 N N N O •O m N Y o LL L 0 LL N M N O Q N 0 OO O O NbN b nn n N N N N Ism Irl N ^O 14 Im tO C T N� N m N O O O ID O t0 N I+ N N lnI n N h O) � C4 Ni N I 1 1 1 1 I N ONO O to N V1 M M n m 00 M O O 1lt v v ui m r C. M aO O M O O co N (D 0) m a a N O N ei M W O tkc L 9 L 0 O �L d a a N M N O N m V Vl U. t O LL Ln 13 d O O O N N p p O O G O Q O m O O O N d 00 Ln O c rl N Ln y M t N ID tnD ON) W N N 01 N m O ' V) V a a `) ID rl rl N Ln Ln ,+' 'A> N in O N O LM O M M Q N Ln N N O O d Op O M O O O O m O O O N Ln O 0 00 O F N .+�T' N W V O 000 O cq N V ri Q N N O 0 ~ O ~ H N Il O 1l N .4 09 Lo lA M) n v ri m a 0 a N 10 D)) T M N IA O F 0 N N 00 O c+> 6 FUND: 433 ROADWAY IMPACT FEE AREA 3 DESCRIPTION The Roadway Impact Fee program is designated to support future growth of population and commercial roadway demands while keeping bond supported programs to a minimum. Impact funds must be used within ten years of collection date. Projects must meet requirements laid out in the impact fee study, including expanding roadway capacity by adding new roads or widening existing roads and funds must be spent in the area they are collected. The City is divided up into 4 separate roadway zones. PERFORMANCE INDICATORS Budget 1 2021-22 2022-23 2023-24 2024-25 Actual Actual I Estimate J_ Budget Revenue Fees $204,433 $168,500 $335,833 $350,000 Investment Income 9,675 62,942 54,492 75,250 Total $214,108 $231, 442 $390, 325 $425, 250 Expenses Professional Services $3,338 $0 $5,417 $5,000 Projects 0 152,021 164,689 0 Total $3, 338 $152, 021 $170,106 $5,000 Over/ -Under $210, 770 $79, 421 $220, 219 $420, 250 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget will be set at $5,000 for any professional services or studies that need to be completed. Page 282 of 310 N O N '4 M W O of -0 O O o 0 O O 0 0 O O O N CL O V O p m 0 0 0 0 O N N 0 0 O O O O C O O N N Ln Vl V1 IN a y Ln^ N m a N a a a N PM a 'O m O I, O 1� n N N m e4 N N N m o �R O w t' a, O m O M u m O .--i 0 .6 %6 ailOi lz 00 N V 00 ti N p W M a s t00o� N M n O. N Ln m M M to w N r N IL 0 LL eT T O O m m O O O O O m N Y V7 O V m O O O O O m NU O 0 0 O O O Na 00 -4 Q o0 Oi 00 N G n m Ch i- 0000 co 0 0 0 0 0 0 0 0 O O N++ m 0 0 0 0 O O O O O O Q O O 00 O O O N N 7 Ln Ln N pO 8 0 O N Nm O N O O 0 Ln V1 Ln Ln O O Ln In M M F rn O O M rn O O Ln V1 V1 00 N ._ O O .--!-! 0 0 n n n M ry O O N N 0 0 oN N N G N 0 v 0 0 N O v Q N N N N 00 N rl 10 10 M N 4M1 Ln n O N .u1-I rl F N O O M M O O O O O M N O O V O m M O O Vf m rl o M M 0 0 N Q M n 0 t0 rl M mn M n N rf M � O N N N F m 10 « A 0 F d =y w w p 7 u c C O O. p a` a uxi O 07j n f � N M OC � m � H c 3c ar � E M C H C N oC w w o v w p >�> y ad Q w O O O W U N ; V1 N LL d M OC W Ty E CO ` a 0ij CL Q 7 O LU e ,n c w E M vu V o�c l7 m c r ono `m r w OC aaj L a m R d 4) L' C O C C L ccU V u z u d LL o p " c c > X 3 a M 3 > N V' •--I LL Q W M = M 00 (n = O. O O. O d M C y V V V y N X M M 6 a W m 0 ri O M O Cl) 00 N (3) co d a N O N Men co O OC C N d O � N m O W O O N o 'O p N p 0 O O •2 a Ln &A y m M a v N N N N m m O Ycn en N N N N O m W �0 m Ln O th m rn M iI 01 O LL O O M O V O N N O (0 a v N O N M O CC C N tea) 000 O C O C W N O 3 N C Q N 0 m d r CI a v N fn a v o r N N N O O rn ii N N fy v N k O 'p fn uN N U. L O LL N A .>_ N r v N t Q r f N r N f FC Y NY Q ( 000 O C fit O O C Ln O fn N C N L Y O M ' r N > Cn r C N N r N Q f6 r y Y O F N T N .>_ o N L' re) � O Q N Z C N O H O O NLA N n N e e o C1 01 ,It o+ GGo a O1 O n11 m O O O O O O 0 N N O O `f' Ln m `a C� 7 O a fn CO N N O N a a N O N M W O OA C % O O O N W O O O N a O O p O O co Q N a LM Ln a a N M 6 n N 01 N N 0) ID V O O N u y N to .