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Agenda CC 10/25/2016
"City q( Chulce' CITY COUNCIL MEETING CIBOLO MUNICIPAL BUILDING 200 S. MAIN October 25, 2016 6:30 P.M. Agenda Call to Order 2. Roll Call and Excused Absences Invocation 4. Pledge of Allegiance 5. Citizens to be Heard — This is the only time during the Council Meeting that a citizen can address the City Council. It is the opportunity for visitors and guests to address the City Council on any issue to include agenda items. All visitors wishing to speak must fill out the Sign In Roster prior to the start of the meeting. City Council may not debate any non -agenda issue, nor may any action be taken on any non -agenda issue at this time, however, City Council may present any factual response to items brought up by citizens. (Attorney General Opinion — JC -0169) (Limit of three minutes each.) 6. Public Hearing A. The Cibolo City Council will hold a Public Hearing to hear public testimony regarding an update to the City of Cibolo Master Plan. B. The City of Cibolo City Council will conduct a public hearing to hear public testimony regarding the rezoning of 3 acres located at 750 North Main Street from the current zoning of Retail/Office (C-3) to General Commercial (C-4). C. The City of Cibolo City Council will conduct a public hearing to hear public testimony regarding the rezoning of 1.86 acres located at the Northwest corner of FM 1103 and Schneider Drive from the current zoning of Light Industrial (I-1) to Retail/Office (C-3). 7. Presentation A. Presentation of a 5 Year Award to Frankie Graham for his faithful and dedicated service to the City of Cibolo from 2011 to 2016. B. Presentation of a 15 Year Service Award to Lee Perry for his outstanding service to the City and for making Cibolo the "City of Choice". Consent Agenda — Consent Items (General Items) (All items listed below are considered to be routine and non -controversial by the council and will be approved by one motion. There will be no separate discussion of these items unless a Council member so requests, in which case the item will be removed from the consent agenda and will be considered as part of the order of business.) A. Approval of the minutes of the Regular City Council Meeting held on October 11, 2016. B. Approval of the August 2016 Check Register pending final acceptance of the City's financial audit for the 2015/2016 Fiscal Year. C. Approval of the August 2016 Revenue and Expense Report pending final acceptance of the City's Financial audit for the 2015/2016 Fiscal Year. 9. Staff Updates/Discussion A. Drainage Department B. Street Department C. Utility Department D. Administration .0. Discussion/Action A. Discussion/Action on the removal, appointments and re -appointments to Planning and Zoning Commission, Board of Adjustments Commission, Capital Improvement Program (CIP), Charter Review Committee, Master Plan Committee, Youth Council and Cibolo Economic Development Corporation, Animal Advisory Board and all other Committees, Commissions and Boards. (Council) B. Discussion/Action and status report on Development of Action Plan, Metrics, and Best Practices as requested by the Mayor back in June 2016. (EDC Board) C. Discussion/Action and direction to staff to initiate voluntary annexation proceedings for certain real properties with expiring Non -Annexation Agreements located along the FM 1103 corridor. (Ms. Gonzalez/Mr. Klein) D. Discussion/Action on the review and confirmation of all upcoming special meetings and workshops and scheduling the time, date, and place of additional special meetings or workshops. 11. Ordinances A. Approval/Disapproval of an ordinance of the City of Cibolo, Texas to rezoning of 3 acres located at 750 North Main Street from the current zoning of Retail/Office (C-3) to General Commercial (C-4). (Mr. Klein/Ms. Gonzalez) B. Approval/Disapproval of an ordinance of the City of Cibolo regarding the rezoning of 1.86 acres located at the northwest corner of FM 1103 and Schneider Drive from the current zoning of Light Industrial (I-1) to Retail/Office (C-3). (Mr. Klein/Ms. Gonzalez) C. Approval/Disapproval of an ordinance of the City of Cibolo regarding the update to the Master Plan 4 by adopting the 2016 Cibolo Comprehensive Master Plan. (Mr. Klein/Ms. Gonzalez) 12. Adiournrnent This Notice of Meeting is posted pursuant to the Texas Government Code 551.041 - .043 on the front bulletin board of the Cibolo Municipal Building, 200 South Main Street, Cibolo, Texas which is a place readily accessible to the public at all times and that said notice was posted on, October 21, 2016 at 5:00 p.m. Peggy Cimies, TRMC City Secretary City of Cibolo Pursuant to Section 551.071 of the Texas Government Code, the City of Cibolo reserves the right to consult in closed session with its attorney and to receive legal advice regarding any item listed on this agenda. This facility is wheelchair accessible and accessible parking space is available. Request for accommodation or interpretive services must be made 48 hours prior to the meeting. Please contact the City Secretary at (210) 658-9900 or FAX (210) 658-1687. All cells phones must be turned off before entering the Council Meeting. I certify that the attached notice and agenda of items to be considered by the City Council was removed by me from the City Hall bulletin board on the day of 2016. ( Name and Title 3 'City of choice" CITY COUNCIL MEETING CIBOLO MUNICIPAL BUILDING 200 S. MAIN October 11, 2016 6:30 P.M. Minutes Call to Order — Meeting was called to order by Mayor Dunn at 6:3lpm. 2. Roll Call and Excused Absences — Council Present: Mayor Dunn, Councilwoman Schultes, Councilwoman Gebhardt, Councilman Gibbs and Councilman Weber; Council Absent: Councilman Garrett, Councilman Russell and Councilman Hogue. Councilman Weber made the motion to excuse the absence of all three members. Motion was seconded by Councilwoman Schultes. For: All; Against: None. Motion carried 4 to 0. Staff Present: City Manager Herrera, City Attorney Erkan, City Secretary Cimics, Assistant City Secretary Valdez, Finance Director Miranda, ED Director Luft, Fire Chief Niemietz, Police Chief Cox, Planning & Engineering Director Klein, Public Works Director Fousse, City Planner Gonzalez, Executive Assistant Rogers. Invocation — Invocation was given by the City Manager Mr. Herrera. 4. Pledge of Allegiance — All in attendance recited the Pledge of Allegiance. Citizens to be Heard — This is the only time during the Council Meeting that a citizen can address the City Council. It is the opportunity for visitors and guests to address the City Council on any issue to include agenda items. All visitors wishing to speak must fill out the Sign In Roster prior to the start of the meeting. City Council may not debate any non -agenda issue, nor may any action be taken on any non -agenda issue at this time, however, City Council may present any factual response to items brought up by citizens. The following individuals signed up to be heard: Mr. Nicholas Sherman lives in Turning Stone Subdivision and is running for Board of Directors Green Valley Water. He introduced himself and hope to get the support of the Cibolo voters in the November 81h elections. Mr. Melvin Hicks spoke on the problem with the road on Main Street with the railroad crossing. Felt it was in need of immediate repair before someone gets hurt. Maggie Titterington from The Chamber spoke and stated we had a good Meet the Candidate Night in Cibolo. She also spoke in favor of the Brighter Future Learning Center. Public Hearing A. The Cibolo City Council will conduct a Public Hearing to hear public testimony regarding the assignment of permanent zoning from Agricultural Homestead (AG) to General Commercial (C-4) for four (4) acres, along the westbound IH -10 frontage and immediately east of Santa Clara Road. City Planner Ms. Gonzalez gave a overview of this item to the City Council. Mayor Dunn opened the Public Hearing at 6:45pm. No one spoke and the Public Hearing was closed by Mayor Dunn at 6:46pm. B. The City of Cibolo City Council will conduct a public hearing to hear public testimony regarding the assignment of permanent zoning from Agricultural Homestead (AG) to Manufactured Home (MH -1) for one (1) acre of a 39 acre parent track located along the west side of Haeckerville Road between Lower Seguin Road and Bolton Road. Ms. Gonzalez gave a briefing on this item to council. Mayor Dunn opened the Public Hearing at 6:49pm. No one wish to speak and the Mayor closed the Public Hearing at 6:50pm. C. The City of Cibolo City Council will conduct a public hearing on the termination of a Public Improvement Agreement by and between the City of Cibolo and Sparrow Real Estate Services, Inc. for the development of the Koehler Tract and Veazey/Redhage Tract. Director of Planning and Engineering Mr. Klein briefed council on this item. Mayor Dunn opened the Public Hearing at 6:52pm. Mr. Sparrow spoke and stated that he did not oppose the termination of the Public Improvement Agreement. No one else spoke and Mayor Dunn closed the Public Hearing at 6:53pm. Presentation A. Presentation of Certificate of Achievement for Excellence in Financial Reporting. Ms. Miranda the Finance Director was presented with the Certificate of Achievement for Excellence in Financial Reporting by Mayor Dunn and City Manager Herrera. Both the City Manager and the Mayor thanked Ms. Miranda and her staff for the excellent job they do every day for the City of Cibolo. Consent Agenda — Consent Items (General Items) (All items listed below are considered to be routine and non -controversial by the council and will be approved by one motion. There will be no separate discussion of these items unless a Council member so requests, in which case the item will be removed from the consent agenda and will be considered as part of the order of business.) A. Approval of the minutes of the Regular City Council Meeting held on September 27, 2016. Councilman Weber made the motion to approve the consent agenda. Motion was seconded by Councilman Gibbs. For: All; Against: None. Motion carried 4 to 0. 9. Staff Updates/Discussion A. Planning & Engineering Department B. Fire Department C. Court Department D. Administration Mr. Herrera informed the Council and all present at this meeting that the City of Cibolo was presented the Gold Scenic City Certification at the Texas Municipal League Conference in Austin. He thanked Ms. Gonzalez and Mr. Dale for the hard work they did to provide all the necessary paperwork and documents to the certification committee. Cibolo was one of only 30 cities in Texas that received this certification out of approximately 5600 cities. 10. Discussion/Action A. Discussion/Action on the removal, appointments and re -appointments to Planning and Zoning Commission, Board of Adjustments Commission, Capital Improvement Program (CIP), Charter Review Committee, Master Plan Committee, Youth Council and Cibolo Economic Development Corporation, Animal Advisory Board and all other Committees, Commissions and Boards. No appointments at this time. B. Discussion/Action on a building variance request from Brighter Futures Learning Center II. Mr. Klein informed the City Council that on this item they would be acting as the Board of Appeals. The item was briefed by both Mr. Klein and Fire Chief Niemietz. Ms. Williams of the Brighter Future Learning Center also spoke on the item. After listening to both staff and Ms. Williams the council decided to postpone this to give both staff and the Learning Center more time to see if they could come to a mutual agreement on the issue. C. Discussion/Approval of the Final Tax Roll Totals for 2016 as reported by the Guadalupe County Tax Assessor Collector. Councilman Weber made the motion to approve the Final Tax Roll Totals for 2016 as reported by the Guadalupe County Tax Assessor Collector. Motion was seconded by Councilwoman Schultes. For: All; Against: None. Motion carried 4 to 0. D. Discussion/Action on the review and confirmation of all upcoming special meetings and workshops and scheduling the time, date, and place of additional special meetings or workshops. Council went over the calendars for October and November 2016. Council also agreed to a ground breaking of the new Fire Station No. 1 for October 19`h at 10:00am. 11. Ordinances A. Approval/Disapproval of an ordinance of the City of Cibolo, Texas providing for the extension of the city limits by the annexation of land generally located along the westbound 114-10 frontage and immediately east of Santa Clara Road, containing 4 acres, and contiguous to the City of Cibolo corporate limits; granting to all future inhabitants of said land all of the rights and privileges of other citizens and binding said future inhabitants by all of the acts, ordinances, resolutions and regulations of the city. Councilwoman Gebhardt made the motion to approve the