•-� 00 [A 0 N•O^ V t0 e-I f0 n a LL V 0 LL ?"• O N O O O O G O to N Q 0 O O N m O M 0 O C N coO O n Ln CO O 0 F P 4 o � � NO O N p N Q O N O N Ln Ln a+ O ei rl H N r OL O LI! ~ M O r% p V rn N Q M en M Wf N 0 O F m r m a of W U Q NE GJ Ln N 'n W 0 0 \ CF O CC � u CC u W CC � Q M1 m C C LL u >• a+ � N W � Y a u r, O 00 o o O 00 3 m n n m N a O O OQ M C M 7 M 7 m LL V V 0 Co v O a 00 CD co N d CA (0 a FUND: 434 ROADWAY IMPACT FEE AREA 4 DESCRIPTION The Roadway Impact Fee program is designated to support future growth of population and commercial roadway demands while keeping bond supported programs to a minimum. Impact funds must be used within ten years of collection date. Projects must meet requirements laid out in the impact fee study, including expanding roadway capacity by adding new roads or widening existing roads and funds must be spent in the area they are collected. The City is divided up into 4 separate roadway zones. PERFORMANCE INDICATORS Budget 2021-22 2022-23 2023-24 2024-25 Actual Actual Estimate Budget Revenue Fees $0 $0 $0 $3,000 Investment Income 79 350 390 315 Total $79 $350 $390 $3, 315 Expenses Professional Services Total Over/ -Under $3,338 $0 $3,250 $3,000 $3, 338 $0 $3, 250 $3,000 -$3, 259 $350 -$2, 860 $315 PROGRAM JUSTIFICATION AND ANALYSIS The FY 2024-25 Budget will be set at $3,000 for any professional services or studies that need to be completed. Page 287 of 310 0 0 N M v 00 O a hC Ln _C -0a/ 0 0 O N W 0a 0 O O O W O ry O. O O O O M 2 m O M M C N iCL M m M M M a N 9a1 00 O O O O N N 0 0 Ol T O LA N p O M M N N Ln N ttD as m N M M M N u o• a LL L Q LL ol O O G� 01 O 01 N0 0 N 0 0 O n ry p a N N N FC 0 0 0 O O O O Na+ m O O O O O O O M •O N m O M M O O 0 O to en M r" M M r" a7 O F O Ln N !'' O 00 as O O as A O O O O Q a a p Q N M rn M fa O F N>. O m M 0 0 O Il N N Ul N N N _O ~ O M M M N u n n rn Lco n O a M M M N M N M M en OD 00 H � m a7 IL F F u FO- d 3 C N C a! C N i > C CL x fl � O � W � Q: c a v � 3 a, O W 0O U' K m> a 7 N a0 N H N l7 LL K C v }y Y a al d S O d C W a w E Mc 0 Cam^ c�c 5 a en .. ai E oe a m '" v E a, v Lcc a7 a v N C 0 LL N 06 ar u c z X 3 O O N c N 1L i V W M = M O O. O C N rnC y V V N W ti O as > O. M C cc W m LL 00 v N O N ti M O Cq C Ln �0) O O N Oa0 W N O o p N a CO0 M e" �L d a a N N N N O O O A u O C N N 0) N O u a` N LL L O LL N �' O O A > O C O N Q C N O O O N O O m O O N m M M f0 Y 0 r 0 M O W eb N Q) m d N O N M 00 O U Ln C N COI 000 O lL N G V1 = 0 m O N � a d a v N erf v a m N N Ol O OR O N N N NO a` vn LL L 0 W N & O CA ? O N L' O ¢ N Y N p � O M O O rQ N m A Y 0 r N 00 N N N u N ¢ m Y O r N > l0 N +' n •i � N ' N N ¢ m O r LM Ln W DD a a m M M m N N n n 0 O O N CD O) cm d a N O N e\i M W O 00 C .+ � N N m O O N YJ O O N a 7 O O a O p tG __II O N a Ml M a a N O N N N O O N N C7 O Ln N N jp N In ni u it N LL L O LL N T O O Cif O O O N Q C v 0 a W N (D 0) ca CL FUND: 609 LIBRARY FUND DESCRIPTION The purpose of the Library Advisory Board is to provide citizen input to the City of Schertz on Library policy and operation and to raise community awareness of the library and its services. The Library Advisory Board oversees various fund-raising activities including the operation of the Read Before Bookstore and book consignment sales with all proceeds providing supplementary funding for library materials, programs, projects and building enhancements. [Budget Revenue Fees Fund Transfers Investment Income Miscellaneous Total Expenses Supplies and Equipment Operating Expenses Capital Outlay Total Over/ -Under 2021-22 1 2022-23 2023-24 2024-25 Actual Actual Estimate Bud, et $18,292 $20,318 $20,000 $20,000 0 0 4,800 0 545 3,464 2,200 1,500 507 8 3 0 $19,344 $23,789 $27,003 $21,500 $5,457 $9,498 $6,200 $3,500 8,883 7,625 14,000 18,000 0 0 6,585 0 $14,340 $17,123 $26,785 $21,500 $5,004 $6,666 $218 $0 PROGRAM JUSTIFICATION AND ANALYSIS Revenues: Revenue for FY 2024-25 is expected to decrease $5,503 from the FY 2023-24 estimate with a withdraw from their fund balance. Expenses: The Library Fund's FY 2024-25 Budget will decrease $5,285 from the FY 2023-24 year-end estimate. Page 292 of 310 a 0 0 N rl '� \ m Oa CG C u1 '° O o 0 0 0 0 0 O O N Cl m 0 0 0 0 0 O O O O o c o 0 0 0 0 0 0 M N M 7 m N O 1�11 N l1 V07 I0 I0 l1 Q i p ri eM r-I rl rl a N N N N N a a N rn a v o 0 0 0 0 0 0 0 0 N N CI O O O N N O O O N O N N (U O O C)m 0 00 00 CO p C CO r1 O rl n r1t. N N a O V N N N N N V N LL V 0 LL N N N N 00 O ti C0 I� N ry) > '�+ w O m ul N O O O N N p a a-i N c-I IA n ti CC N Q N M r, N N N a F O O O O O O O O O NY CU m O O O O O O O O O m 'O 0 0 OO 0 O O O O Nm O C C N N N N N O~ N w N N N N F N Z n O m fl m M m M V1 N Q p .--I l0 CO M V P 'N-I N N t0° N ra O ni n9 N N n P e-i rl h e1 %D O H N> M W W m It N !- O O N O01 C0 V 'y % N O Ln W :3 01 G1 M p Q N Vl � m M m en CA a C O N m a� N N .�•1 �a-I ea-1 a) N F N N d a A m +• H I u 4) N C C Cl C N > C CL x a ix a)W Q 10 Q d 0 C m d C r Q E -I K m C C J C o w v o o N IC w c i E a M d Q F- d N W 3 C m W v C a ow�? C! E m c a. W wa E " o E ~ w a y v moac ^ ° > ° N N m C = Z N O CL ii Li 3 x W p C M 00 Ol M C CL CDN y m lD y V V V d W W O pq > a M C w W m LL W a N O N M O Oq C Ln Y N O O N m N O O W O O N Q 7 O M o o m N °- oN O a N a a N tea) O O ON N N N O O O •Q O O m N u a N N N U. 0 0 LL A 0 N N N LL ti 0 co v m a O M O W N 0) m m a a N O N e\i M O OO C N O 41 O O W C p O C O N CL m O N � .` a w a a N en N N N O O N p OO 000 A N d T a u U. 0 O W �o 0 v y c > N OI y CC m C L v h C C � (0 LL F O W ti 0 V m a O1 N N O f6 a a N O N N M Do O � N N W W N 0 7 O N CO L d d a a N M C M N N 0 N N N N O u a` N LL L O LL N M O N Q 0 N N � 00 M � N 3 O Op N— R 0 O r N N O N Q N M r N N 'i N V N Q 10 O r 0 o 0 On C Ll O 0' pOp O 0 O N N v o a � U7 rl I, 'T N a, - N Ol c-I rl N M O O O O O O o O O O O O M 01 N r, V] M In m N �4 N M 00 a0 w O M It N M M1 0 V1 V Ln c �n c O l N iLn t N ti 0 O Ln a O M O (D d7 N N O) c0 Q. a N O N ti M 00 O Cp C_ Ln N N m O O N 00. O O N 7 O N O CO.2 a W a a N N N �01 N O O M V M O N N Gl NO u a N U. L O V. .ti O a0 O O N Q 0 N o00 O O f!1 O O 0 N m N N 0 O r N O l^O. N u N Q A w O r N cn O .y 2 l0 O N p O Q N a+ O r Cq n Ln n rl Ln n rl O O O O O O O N G1 N n �O n m O 00 M N O M O a N O N N M Go O u Ln C O 'O Nap 000 O O O O O LY N Op, 0 0 O O O 3 O -O O O m m m Lr o � O N a L N 00 N d a a N CA O N N N 0 O 0 O O O O 0 O W LA N N N O Goo O -F N O O Ln 1't m N to V ID to y a N ti N LL L O LL N O O O N p O N M O O t p O v1 M lD 00 tf1 N P O O N m O O O O O 0 0 0 N 3 m O N O O O O N N 00 � n M M ti N Y O F O N N O N O N O O rn N i+ L' n N N N p a .--� M lD rl N A 0) n rl r O F N �' N: O N Cm O 00 .y ? N O C N O Ol p00 v M M a cmi cl N f6 Ln W -cr 14 O F m 0 0 o p yr O a co 7 n W 0 C X Mco a Da m > E J y o > O O v E E O LL c LL d N C ai p c a v° O m r cc N M N mo o co r, m n o �I 0 m M oo 00 � V) to tf1 ✓1 V1 o O o O o o O ti O m tL to �o O O ID co FUND: 615 HISTORICAL COMMITTEE MISSION STATEMENT To gather, preserve, and make available to the public historical information regarding people, places, and events that have contributed to the development of the City of Schertz. DESCRIPTION This function is funded from the Special Events Fund by a transfer. The Historical Committee reviews locations for possible historic value and distributes books about the history of Schertz. 