ordinance providing for the extension of the city limits by the annexation of land generally located along the westbound IH -10 frontage and immediately east of Santa Clara Road, containing 4 acres, and contiguous to the City of Cibolo corporate limits; granting to all future inhabitants of said land all of the rights and privileges of other citizens and binding said future inhabitants by all of the acts, ordinances, resolutions and regulations of the city. Motion was seconded by Councilman Weber. For: All; Against: None. Motion carried 4 to 0. B. Approval/Disapproval of an ordinance of the City of Cibolo, Texas providing for the extension of the city limits by the annexation of land generally located along the west side of Haeckerville Road between Lower Sequin Road and Bolton Road, containing 39 acres, and contiguous to the City of Cibolo corporate limits; granting to all future inhabitants of said land all of the rights and privileges of other citizens and binding said future inhabitants by all of the acts, ordinances, resolutions and regulations of the city. Councilman Weber made the motion to approve the ordinance providing for the extension of the city limits by the annexation of land generally located along the west side of Haeckerville Road between Lower Sequin Road and Bolton Road, containing 39 acres, and contiguous to the City of Cibolo corporate limits; granting to all future inhabitants of said land all of the rights and privileges of other citizens and binding said future inhabitants by all of the acts, ordinances, resolutions and regulations of the city. Motion was seconded by Councilman Gibbs. For: All; Against: None. Motion carried 4 to 0. C. Approval/Disapproval of an ordinance of the City of Cibolo, Texas concerning the assignment of permanent Agricultural Homestead (AG) zoning to General Commercial (C-4) for four (4) acres, along the westbound IH -10 frontage and immediately east of Santa Clara Road. Councilman Weber made the motion to approve the ordinance concerning the assignment of permanent Agricultural Homestead (AG) zoning to General Commercial (C-4) for four (4) acres, along the westbound IH -10 frontage and immediately east of Santa Clara Road. Motion was seconded by Councilwoman Schultes. For: All; Against: None. Motion carried 4 to 0. D. Approval/Disapproval of an ordinance of the City of Cibolo, Texas concerning the assignment of permanent Agricultural Homestead (AG) zoning to Manufactured Home (MH -1) for one (1) acre of a 39 acre parent track located along the west side of Haeckerville Road between Lower Sequin Road and Bolton Road. Councilman Weber made the motion to approve the ordinance concerning the assignment of permanent Agricultural Homestead (AG) zoning to Manufactured Home (MH -1) for one (1) acre of a 39 acre parent track located along the west side of Haeckerville Road between Lower Sequin Road and Bolton Road. Motion was seconded by Councilman Gibbs. For: All; Against: None. Motion carried 4 to 0. E. Approval/Disapproval of an ordinance of the City of Cibolo, Texas changing the date of City Council Meetings for the month of November and December 2016, Councilwoman Gebhardt made the motion to approve the ordinance changing the date of City Cotmcil Meetings for the month of November and December 2016. Motion was seconded by Councilman Gibbs. For: All; Against: None. Motion carried 4 to 0. 12. Resolutions A. Approval/Disapproval of a Resolution of the City Council of the City of Cibolo, Texas authorizing the City's Investment Officers to establish and maintain one or more accounts with Multi -Bank Securities, Inc. 4 Councilman Weber made the motion to approve the resolution authorizing the City's Investment Officers to establish and maintain one or more accounts with Multi -Bank Securities, Inc. Motion was seconded by Councilwoman Gebhardt. For: All; Against: None. Motion carried 4 to 0. B. Approval/Disapproval of a Resolution of the City Council of the City of Cibolo, Texas terminating a Public Improvement Agreement by and between the City of Cibolo and Sparrow Real Estate Services, Inc. for the development of the Koehler Tract and Veazey/Redhage Tract. Councilwoman Gebhardt made the motion to approve the resolution Texas terminating a Public Improvement Agreement by and between the City of Cibolo and Sparrow Real Estate Services, Inc. for the development of the Koehler Tract and Veazey/Redhage Tract. Motion was seconded by Councilman Gibbs. For: All; Against: None. Motion carried 4 to 0. C. Approval/Disapproval of a Resolution of the City Council of the City of Cibolo, Texas approving a Public Improvement Agreement between the City of Cibolo and 150 Investment Group, LTD, for the development of 210 acres of the Koehler Tract and Veazey/Redhage Tract. Councilman Weber made the motion to approve the resolution approving a Public Improvement Agreement between the City of Cibolo and 150 Investment Group, LTD, for the development of 210 acres of the Koehler Tract and Veazey/Redhage Tract. Motion was seconded by Councilwoman Schultes. For: All; Against: None. Motion carried 4 to 0. 13. Adjournment Councilman Weber made the motion to adjourn the meeting at 8:OOpm. Motion was seconded by Councilwoman Gebhardt. For: All; Against: None. Motion carried 4 to 0. PASSED AND APPROVED THIS 25TH DAY OF OCTOBER 2016. Allen Dunn Mayor ATTEST: Peggy Cimics, TRMC City Secretary 5 C/�Oii. - 0 21* C v # S " City of Choice" AP Check Register August 31, 2016 x 2 10/13/2016 City of Cibolo A/P Check Register Checks from 8/1/2016 to 8/31/2016 Net Check Check Check Check Date Vendor Name Amount Status 43622 8/2/2016 HILTON GARDEN INN LIVE OAK $ 250.00 R 43623 8/3/2016 FAIR, MICHAEL $ 825.98 R 43624 8/3/2016 FAIR, MICHAEL $ 102.16 R 43625 8/4/2016 41MPRINT, INC. $ 3,796.95 R 43626 8/4/2016 ATO Z RENTALS $ 782.10 R 43627 8/4/2016 ADVANCE BATTERY CO., INC, $ 305.67 R 43628 8/4/2016 AT&T MOBILITY,LLC $ 1,216.58 R 43629 8/4/2016 BEXAR WASTE $ 177,664.60 R 43630 8/4/2016 BLUETARP FINANCIAL, INC. $ 42.99 R 43631 8/4/2016 BRADZOIL, INC $ 66.98 R 43632 8/4/2016 C & C TIRES & WHEELS $ 10.00 R 43633 8/4/2016 CENTERLINE SUPPLY, LTD $ 601.50 R 43634 8/4/2016 CHRIS SOTO $ 288.00 R 43635 8/4/2016 CIBOLO CREEK MUMAUTHORITY $ 146,674.71 R 43636 8/4/2016 CIBOLO VOLUNTEER FIRE DEPARTME $ 18,789.12 R 43637 8/4/2016 COOPER EQUIPMENT COMPANY $ 88.33 R 43638 8/4/2016 DELISI COMMUNICATIONS, INC $ 5,200.00 R 43639 8/4/2016 DENTON,NAVARRO,ROCHA,BERNAL,H $ 2,714.58 R 43640 8/4/2016 DISH NETWORK $ 100.53 R 43641 8/4/2016 EMPLOYEESCREENIQ $ 187.55 R 43642 8/4/2016 FASTENAL COMPANY $ 214.45 R 43643 8/4/2016 GALLS, LLC $ 190.92 R 43644 8/4/2016 GREEN VALLEY SPECIAL UTILITY $ 831.83 R 43645 8/4/2016 GUY HART $ 570.00 R 43646 8/4/2016 HD SUPPLY CONST SUPPLY, LTD $ 227.97 R 43647 8/4/2016 JARVEON WILLIAMS $ 200.00 R 43648 8/4/2016 KAHLIG ENTERPRISES LTD $ 11.79 R 43649 8/4/2016 KELLER MATERIAL, LTD $ 383.20 R 43650 8/4/2016 KENNETH SCHULMEIER $ 720.76 R 43651 8/4/2016 LOCAL COMMUNITY NEWS, LLC $ 675.00 R 43652 8/4/2016 LOWER COLORADO RIVER AUTHORITY $ 327.26 R 43653 8/4/2016 MICHAEL G'S INC. $ 218.03 R 43654 8/4/2016 MUSTANG EQUIPMENT $ 602.60 R 43655 8/4/2016 MYGOV, LLC. $ 1,050.00 R 43656 8/4/2016 OFFICE DEPOT $ 134.96 R 43657 8/4/2016 PATHMARKTRAFFIC PRODUCTS OF T $ 2,743.37 R 43658 8/4/2016 POWERPLAN 018 $ 380.07 R 43659 8/4/2016 RIVER BIRCH WAY, LLC $ 79.95 R 43660 8/4/2016 S A SOUTHWEST TRAILERS, LTD $ 392.08 R 43661 8/4/2016 SCHERTZ CHAMBER OF COMMERCE $ 1,256.25 R 43662 8/4/2016 SILVERS PET AND FEED $ 74.98 R 43663 8/4/2016 SIPPEL TRUE VALUE $ 257.42 R 43664 8/4/2016 SITEONE LANDSCAPE SUPPLY, LLC $ 156.39 R 43665 8/4/2016 THE PITNEY BOWES BANK, INC $ 1,005.00 R 2 10/13/2016 Net Check Check Check Check Date Vendor Name Amount Status 43666 8/4/2016 TOLTEC STEEL PRODUCTS, LTD. $ 26.40 R 43667 8/4/2016 TYCO INTEGRATED SECURITY LLC $ 352.50 R 43668 8/4/2016 UNITED LABORATORIES, INC. $ 610.07 R 43669 8/4/2016 URGENT CARE 4 U $ 114.00 R 43670 8/4/2016 USABLUEBOOK $ 435.90 R 43671 8/11/2016 AMERICAN HERITAGE LIFE INS.CO. $ 226.44 R 43672 8/11/2016 ASPHALT PATCH ENTERPRISES, INC $ 534.24 R 43673 8/11/2016 AUTOZONE STORES, INC. $ 265.83 R 43674 8/11/2016 B.M. COPE, INC $ 5,540.00 R 43675 8/11/2016 CCMA $ 63,000.00 R 43676 8/11/2016 CENTERLINE SUPPLY, LTD $ 1,397.50 R 43677 8/11/2016 CENTERPOINT ENERGY $ 155.04 R 43678 8/11/2016 CHAPMAN REFRIGERATION, INC $ 423.50 R 43679 8/11/2016 CINTAS FIRST AID & SAFETY $ 286.58 R 43680 8/11/2016 CMC STEEL FABRICATORS, INC $ 441.49 R 43681 8/11/2016 COSTCO WHOLESALE $ 236.03 R 43682 8/11/2016 CPSENERGY $ 93.57 R 43683 8/11/2016 EMPLOYEESCREENIQ $ 16.25 R 43684 8/11/2016 FACILITY SOLUTIONS GROUP $ 16,820.00 R 43685 8/11/2016 FEDERAL EXPRESS CORP $ 74.50 R 43686 8/11/2016 FERGUSON WATERWORKS 41105 $ 513.82 R 43687 8/11/2016 FUELMAN $ 12,078.24 R 43688 8/11/2016 G & KSERVICES $ 1,244.24 R 43689 8/11/2016 GLENDA J. RECKER $ 68.34 R 43690 8/11/2016 GOVERNMENT FINANCE OFFICERS AS $ 95.00 R 43691 8/11/2016 GREEN VALLEY SPECIAL UTILITY $ 1.10 R 43692 8/11/2016 GULF COAST PAPER CO, INC $ 200.80 R 43693 8/11/2016 GUNN CHEVROLET, LTD $ 43.15 R 43694 8/11/2016 HD SUPPLY WATERWORKS,LTD. $ 252.50 R 43695 8/11/2016 HELPING HAND HARDWARE $ 498.55 R 43696 8/11/2016 HOME DEPOT CREDIT SERVICES $ 597.97 R 43697 8/11/2016 HUMANA DENTAL INSURANCE COMPAN $ 4,417.62 R 43698 8/11/2016 HUMANA INSURANCE COMPANY $ 59,728.73 R 43699 8/11/2016 HYDROPRO SOLUTIONS, LLC $ 91.00 R 43700 8/11/2016 INDUSTRIAL DISPOSAL SUPPLY $ 376.95 R 43701 8/11/2016 IRON MOUNTAIN MGMT INC. $ 92.03 R 43702 8/11/2016 KELLER MATERIAL, LTD $ 55.80 R 43703 8/11/2016 KENNETH SCHULMEIER $ 231.50 R 43704 8/11/2016 KUSTOM SIGNALS, INC $ 2,160.42 R 43705 8/11/2016 LANDMARK STRUCTURES I, LP $ 153,747.00 R 43706 8/11/2016 LINDA MENDOZA $ 44.05 R 43707 8/11/2016 LISA GONZALEZ $ 514.60 R 43708 8/11/2016 LLOYD GOSSELINK $ 23,296.27 R 43709 8/11/2016 LOWE'S COMMERCIAL SERVICES $ 1,157.87 R 43710 8/11/2016 MCCOY'S BUILDING SUPPLY $ 241.26 R 43711 8/11/2016 MCQUEENEY GUN CLUB $ 4,000.00 R 43712 8/11/2016 MICHAEL WEBB $ 45.00 R 3 10/13/2016 Net Check Check Check Check Date Vendor Name Amount Status 43713 8/11/2016 MONTYJ. MCGUFFIN $ 360.00 R 43714 8/11/2016 NAFECO, INC $ 1,551.07 R 43715 8/11/2016 NAPA AUTO PARTS $ 143.80 R 43716 8/11/2016 O'REILLY AUTO PARTS $ 265.71 R 43717 8/11/2016 OFFICE DEPOT $ 7,084.70 R 43718 8/11/2016 PATHMARKTRAFFIC PRODUCTS OF T $ 151.84 R 43719 8/11/2016 RESERVE ACCOUNT $ 1,000.00 R 43720 8/11/2016 SAM'S CLUB $ 599.58 R 43721 8/11/2016 SCHERTZ CHAMBER OF COMMERCE $ 72.00 R 43722 8/11/2016 SHEILA EDMONDSON $ 75.41 R 43723 8/11/2016 SOUTHERN NEWSPAPERS, INC $ 195.00 R 43724 8/11/2016 STANDARD INSURANCE CO. $ 2,141.51 R 43725 8/11/2016 SUPERIOR VISION OF TEXAS $ 766.46 R 43726 8/11/2016 TASC $ 2,367.21 R 43727 8/11/2016 TEXAS LIFE INSURANCE COMPANY $ 206.25 R 43728 8/11/2016 THE REINALT-THOMAS CORPORATION $ 217.50 R 43729 8/11/2016 TM RS $ 85,968.23 R 43730 8/11/2016 TOFF SPRAYED -ON BEDLINERS $ 299.00 R 43731 8/11/2016 ULINE $ 191.73 R 43732 8/11/2016 UNITED RENTALS $ 494.92 R 43733 8/11/2016 VICKREY & ASSOCIATES, INC. $ 749.28 R 43734 8/11/2016 WELLBORN TIRE GROUP, INC. $ 576.44 R 43735 8/17/2016 AIRGAS USA, LLC $ 26.77 R 43736 8/17/2016 AT&T $ 199.48 R 43737 8/17/2016 BENCHMARK $ 22.83 R 43738 8/17/2016 C & C TIRES & WHEELS $ 20.00 O 43739 8/17/2016 CALDWELL COUNTRY CHEVROLET $ 41,394.69 R 43740 8/17/2016 CALDWELL COUNTRY CHEVROLET $ 40,994.69 R 43741 8/17/2016 CANYON REGIONAL WATER AUTHORIT $ 262,130.22 R 43742 8/17/2016 CENTERLINE SUPPLY, LTD $ 1,060.70 R 43743 8/17/2016 CENTERPOINT ENERGY $ 60.47 R 43744 8/17/2016 CITI CARDS $ 5,255.69 R 43745 8/17/2016 CITY OF LIVE OAK $ 2,620.00 R 43746 8/17/2016 DANIEL RODRIGUEZ, LLP $ 642.47 R 43747 8/17/2016 DOCUMATION $ 423.00 R 43748 8/17/2016 DOCUMATION, INC. $ 95.00 R 43749 8/17/2016 G & KSERVICES $ 148.48 R 43750 8/17/2016 GLOBAL EQUIPMENT COMPANY $ 402.68 R 43751 8/17/2016 GOODYEAR AUTO SERVICE CENTER $ 616.12 R 43753 8/17/2016 GREGORY CROUCH $ 68.00 R 43754 8/17/2016 GT DISTRIBUTORS $ 1,308.70 R 43755 8/17/2016 GULF COAST PAPER CO, INC $ 810.92 R 43756 8/17/2016 GUY HART $ 510.00 R 43757 8/17/2016 HALFFASSOCIATES, INC $ 9,554.45 R 43758 8/17/2016 HEARST NEWSPAPERS, LLC $ 78.00 R 43759 8/17/2016 LEXISNEXIS RISK DATA MGMT, INC $ 137.50 R 43760 8/17/2016 LIANE A. GARRETT $ 320.07 R 4 10/13/2016 Check Check Date Vendor Name Net Check Amount Check Status 43761 8/17/2016 M & C FONSECA CONSTRUCTION CO. $ 89,077.50 R 43762 8/17/2016 MICHAEL G'S INC. $ 634.53 R 43763 8/17/2016 MISSION PLUMBING, HEATING, A/C $ 392.00 R 43764 8/17/2016 MUSTANG EQUIPMENT $ 8.96 R 43765 8/17/2016 NARDIS PUBLIC SAFETY $ 2,496.87 R 43766 8/17/2016 OFFICE DEPOT $ 68.46 R 43767 8/17/2016 PRESIDIO CONTRACTING, LLC $ 4,614.70 R 43768 8/17/2016 SILVERS PET AND FEED $ 199.90 R 43769 8/17/2016 STW,INC. $ 439.20 R 43770 8/17/2016 THE REINALT-THOMAS CORPORATION $ 959.00 R 43771 8/17/2016 VICKREY & ASSOCIATES, INC. $ 