2021-22 1 2022-23 2023-24 2024-25 Budget I Actual Actual Estimate Budget Revenue Fees $1,943 $199 $217 $1,000 Fund Transfers 13,863 9,161 11,646 10,750 Miscellaneous 0 2,244 3,250 2,500 Total $15,806 $11,603 $15,113 $14,250 Expenses Personnel Services $1,721 $3,558 $4,550 $6,350 Supplies and Equipment 1,393 3,680 3,618 7,000 Operating Expenses 0 423 542 500 Professional Services 0 1,500 1,733 400 Total $3,113 $9,161 $10, 443 $14, 250 Over/ -Under $12,693 $2,442 $4,670 $0 PROGRAM JUSTIFICATION AND ANALYSIS Revenues: Revenue for FY 2024-25 will remain at the same funding allocation as FY 2023-24. Expenses: The Historical Committee's FY 2024-25 Budget will increase slightly the FY 2023-24 estimate. Page 299 of 310 N 1 O N M O 00 Ln C �4) N O O O O N W O O O O N O. 3 O Lnt0/1 N Q N d •L d a v N N N N D 00 O N NN V N 0 .�-I Ln N lD N wl I mN c-I M Ln u o. N .a LL L 0 N fit � O O M M ry � Ol O1 N C N 0 N O O m O O N 7 O m 0 m 0 N N — O N R O 0 F N� Lncq�c, N > CO O M N ry O w a N O l0 0 Q e•I '-I N Oi N e7 Y O F ~ O a+ N V V ID O O Q Q cl cc N f0 c-I M f-I l/1 e-0 Y O O O o Ln L O N N N 14 rn M 'i N M aM 01 T � tl0 a M cq li 00 00 NI N � b N I N I N O O I O In IOfl O n n N rl e4 N rl rl N N 10 CD 01 ti O1 O1 N N 10 10 C 7 C N > y Y U O. O 0: �x �O N W C O W C 3 CL 0 x W M J Q V_ G ac d W v w Ix O d N m C > N N y H C cc a3+ E N V � V V e N E V s m V C w 11 LL N m -0 N 0 0 Y a a = v c a LL O Q CL 3 X V1 > N O f, N LL O CL O LU M t�0 y V V V N W tD OO M O d X M C O W m LL 0 r O_ M O CO L O N 13 d m N O O W og N O. O Nam O O p r .� d a a N N N N 0 b N O N O N N u d N LL V O LL N O O M > O. O N N Q C N++ O O m O O 'A V CDO O ca O O f0 a+ O r A O r N d d LL a i 0 � J LL V � N 0 o CD = O O m m u o O y L d u r1 LL ID Ln 0 m a O M N 0) m CL a N O N M 0\0 O OC N N O O O H m W O O O N O � n n 6 O p m O N o D. � a a N M 6 N N 01 rn O 00 O M 00 N O N m Lri V O Ln a p •0 tD t0 m N N LL V LL O O O O O N Q 0 NY O O O m O O O ry� p O O 0 N m O O O r N O 00 00 2O N to t00 N Q Ol Of m Y O r N O rl rm N Y Ln eM-1 W p Q n .--i O N � O tM N AI � Y O r � � v W i M W f0 N C — f0 N � V N CLN N N m C - C � - s N N � u IV a W c A r I- I- pp0 N � 00 Z �p L t u O d c c m V d u ti a+ K W O co L y� 0 c O O e000 3 0 00 CD 00 V Q�0 O N LO ti 0 U) a) O a O_ M a N O N M Go O Ln OC C O N N O O O N O O O W N C) = 0 a N 'O O p m O N a N N N N o. e N N N N O O Li O N O W N N .t 10 N d M M N u N U. L O LL N V a Cf CA ? M M rn N t O Of Qf O a N Y O O O N m O O O N 7 O 0 IA N m V1 N N A N N N 00 co co Y O r M Y N ll) Li 01 N u N N Ili O a N N N ti m Y O r N ?' O O P rl ? O O IA N a IA m � 0 r M 10 0 0 r r V1 W 7 W O E d c Q N C O c u 0 L J O a cu cr v v O u N 2 w = d 1+ N 3 u 9 a e � � c 9 LL C � 0 d n 01 Of t of w Y 2 � O O � 3 w v " u m > M W 3 � m ti 0 O co O M O M f0 a N �0! O � N � a N O o O O O O o O ON N C O C M � N N v v r a M O m O t0 M ri (,i O O w O M M m l a N N M ti N O O O 03 O O O CO O O C)cm-I O O O f" 14, to N N N O O O O O O O O 0 Ln 0 0 0 0 0 Ln N e-I 00 1I1 O 111 tD n N N �i M a -I O O M n O w O O 00 O1 O N O V1 tD V N e-1 M tD O O Ln O O N O O m O O n m N W O tD .i Ol N N rn N eri m Y a r- CC o V W '` W F G1 _ o v to ° d a o O a Nto c v m m CO c u 0 -0 v L 3 v > c O= Q O w a W to FFW � Cr L C C 3 w O V J a V C S ti N LO O i ti N N m r to m O O O O O ,� lD lD l0 1p l0 C m w if1 L1 to ILL l0 lD l0� lD l0 t0 O M O O M N CD co d Glossary Account A designation assigned to an accounting entry where a running total of all entries is kept. It is a grouping of assets, liabilities, reserves, retained earnings, revenues, or expenses. Accounting Standards The generally accepted accounting principles (GAAP) set by the Governmental Accounting Standards Board (GASB) that guide the recording and reporting of financial information. Accounts Payable A short term liability (less than one year) showing the amounts currently owed for goods and services received by the City. Accounts Receivable A short term asset (less than one year) showing the amount currently due to the City for goods and services provided. Accrual Accounting An accounting method in which revenues and expenses are recorded at the time they occur, rather than when cash is traded hands. Used for financial reports Ad Valorem Taxes Commonly referred to as property taxes. The charges levied on all real and certain personal property according to the property's assessed value and the tax rate. Used to support the General Fund and pay general obligation debt. Adopted Budget The budget as approved by the City Council. It sets the legal spending limits and funding sources for the fiscal year. Assessed Value A value set upon real estate or other property as a basis for levying property taxes. For the City of Schertz, the Appraisal Districts of Bexar, Comal, and Guadalupe Counties are responsible for assessing property values. Asset Resources of the City that cover liability obligations. Bad Debt Expense This expense is used to recognize the City's estimated amount of uncollectable revenue. Balanced Budget A budget where current revenues meet or exceed current expenses resulting in a positive fund balance at the end of the fiscal year. Bond Are a long term debt issued by the City to pay for large capital projects such as buildings, streets, and water/sewer system improvements. Budget Calendar The schedule of key dates used as a guide to complete various steps of the budget preparation and adoption processes. Page 305 of 310 Glossary Capital Improvements Expenditures for the construction, purchase, or renovation of City facilities or property. Capital Outlay Purchase of property or equipment greater than $5,000 which will be added to the City's fixed assets. Cash Currency on hand with the bank. Cash Basis An accounting method that recognizes revenues and expenses when cash enters or leaves the bank instead of when services are provided. Certificates of Obligation Tax supported bonds similar to general obligation bonds and can be issued after meeting strict publication requirements and council approval. Charter A document that establishes the city's governmental structure and provides distribution of powers and duties. In order to be implemented or changed it must be approved with a vote by the people City Council The elected governing body of the City, consisting of the Mayor and five (5) council members acting as the legislative and policy -making bod of the City. CRM Client Resource Management - a type of software for tracking dates, events, and clients. Debt Service Payments on debt made up of principle and interest following a set schedule. Delinquent Taxes Property taxes remaining unpaid after the due date. Delinquent taxes incur penalties and interest at rates specified by law. Department A functional group of the City with related activities aimed at accomplishing a major City service or program. Depreciation In accounting, this is a noncash expense that reduces the value of a capital asset over its expected useful life. Effective Tax Rate The rate that would produce the same amount of property taxes from the properties on the previous year's tax rolls. Enterprise Fund