327.90 R 43772 8/23/2016 O.M. PERFORMANCE, INC. $ 4,040.00 R 43773 8/24/2016 CATALANO'S $ 75.00 R 43774 8/25/2016 ATO Z RENTALS $ 1,114.20 R 43775 8/25/2016 ADVANCE BATTERY CO., INC. $ 92.67 R 43776 8/25/2016 AFLAC $ 705.63 R 43777 8/25/2016 AT&T $ 166.33 0 43778 8/25/2016 AT&T M0BILITY,LLC $ 1,216.98 R 43779 8/25/2016 BRAUNTEX MATERIALS, INC. $ 2,481.40 R 43780 8/25/2016 BROWN & ORTIZ, P.C. $ 240.00 R 43781 8/25/2016 CDWG.COM $ 206.17 R 43782 8/25/2016 CENTERLINE SUPPLY, LTD $ 844.75 0 43783 8/25/2016 CHRIS SOTO $ 129.92 0 43784 8/25/2016 DATAPROSE, LLC $ 4,522.86 R 43785 8/25/2016 DE LAGE LANDEN PUBLIC FINANCE $ 1,332.67 R 43786 8/25/2016 DENTON,NAVARRO,ROCHA,BERNAL,H $ 12,555.51 R 43787 8/25/2016 ELISA F. MAREK $ 28.00 R 43788 8/25/2016 GARZA EMC $ 110,711.25 R 43789 8/25/2016 GAYLA ROBISON CONSULTING $ 2,600.00 0 43790 8/25/2016 HALFF ASSOCIATES, INC $ 11,431.62 R 43791 8/25/2016 HYDROPRO SOLUTIONS, LLC $ 2,944.55 R 43792 8/25/2016 JOHN DEERE FINANCIAL $ 336.64 R 43793 8/25/2016 KAESER & BLAIR,INC. $ 448.74 R 43794 8/25/2016 KRONOS INCORPORATED $ 1,380.50 R 43795 8/25/2016 MATHIS,JAYME/LIS $ 1,252.01 0 43796 8/25/2016 MCCREARY, VESELKA, BRAGG, ALLE $ 1,008.93 R 43797 8/25/2016 MICHAEL G'S INC. $ 583.66 R 43798 8/25/2016 NARDIS PUBLIC SAFETY $ 1,127.83 R 43799 8/25/2016 NESTLE WATERS NORTH AMERICA $ 77.80 0 43800 8/25/2016 OFFICE DEPOT $ 145.75 0 43801 8/25/2016 PATHMARK TRAFFIC PRODUCTS OF T $ 129.00 R 43802 8/25/2016 POLLUTION CONTROL SERVICES,INC $ 600.00 R 43803 8/25/2016 QRO MEX CONSTRUCTION CO.,INC. $ 148,925.70 0 43804 8/25/2016 RIO CIBOLO RANCH,INC. $ 607.90 R 43805 8/25/2016 SHARE CORPORATION $ 241.69 R 43806 8/25/2016 STREAKWAVE WIRELESS INC. $ 2,894.01 R 5 10/13/2016 Check Check Date Vendor Name Net Check Amount Check Status 43807 8/25/2016 TCEQ $ 111.00 0 43808 8/25/2016 THE PITNEY BOWES BANK, INC $ 500.00 0 43809 8/25/2016 TIME WARNER CABLE $ 2,384.88 0 43810 8/29/2016 VICTORIA JUAREZ $ 30.00 0 43811 8/31/2016 AARON AND CHRISTI EASTON $ 33.26 0 43812 8/31/2016 ACTION REALTY $ 85.38 0 43813 8/31/2016 ADVANCE BATTERY CO., INC. $ 49.97 0 43814 8/31/2016 ALEXANDER, ROXANNA $ 19.96 0 43815 8/31/2016 BARBIER, TRAVIS $ 51.04 0 43816 8/31/2016 BAXTER, LORNA $ 13.88 0 43817 8/31/2016 BIRDY PROPERTIES $ 6.47 0 43818 8/31/2016 BIRDY PROPERTIES $ 18.66 0 43819 8/31/2016 BIRDY PROPERTIES $ 19.77 0 43820 8/31/2016 BLEDSOE, LORI $ 44.92 0 43821 8/31/2016 BRADZOIL, INC $ 60.99 0 43822 8/31/2016 BRIAN AND TONYA LEWIS $ 44.40 0 43823 8/31/2016 BROWN EXCAVATION AND UTILITIES $ 375.43 0 43824 8/31/2016 BROWN, MONIQUE $ 43.37 0 43825 8/31/2016 C & C TIRES & WHEELS $ 10.00 0 43826 8/31/2016 CHITI, DENNIS/MARGARET $ 23.17 0 43827 8/31/2016 CITI CARDS $ 11,124.85 0 43828 8/31/2016 COOMBS-WALTERS, SANDRA NADINE $ 17.03 0 43829 8/31/2016 CUMBEE, TOBY $ 48.40 0 43830 8/31/2016 DENTON,NAVARRO,ROCHA,BERNAL,H $ 2,739.74 0 43831 8/31/2016 DISH NETWORK $ 100.53 0 43832 8/31/2016 DOCUMATION $ 260.00 0 43833 8/31/2016 GARZA, JUAN D $ 37.74 0 43834 8/31/2016 GONZOS TIRE SERVICE, LLC $ 25.00 0 43835 8/31/2016 GOODMAN, GARY $ 50.60 O 43836 8/31/2016 GULF COAST PAPER CO, INC $ 77.95 0 43837 8/31/2016 GUY HART $ 270.00 0 43838 8/31/2016 HD SUPPLY WATERWORKS,LTD. $ 65.75 0 43839 8/31/2016 HODGES, TORAINO $ 42.23 0 43840 8/31/2016 HOTEMA, ROBERTO $ 51.04 0 43841 8/31/2016 HYATT, BRADLEY S $ 42.18 0 43842 8/31/2016 INTECH SOUTHWEST SERVICES, LLC $ 47,840.00 0 43843 8/31/2016 JOE DAVALOS DBA TMA REALTY SER $ 22.75 0 43844 8/31/2016 JOHNSON, SHAVON $ 7.52 0 43845 8/31/2016 KENNETH SCHULMEIER $ 70.00 0 43846 8/31/2016 KNOX, MARKESHA M $ 19.24 0 43847 8/31/2016 KOHLER, DEAN $ 7.58 0 43848 8/31/2016 LEONARD, JUSTIN $ 22.93 0 43849 8/31/2016 LEVESQUE, ADRIANNA $ 20.41 0 43850 8/31/2016 LUCAS, THOMAS $ 33.28 0 43851 8/31/2016 M & C FONSECA CONSTRUCTION CO. $ 146,940.75 0 43852 8/31/2016 MACFARLANE, JEROME $ 37.16 0 43853 8/31/2016 MADDOX, SCOTT $ 267.51 0 6 10/13/2016 Check Check Date Vendor Name 106,373.37 R Net Check Amount Check Status 43854 8/31/2016 MILLER, JENNIFER $ 67.76 0 43855 8/31/2016 MILLETT,CRAYTINA $ 29.81 0 43856 8/31/2016 NARVESON, NICHOLAS $ 31.28 0 43857 8/31/2016 NATIVE AMERICAN CONTRACTING $ 359.41 0 43858 8/31/2016 NOBLE GROUP PROPERTIES $ 5.45 0 43859 8/31/2016 NORTH TEXAS TOLLWAY AUTHORITY $ 5.21 0 43860 8/31/2016 OASIS CO REALTORS $ 16.10 0 43861 8/31/2016 OASIS CO REALTORS $ 32.73 0 43862 8/31/2016 OCCUPATIONAL HEALTH CTR OF THE $ 125.50 0 43863 8/31/2016 OFFICE DEPOT $ 78.23 0 43864 8/31/2016 ONE CALL CONCEPTS, INC. $ 147.00 0 43865 8/31/2016 PARS], ARLENE $ 16.48 0 43866 8/31/2016 PATHLIGHT PROPERTY MANAGEMENT $ 24.97 0 43867 8/31/2016 PETERS, SHARON $ 9.40 0 43868 8/31/2016 PETTY CASH $ 70.88 0 43869 8/31/2016 RANDOLPH FIELD REALTY $ 12.01 0 43870 8/31/2016 RANDOLPH FIELD REALTY $ 12.01 0 43871 8/31/2016 RODNEY M. BURTON, INC. $ 135.00 0 43872 8/31/2016 SCHERTZ EMBROIDERY, LLC $ 118.47 0 43873 8/31/2016 SCHLIP, JULIE $ 43.81 0 43874 8/31/2016 SCHOOLS JR., FRED NEALE $ 22.49 0 43875 8/31/2016 SCULLY, GREG $ 84.44 0 43876 8/31/2016 SEGREST 11, GEORGE $ 20.67 O 43877 8/31/2016 SOUTHERN NEWSPAPERS, INC $ 130.00 0 43878 8/31/2016 SPITZER, SUSAN L $ 24.19 0 43879 8/31/2016 STUCKER, AMY $ 40.63 0 43880 8/31/2016 SUTTER, LINDA $ 43.81 0 43881 8/31/2016 THOMASTURFGRASS $ 75.00 0 43882 8/31/2016 THOMAS, STEVE $ 39.33 0 43883 8/31/2016 TUSCAN RESIDENTIAL AND INVESTM $ 45.00 0 43884 8/31/2016 UNITED RENTALS $ 328.00 0 43885 8/31/2016 VERIZON WIRELESS $ 469.08 0 43886 8/31/2016 WARREN, CECILE MARIE $ 27.81 0 43887 8/31/2016 WILLIAMS, ROBERT $ 28.30 O 43888 8/31/2016 WINN'S CONTINUING EDUCATION $ 90.00 0 43889 8/31/2016 YOUNG, FELICA $ 15.97 0 80516 8/5/2016 CITY OF CIBOLO WATER BILL $ 12,985.15 0 82916 8/29/2016 GUADALUPE VALLEY ELECTRIC $ 11,418.18 0 $1,861,451.80 Transfers and Electronic Pavments 8/5/2016 FUND 01 PAYROLLTRANSFER $ 106,373.37 R 8/5/2016 FUND 02 PAYROLL TRANSFER $ 28,997.37 R 8/5/2016 FUND 05 PAYROLL TRANSFER $ 6,883.77 R 8/5/2016 FUND 40 PAYROLL TRANSFER $ 10,728.46 R 8/5/2016 ICMA TRANSFER $ 255.00 R 8/5/2016 NATIONWIDE TRANSFER $ 1,000.00 R 7 10/13/2016 Check Check Date Vendor Name Net Check Amount Check Status 8/5/2016 CHILD SUPPORTTRANSFER $ 1,715.66 R 8/5/2016 PAYROLL TAX TRANSFER $ 55,680.31 R 8/19/2016 FUND 01 PAYROLL TRANSFER $ 109,910.52 R 8/19/2016 FUND 02 PAYROLL TRANSFER $ 28,377.70 R 8/19/2016 FUND 05 PAYROLLTRANSFER $ 6,932.55 R 8/19/2016 FUND 40 PAYROLLTRANSFER $ 10,779.08 R 8/19/2016 ICMATRANSFER $ 255.00 R 8/19/2016 NATIONWIDE TRANSFER $ 1,000.00 R 8/19/2016 CHILD SUPPORT TRANSFER $ 1,715.66 R 8/19/2016 PAYROLL TAX TRANSFER $ 57,282.38 R Transfer Totals $ 427,886.83 Grand Total M $ 2,289,338.63 10/13/2016 C ' 0 r T " City of Choice" Revenue and Expense Report August 31, 2016 Account Number Description ADOPTED REVISED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET GENERALFUND Beginning Fund Balance 4,909,604 5,642,869 5,642,869 General and franchise taxes 6,888,000 6,885,833 203,783 6,754,722 131,111 98.1% Permits and fees 2,101,000 2,186,183 217,076 2,114,346 71,837 96.7% Animal Control 13,800 18,125 1,922 17,126 999 94.5% Court and Alarm Permits 275,500 187,702 10,629 165,512 22,190 88.2% Interest and Miscellaneous 30,225 62,696 8,282 72,471 (9,775) 115.6% Parks and Grants 43,000 157,991 12,375 158,644 (653) 100.4% Intergovernmental and Transfers 440,756 443,612 45,166 403,444 40,168 90.9% Revenue Subtotal 9,792,281 9,942,142 499,233 9,686,265 255,877 97.4% Dept number: 40 CITY MANAGER 274,956 287,272 21,428 243,438 43,834 84.7% Dept number: 40 CITY MANAGER�HUMAN RESOURCES 125,721 121,207 8,671 95,107 26,100 78.5% Dept number: 41 COUNCIL 10,900 10,559 52 4,505 6,054 42.7% Dept number: 42 CITY SECRETARY 397,628 318,050 15,976 233,536 84,514 73.4% Dept number: 43 POLICE DEPARTMENT 3,592,998 3,545,078 267,304 2,994,584 550,494 84.5% Dept number: 44 MUNICIPALCOURT 188,065 179,464 15,099 156,357 23,107 87.1% Dept number: 45 COMMUNITY DEVELOPMENT SERVICES 926,918 912,564 60,809 716,371 196,193 78.5% Dept number: 46 PUBLIC WORKS 1,003,922 989,554 69,622 852,352 137,202 86.1% Dept number: 47 ANIMAL CONTROL 187,640 182,790 13,255 156,294 26,496 85.5% Dept number: 48 PARKS & FACILITY MAINTENANCE 685,120 612,630 46,219 520,431 92,199 85.0% Dept number: 50 FINANCE DEPARTMENT 370,287 384,697 17,650 307,339 77,358 79.9% Dept number: 51 INFORMATION TECHNOLOGY DEPT 336,147 360,831 66,890 247,135 113,696 68.5% Dept number: 53 FIRE DEPARTMENT 2,135,204 1,776,930 158,466 1,634,362 142,568 92.0% Dept number: 99 NON -DEPARTMENTAL 712,250 460,321 25,862 400,452 59,869 87.0% Expenditure Subtotal 10,947,756 10,141,947 787,302 8,562,262 1,579,685 84.4% Net Change (1,155,475) (199,805) (288,069) 1,124,003 (1,323,808) Fund number: 1 GENERAL FUND 3,754,129 5,443,064 6,766,872 2 10/13/2016 Account Number Description ADOPTED REVISED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET 3 10/13/2016 Beginning Fund Balance 173,524 298,127 298,127 Sales Tax 325,000 313,521 40,798 277,755 35,766 88.6% Interest Transfers and Misc 120,150 121,805 84 90,816 30,989 74.6% Revenue Subtotal 445,150 435,326 40,882 368,571 66,755 84.7% Dept number: 42 ECONOMIC DEVELOPMENT 449,027 531,594 28,980 473,469 58,125 89.1% Expenditure Subtotal 449,027 531,594 28,980 473,469 58,125 89.1% Net Change (3,877) (96,268) 11,902 (104,898) 8,630 Fundnumber: 05 ECONOMIC DEVELOPMENT FUND 169,647 201,859 193,229 3 10/13/2016 Account Number Description ADOPTED REVISED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET UTILITY FUND 4 10/13/2016 Beginning Fund Balance 2,627,340 3,320,199 3,320,199 Utility Services 9,288,918 9,920,978 969,755 8,791,394 1,129,584 88.6% Meter connections 43,950 24,413 675 18,492 5,921 75.7% Credit card fees 51,100 60,071 5,778 56,925 3,146 94.8% Interest Transfers and Misc 716,500 362,161 2,231 344,718 17,443 95.2% Revenue Subtotal 10,100,468 10,367,623 978,439 9,211,530 1,156,093 88.8% Dept number: 42 UTILITIES ADMINISTRATION 8,066,370 8,247,894 633,715 7,530,570 717,324 91.3% Dept number: 46 UTILITIES - OPERATIONS 1,034,922 1,004,843 109,141 831,282 173,561 82.7% Dept number: 99 UTILITIES - DEBTINON-DEPARTMENTAL 993,897 993,367 993,073 294 100.0% Expenditure Subtotal 10,095,189 10,246,104 742,856 9,354,925 891,179 91.3% Net Change 5,279 121,519 235,583 (143,395) 264,914 Fund number: 2 WATER & SEWER FUND 2,632,619 3,441,718 3,176,804 4 10/13/2016 Account Number Description DRAINAGE UTILITY DISTRICT ADOPTED REVISED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET 150,730 Beginning Fund Balance Utility Services Interest Transfers and Misc Revenue Subtotal Dept number: 46 DRAINAGE UTILITY DISTRICT Expenditure Subtotal Net Change Fund number: 40 DRAINAGE UTILITY DISTRICT ADOPTED REVISED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET 150,730 254,115 254,115 490,800 474,219 40,570 436,455 37,763 92.0% 253 36 295 (42) 116.5% 490,800 474,472 40,606 436,750 37,722 92.0% 490,339 514,216 29,654 408,507 105,709 79.4% 490,339 514,216 29,654 408,507 105,709 79.4% 461 (39,744) 10,952 28,243 (67,987) 151,191 214,371 282,358 5 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET GENERAL FUND REVENUES 01-31100-00-00 PROPERTYTAXES-CURRENT 4,695,000 4,671,591 3,134 4,690,129 (18,538) 100.4% 01-31120-00-00 DELINQUENT TAXES 15,000 17,875 903 11,985 5,890 67.1% 01-31130-00-00 PENALTY & INTEREST 15,000 15,616 758 13,535 2,081 86.7% 01-31140-00-00 SPECIAL ASSESSMENTS 2,500 1,281 - 1,264 17 98.7% 01-31200-00-00 SALES TAX 1,330,000 1,245,286 163,192 1,111,020 134,266 89.2% 01-31220-00-00 MIXED BEVERAGE TAX 7,500 18,791 - 15,309 3,482 81.5% 01-31310-00-00 FRANCHISEFEE- ELECTRIC 379,000 410,802 3,240 411,202 (400) 100.1% 01-31315-00-00 FRANCHISE FEE - PHONE 46,000 46,387 11,721 46,699 (312) 100.7% 01-31320-00-00 FRANCHISE FEE - CABLE 308,000 313,647 - 302,504 11,143 96.4% 01-31321-00-00 FRANCHISE FEE - CABLE(PEG) 62,000 62,329 - 60,501 1,828 97.1% 01-31325-00-00 FRANCHISE FEE - GAS 4,000 3,956 685 3,585 371 90.6% 01-31330-00-00 FRANCHISE FEE -GVSUD 24,000 48,272 - 43,484 4,788 90.1% 01-31335-00-00 DEL FRANCHISE FEE -GVSUD - 30,000 20,149 43,504 (13,504) 145.0% Subtotal 6,888,000 6,885,833 203,783 6,754,722 131,111 98.1% 01-32100-00-00 PLUMBING PERMITS 128,000 140,075 13,360 141,179 (1,104) 100.8% 01-32150-00-00 ELECTRICAL PERMITS 115,000 136,283 13,976 133,600 2,683 98.0% 01-32200-00-00 BUILDING PERMITS 165,000 134,512 16,093 133,075 1,437 98.9% 01-32250-00-00 BUILDING PERMITS - NEW HOME 782,000 859,968 84,720 819,816 40,152 95.3% 01-32255-00-00 SIGN PERMITS 8,500 5,805 545 5,890 (85) 101.5% 01-32270-00-00 SITE DEVELOPMENT FEES -BI 63,000 37,449 1,733 44,521 (7,072) 118.9% 01-32300-00-00 CONTRACTOR PERMITS 27,000 30,175 2,325 29,250 925 96.9% 01-32350-00-00 REINSPECTION FEES 130,000 159,500 16,950 147,600 11,900 92.5% 01-32400-00-00 SUBDIVISION PLAT FEES 58,000 56,273 3,240 45,692 10,581 81.2% 01-32425-00-00 PIAT RECORDING FEES 2,000 3,250 150 2,850 400 87.7% 01-32500-00-00 HEATING&A/C PERMITS 90,000 94,549 10,016 96,071 (1,522) 101.6% 01-32600-00-00 PLAN CHECKS 425,000 472,472 45,124 462,085 10,387 97.8% 01-32630-00-00 ZONING FEES 40,000 7,271 7,500 15,655 (8,384) 215.3% 01-32650-00-00 VARIANCE FEES - - 500 500 (500) 01-32655-00-00 CONSULTANT FEES 62,000 40,311 750 28,711 11,600 71.2% 01-32900-00-00 FOOD ESTABLISHMENT PERMIT 5,500 8,290 95 7,852 438 94.7% Subtotal 2,101,000 2,186,183 217,076 2,114,346 71,837 96.7% 01-33100-00-00 ANIMAL REGISTRATION 2,200 2,334 82 1,825 509 78.2% 01-33115-00-00 ANIMAL CONTROL DONATIONS 600 665 - 415 250 62.4% 01-33150-00-00 BOARDING FEES 1,500 2,425 30 1,815 610 74.8% 01-33200-00-00 IMPOUND FEES 3,000 3,780 745 3,570 210 94A% 01-33300-00-00 ANIMAL ADOPTION FEES 6,000 8,636 1,025 901 (425) 104.9% 01-33350-00-00 REIMBURSEABLEVETCOSTS 500 285 40 440 (155) 154A% Subtotal 13,800 18,125 1,922 17,126 999 94.5% 01-34100-00-00 FINES 200,000 126,288 7,251 109,655 16,633 86.8% 01-34105-00-00 WARRANT FEES 24,000 17,691 646 15,588 2,104 88.1% 01-34110-00-00 TIME PAY FEES 600 444 5 337 107 75.9% 01-34125-00 00 SUMMONS SERVICE BY OFFICER - 35 - 35 - 100.0% 01-34310-00-00 CASH OVERISHORT - 12 12 (0) 100.8% 01-34500-00-00 ADMIN FEES 9,000 5,514 - 4,402 1,112 79.8% 01-34510-00-00 COURT SECURITY FEES 4,800 3,335 213 3,952 (617) 118.5% 01-34540-00-00 CREDIT CARD FEES 13,000 11,334 708 10,129 1,205 89.4% 01-34550-00-00 OMNI FEES - 1,970 (154) 994 976 50.5% 01-34555-00-00 JURYFEE - FAIL TO APPEAR - - - 102 (102) 01-34600-00-00 REPORTS AND OTHER 1,100 1,392 78 1,206 186 86.6% 01-34720-00-00 POLICE DONATIONS - - - 195 (195) 01-34900-00-00 ALARM FEES 23,000 19,687 1,882 18,906 781 96.0% Subtotal 275,500 187,702 10,629 165,512 22,190 88.2% 01-35100-00-00 INTEREST 14,400 46,193 6,234 53,206 (7,013) 115.2% 01-35150-00-00 UNREALIZED GAIN/LOSS ON INVESTMENT - (471) - (471) 0 100.1% 6 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET 01-35300-00-00 MISCELLANEOUS RECEIPTS 3,500 4,852 244 7,071 (2,219) 145.7% 01-35315-00-00 NSF FEES 100 175 - 146 29 83.4% 01-35335-00-00 CINGUtARTOWER RENTAL 9,225 9,227 769 8,458 769 91.7% 01-35340-00-00 TRAP RENTALS - 46 36 98 (52) 213.0% 01-35500-00-00 INSURANCE PROCEEDS 3,000 2,674 1,000 3,963 (1,289) 148.2% Subtotal 30,225 62,696 8,282 72,471 (9,775) 115.6% 01-36100-00-00 PARKIPAVILION RENTALS 10,000 9,428 820 8,569 859 90.9% 01-36105-00-00 MULTI -EVENT CENTER RENTAL 10,000 12,916 1,430 15,442 (2,526) 119.6% 01-36115-00-00 PARK DONATIONS - (75) - (75) 100.0% 01-36120-00-00 PARK DONATIONS/GRANTS 150 - 150 100.0% 01-36122-00-00 RESTRICTED DONATIONS - 5,000 - 6,805 (1,805) 136.1% 01-36129-00-00 GRANTS - POLICE DEPT 3,000 3,000 - 3,000 100.0% 01-36150-00-00 DEVELOPER PARTICIPATION - NORTEX - 100,000 - 100,000 - 100.0% 01-36300-00-00 PARK - BALLFIELD RENTAL 15,000 15,192 1,455 15,703 (511) 103.4% 01-36415-00-00 SALE OF ASSETS 5,000 12,000 8,670 8,670 3,330 72.3% 01-36420-00-00 SALE OF MATERIALS - 380 - 380 0 99.9% Subtotal 43,000 157,991 12,375 158,644 (653) 100.4% 01-38100-00-00 INTERGOVERNMENTAL-SCUCISD 170,000 169,967 21,250 162,917 7,050 95.9% 01-38110-00-00 INTERGOVTL-CITYOFSEGUIN 29,231 29,251 2,436 28,987 264 99.1% 01-38150-00-00 INTERGOVTL- CCMA ADMIN FEE 5,200 6,450 600 5,985 465 92.8% 01-38402-00-00 GARBAGE TRANSFERS 44,280 49,755 4,055 45,405 4,350 91.3% 01-38502-00-00 TRANSFER FROM UTILITY FUND 151,229 150,666 15,513 132,247 18,419 87.8% 01-38505-00-00 TRANSFER FROM EDC 6,000 6,000 500 5,500 500 91.7% 01-38538-00-00 TRANSFER FROM CHILD SAFETY 25,000 15,759 - 13,669 2,090 86.7% 01-38540-00-00 TRANSFER FROM DUD 9,816 15,764 812 8,734 7,030 55.4% Subtotal 440,756 443,612 45,166 403,444 40,168 90.9% Revenue Subtotal 9,792,281 9,942,142 499,233 9,686,265 255,877 97.4% 7 10/13/2016 Amount Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET CITY MANAGER 01-51010-40-00 SALARIES 190,230 197,045 15,240 170,002 27,043 86.3% 01-5101140-00 LONGEVITY 960 960 - - 960 0.0% 01-51012-40-00 CARALLOWANCE 9,000 9,500 850 8,650 850 91.1% 01-51015-40-00 OVERTIME 500 500 - - 500 0.0% 01-51016-40-00 PHONEALLOWANCE 1,380 1,755 190 1,565 190 89.2% 01-51020-40-00 UNEMPLOYMENT 360 342 - 342 - 100.0% 01-51030-40-00 SOCIAL SECURITY -MEDICARE 15,458 13,879 1,256 11,655 2,224 84.0% 01-51040-40-00 TMRS 24,956 25,861 1,981 22,266 3,595 86.1% 01-51060-40-00 HEALTH - LIFE INSURANCE 11,551 18,567 1,586 16,120 2,447 86.8% 01-51070-40-00 WORKERS COMPENSATION 591 523 36 461 62 88.2% Subtotal 254,986 268,932 21,139 231,062 37,870 85.9% 01-52610-00-00 CONTRACT SERVICES 700 711 - 700 11 98.4% 01-52620-00-00 PUBLICATIONS 100 230 78 208 22 90.4% O1-52630-40-00 CONFERENCE/IRAVEutRAINING 3,200 3,049 - 2,979 70 97.7% 01-52635-40-00 DUES, FEES AND LICENSES 3,300 3,325 - 3,275 50 98.5% 01-52710-40-00 PROFESSIONAL FEES 5,000 3,500 - - 3,500 0.0% 01-52820-40-00 TELEPHONE 1,000 414 38 376 38 90.9% Subtotal 13,300 11,229 116 7,538 3,691 67.1% 01-53210-40-00 OFFICE SUPPLIES 1,100 693 84 349 344 50.4% 01-53225-40-00 OFFICE MACHINERY/EQUIPMENT 500 423 - 373 50 88.2% 01-53230-40-00 OTHER SUPPLIES 500 1,376 - 971 405 70.6% 01-53240-40-00 POSTAGE 150 167 5 151 16 90.6% 01-53610AO-00 MEETING EXPENSE 2,500 2,982 83 2,994 (12) 100.4% Subtotal 4,750 5,641 173 4,838 803 85.8% 01-54900-40-00 NON CAPITAL OUTLAY 1$9,999 1,000 550 - - 550 0.0% Subtotal 1,000 550 - - 550 0.0% 01-58006-40-00 TRANSFER TO IT REPLACEMENT FUND 920 920 - - 920 0.0% Subtotal 920 920 - - 920 0.0% 0'9 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET CITY COUNCIL 01-52630-41-00 CONFERENCE TRAVEL 3,000 3,000 - 480 2,520 16.0% 01-52820-41-00 TELEPHONE 1,000 705 52 511 194 72.5% Subtotal 4,000 3,705 52 991 2,714 26.7% 01-53210-41-00 OFFICE SUPPLIES 300 300 - 289 11 96.2% 01-53215-41-00 PRINTING 500 509 - - 509 0.0% 01-53230A1-00 OTHERSUPPLIES 1,000 1,000 - 623 377 62.3% 01-53610-41-00 MEETING EXPENSE 3,500 3,498 - 1,555 1,944 44.4% 01-53620-41-00 YOUTH COUNCIL 1,000 969 - 669 300 69.1% 01-53760-41-00 AWARDS 600 578 - 378 200 65.5% Subtotal 6,900 6,854 - 3,514 3,340 51.3% S•r r• t 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET CITY SECRETARY 01-51010-02-00 SALARIES 129,270 120,747 6,774 100,646 20,102 83.4% 01-51011-42-00 LONGEVITY PAY 2,760 1,440 - - 1,440 0.0% 01-51015A2-00 OVERTIME 5,000 3,123 1,123 2,000 36.0% 01-51016-42-00 PHONE ALLOWANCE 720 720 60 660 60 91.7% 01-5102042-00 UNEMPLOYMENTTAX 360 342 - 342 - 100.0% 01-51030A2-00 SOCIAL SECURITY I MEDICARE 10,538 9,559 520 7,743 1,816 81.0% 01-51040A2-00 RETIREMENT 17,012 15,574 832 12,702 2,872 81.6% 01-5106042-00 HEALTH - LIFE INSURANCE 11,435 9,867 479 7,975 1,892 80.8% 01-51070-42-00 WORKERS COMPENSATION 403 345 24 332 13 96.3% Subtotal 177,498 161,717 8,690 131,524 30,193 81.3% 01-5261042-00 CONTRACT SERVICES 29,500 27,519 169 11,811 15,708 42.9% 01-5262042-00 PUBLICATIONS 2,200 1,939 - 1,303 636 67.2% 01-52625-42-00 ADVERTISING/LEGALNOTICES 6,500 6,486 1,647 5,047 1,439 77.8% 01-5263042-00 TRAVEL AND TRAINING 3,500 2,842 1,120 2,002 840 70.4% 01-52635-42-00 DUES AND FEES 9,000 9,299 - 7,396 1,903 79.5% 01-52680-42-00 LEGAL SERVICES 115,000 55,984 4,265 38,029 17,955 67.9% 01-5268142-00 LEGAL SERVICES -SPECIAL ITEMS 10,000 8,964 - 3,964 5,001 44.2% Subtotal 175,700 113,033 7,202 69,550 43,483 61.5% 01-53210-42-00 OFFICE SUPPLIES 2,000 1,805 30 885 920 49.0% 01-53230-42-00 OTHER SUPPLIES 3,500 3,412 27 1,467 1,945 43.0% 01-53240-42-00 POSTAGE 350 368 27 349 19 94.9% 01-53610-42-00 MEETINGS EXPENSE 700 589 - 159 430 27.0% 01-53640-42-00 ELECTION 27,000 26,727 - 20,527 6,200 76.8% 01-53750-42-00 SPECIAL EVENTS EXPENSES 7,500 7,500 - 7,537 (37) 100.5% 01-53751-42-00 PARKS COMMISSION EVENTS 2,500 2,019 - 1,538 481 76.2% Subtotal 43,550 42,420 84 32,462 9,958 76.5% 01-58006-42-00 TRANSFER TO IT REPLACEMENT FUND 880 880 - - 880 0.0% Subtotal 880 880 - - 880 0.0% 10 10/13/2016 Account Number Desaiplicn ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET POLICE DEPARTMENT - ADMINISTRATION 01-51010-43-00 SALARIES 142,458 142,560 11,481 122,455 20,105 85.9% 01-51011-43-00 LONGEVITY 1,080 2,280 - - 2,280 0.0% 01-51014-43-00 ON-CALL PAY - 120 120 - 100.0% 01-51015-43-00 OVERTIME 1,000 546 - 46 500 8.3% 01-51016-43-00 PHONEALLOWANCE 1,200 1,520 100 1,420 100 93.4% 01-51020-03-00 UNEMPLOYMENTTAX 360 192 - 192 (0) 100.1% 01-51030-43-00 SOCIAL SECURITY - MEDICARE 11,149 11,539 834 9,574 1,965 83.0% 01-5104043-00 RETIREMENT 17,999 19,127 1,409 16,330 2,797 85.4% 01-51060-43-00 HEALTH - LIFE INSURANCE 11,450 9,103 955 7,672 1,431 84.3% 01-51070-43-00 WORKERS COMPENSATION 426 1,265 26 352 913 27.8% Subtotal 187,122 188,252 14,805 158,161 30,091 84.0% 01-52610-43-00 CONTRACT SERVICES 68,275 68,275 2,096 57,832 10,443 84.7% 01-52620-43-00 PUBLICATIONS - DUES - FEES 1,000 1,000 - 500 500 50.0% 01-5263043-00 TRAVEL AND TRAINING 3,000 4,500 1,586 4,988 (488) 110.9% 01-52635-43-00 DUESANDFEES 4,000 4,000 107 3,548 452 88.7% 01-52710-43-00 PROFESSIONAL SERVICES 7,000 9,600 2,753 9,549 51 99.5% 01-52810-43-00 UTILITIES 32,500 32,500 2,872 29,715 2,785 91.4% 01-52820-43-00 TELEPHONE 18,345 18,345 2,001 18,628 (283) 101.5% Subtotal 134,120 138,220 11,414 124,761 13,459 90.3% 01-53090-43-00 UNIFORM REPLACEMENT 500 500 100 (3) 503 -0.7% 01-53210-43-00 OFFICE SUPPLIES 500 598 23 493 105 82.5% 01-53240-43-00 POSTAGE 250 375 - 51 324 13.6% 01-53250-43-00 OFFICERS EQUIPMENT - SUPPLIES 1,500 1,500 353 1,147 23.5% 01-5326043-00 CRIME PREVENTION SUPPLIES - (162) - (162) 0 100.2% 01-53410-43-00 BUILDING MAINTENANCE 12,000 12,000 2,944 9,313 2,687 77.6% 01-53455-43-00 VEHICLE FUEL 3,000 1,500 245 1,136 364 75.7% 01-53470-43-00 VEHICLE REPAIRS 1,200 1,200 11 366 834 30.5% 01-53610-43-00 MEETINGS EXPENSE 1,500 1,150 210 1,124 26 97.8% Subtotal 20,450 18,661 3,533 12,670 5,991 67.9% 01-55425-43-00 CREDIT CARD MACHINE FEES - - - 100 (100) 01-55743-43-00 PUBLIC SAFETY DISPATCH 172,000 172,000 13,333 146,667 25,333 85.3% 01-55744-43-00 CRIME VICTIMS LIAISON 30,000 30,000 - 25,000 5,000 83.3% 01-55770-43-00 JAIL COST 1,500 - - - - Subtotal 203,500 202,000 13,333 171,767 30,233 85.0% 01-58006-43-00 TRANSFER TO IT REPLACEMENT FUND 1,360 1,360 - - 1,360 0.0% Subtotal 1,360 1,360 - - 1,360 0.0% 11 10/13/2016 12 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET POLICE DEPARTMENT - ISD PROGRAM 01-51010-43-01 SALARIES 92,863 95,343 4,260 79,901 15,442 83.8% 01-51011-43-01 LONGEVITY 1,800 1,800 - - 1,800 0.0% 01-51013-43-01 CERTIFICATE PAY 1,040 1,060 80 920 140 86.8% 01-51015-43-01 OVERTIME 5,340 4,320 356 3,964 8.3% 01-51016-43-01 PHONEALLOWANCE 480 - - - 01-51020-43-01 UNEMPLOYMENT TAX 360 342 - 342 - 100.0% 01-51030-43-01 SOCIALSECURITY - MEDICARE 7,767 7,768 321 6,090 1,678 78.4% 01-51040-43-01 RETIREMENT 12,538 12,640 528 10,042 2,598 79.4% 01-51060-43-01 HEALTH - LIFE INSURANCE 11,372 11,349 946 9,930 1,419 87.5% 01-51070-43-01 WORKERS COMPENSATION 2,532 1,968 153 1,634 334 83.0% Subtotal 136,092 136,590 6,288 109,214 27,376 80.0% 01-52610-43-01 CONTRACT SERVICES 960 960 80 780 180 81.3% 01-5263043-01 TRAVEL AND TRAINING 2,500 2,500 - 1,733 767 69.3% 01-52820-43-01 TELEPHONE 960 960 76 760 200 79.1% Subtotal 4,420 4,420 156 3,273 1,147 74.0% 01-5309043-01 UNIFORM REPLACEMENT 1,500 1,500 - 82 1,418 5.5% 01-5325043-01 OFFICER'S EQUIPMENT - SUPPLIES 5,000 5,000 - 3,620 1,380 72.4% 01-5345543-01 VEHICLE FUEL 7,000 3,441 298 3,335 106 96.9% 01-5347043-01 VEHICLE REPAIRS 4,000 1,704 59 1,493 211 87.6% Subtotal 17,500 11,645 357 8,530 3,115 73.2% POLICE DEPARTMENT -RECORDS 01-51010-03-02 SALARIES 59,532 58,934 4,637 50,724 8,210 86.1% 01-5101143-02 LONGEVITY 1,320 1,320 - - 1,320 0.0% 01-51015-43-02 OVERTIME 1,500 1,057 57 1,000 5.4% 01-51020-43-02 UNEMPLOYMENTTAX 360 299 - 342 (43) 114.4% 01-51030-43-02 SOCIAL SECURITY - MEDICARE 4,770 4,590 339 3,722 868 81.1% 01-51040-43-02 RETIREMENT 7,700 7,561 564 6,279 1,282 83.0% 01-51060-43-02 HEALTH - LIFE INSURANCE 11,370 11,291 941 9,879 1,412 87.5% 01-51070-43-02 WORKERS COMPENSATION 182 208 11 189 19 91.0% Subtotal 86,734 85,260 6,493 71,193 14,067 83.5% 01-52630-43-02 TRAVEL AND TRAINING 1,400 1,353 259 1,335 18 98.7% Subtotal 1,400 1,353 259 1,335 18 98.7% 01-53090-43-02 CLOTHING 200 200 198 198 2 99.0% 01-53210-43-02 OFFICE SUPPLIES 6,000 5,925 568 5,925 - 100.0% 01-5324043-02 POSTAGE 2,000 1,097 93 828 269 75.5% 01-5328043-02 MINOR TOOLS AND EQUIPMENT 1,250 1,738 - 1,688 50 97.1% Subtotal 9,450 8,960 859 8,640 320 96.4% 01-55425-43-02 CREDIT CARD MACHINE FEES 400 300 36 285 15 95.0% Subtotal 400 300 36 285 15 95.0% v 12 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET POLICE DEPARTMENT - INVESTIGATIONS 01-5101OA3-03 SALARIES 219,977 224,505 16,984 194,987 29,518 86.9% 01-51011-43-03 LONGEVITY 3,720 3,720 - - 3,720 0.0% 01-51013-43-03 CERTIFICATE PAY 9,360 9,540 720 8,280 1,260 86.8% 01-51014-43-03 ON-CALL PAY 6,240 3,120 240 2,640 480 84.6% 01-51015-43-03 OVERTIME 12,250 11,554 - 5,342 6,212 46.2% 01-51016-43-03 PHONE ALLOWANCE 1,920 1,760 160 1,600 160 90.9% 01-51019-43-03 UNIFORM ALLOWANCE 2,000 2,000 - 2,000 - 100.0% 01-51020-43-03 UNEMPLOYMENTTAX 720 684 - 684 - 100.0% 