See Proprietary Fund. Expenditure Any payment made by the City. Page 306 of 310 Glossary Expense Any reduction in Fund Balance. Fiscal Year The time period designated by the City signifying the beginning and ending period for recording the financial transactions of the City. The City of Schertz' fiscal year begins each October 1st and ends the following September 30th. Fixed Assets Assets of a long-term character which are intended to be held or used, such as land, buildings, machinery, furniture, and equipment. FTE Full Time Equivalent (FTE) is a measure of employment of a position based on the total hours worked in a week versus the expected 40 hours of a full time employee. Fund A fiscal and accounting entity established to record receipt and disbursement of income from sources set aside to support specific activities or to attain certain objectives. Each fund is treated as a distinct fiscal entity where assets equal liabilities plus fund balances. Fund Balance The difference between fund assets and fund liabilities of governmental and trust funds. Fund Equity The difference between assets and liabilities of any fund. General Fund The major fund in most governmental entities. It contains many activities associated with municipal government, such as police and fire rescue, libraries, parks and recreation. General Obligation Bonds A municipal bond backed by property taxes Goals Department/Division objectives intended to be accomplished or begun within the coming fiscal year. Governmental Fund Funds, or specific groups of revenues and expenses, including the General Fund, Special Revenue Funds, Capital Project Funds, and Debt Service Funds. Home Rule City Cities which have over 5,000 in population and have adopted home rule charters. I&S Interest and Sinking - The portion of the property tax that goes to pay debt issued by the City Interest & Sinking Fund See Debt Service Fund. Page 307 of 310 Glossary Interfund Transfers Transfer made from one City fund to another City Fund for the purpose of reimbursement of expenditures, general and administrative services, payments -in -lieu of taxes, or debt service. Intergovernmental Revenues Revenues from other governments in the form of grants, entitlements, shared revenues, or payments -in -lieu of taxes. Service contracts? Liability Debt or other legal obligations arising out of transactions in the past that must be liquidated, renewed, or refunded at some future date. The term does not include encumbrances. LUE's Living Unit Equivalent, the amount of water in gallons per year that an average household would produce M&O Acronym for "maintenance and operations". (1) The recurring costs associated with a department or activity; (2) the portion of the tax rate that is applied to the General Fund. Mission The basic purpose of a department/division - the reason for its existence. Mixed Beverage Tax A tax imposed on the gross receipts of a licensee for the sale, preparation, or serving of mixed beverages. Modified Accrual basis Method of governmental accounting recognizes revenues when they are measurable and available and expenditures when goods or services are received with the exception of principal and interest on long term debt. Operating Budget Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing activities of the City are controlled. Operating Expenses Proprietary Fund expenses related directly to the Fund's primary activity. Ordinance A formal legislative enactment by City Council. Payment -in -lieu of Taxes A payment made to the City in lieu of taxes. These payments are generally made by tax exempt entities for which the City provides specific services. For example, the City's Water & Sewer Fund provides this payment to the City's General Fund because of the Water & Sewer Fund's exemption from property taxation. Page 308 of 310 Glossary Proprietary Fund Also referred to as Enterprise Fund. A governmental accounting fund in which services are provided, such as water and sewer service, are financed and operated similarly to those in a private business. The intent is that the costs of providing these services be recovered through user charges. Resolution A special or temporary order of the City Council. Requires less formality than an ordinance. Retained Earnings An equity account reflecting the accumulated earnings of a proprietary fund. Revenue Bonds Bonds whose principal and interest are payable exclusively from earnings of a proprietary fund. Special Revenue Fund Accounts for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. Tax Base The total net taxable value after exemptions of all real and personal property in the City. Tax Levy The result of multiplying the ad valorem property tax rate per one hundred dollars times the tax base. Tax Rate The rate applied to all taxable property to general revenue. The City's tax rate is comprised of two components; the debt service rate, and the maintenance and operations (M&O) rate. Tax Roll The official list showing the amount of taxes levied against each taxpayer or property. See also Tax Base. Taxes Compulsory charges levied by a government to finance services performed for a common benefit. TMRS The Texas Municipal Retirement System provides retirement plans to its member cities. Each city selects its own plan and its contributions are computed on each individual city's plan and actuarial information. Transmittal Letter A general discussion and overview of the proposed budget as presented in writing by the City Manager to the City Council Unencumbered Balance The amount of an appropriation that is not expended or encumbered. It is essentially the amount of money still available for future purchases. Page 309 of 310 Glossary User Charges The payment of a fee for direct receipt of a public service by the party who benefits from the service. Utility Fund See Proprietary Fund. Vision The desired optiumum state or ultimate goal of the City or Department. Page 310 of 310 CITY OF SCHERTZ CAPITAL IMPROVEMENT PROJECTS FY 2024-25 SCHHERTZ TABLE OF CONTENTS Leadership 3 Capital Improvement Project Summaries 4 Water/Sewer 11 Drainage 124 Streets 151 Park, Recreation, and Community Services 232 Facilities 245 CITY OF SCHERTZ 2 LEADERSHIP CITY COUNCIL MAYOR Ralph Gutierrez MAYOR PRO-TEM Michelle Watson COUNCILMEMBER Mark Davis COUNCILMEMBER Paul Macaluso COUNCILMEMBER Tiffany Gibson COUNCILMEMBER Robert Westbrook COUNCILMEMBER Allison Heyward COUNCILMEMBER Tim Brown CITY SECRETARY Sheila Edmondson DEPARTMENT HEADS EXECUTIVE MANAGEMENT CITY MANAGER Steve Williams DEPUTY CITY MANAGER Brian James ASSISTANT CITY MANAGER Sarah Gonzalez POLICE CHIEF James Lowery FIRE CHIEF Greg Rodgers EMS CHIEF Jason Mabbit CITY OF SCHERTZ DIRECTOR OF ECONOMIC DEVELOPMENT Scott Wayman DIRECTOR OF ENGINEERING Kathy Woodlee DIRECTOR OF FINANCE James Walters DIRECTOR OF HUMAN RESOURCES Jessica Kurz DIRECTOR OF INTERNAL SERVICES Dawniecia Hardin DIRECTOR OF LIBRARY SERVICES Melissa Uhlhorn DIRECTOR OF PARKS AND RECREATION Lauren Shrum DIRECTOR OF PLANNING AND COMMUNITY DEVELOPMENT Lesa Wood DIRECTOR OF PUBLIC AFFAIRS Linda Klepper DIRECTOR OF PUBLIC WORKS Larry Busch 9 • 11 i ! 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