01-51030-43-03 SOCIAL SECURITY - MEDICARE 19,543 18,669 1,306 15,189 3,480 81.4% 01-5104043-03 RETIREMENT 31,550 31,395 2,203 26,362 5,033 84.0% 01-51060-43-03 HEALTH - LIFE INSURANCE 22,780 22,603 1,906 19,802 2,801 87.6% 01-51070-43-03 WORKERS COMPENSATION 6,372 4,904 385 4,137 767 84.4% Subtotal 336,432 334,454 23,904 281,023 53,431 84.0% 01-52630-43-03 TRAVEL AND TRAINING 5,500 6,632 135 6,074 558 91.6% Subtotal 5,500 6,632 135 6,074 558 91.6% 01-53090-43-03 CLOTHING 2,000 1,308 349 1,074 234 82.1% 01-53210-43-03 OFFICE SUPPLIES 1,000 1,155 - 1,155 (0) 100.0% 01-53240-43-03 POSTAGE 200 - - 19 (19) 01-53250-43-03 OFFICER'S EQUIPMENT - SUPPLIES 12,000 10,797 1,323 10,552 245 97.7% 01-53280-43-03 MI NOR TOOLS AND EQUIPMENT 500 - - - - 01-53455-43-03 VEHICLE FUEL 10,000 4,651 1,063 4,088 563 87.9% 01-53470-43-03 VEHICLE REPAIRS 3,000 3,974 218 2,292 1,682 57.7% Subtotal 28,700 21,885 2,953 19,181 2,704 87.6% 01-5490043-03 NON CAPITAL OUTLAY $9,999 8,970 7,820 - 2,695 5,125 34.5% 01-54910-43-03 CAPITAL OUTLAY 19,613 19,761 - 19,761 (0) 100.0% Subtotal 28,583 27,581 - 22,456 5,125 81.4% 01-58006-43-03 TRANSFER TO ITREPLACEMENT FUND 1,660 1,660 - - 1,660 0.0% Subtotal 1,660 1,660 - - 1,660 0.0% POLICE DEPARTMENT - WARRANTS 01-5101043-04 SALARIES 45,440 46,154 3,436 39,924 6,230 86.5% 01-51011-43-04 LONGEVITY 600 600 - - 600 0.0% 01-51013-43-04 CERTIFICATE PAY 1,040 1,060 80 920 140 86.8% 01-51015-43-04 OVERTIME 2,450 4,926 3,059 1,867 62.1% 01-51016-43-04 PHONE ALLOWANCE 480 440 40 400 40 90.9% 01-51020-43-04 UNEMPLOYMENT TAX 180 171 - 171 - 100.0% 01-51030-43-04 SOCIAL SECURITY - MEDICARE 3,826 4,028 272 3,349 679 83.1% 01-51040-43-04 RETIREMENT 6,176 6,487 433 5,406 1,081 83.3% 01-51060-43-04 HEALTH - LIFE INSURANCE 504 5,613 473 4,904 709 87.4% 01-5107043-04 WORKERS COMPENSATION 1,247 965 75 804 161 83.3% Subtotal 67,123 70,444 4,809 58,937 11,507 83.7% 01-52630-43-04 TRAVEL AND TRAINING 1,000 979 - 839 141 85.6% Subtotal 1,000 979 - 839 141 85.6% 01-53090-43-04 CLOTHING 500 500 17 182 318 36.4% 01-53210-43-04 OFFICE SUPPLIES 200 162 103 140 22 86.5% 01-53250-43-04 OFFICERS EQUIPMENT - SUPPLIES 1,500 1,346 - 1,046 300 77.7% 01-5345543-04 VEHICLE FUEL 3,600 1,533 124 914 619 59.6% 01-53470-43-04 VEHICLE REPAIRS 2,000 1,815 - 1,087 728 59.9% Subtotal 7,800 5,356 244 3,369 1,987 62.9% 13 10/13/2016 14 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET POLICE DEPARTMENT -PATROL 01-51010-43-05 SALARIES 1,128,730 1,104,664 83,666 956,126 148,538 86.6% 01-51011-43-05 LONGEVITY 12,120 11,280 - - 11,280 0.0% 01-51013-43-05 CERTIFICATE PAY 27,240 27,800 2,320 24,840 2,960 89.4% 01-51015-43-05 OVERTIME 78,380 88,258 4,193 69,272 18,986 78.5% 01-5101643-05 PHONE ALLOWANCE 3,360 2,640 240 2,400 240 90.9% 01-5102043-05 UNEMPLOYMENTTAX 4,703 3,838 - 4,303 (465) 112.1% 01-5103043-05 SOCIAL SECURITY -MEDICARE 95,612 9208 6,755 78,428 14,570 84.3% 01-5104043-05 RETIREMENT 149,176 146,361 10,857 125,691 20,670 85.9% 01-51060-43-05 HEALTH - LIFE INSURANCE 122,781 11015 10,409 98,084 16,831 85.4% 01-5107043-05 WORKERS COMPENSATION 30,772 23,201 1,769 19,213 3,988 82.8% Subtotal 1,652,874 1,615,955 120,208 1,378,358 237,597 85.3% 01-52630-43-05 TRAVEL AND TRAINING 15,000 14,375 8,390 13,551 824 94.3% Subtotal 15,000 14,375 8,390 13,551 824 94.3% 01-53090-43-05 CLOTHING 17,000 17,000 5,521 16,303 697 95.9% 01-53210-43-05 OFFICE SUPPLIES 2,500 1,907 - 1,514 393 79.4% 01-53250-43-05 OFFICERS EQUIPMENT - SUPPLIES 67,600 67,600 10,163 53,148 14,452 78.6% 01-5325243-05 SWAT FUNDING 17,000 17,000 830 6,394 10,606 37.6% 01-53260-43-05 CRIME PREVENTION SUPPLIES 11,600 11,600 660 6,193 5,407 53.4% 01-5328043-05 MINOR TOOLS AND EQUIPMENT 500 500 12 387 113 77.5% 01-5343043-05 OFFICE EQUIPMENT MAINTENANCE 1,000 - - - - 01-53455-43-05 VEHICLE FUEL 42,000 40,220 7,272 36,625 3,595 91.1% 01-53470-43-05 VEHICLE REPAIRS 25,000 30,004 3,008 29,875 129 99.6% Subtotal 184,200 185,831 27,465 150,438 35,393 81.0% 01-54900-43-05 NON CAPITAL OUTLAY $9,999 17,700 17,700 - 600 10,810 38.9% 01-54910-43-05 CAPITAL OUTLAY 121,200 121,200 1,530 109,072 12,128 90.0% Subtotal 138,900 138,900 1,530 115,962 22,938 83.5% 01-58006-43-05 TRANSFER TO IT REPLACEMENT FUND 11,860 11,860 - - 11,860 0.0% Subtotal 11,860 11,860 - - 11,860 0.0% 01-59140-43-05 2014 LEASE PRINCIPAL 57,650 57,656 - 57,656 (0) 100.0% 01-5914143-05 EASE INTEREST 4,736 4,730 - 4,730 (0) 100.0% Subtotal 62,387 62,386 - 62,387 (1) 100.0% 14 10/13/2016 15 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET POLICE DEPARTMENT - TRAFFIC 01-51010-43-06 SALARIES 45,471 46,744 3,531 40,977 5,767 87.7% 01-51011-43-06 LONGEVITY 480 480 - - 480 0.0% 01-51013-43-06 CERTIFICATE PAY 1,040 1,060 180 1,170 (110) 110.4% 01-51015-43-06 OVERTIME 3,550 3,863 216 3,265 598 84.5% 01-51020-43-06 UNEMPLOYMENTTAX 180 171 - 171 - 100.0% 01-51030-43-06 SOCIAL SECURITY - MEDICARE 3,866 3,971 300 3,456 515 87.0% 01-51040-43-06 RETIREMENT 6,242 6,398 478 5,578 820 87.2% 01-51060-43-06 HEALTH - LIFE INSURANCE 5,684 5,637 473 4,927 710 8Z4% 01-51070-03-06 WORKERS COMPENSATION 1,261 972 76 813 159 83.7% Subtotal 67,774 69,296 5,255 60,358 8,938 87,1% 01-52630-43-06 TRAVEL AND TRAINING 1,000 750 - - 750 0.0% Subtotal 1,000 750 - - 750 0.0% 01-53090-43-06 CLOTHING 500 500 212 470 30 94.0% 01-53250-43-06 OFFICERS EQUIPMENT - SUPPLIES 2,000 2,000 625 1,642 358 82.1% 01-53280-43-06 MINOR TOOLS AND EQUIPMENT 250 250 - 150 100 60.2% 01-53455-43-06 VEHICLE FUEL 3,500 1,809 409 1,589 220 87.9% 01-53470-43-06 VEHICLE REPAIRS 1,500 1,500 - 1,419 81 94.6% Subtotal 7,750 6,059 1,246 5,270 789 87.0% 01-5490043-06 NON CAPITAL OUTLAY<$9,999 15,000 13,500 - 13,500 - 100.0% Subtotal 15,000 13,500 - 13,500 - 100.0% POLICE DEPARTMENT - K-9 PROGRAM 01-51010-43-07 SALARIES 92,432 97,375 7,149 84,919 12,456 87.2% 01-51011-43-07 LONGEVITY 1,440 1,440 - - 1,440 0.0% 01-51013-43-07 CERTIFICATE PAY 3,640 3,180 240 2,760 420 86.8% 01-51015-43-07 OVERTIME 4,980 6,576 997 4,706 1,870 71,6% 01-51020-43-07 UNEMPLOYMENTTAX 360 342 - 342 - 100.0% 01-5103043-07 SOCIAL SECURITY - MEDICARE 7,841 8,216 629 6,930 1,286 84.3% 01-51040-43-07 RETIREMENT 12,658 13,363 1,021 11,393 1,970 85.3% 01-51060-43-07 HEALTH - LIFE INSURANCE 11,400 11,329 946 9,909 1,420 87.5% 01-51070-43-07 WORKERS COMPENSATION 2,557 1,992 155 1,650 342 82.8% Subtotal 137,308 143,813 11,136 122,610 21,203 85.3% 01-5263043-07 TRAVEL AND TRAINING 2,000 2,000 - 357 1,643 17.8% 01-52635-43-07 DUES, FEES AND LICENSES 200 300 100 200 33.3% 01-5271043-07 PROFESSIONAL SERVICES 5,000 2,254 265 1,989 11.8% Subtotal 7,200 4,554 - 722 3,832 15.9% 01-5309043-07 CLOTHING 1,400 1,400 392 915 485 65.3% 01-53250-43-07 OFFICERS EQUIPMENT - SUPPLIES 2,000 2,000 53 1,097 903 54.8% 01-5328043-07 MINOR TOOLS AND EQUIPMENT 500 500 - 177 323 35.3% 01-53455-43-07 VEHICLE FUEL 6,000 6,233 1,424 5,851 382 93.9% 01-53470-43-07 VEHICLE REPAIRS 2,500 1,654 626 1,683 (29) 101.8% Subtotal 12,400 11,787 2,495 9.723 2,064 82.5% 15 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET MUNICIPAL COURT 01-5101044-00 SALARIES 67,297 65,541 5,144 56,477 9,064 86.2% 01-5101144-00 LONGEVITY 1,440 1,200 - - 1,200 0.0% 01-5101544-00 OVERTIME 1,600 1,620 620 1,000 38.2% 01-5102044-00 UNEMPLOYMENT -FAX 360 346 - 346 0 99.9% 01-51030-44-00 SOCIAL SECURITY - MEDICARE 5,381 5,203 390 4,326 877 83.1% 01-51040-44-00 RETIREMENT 8,687 8,416 626 7,045 1,371 83.7% 01-51060-44-00 HEALTH - LIFE INSURANCE 11,314 11,066 942 9,653 1,413 87.2% 01-51070-44-00 WORKERS COMPENSATION 206 224 12 205 19 91.7% Subtotal 96,285 93,616 7,114 78,670 14,946 84.0% 01-52420-44-00 JUDGE - PROSECUTOR 58,500 58,499 7,340 54,076 4,423 92.4% 01-52425-44-00 JURYFEES 1,200 1,200 - 712 488 59.3% 01-52610-44-00 CONTRACT SERVICES 16,600 13,548 - 13,781 (233) 101.7% 01-52630-44-00 TRAVEL AND TRAINING 1,600 1,597 - 1,143 454 71.5% 01-52635-44-00 DUES AND FEES 120 100 - 80 20 80.0% Subtotal 78,020 74,944 7,340 69,791 5,153 93.1% 01-53210-44-00 OFFICE SUPPLIES 1,800 1,800 339 1,459 341 81.0% 01-53215-44-00 PRINTING 1,000 770 - 414 356 53.8% 01-53225-04-00 OFFICE MACHINERY AND EQUIPMENT 3,000 2,995 - 2,795 200 93.3% 01-53240-44-00 POSTAGE 3,000 1,961 95 1,061 900 54.1% Subtotal 8,800 7,526 434 5,729 1,797 76.1% 01-55425414-00 CREDIT CARD MACHINE FEES 4,000 2,418 211 2,167 251 89.6% Subtotal 4,000 2,418 211 2,167 251 89.6% 01-58006414-00 TRANSFER TO IT REPLACEMENT FUND 960 960 - - 960 0.0% Subtotal 960 960 - - 960 0.0% 16 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET COMMUNITY DEVELOPMENT 01-51010-45-00 SALARIES 549,548 473,070 36,786 419,823 53,247 88.7% 01-51011-45-00 LONGEVITY 5,460 5,220 - - 5,220 0.0% 01-51015-45-00 OVERTIME 1,200 1,213 - 244 969 20.1% 01-51016-45-00 PHONE ALLOWANCE 3,120 2,820 240 2,580 240 91.5% 01-51020-45-00 UNEMPLOYMENTTAX 2,048 1,829 - 1,862 (33) 101.8% 01-5103045-00 SOCIAL SECURITY - MEDICARE 42,789 37,172 2,803 31,854 5,318 85.7% 01-51040-45-00 RETIREMENT 69,246 60,432 4,506 52,196 8,236 86.4% 01-5106045-00 HEALTH - LIFE INSURANCE 66,937 58,273 4,501 46,979 11,294 80.6% 01-5107045-00 WORKERS COMPENSATION 2,620 2,151 153 1,958 193 91.0% Subtotal 742,968 642,180 48,989 557,496 84,684 86.8% 01-5261045-00 CONTRACT SERVICES 19,000 15,370 1,050 12,803 2,567 83.3% 01-5261145-00 INSPECTION SERVICES CONTRACT 4,000 23,000 1,710 14,785 8,215 64.3% 01-52620-45-00 PUBLICATIONS 3,000 3,000 - 2,220 780 74.0% 01-52625-45-00 DUESANDFEES - - 207 334 (334) 01-52626-45-00 ADVERTISING/POSTAGE-DEV REIM 3,000 3,000 - - 3,000 0.0% 01-52630-45-00 TRAVEL AND TRAINING 7,500 13,200 775 9,999 3,201 75.7% 01-5263545-00 DUES AND FEES 5,000 3,800 - 2,408 1,392 63.4% 01-52700-45-00 ENGINEERING SERVICES - REIMS 50,000 50,000 541 35,099 14,901 70.2% 01-52710-45-00 PROFESSIONAL SERVICES 25,000 42,600 358 27,754 14,846 65.2% 01-5271545-00 ENGINEERING - MASTER PLAN - 46,344 3,822 25,688 20,656 55.4% 01-52820-45-00 TELEPHONE 4,000 4,000 325 3,225 775 80.6% Subtotal 120,500 204,314 8,788 134,313 70,001 65.7% 01-53090-45-00 UNIFORM REPLACEMENT 2,000 2,000 529 1,003 997 50.1% 01-53210-45-00 OFFICE SUPPLIES 2,000 2,000 417 1,744 257 87.2% 01-53215-45-00 PRINTING 650 650 - 456 194 70.1% 01-5322545-00 OFFICE MACHINERY AND EQUIPMENT 6,500 8,800 264 5,661 3,139 64.3% 01-5323045-00 OTHER SUPPLIES 600 600 - 56 544 9.4% 01-5324045-00 POSTAGE 1,200 1,200 33 271 929 2213% 01-53280-45-00 MINORTOOLSAND EQUIPMENT 500 500 - 340 160 68.0% 01-5345545-00 VEHICLE FUEL 9,350 9,350 1,083 5,550 3,800 59.4% 01-5347045-00 VEHICLE REPAIRS 5,000 5,000 61 789 4,211 15.8% 01-53610-45-00 MEETING EXPENSES 750 750 - 84 666 11.2% Subtotal 28,550 30,850 2,387 15,952 14,898 51.7% 01-5490045-00 NON -CAPITAL OUTLAY 1,800 1,801 - 1,801 (0) 100.0% 01-5491045-00 CAPITAL OUTLAY 24,000 24,000 - 24,000 H% Subtotal 25,800 25,801 - 1,801 24,000 7.0% 01-5542545-00 CREDIT CARD MACHINE FEES 6,500 6,819 646 6,808 11 99.8% Subtotal 6,500 6,819 646 6,808 11 99.8% 01-58006-45-00 TRANSFER TO IT REPLACEMENT FUND 2,600 2,600 - - 2,600 0.0% Subtotal 2,600 2,600 - - 2,600 0.0% 17 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET PUBLIC WORKS 01-5101046-00 SALARIES 465,609 476,225 34,704 403,179 73,046 84.7% 01-51011-46-00 LONGEVITY 4,704 4,514 - - 4,514 0.0% 01-51015-46-00 OVERTIME 3,250 7,570 - 5,004 2,566 66.1% 01-51016-46-00 PHONE ALLOWANCE 2,274 3,109 295 3,125 (16) 100.5% 01-51020-46-00 UNEMPLOYMENT TAX 2,587 2,590 - 2,586 4 99.9% 01-51030-46-00 SOCIAL SECURITY I MEDICARE 36,401 37,256 2,590 30,858 6,398 82.8% 01-51040-46-00 RETIREMENT 58,911 60,528 4,259 50,779 9,749 83.9% 01-51060-46-00 HEALTH - LIFE INSURANCE 83,567 76,308 5,230 59,581 16,727 78.1% 01-51070-46-00 WORKERS COMPENSATION 27,910 19,193 1,683 16,352 2,841 85.2% Subtotal 685,213 687,293 48,761 571,464 115,829 83.1% 01-52610-46-00 CONTRACT SERVICES 4,250 2,000 255 1,971 29 98.6% 01-52614-46-00 CONTRACT MAINTENANCE -SIGNALS 7,500 7,500 - 1,590 5,910 21.2% 01-52630-46-00 CONFERENCE/TRAVELl1RAINING 2,750 2,386 670 2,573 (187) 107.8% 01-52635-46-00 DUES, FEES AND PERMITS 500 500 - 325 175 65.0% 01-52720-46-00 ENGINEERING SERVICES 7,500 7,000 640 5,163 1,817 74.0% 01-52810-46-00 UTILITIES 4,000 6,600 737 6,284 316 95.2% 01-52815-46-00 STREET UGHTSfFRAFFIC SIGNALS - 3,088 396 2,479 609 80.3% 01-52820-46-00 TELEPHONE 450 414 31 297 117 71.6% Subtotal 26,950 29,488 2,729 20,700 8,708 70.2% 01-53090-46-00 UNIFORMS 8,000 7,125 439 6,751 374 94.7% 01-53095-46-00 SAFETY SUPPPLIES AND EQUIPMENT 2,000 1,277 - 715 562 56.0% 01-53210-46-00 OFFICE SUPPLIES 1,300 1,185 162 1,299 (114) 109.6% 01-53220-46-00 JANITORIAL SUPPLIES 200 200 - - 200 0.0% 01-53225-46-00 OFFICE MACHINERY AND EQUIPMENT 1,700 400 - 362 38 90.5% 01-53240-46-00 POSTAGE - 22 0 14 8 65.2% 01-53275-46-00 MAINTENANCE SUPPLIES - STREETS 90,000 90,000 11,091 85,389 4,611 94.9% 01-53277-46-00 RENTAL 4,000 1,563 - 172 1,391 11.0% 01-53280-46-00 MINOR TOOLS AND EQUIPMENT 3,500 1,835 224 1,497 338 81.6% 01-53410-46-00 BUILDING MAINTENANCE 2,000 1,500 - 916 584 61.1% 01-53440-46-00 MACHINERY MAINTENANCE 20,000 12,684 2,116 12,821 (137) 101.1% 01-53455-46-00 VEHICLE FUEL 30,000 21,899 3,540 19,837 2,062 90.6% 01-53470-46-00 VEHICLE REPAIRS 12,000 8,500 86 6,167 2,333 72.6% 01-53530-46-00 SIGNS MAINTENANCE 9,000 5,000 - 5,443 (443) 108.9% Subtotal 183,700 153,190 17,658 141,383 11,806 92.3% 01-54900-46-00 NON CAPITAL OUTLAY 49,999 13,400 14,227 474 14,188 39 99.7% 01-54910-46-00 CAPITAL OUTLAY 69,519 69,519 - 69,519 - 100.0% 01-54914-06-00 BUILDING IMPROVEMENTS - 10,697 10,697 0 100.0% 01-5493046-00 COMMUNICATION EQUIPMENT 4,100 4,100 - 4,100 100.0% Subtotal 87,019 98,543 474 98,504 39 100.0% 01-5914046-00 2014 LEASE PRINCIPAL 19,062 19,062 - 19,062 0 100.0% 01-59141-46-00 2014 LEASE INTEREST 1,238 1,238 - 1,238 (0) 100.0% Subtotal 20,300 20,300 - 20,300 (0) 100.0% 01-5800646-00 TRANSFER TO IT REPLACEMENT FUND 740 740 - - 740 0.0% Subtotal 740 740 - - 740 0.0% 1•e +• 1• 11 1 18 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET ANIMAL CONTROL 01-51010-47-00 SALARIES 88,799 89,423 7,293 76,521 12,902 85.6% 01-51011-47-00 LONGEVITY 840 840 - - 840 0.0% 01-51014-47-00 ON CALL PAY 3,120 3,240 240 2,760 480 85.2% 01-51015-47-00 OVERTIME 4,000 5,485 - 4,020 1,465 73.3% 01-51016-47-00 PHONEALLOWANCE 960 960 80 880 80 91.7% 01-51020-47-00 UNEMPLOYMENTTAx 495 647 - 540 107 83.5% 01-51030-47-00 SOCIAL SECURITY MEDICARE 7,475 7,547 567 6,280 1,267 83.2% 01-51040-47-00 RETIREMENT 12,172 10,094 687 8,620 1,474 85.4% 01-51060-47-00 HEALTH - LIFE INSURANCE 11,329 11,308 943 9,894 1,414 87.5% 01-51070-47-00 WORKERS COMPENSATION 2,665 2,167 127 1,376 791 63.5% Subtotal 131,855 131,711 9,937 110,892 20,819 84.2% 01-52610-47-00 CONTRACT SERVICES 720 480 40 400 80 83.3% 01-52630-47-00 TRAVEL AND TRAINING 2,600 786 - 748 38 95.2% 01-52710-47-00 PROFESSIONAL SERVICES 10,500 8,866 1,367 9,349 (483) 105.4% 01-52820-47-00 TELEPHONE 925 1,056 76 762 294 72.2% 01-52810-47-00 UTILITIES 3,500 4,314 547 4,844 (530) 112.3% Subtotal 18,245 15,502 2,030 16,103 (601) 103.9% 01-53090417-00 UNIFORMS 2,900 2,052 97 1,811 241 88.2% 01-53095417-00 SAFETY SUPPLIESIEOUIPMENT 1,700 1,633 90 997 636 61.1% 01-5321047-00 OFFICE SUPPLIES 1,000 499 - 434 65 87.1% 01-5327047-00 OPERATING SUPPLIES 10,500 10,268 205 7,627 2,641 74.3% 01-53410-47-00 BUILDING MAINTENANCE 3,500 3,271 415 2,290 981 70.0% 01-53455-47-00 VEHICLE FUEL 3,000 2,400 472 2,002 398 83.4% 01-53470-47-00 VEHICLE REPAIR 1,700 2,429 - 2,362 67 97.2% Subtotal 24,300 22,552 1,279 17,524 5,028 77.7% 01-54910-47-00 TRANSFER TO IT REPLACEMENT FUND 12,000 11,665 - 11,665 0 100.0% Subtotal 12,000 11,665 - 11,665 0 100.0% 01-55425-47-00 CREDIT CARD MACHINE FEES - 120 10 110 10 91.7% Subtotal - 120 10 110 10 91.7% 01-58006-47-00 TRANSFER TO IT REPLACEMENT FUND 1,240 1,240 - - 1,240 0.0% Subtotal 1,240 1,240 - - 1,240 0.0% 19 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET PARKS AND FACILITY MAINTENANCE 01-51010-08-00 SALARIES 315,165 281,114 20,317 236,147 44,967 84.0% 01-5101148-00 LONGEVITY 2,400 2,760 - - 2,760 0.0% 01-51015-48-00 OVERTIME 1,500 3,655 67 1,973 1,682 54.0% 01-5101648-00 PHONE ALLOWANCE 1,440 1,400 100 1,100 300 78.6% 01-51020A8-00 UNEMPLOYMENTTAX 1,976 1,520 - 1,494 26 98.3% 01-51030-48-00 SOCIAL SECURITY - MEDICARE 24,519 21,584 1,490 17,473 4,111 81.0% 01-51040-48-00 RETIREMENT 36,190 33,887 2,386 28,127 5,760 83.0% 01-51060-48-00 HEALTH / LIFE INSURANCE 50,807 45,066 3,297 37,544 7,522 83.3% 01-51070-48-00 WORKERS COMPENSATION 8,725 7,389 479 5,743 1,646 77.7% Subtotal 442,722 398,375 28,136 329,601 68,774 82.7% 01-52610-48-00 CONTRACT SERVICES 3,500 3,600 155 2,558 1,042 71.0% 01-52630-48-00 TRAVEL AND TRAINING 2,000 1,600 - 965 635 60.3% 01-52635-48-00 DUES, FEES AND LICENSES 150 170 170 - 100.0% 01-52710-48-00 PROFESSIONAL SERVICES 1,000 1,200 - 710 490 59.2% 01-52810-48-00 UTILITIES 45,000 62,907 8,024 61,472 1,435 97.7% 01-52810-08-02 UTILITIES-MULTIEVENTCENTER 10,000 12,455 905 10,177 2,278 81.7% 01-52810-48-03 UTILITIES-SCHLATHER PARK 18,000 10,125 2,455 12,875 (2,750) 127.2% 01-52820-48-00 TELEPHONE 600 450 45 435 15 96.7% Subtotal 80,250 92,507 11,584 89,362 3,145 96.6% 01-5309018-00 UNIFORMS 6,800 5,800 340 4,513 1,287 77.8% 01-5309548-00 SAFETY SUPPLIES AND EQUIPMENT 2,200 1,900 469 1,913 (13) 100.7% 01-53210-48-00 OFFICE SUPPLIES 400 300 - 295 5 98.4% 01-5327748-00 RENTAL 1,400 1,000 - 693 307 69.3% 01-53280-48-00 MINOR TOOLS AND EQUIPMENT 2,400 1,862 517 2,079 (218) 111.7% 01-53370-48-00 PARK MAINTENANCEIREPAIR 14,000 19,000 767 19,592 (592) 103.1% 01-53370-48-02 PARK MTCEIREPAIR-MUTIEVENTCENTER2,500 2,400 454 2,195 205 91.4% 01-53380-48-00 BOTANICAL SUPPLIES 12,000 3,300 515 1,857 1,443 56.3% 01-53380-48-02 BOTANICAL SUPPLIES-MULTIEVENTCENTEF 4,000 2,000 - 625 1,375 31.3% 01-53390-48-00 PARK SUPPLIES 3,500 3,500 475 2,697 803 77.0% 01-53410ANO BUILIDINGMAINTENENACE 2,000 1,500 16 1,002 498 66.8% 01-53410-08-02 BUILIDING MTCE-MULTIEVENT CENTER 2,000 1,300 - 728 572 56.0% 01-53440A8-00 MACHINERY MAINTENANCE 7,000 4,838 560 4,422 417 91.4% 01-53455A8-00 VEHICLE FUEL 12,000 9,500 1,887 8,313 1,187 87.5% 01-53470-48-00 VEHICLE REPAIR 2,500 2,300 501 2,159 141 93.9% Subtotal 74,700 60,500 6,499 53,083 7,417 87.7% 01-54900-48-00 NON CAPITAL OUTLAY <$9,999 9,500 9,488 - 8,563 925 90.2% 01-54910-48-00 CAPITAL OUTLAY 73,628 36,000 - 24,282 11,718 67.4% 01-54914A8-00 BUILDING IMPROVEMENTS - 10,579 - 10,579 (0) 100.0% 01-54930-48-00 COMMUNICATION EQUIPMENT 4,100 4,961 - 4,961 0 100.0% Subtotal 87,228 61,028 - 48,385 12,643 79.3% 01-58006-48-00 TRANSFER TO IT REPLACEMENT FUND 220 220 - - 220 0.0% Subtotal 220 220 - - 220 0.0% o•. r• t t t o'. 20 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEARTODATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET FINANCE 01-51010-50-00 SALARIES 168,062 169,862 13,002 147,069 22,793 86.6% 01-51011-50-00 LONGEVITY 1,320 960 - - 960 0.0% 01-51015-50-00 OVERTIME - 500 - 500 0.0% 01-51016-50-00 PHONE ALLOWANCE 720 720 60 660 60 91.7% 01-51020-50-00 UNEMPLOYMENT 540 516 - 519 (3) 100.6% 01-51030-50-00 SOCIAL SECURITY - MEDICARE 13,013 13,000 975 11,041 1,959 84.9% 01-51040-50-00 TMRS 21,008 21,210 1,590 18,251 2,959 86.1% 01-51060-50-00 HEALTH - LIFE INSURANCE 17,087 16,839 1,424 14,705 2,134 87.3% 01-51070-50-00 WORKERS COMPENSATION 497 605 30 433 172 71.6% Subtotal 222,247 224,212 17,081 192,678 31,534 85.9% 01-52610-50-00 CONTRACT SERVICES 6,500 6,500 - 5,828 672 89.7% 01-52620-50-00 CONFERENCE RAVEL/rRAINING 350 64 - 64 - 100.0% 01-52630-50-00 PUBLICATIONS 4,000 4,450 - 3,724 726 83.7% 01-52635-50-00 DUESANDFEES 450 450 95 386 64 85.8% 01-52670-50-00 GCADJGCTAC 98,000 95,850 - 71,916 23,934 75.0% 01-52710-50-00 DEVELOPMENT REVIEW 17,500 17,500 - 13,770 3,730 78.7% 01-52720-50-00 AUDIT SERVICES 16,000 31,281 - 16,281 15,000 52.0% Subtotal 142,800 156,095 95 111,969 44,126 71.7% 01-53210-50-00 OFFICE SUPPLIES 2,500 2,000 204 1,298 702 64.9% 01-53225-50-00 OFFICE MACHINERYIEQUIPMENT 500 400 180 288 112 72.1% 01-53240-50-00 POSTAGE 1,500 1,250 90 1,106 144 88.5% Subtotal 4,500 3,650 474 2,692 958 73.8% 01-58006-50-00 TRANSFER TO IT REPLACEMENT FUND 740 740 - - 740 0.0% Subtotal 740 740 - - 740 0.0% i•r ,• o 21 10/13/2016 Account Number DescnpIon ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET INFORMATION TECHNOLOGY 01-51010-51-00 SALARIES 147,710 126,536 11,095 105,049 21,487 83.0% 01-51011-51-00 LONGEVITY 720 120 - - 120 0.0% 01-51015-51-00 OVERTIME 1,500 - - - - 01-51016-51-00 PHONE ALLOWANCE 1,200 960 100 860 100 89.6% 01-51020-51-00 UNEMPLOYMENT 360 171 - 342 (171) 200.0% 01-51030-51-00 SOCIAL SECURITY - MEDICARE 11,561 9,765 857 8,106 1,659 83.0% 01-51040-51-00 TMRS 18,665 15,691 1,362 13,049 2,642 83.2% 01-51060-51-00 HEALTH - LIFE INSURANCE 11,459 8,371 500 6,483 1,888 77.4% 01-51070-51-00 WORKERS COMPENSATION 442 404 27 362 42 89.7% Subtotal 193,617 162,018 13,941 134,252 27,766 82.9% 01-52610-51-00 CONTRACT SERVICES 53,000 40,580 600 40,305 275 99.3% 01-52630-51-00 CONFERENCE/TRAVEL(tRAINING 14,590 10,500 - 9,623 877 91.6% 01-52635-51-00 DUES AND FEES 4,550 4,715 64 1,339 3,376 28.4% 01-52820-51-00 TELEPHONE 1,920 1,700 38 1,331 369 78.3% Subtotal 73,970 57,495 702 52,597 4,898 91.5% 01-53210-51-00 OFFICE SUPPLIES 1,500 1,500 368 1,043 457 69.5% 01-53225-51-00 OFFICE MACHINERY/EQUIPMENT 10,000 4,500 513 3,200 1,300 71.1% 01-53230-51-00 OTHER SUPPLIES 3,000 3,000 344 2,514 486 83.8% 01-53280-51-00 MINOR TOOLS & EQUIPMENT 2,000 1,500 73 1,285 215 85.7% 01-53430-51-00 OFFICE EQUIPMENT REPAIR 1,500 1,000 - 550 450 55.0% Subtotal 18,000 11,500 1,297 8,593 2,907 74.7% 01-54900-51-00 NON -CAPITAL OUTLAY 10,000 - - - - 01-54910-51-00 CAPITAL OUTLAY 40,000 129,258 50,950 51,693 77,565 40.0% Subtotal 50,000 129,258 50,950 51,693 77,565 40.0% 01-58006-51-00 TRANSFER TO IT REPLACEMENT FUND 560 560 - - 560 0.0% Subtotal 560 560 - - 560 0.0% 22 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET HUMAN RESOURCES 01-51010-52-00 SALARIES 65,555 67,985 5,092 58,752 9,233 86.4% 01-51011-52-00 LONGEVITY 360 360 - - 360 0.0% 01-51016-52-00 PHONE ALLOWANCE 720 720 60 660 60 91.7% 01-51020-52-00 UNEMPLOYMENT 180 171 - 171 - 100.0% 01-51030-52-00 SOCIAL SECURITY -MEDICARE 5,098 5,234 387 4,466 768 85.3% 01-51040-52-00 TMRS 8,229 8,518 627 7,343 1,175 86.2% 01-51060-52-00 HEALTH - LIFE INSURANCE 5,714 5,710 476 4,995 715 87.5% 01-51070-52-00 WORKERS COMPENSATION 195 182 12 164 18 90A% Subtotal 86,051 88,880 6,653 76,551 12,329 86.1% 01-52095-52-00 MEDICAL EXAMS 7,000 6,963 562 4,740 2,223 68.1% 01-52610-52-00 CONTRACT SERVICES 5,750 2,276 - 2,277 (1) 100.0% 01-52616-52-00 EMPLOYMENT COSTS 300 - - - - 01-52625-52-00 ADVERTISING 1,200 405 - 405 - 100.0% 01-52630-52-00 CONFERENCE/TRAVEUTRAINING 2,000 885 - 235 650 26.6% 01-52635-52-00 DUES, FEES AND LICENSES 375 515 - 374 141 72.6% Subtotal 16,625 11,044 562 8,031 3,013 72.7% 01-53210-52-00 OFFICE SUPPLIES 800 228 - 78 150 34.1% 01-53225-52-00 OFFICE MACHINERYIEQUIPMENT 400 200 185 15 92.4% 01-53230-52-00 OTHER SUPPLIES 150 - - - 01-53240-52-00 POSTAGE 125 28 5 23 19.3% 01-53610-52-00 MEETING EXPENSE 300 300 - 145 155 48.3% 01-53800-52-00 EMPLOYEE AWARDS PROGRAM 1,300 711 28 639 72 89.9% 01-53810-52-00 EMPLOYEE ENGAGEMENT 15,000 15,126 1,345 7,718 7,408 51.0% 01-53815-52-00 STAFF TRAINING & INCENTIVES 2,500 2,280 - 280 2,000 12.3% 01-53820-52-00 ONBOARDING 2,250 2,190 82 1,476 714 67.4% Subtotal 22,825 21,063 1,455 10,525 10,538 50.0% 01-58006-52-00 TRANSFER TO IT REPLACEMENT FUND 220 220 - - 220 0.0% Subtotal 220 220 - - 220 0.0% 0•a r• o i t tt 23 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET FIRE DEPARTMENT 01-51010-53-00 SALARIES 760,591 724,752 59,930 687,793 36,959 94.9% 01-51011-53-00 LONGEVITY 7,800 7,680 - - 7,680 0.0% 01-51015-53-00 OVERTIME 110,617 121,343 8,852 110,006 11,337 90.7% 01-51016-53-00 PHONE ALLOWANCE 3,360 3,360 280 3,080 280 91.7% 01-51020-53-00 UNEMPLOYMENTTAx 3,240 3,648 - 3,080 568 84.4% 01-51030-53-00 SOCIAL SECURITY - MEDICARE 67,501 64,669 5,122 59,706 4,963 92.3% 01-51040-53-00 RETIREMENT 105,454 102,843 8,178 96,389 6,454 93.7% 01-51060-53-00 HEALTH -LIFE INSURANCE 96,630 95,307 8,036 83,378 11,929 87.5% 01-51070-53-00 WORKERS COMPENSATION 16,916 14,288 1,023 13,511 777 94.6% Subtotal 1,172,109 1,137,890 91,421 1,056,943 80,947 92.9% 01-52610-53-00 CONTRACT SERVICES 21,500 18,119 899 17,880 239 98.7% 01-52620-53-00 PUBLICATIONS 200 64 - 64 - 100.0% 01-52630-53-00 TRAVELANDTRAINING 5,400 4,377 90 3,258 1,118 74.4% 01-52635-53-00 DUES AND FEES 2,500 3,138 439 3,133 5 99.8% 01-52780-53-00 MEDICAL &LAB 2,000 - - - - 01-52810-53-00 UTILITIES 22,000 25,891 2,193 21,809 4,082 84.2% 01-52820-53-00 TELEPHONE 4,000 3,565 369 3,540 25 99.3% Subtotal 57,600 55,154 3,990 49,685 5,469 90.1% 01-53090-53-00 CLOTHING 10,000 5,075 1,679 3,916 1,159 77.2% 01-53095-53-00 SAFETY SUPPLIES AND EQUIPMENT 3,000 3,000 - 2,996 4 99.9% 01-53210-53-00 OFFICE SUPPLIES 700 325 8 238 87 73.3% 01-53215-53-00 PRINTING 200 145 - 143 2 99.0% 01-53220-53-00 JANITCRAL SUPPLIES 2,100 1,724 290 1,708 16 99.1% 01-53240-53-00 POSTAGE 300 435 7 304 131 70.0% 01-53250-53-00 PERSONAL PROTECTIVE EQUIPMENT 24,000 13,375 - 1,572 11,803 11.8% 01-53280-53-00 MINOR TOOLS AND EQUIPMENT 3,000 714 162 176 539 24.6% 01-53410-53-00 BUILDING MAINTENANCE 3,000 3,342 494 3,341 1 100.0% 01-53455-53-00 VEHICLE FUEL 18,000 10,851 2,119 10,851 - 100.0% 01-53470-53-00 VEHICLE REPAIR 3,500 12,243 29 12,243 0 100.0% Subtotal 67,800 51,229 4,787 37,489 13,740 73.2% 01-54900-53-00 NON-CAPITAL OUTLAY 10,400 9,137 - 9,137 0 100.0% 01-54910-53-00 CAPITAL OUTLAY 340,000 36,225 - 36,225 0 100.0% 01-54930-53-00 COMMUNICATION EQUIPMENT 2,000 2,000 - 1,007 993 50.4% Subtotal 352,400 47,362 - 46,369 993 97.9% 01-55742-53-00 SCHERTZ EMS CONTRACT 269,235 269,235 22,435 246,790 22,445 91.7% 01-55745-53-00 CIBOLO VOL FIRE DEPARTMENT 215,000 215,000 35,834 197,087 17,913 91.7% Subtotal 484,235 484,235 58,269 443,877 40,358 91.7% 01-58006-53-00 TRANSFER TO IT REPLACEMENT FUND 1,060 1,060 - - 1,060 0.0% Subtotal 1,060 1,060 - - 1,060 0.0% 8•e r• smiziffism 24 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET NON -DEPARTMENTAL 01-51099-99-00 SALARYSAVINGS (150,000) Subtotal (150,000) - - - - 01-52610-99-00 CONTRACT SERVICES 50,000 70,342 4,003 61,001 9,341 86.7% 01-52635-99-00 DUESANDFEES 1,500 1,612 - 1,740 (128) 107.9% 01-52650-99-00 GENERAL LIABILITY INSURANCE 70,000 73,273 5,950 66,914 6,359 91.3% 01-52810-99-00 UTILITIES 32,000 39,164 3,685 36,478 2,686 93.1% 01-52815-99-00 CPS- STREET LIGHT UTILITIES 2,400 - - - - 01-52820-99-00 TELEPHONE 12,100 11,839 (620) 9,678 2,161 81.7% 01-52850-99-00 NEWSLETTER 24,000 23,184 - 17,172 6,012 74.1% Subtotal 192,000 219,414 13,018 192,983 26,431 88.0% 01-53220-99-00 JANITORAL SUPPLIES 3,000 1,144 336 1,295 (151) 113.2% 01-53230-99-00 OTHER SUPPLIES 6,500 6,759 251 5,842 917 86.4% 01-53277-99-00 RENTAL 250 - - - - 01-53410-99-00 BUILDING MAINTENANCE 15,000 19,258 185 12,124 7,134 63.0% 01-53455-99-00 VEHICLE FUEL 200 100 19 108 (8) 107.9% 01-53470-99-00 VEHICLE REPAIR 50 39 - 27 12 68.0% Subtotal 25,000 27,300 791 19,395 7,905 71.0% 01-54910-99-00 CAPITAL OUTLAY 350,000 1,083 - 1,083 1 100.0% Subtotal 350,000 1,083 - 1,083 1 100.0% 01-55730-99-00 LIBRARY DONATIONS 35,000 35,000 35,000 - 100.0% 01-55425-99-00 CREDIT CARD &BANK FEES 250 - - 64 (64) 01-55900-99-00 ECONOMIC DEVELOPMEN INCENTIVES 140,000 57,524 12,053 61,928 (4,404) 107.7% 01-55985-99-00 TRANSFER TO EDC 120,000 120,000 - 90,000 30,000 75.0% Subtotal 295,250 212,524 12,053 186,992 25,532 88.0% !•a r• 1 e t ,1 •11 1' Expenditure Subtotal 10,947,756 10,141,947 787,302 8,562,262 1,579,685 84.4% r• a .f 1. 11 :1. 25 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET UTILITY REVENUES 02-31100-00-00 WATERSALES- RESIDENTIAL 2,993,751 3,167,921 348,987 2,694,829 473,092 85.1% 02-31110-00-00 WATERSALES - COMMERCIAL 869,169 1,015,532 130,776 838,344 177,188 82.6% 02-31200-00-00 WASTEWATER - RESIDENTIAL 2,499,000 2,539,220 219,676 2,322,272 216,948 91.5% 02-31210-00-00 WASTEWATER -COMMERCIAL 149,398 133,691 16,388 126,297 7,394 94.5% 02-31300-00-00 GARBAGE COLLECTION -RESIDENTIAL 1,236,000 1,277,520 109,956 1,183,403 94,117 92.6% 02-31310-00-00 GARBAGE COLLECTION -COMMERCIAL 750,000 977,735 72,663 871,618 106,117 89.1% 02-31400-00-00 LATE FEES 110,000 124,122 10,430 112,657 11,465 90.8% 02-31420-00-00 ADMINISTRATIVE PENALTY 18,000 21,125 2,275 20,450 675 96.8% 02-31600-00-00 RECYCLING FEES -AIR 228,000 233,308 20,145 216,037 17,271 92.6% 02-31700-00-00 WATER ACQUISITION FEE 393,600 390,514 32,820 358,596 31,918 91.8% 02-31900-00-00 ACCOUNT SETUP FEES 42,000 40,290 5,640 46,890 (6,600) 116.4% Subtotal 9,288,918 9,920,978 969,755 8,791,394 1,129,584 88.6% 02-32100-00-00 CONNECT FEES 250 100 - 50 50 50.0% 02-32200-00-00 METER INSTALLATION FEES 5,000 1,390 750 640 54.0% 02-32250-00-00 METER SALES 24,700 12,305 - 6,290 6,015 51.1% 02-32260-00-00 HYDRANT METER RENTALS 12,000 10,618 675 9,818 801 92.5% 02-32500-00-00 TAP FEES 2,000 - - 1,585 (1,585) Subtotal 43,950 24,413 675 18,492 5,921 75.7% 02-34540-00-00 CREDIT CARD FEES 51,100 60,071 5,778 56,925 3,146 94.8% Subtotal 51,100 60,071 5,778 56,925 3,146 94.8% 02-35100-00-00 INTEREST 2,500 9,807 1,118 9,998 (191) 102.0% 02-35300-00-00 MISC RECEIPTS 3,600 4,821 453 4,712 109 97.7% 02-35315-00-00 NSF FEES 3,600 3,750 650 4,000 (250) 106.7% 02-35325-00-00 ADMINISTRATIVE FEES - - - 30 (30) 02-35410-00-00 CASH OVERISHORT - 8 10 20 (12) 252.5% Subtotal 9,700 18,386 2,231 18,760 (374) 102.0% 02-36415-00-00 SALE OF ASSETS 380,000 - - - - 02-36420-00-00 SALE OF MATERIALS 1,800 950 - 958 (8) 100.9% Subtotal 381,800 950 - 958 (8) 100.9% 02-38522-00-00 TRANSFER FROM WATER IMPACT 284,375 284,375 - 284,375 100.0% 02-38524-00-00 TRANSFER FM WASTEWATER IMPACT 40,625 40,625 - 40,625 - 100.0% 02-38540-00-00 TRANSFER FROM DUD - 17,825 - - 17,825 0.0% Subtotal 325,000 342,825 - 325,000 17,825 94.8% Revenue Subtotal 10,100,468 10,367,623 978,439 9,211,530 1,156,093 88.8% 26 10/13/2016 27 10/13/2016 Amount Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET UTILITY ADMINISTRATION 02-5101042-00 SALARIES 117,425 119,772 9,008 103,551 16,221 86.5% 02-5101142-00 LONGEVITY 3,000 3,000 - - 3,000 0.0% 02-5101542-00 OVERTIME - 675 175 500 25.9% 02-5102042-00 UNEMPLOYMENTTAX 540 514 - 516 (2) 100.4% 02-5103042-00 SOCIAL SECURITY - MEDICARE 9,213 9,427 687 7,909 1,518 83.9% 02-5104042-00 RETIREMENT 14,872 15,219 1,096 12,819 2,400 84.2% 02-5106042-00 HEALTH -LIFE INSURANCE 16,998 1605 1,416 14,861 2,124 8Z5% 02-51070-42-00 WORKERS COMPENSATION 352 372 21 337 35 90.5% Subtotal 162,400 165,964 12,229 140,168 25,796 84.5% 02-52610-42-00 CONTRACT SERVICES 23,400 14,694 - 13,989 705 95.2% 02-52630-42-00 TRAVEL AND TRAINING 2,000 400 - 609 (209) 152.3% 02-52640-42-00 BILLING SERVICE - DATA PROSE 15,000 14,913 2,549 13,686 1,227 91.8% 02-5265042-00 GENERAL LIABILITY INSURANCE 26,000 26,834 2,226 24,608 2,226 91.7% 02-52680-42-00 LEGALSERVICES 25,000 37,365 8,207 33,618 3,747 90.0% 02-52682-42-00 LEGALSERVICES - COLLECTIONS - 2,912 10 2,527 385 86.8% 02-5271042-00 PROFESSIONAL SERVICES 7,400 7,250 - 6,050 1,200 83.4% 02-52715-42-00 ENGINEERING-MASTER PLAN - 34,758 4,777 20,829 13,929 59.9% 02-52720-42-00 AUDIT SERVICES 10,500 10,854 - 10,854 - 100.0% Subtotal 109,300 149,980 17,769 126,770 23,210 84.5% 02-53210-42-00 OFFICE SUPPLIES 2,250 4,650 485 3,845 805 82.7% 02-53230-42-00 OTHER SUPPLIES - 178 - 78 100 43.8% 02-53240-42-00 POSTAGE 48,000 44,977 6,905 40,724 4,253 90.5% Subtotal 50,250 49,805 7,391 44,647 5,158 89.6% 02-55425-42-00 CREDIT CARD MACHINE FEES 34,800 42,151 3,874 39,047 3,104 92.6% 02-55720-42-00 FALLISPRING CLEANUP-BEXARWASTE 25,000 25,000 - - 25,000 0.0% 02-55735-42-00 GENERAL FUND ADMIN FEES 151,229 150,706 15,513 132,287 18,419 87.8% 02-55764-42-00 REGIONAL WTR DEV GRP 300 200 - 200 - 100.0% 02-55766-42-00 CIBOLO CREEK MUNICIPAL AUTH. 1,645,837 1,696,228 150,276 1,556,089 140,139 91.7% 02-55767-42-00 BEXARWASTE CONTRACT 1,881,900 2,133,208 172,349 1,929,693 203,515 90.5% 02-55768-42-00 REFUSE TRANSFER TO GENERAL 44,280 49,755 4,055 45,405 4,350 91.3% 02-55770-42-00 CIBOLO VALLEY LOCAL GOVF CORP 750,000 750,000 - 750,000 - 100.0% Subtotal 4,533,346 4,847,248 346,068 4,452,720 394,528 91.9% 02-56000-42-00 WATER PURCHASED LKDUNLAP 329,404 379,671 34,119 328,200 51,471 86.4% 02-56010-42-00 CRWABONDS-LKDUNLAPCIBOLO 226,884 228,322 19,027 209,295 19,027 91.7% 02-56011-42-00 CRWA BONDS-LK DUNLAP SAWSIDSP 92,229 23,203 - 23,203 (0) 100.0% 02-56012A2-00 CRWA BONDS-MID CITIES CIBOLO 264,988 265,955 22,163 243,792 22,163 91.7% 02-56013-42-00 CRWA BONDS-MID CITIES SAWSIDSP 151,422 151,974 12,665 139,310 12,664 91.7% 02-56014-42-00 CRWABONDS-WELLS RANCH CIBOLO 684,981 681,291 56,774 624,517 56,774 91.7% 02-56015-42-00 CRWABONDS-WR CRYSTAL CUR LSE 293,563 291,982 24,332 267,650 24,332 91.7% 02-56020-42-00 CONTRWATER-LAKE DUNLAPCIBOLO 175,493 182,243 15,187 167,056 15,187 91.7% 02-56021-42-00 CONTR WATER-LK DUNLAP SAWSIDSP 82,634 21,330 - 21,330 0 100.0% 02-56024-42-00 CONTRWATER-WELLS RANCH CIBOLO 303,456 247,413 20,618 226,795 20,618 91.7% 02-56025-42-00 CONTR WATER-WR CRYSTAL CLR LSE 96,921 92,546 7,712 84,833 7,713 91.7% 02-56030-42-00 PLANT M&41AKEDUNLAPCIBOLO 153,752 113,206 9,434 103,772 9,434 91.7% 02-56031-02-00 PLANT M&O-LKDUNLAPSAWS/DSP 62,501 11,505 - 11,505 0 100.0% 02-5603242-00 PLANTM&O-MID CITIES CIBOLO 53,458 56,256 4,688 51,568 4,688 91.7% 02-5603342-00 PLANTM&O-MID CITIES SAWSIDSP 30,547 32,146 2,679 29,468 2,678 91.7% 02-5603442-00 PLANT M&OWELLSRANCH CIBOLO 54,350 76,168 6,347 69,821 6,347 91.7% 02-5603542-00 PLANT M&O-WR CRYSTAL CLR LSE 23,293 32,644 2,720 29,923 2,721 91.7% 02-5604042-00 CRWAADMIN-LAKEDUNIAPCIBOLO 58,652 44,054 3,671 40,382 3,672 91.7% 27 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET 02-56041-42-00 CRWA ADMIN -LK DUNLAP SAWSIDSP 23,842 4,477 - 4,477 0 100.0% 02-56044-42-00 CRWAADMIN-WELLS RANCH CIBOLO 33,379 70,951 5,913 65,039 5,912 91.7% 02-56045-42-00 CRWAADMIN-WR CRYSTAL CLRLSE 14,305 26,540 2,212 24,328 2,212 91.7% Subtotal 3,210,054 3,033,877 250,260 2,766,264 267,613 91.2% 02-58006-42-00 TRANSFER TO IT REPLACEMENT FUND 1,020 1,020 - - 1,020 0.0% Subtotal 1,020 1,020 - - 1,020 0.0% ME, r•e 28 10/13/2016 Account Number Description UTILITY OPERATIONS ADOPTED BUDGET AMENDED BUDGET CURRENT YEAR TO DATE REMAINING PERCENT PERIOD ACTUAL BALANCE MET 02-51010-06-00 SALARIES 445,989 427,509 32,527 368,524 58,985 86.2% 02-5101146-00 LONGEVITY 4,848 4,008 - - 4,008 0.0% 02-51013-06-00 CERTIFICATE PAY 2,600 2,650 200 2,300 350 86.8% 02-51014-46-00 ON-CALL PAY 6,240 3,240 240 2,760 480 85.2% 02-51015-46-00 OVERTIME 6,750 18,823 638 14,836 3,987 78.8% 02-5101646-00 PHONE ALLOWANCE 2,475 2,391 180 1,980 411 82.8% 02-51020-46-00 UNEMPLOYMENT TAX 2,340 1,507 - 1,798 (291) 119.3% 02-51030-46-00 SOCIAL SECURITY - MEDICARE 35,871 34,532 2,388 28,527 6,005 82.6% 02-51040-46-00 RETIREMENT 57,909 56,576 4,112 48,274 8,302 85.3% 02-51060-46-00 HEALTH - LIFE INSURANCE 73,562 62,294 4,884 48,604 13,690 78.0% 02-51070-46-00 WORKERS COMPENSATION 15,942 12,700 964 11,366 1,334 89.5% Subtotal 654,526 626,230 46,133 528,969 97,261 84.5% 02-52510-46-00 LABORATORY FEES 8,000 8,814 600 7,838 976 88.9% 02-52610-46-00 CONTRACT SERVICES 16,350 6,045 985 6,066 (22) 100.4% 02-5263046-00 TRAVEL AND TRAINING 6,600 6,554 - 6,194 360 94.5% 02-5263546-00 DUES AND FEES 2,250 1,538 651 1,538 - 100.0% 02-5271046-00 PROFESSIONAL SERVICES 15,000 6,666 - 4,685 1,981 70.3% 02-52740-46-00 GISICAD MAPPING SERVICES 35,000 11,500 - - 11,500 0.0% 02-5281046-00 UTILITIES 35,000 35,000 3,349 28,551 6,449 81.6% 02-52820-46-00 TELEPHONE 1,000 1,063 101 1,023 40 96.3% Subtotal 119,200 77,179 5,685 55,895 21,284 72.4% 02-53090-46-00 UNIFORMS 8,000 6,631 374 6,000 631 90.5% 02-53095-46-00 SAFETY SUPPLIES AND EQUIPMENT 4,000 3,817 328 2,756 1,061 72.2% 02-5321046-00 OFFICE SUPPLIES 800 992 - 845 147 85.2% 02-5322046-00 JANITORIAL SUPPLIES 200 197 7 190 3.6% 02-53225-46-00 OFFICE MACHINERY AND EQUIPMENT 500 172 - 12 160 6.8% 02-53230-46-00 OTHER SUPPLIES 5,500 4,719 246 3,998 721 84.7% 02-53240-46-00 POSTAGE 250 438 64 438 - 100.0% 02-53271-46-00 MAIN REPAIR WATER 36,000 35,781 3,687 24,776 11,005 69.2% 02-5327246-00 MAIN REPAIR SEWER 28,000 25,031 1,048 20,648 4,383 82.5% 02-5328046-00 MINOR TOOLS AND EQUIPMENT 3,000 5,819 - 5,226 592 89.8% 02-5341046-00 BUILDING MAINTENANCE 2,000 2,500 - 1,905 595 76.2% 02-53415-46-00 TOWER SITE MAINTENANCE 2,500 1,198 377 1,696 (498) 141.6% 02-5344046-00 MACHINERY MAINTENANCE 9,500 8,410 1,558 8,958 (548) 106.5% 02-5345546-00 VEHICLE FUEL 30,000 16,709 3,145 15,848 861 94.8% 02-5347046-00 VEHICLE REPAIRS 7,500 8,224 5,097 9,202 (978) 111.9% Subtotal 137,750 120,638 15,921 102,317 18,321 04.8% 02-54900-46-00 NON CAPITAL OUTLAY $9,999 23,600 25,300 - 15,848 9,452 62.6% 02-54910-46-00 CAPITAL OUTLAY - 40,000 38,457 38,457 1,543 96.1% 02-54914-46-00 BUILDING IMPROVEMENTS - 10,638 - 10,638 (0) 100.0% 02-54930-46-00 COMMUNICATION EQUIPMENT 4,300 4,312 - 4,312 (0) 100.0% 02-54955-46-00 WATER METERS 32,000 37,000 2,945 12,580 24,420 34.0% Subtotal 59,900 117,250 41,402 81,836 35,414 69.8% 02-59140-46-00 2014 LEASE PRINCIPAL 58,467 58,467 - 58,467 (0) 100.0% 02-5914146-00 2014 LEASE INTEREST 3,799 3,799 - 3,799 0 100.0% Subtotal 62,266 62,266 - 62,266 (0) 100.0% 02-5800646-00 TRANSFER TO IT REPLACEMENT FUND 1,280 1,280 - - 1,280 0.0% Subtotal 1,200 1,280 - - 1,280 0.0% ,•e r- ®• c t lt t' 29 10/13/2016 Account Number Descriplion ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET DEBT& NON -DEPARTMENTAL 02-52725-99-00 BOND FEES 1,000 600 - 400 200 66.7% 02-59061-99-00 2006 TEN YEAR REVENUE BOND 61,221 61,221 - 61,221 - 100.0% 02-59063-99-00 200620 YEAR REVENUE BOND 172,853 172,853 - 172,799 54 100.0% 02-59071-99-00 2007 GENERAL OBLIGATION BOND 194,300 194,170 - 194,130 40 100.0% 02-59123-99-00 2012 REVENUE BONDS 512,713 512,713 - 512,713 1 100.0% 02-59151-99-00 2015 REFUNDING BONDS 51,810 51,810 - 51,810 (0) 100.0% Subtotal 993,897 993,367 - 993,073 294 100.0% Subtotal 742,856 9,354,925 891,179 30 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET DEBT SERVICE FUND 03-31100-00 PROPERTY TAXES -CURRENT 3,079,560 3,092,810 2,073 3,101,148 (8,338) 100.3% 03-31120-00 PROPERTYTAXES- DELINQUENT 15,000 12,371 551 7,125 5,246 57.6% 03-31130-00 PROPERTY TAXES PENALTY AND INT 10,000 9,278 475 8,321 957 89.7% Subtotal 3,104,560 3,114,459 3,099 3,116,594 (2,135) 100.1% 03-35100-00 INTEREST 500 2,205 57 2,119 86 96.1% 03-35150-00 UNREALIZED GAWILOSS ON INVEST - 5 - 5 - 100.0% 03-35250-00 BOND PROCEEDS - 1,769 2,453 (684) 138.7% 03-38505-00 TRANSFER FROM ECONOMIC DEV COR 65,038 65,038 - 65,038 1 100.0% Subtotal 65,538 69,017 57 69,615 (598) 100.9% Revenue Subtotal 3,170,098 3,183,476 3,156 3,186,209 (2,733) 100.1% 03-52725-00 AGENTFEES 2,500 2,500 - 2,700 (200) 108.0% 03-59030-00 2003 CERT OF OBLIGATION-PRINC 100,000 100,000 - 100,000 - 100.0% 03-59031-00 2003 CERT OF OBLIGATION - INT 6,000 6,000 - 6,000 100.0% 03-59070-00 2007 GENERALOBLIG.BOND-PRINC 380,000 380,000 - 380,000 - 100.0% 03-59071-00 2007 GENERAL OBLIG.BOND-INT. 69,975 69,975 - 69,855 120 99.8% 03-59090-00 2009 GENERALOBLIG.BOND-PRINC 195,000 195,000 - 195,000 - 100.0% 03-59091-00 2009 GENERALOBLIG.BOND-INT. 400,518 400,518 - 400,518 1 100.0% 03-59100-00 2010 GO REFUNDING BONDS-PRINC 90,000 90,000 - 90,000 - 100.0% 03-59101-00 2010 GO REFUNDING BONDS-INT 16,549 16,549 - 16,549 1 100.0% 03-59110-00 2011 GENERALOBLIGBONDS-PRINC355,000 355,000 - 355,000 - 100.0% 03-59111-00 2011 GENERALOBLIGBONDS-INT221,330 221,330 - 221,330 - 100.0% 03-59124-00 2012 GENERAL OBLIGBONDSPRINC 25,000 25,000 - 25,000 - 100.0% 03-59125-00 2012 GENERAL OBLIG BONDS-INT 40,038 40,038 - 40,038 1 100.0% 03-59130-00 2013 GENERAL OBLIG BONDS-PRINC 410,000 410,000 - 410,000 - 100.0% 03-59131-00 2013 GENERAL OBLIG BONDS-INT 250,218 250,218 - 250,218 1 100.0% 03-59140-00 2014 GENERAL OBLIGBONDSPRINC 110,000 110,000 - 110,000 - 100.0% 03-59141-00 2014 GENERAL OBLIG BONDS-INT 83,950 83,950 - 83,950 - 100.0% 03-59150-00 2015 GENERAL OBLIGBONDS-PRINC 120,000 120,000 - 120,000 - 100.0% 03-59151-00 2015 GENERAL OBLIG BONDS-INT 302,130 302,130 - 302,129 1 100.0% Subtotal 3,178,208 3,178,208 - 3,178,285 (77) 100.0% Ni xg: x1i i: 111111111111mi '11'' Expenditure Subtotal 3,178,208 3,178,208 - 3,178,285 (77) 100.0% e 111 MNEEMEEM 1 1' 31 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET ECONOMIC DEVELOPMENT FUND 05-31200-00 SALESTAX 325,000 313,521 40,798 277,755 35,766 88.6% Subtotal 325,000 313,521 40,798 277,755 35,766 88.6% 05-35105-00 INTEREST 150 662 84 673 (11) 101.6% 05-35300-00 MISCELLANEOUS REVENUE - 1,143 - 143 1,000 12.5% Subtotal 150 1,805 84 816 989 45.2% 05-38501-00 TRANSFER FROM GENERAL FUND 120,000 120,000 90,000 30,000 75.0% Subtotal 120,000 120,000 - 90,000 30,000 75.0% Revenue Subtotal 445,150 435,326 40,882 368,571 66,755 84.7% 05-51010-02 SALARIES 136,334 133,277 10,712 114,532 18,745 85.9% 05-51011.42 LONGEVITY 840 600 - - 600 0.0% 05-51016-42 PHONEALLOWANCE 1,200 720 60 660 60 91.7% 05-51020-42 UNEMPLOYMENTTAX 360 345 - 345 0 99.9% 05-5103042 SOCIAL SECURITY -MEDICARE 10,586 10,251 781 8,593 1,658 83.8% 05-51040-02 RETIREMENT 17,089 16,550 1,311 14,188 2,362 85.7% 05-51060A2 HEALTH -LIFE INSURANCE 11,436 11,187 953 9,758 1,429 87.2% 05-51070A2 WORKERS COMPENSATION 404 374 24 337 37 90.1% Subtotal 178,249 173,304 13,841 148,413 24,891 85.6% 05-52610-42 CONTRACT SERVICES 1,000 7,114 - 7,114 (0) 100.0% 05-52620-42 PUBLICATIONS 500 - - 64 (64) 05-52625-42 ADVERTISING AND MARKETING 17,000 17,000 449 11,387 5,613 67.0% 05-52630-42 TRAVEL AND TRAINING 6,000 6,199 590 3,460 2,739 55.8% 05-5263542 DUES AND FEES 6,200 4,300 150 5,050 (750) 117.4% 05-52650-42 GENERAL LIABILITY INSURANCE 1,250 915 76 841 74 91.9% 05-5268042 LEGAL SERVICES 15,000 5,192 1,289 3,721 1,471 71.7% 05-52710-42 PROFESSIONAL SERVICES 30,000 1,752 - 1,752 - 100.0% 05-52715-42 ENGINEERING -MASTER PLAN - 23,172 - 23,172 0 100.0% 05-52750-42 MARKETING& BUSINESS SERVICES 45,000 120,183 11,432 121,331 (1,148) 101.0% Subtotal 121,950 185,827 13,986 177,892 7,935 95.7% 05-53210-42 OFFICE SUPPLIES 1,500 631 78 572 59 90.6% 05-53215-42 PRINTING 4,000 1,290 66 497 793 38.5% 05-53240-42 POSTAGE 100 54 2 45 9 84.1% 05-53280-42 MINOR TOOLS AND EQUIPMENT 1,000 1,400 - 1,047 353 74.8% 05-53455-42 VEHICLE FUEL 1,500 285 110 376 (91) 131.8% 05-53470-42 VEHICLE REPAIR 250 21 - 21 0 98.4% 05-53610-42 MEETINGS EXPENSE 4,000 1,544 397 1,828 (284) 118.4% Subtotal 12,350 5,225 653 4,385 840 83.9% 05-54900-42 NON -CAPITAL OUTLAY 5,000 - - - - 05-54910-42 CAPITAL OUTLAY 35,000 54,884 56,365 (1,481) 102.7% Subtotal 40,000 54,884 - 56,365 (1,481) 102.7% 05-55735-42 CIBOLO PROFESSIONAL SERVICES 6,000 6,000 500 5,500 500 91.7% 05-55800-42 ECONOMIC DEVELOPMENT GRANTS 25,000 40,876 - 15,876 25,000 38.8% 05-55910-42 2008 CO -SALES TAX NOTES 65,038 65,038 - 65,038 1 100.0% Subtotal 96,038 111,914 500 86,414 25,501 77.2% 05-58006-42 TRANSFER TO IT REPLACEMENT FUND 440 440 - - 440 0.0% Subtotal 440 440 - - 440 0.0% 9.1 I• / / 9 1. 1 0 it >' Expenditure Subtotal 449,027 531,594 28,980 473,469 58,125 89.1% 1 1• / / a 1• 1 '1 1 1 8' 9' 32 10/13/2016 Account Number Description ADOPTED AMENDED BUDGET BUDGET CURRENT YEAR TO DATE 1190101 ACTUAL REMAINING PERCENT BALANCE MET CAPITAL I IT REPLACEMENT FUND 06-35105-00-00 INTEREST 50 191 17 207 (15) 108.1% 06-38501-00-00 TRANSFER FROM GENERAL FUND 25,020 25,020 - - 25,020 0.0% 06-38502-00-00 TRANSFER FROM UTILITY FUND 2,300 2,300 - - 2,300 0.0% 06-38505-00-00 TRANSFER FROM EDC 440 440 - - 440 0.0% 06-38540-00-00 TRANSFER FROM DUD 220 220 - - 220 0.0% Revenue Subtotal 28,030 28,171 17 207 27,965 0.7% 06-54900-00-00 NON -CAPITAL OUTLAY 23,300 23,300 - 22,889 411 981% 06-54910-00-00 CAPITAL OUTLAY 12,000 11,074 - 11,074 - IOU% Expenditure Subtotal 35,300 34,374 - 33,963 411 98.8% r r• D B 1 33 10/13/2016 Account Number 2006 TAX NOTES Description ADOPTED AMENDED BUDGET BUDGET CURRENT YEAR TO DATE PERIOD ACTUAL REMAINING PERDENT BALANCE MET 07-35105-00 100.7% Revenue Subtotal - 143 18 144 (1) 11 07-57600-00-45 • • • .000 .111 10% SubtotalExpenditure .100 56,000 0.0% w ndliil�tr f.,�7�'`'20Qk TAY NO. TES ,A~ �". r..:.. c ✓ti� =.�,55 8J�8�`� = ..Sr -- -a ..�5.s''{101%> 34 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET 2008 CO'S MULTI EVENT CENTER 09-35105-00 INTEREST 26 145 20 163 (18) 112.6% Revenue Subtotal 26 145 20 163 (18) 112.6% 09-55100-41 CONSTRUCTIONIDESIGN 61,040 1,945 1,945 - 100.0% 09-58054-00 TRANSFERT02011BOND FUND - 62,740 - 62,740 0.0% Expenditure Subtotal 61,040 64,685 - 1,945 62,740 3.0% r a• rt: a i 1 35 10/13/2016 Account Number Description ADOPTED AMENDED BUDGET BUDGET CURRENT YEARTODATE REMAINING PERDENT PERIOD ACTUAL BALANCE MET CIBOLOFEST 21-35100-00-00 INTEREST 10 7 4 10 21-36250-00-00 BO • 1 111 27,125 27,125 100.0% Revenue 20,010 111% 21-53400-48-00 :�• :111 27,168 .: 110% SubtotalExpenditure 7 11127,168 11 1' u tl e Z n9i�1b w ia�e e a.i� 20 6 y ( 9K 36 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET WATER IMPACT FEES 22-32700-00 IMPACT FEES - WATER - 9,108 9,108 100.0% 22-32705-00 IMPACT FEES-WATER(14) 71,900 50,330 - 50,330 - 100.0% 22-35100-00 INTEREST 1,500 4,518 405 4,221 298 93.4% 22-38100-00 INTERGOVERNMENTAL - 52,500 - - 52,500 0.0% Revenue Subtotal 73,400 116,456 405 63,658 52,798 54.7% 22-54916-00-26 WATER LINE PROJECTS -TOWN CK - 307 - (5,186) 5,493 -1690.6% 22-54916-00-51 WATER LINE PROJECTS-BORGEELD 250,000 380,000 146,941 261,692 118,308 68.9% 22-58002-00 TRANSFER TO UTILITY FUND 284,375 284,375 - 284,375 - 100.0% Expenditure Subtotal 534,375 664,682 146,941 540,880 123,801 81.4% UK -12=130=1i ,t tt• ,' 37 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET WASTEWATER IMPACT FEES 24-32720-00 IMPACTFEES-WASTEWATER 112,100 99,068 2,242 85,927 13,141 86.7% 24-32725-00 IMPACT FEES -WASTE WATER (14) 265,500 497,773 63,720 509,672 (11,898) 102.4% 24-35100-00 INTEREST 3,500 8,982 1,058 9,253 (271) 103.0% 24-35150-00 UNREALIZED GAINILOSS ON INVEST - - - (23) 23 Revenue Subtotal 381,100 605,824 67,019 604,829 995 99.8% 24-52710-00 PROFESSIONAL SERVICES - 50,000 9,376 39,582 10,418 79.2% 24-5491746-32 SEWER LINE PROJECTS FM78 1,250,000 2,090,000 218,070 763,936 1,326,064 36.6% 24-54917-00-51 SEWER LINE PROJECTS-BORGFELD150,000 150,000 - 256 149,745 0.2% 24-57400-00 CCN ACQUISITION 100,000 - - - 24-58002-00 TRANSFER TO UTILITY FUND 40,625 40,625 - 40,625 - 100.0% Expenditure Subtotal 1,540,625 2,330,625 227,446 844,398 1,486,227 36.2% 38 10/13/2016 CURRENT Account Number Description ADOPTED AMENDED PERIOD ACTUAL BALANCE BUDGET BUDGET TRAFFIC IMPACT FEES (4,392) 110.7% 29-32750-00 6,540 IMPACTFEES-TRAFFIC109,800 7,702 40,993 29-32755-00 269 IMPACT FEES TRAFFIC (N) (14) 81,750 159,809 29-35100-00 9,737 INTEREST 400 1,651 - Revenue Subtotal 191,950 202,453 29-57600-00-51 - CONSTRUCTION COSTS BORGFELD 200,000 - 29-57600-00-52 CONSTRUCTION COSTS-TURNING STONE 50,000 50,000 Expenditure Subtotal 250,000 50,000 CURRENT YEAR TO DATE REMAINING PERDENT PERIOD ACTUAL BALANCE MET 2,928 45,385 (4,392) 110.7% 6,540 152,107 7,702 95.2% 269 1,956 (305) 118.5% 9,737 199,448 3,005 98.5% - 11,734 38,266 23.5% - 11,734 38,266 23.5% 39 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET STREET IMPACT FEES 30-35100-00 INTEREST 200 851 111 911 (61) 107.1% Revenue Subtotal 200 851 111 911 (61) 107.1% 30-57400-00-52 tANDACOUISITION - 60,000 45,765 14,235 76.3% 30-57500-00-55 ENGINEERING COSTS 200,000 40,000 10,400 29,600 26.0% Expenditure Subtotal 200,000 100,000 - 56,165 43,835 56.2% 40 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET DRAINAGE IMPACT FEES 31-32800-00 IMPACTFEES- DRAINAGE 74,000 40,710 1,586 35,423 5,287 87.0% 31-32805-00 IMPACT FEES - DRAINAGE (14) 142,100 241,666 23,949 254,450 (12,784) 105.3% 31-35100-00 INTEREST 2,000 6,207 696 6,292 (85) 101.4% Revenue Subtotal 218,100 288,583 26,231 296,165 (7,582) 102.6% 31-54927-00-41 DRAINAGE IMPROVEMENTS-TOWNCK1,300,000 - - - - 31-54927-00-43 DRAINAGE IMPROVEMENTS-TOLLE - 60,000 13,761 46,239 2M% 31-57500-00-43 ENGINEERING COSTS - 10,000 - 10,000 0.0% Ezoenditure Subtotal 1,300,000 70,000 - 13,761 56,239 19.7% 41 10/13/2016 42 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET PARK LAND FEES 32-35100-00 INTEREST 300 1,416 200 1,586 (171) 112.1% 32-36200-00 PARK LAND FEES 60,000 - - - - 32-36215-00 BUILDER PARK LAND FEES 180,000 181,639 15,600 173,400 8,239 95.5% Revenue Subtotal 240,300 183,054 15,800 174,986 8,068 95.6% 32-5491048 CAPITAL OUTLAY - 18,500 - 16,946 1,554 91.6% 32-57600-48-01 CONSTRUCTION COSTS-TS PIA 197,000 - - - - 32-57600-40-63 CONSTRUCTION COSTS-SCHLATHERPK - 18,000 - 17,021 979 94.6% 32-5760048-64 CONST COSTS-SPLASH PAD 150,000 - - - 32-57600-48-65 CONST COST- PEDESTRIAN INTERC 70,000 - - - - Excencliture Subtotal 417,000 36,500 - 33,968 2,532 93.1% 42 10/13/2016 Amount Number Descriptron ADOPTED AMENDED PERIOD ACTUAL BUDGET BUDGET COURT TECHNOLOGY FEES 3,641 (48) 33-34520-00 COURT TECHNOLOGY FEES 7,000 3,593 33-35100-00 INTEREST 3 3 101.3% Revenue Subtotal 7,003 3,597 33-52600-04 IT MAINTENANCE CONTRACTS - 6,000 33-52610-44 CONTRACT SERVICES 6,000 - 100.0% Fxnenditure Subtotal 6,000 6,000 43 CURRENT YEAR TO DATE REMAINING PERDENT PERIOD ACTUAL BALANCE MET 260 3,641 (48) 101.3% 0 3 (0) 101.2% 260 3,645 (48) 101.3% - - 6,000 0.0% 6,000 (6,000) 6.000 - 100.0% 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET COURT SECURITY. FEES 34-34510-00 COURT SECURITY FEES 34-35100-00 INTEREST 214 Revenue Subtotal 34-55775-00 COURTSECURITY 1 Exuendilure Subtotal 5,500 2,945 195 2,731 214 92.7% 10 12 1 11 1 95.4% 5,510 2,957 196 2,742 215 92.7% 5,000 3,317 213 3,952 (635) 119.1% 5,000 3,317 213 _ 3,952 (635) 119.1% 44 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEARTODATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET POLICE 1 1 1 1% 35-35100-00 INTEREST 1 1 124.0% Revenue Subtotal 1 1, OFFICERS Expenditure Subtotal Frgdrumher 35 rmLOW-seLm 45 10/13/2016 46 10/13/2016 Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING VLnULNI Account Number BUDGET BUDGET PERIOD ACTUAL BALANCE MET POLICE EDUCATION FUNDS 2,500 2,503 - 2,503 - 100.0% 36-34730-00 LEOSE FUNDING 3 0 3 0 94.0% 36-35100-00 INTEREST 2 2,502 2,506 0 2,506 0 100.0% Revenue Subtotal 2,500 2,500 288 2,121 379 84.8% 36-52630-03 TRAVEL AND TRAINING 2 500 288 2,121 379 84.8% Fxnenditure Subtotal 2 500 i 46 10/13/2016 Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT Account Number BUDGET BUDGET PERIOD ACTUAL BALANCE MET POLICE SPECIAL FUNDS 280 100.0% 37-34720-00 POLICE DONATIONS 280 0 1 1 43.0% 37-35100-00 INTEREST - 2 0 261 1 99.8% Revenue Subtotal 262 72 100.0% 37-53250-43 OFFICERS EQUIPMENT AND SUPPLIE - 72 100.0% Expenditure SubtotalMzEGzNfflE '1 72 1 _ 72 1 11 11,ft °B ® 1 47 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET CHILD SAFETY PROGRAM 38-34505-00 CHILD SAFETY PROGRAM 24,000 25,679 2,257 23,881 1,799 93.0% 38-35100-00 INTEREST 25 33 3 31 2 93.9% Revenue Subtotal 24,025 25,712 2,260 23,912 1,801 93.0% 38-53230-00 OTHER SUPPLIES 30,000 - - - - 38-58001-00 TRANSFER TO GENERAL FUND 25,000 16,059 13,669 2,390 85.1% Expenditure Subtotal 55,000 16,059 - 13,669 _ 2,390 85.1% 48 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEARTODATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET STREETIDRAINAGE MAINTENANCE TAX 39-31200-00 SALES TAX -STREETIMAINT 325,000 313,521 40,798 277,755 35,766 88.6% 39-35105-00 INTEREST 150 1,410 291 1,817 (407) 128.9% Revenue Subtotal 325,150 314,932 41,089 279,572 35,359 88.8% 39-52615-00 STREET MAINT CONT-TRAN GEN F. 250,000 65,496 - 65,496 (0) 100.0% Expenditure Subtotal 250,000 65,496 - 65,496 (0) 100.0% 49 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET DRAINAGE UTILITY DISTRICT 40-32900-00 DRAINAGEFEES- RESIDENTIAL 408,000 416,749 35,604 383,108 33,640 91.9% 40-32910-00 DRAINAGE FEES COMMERCIAL 82,800 57,470 4,966 53,347 4,123 92.8% Subtotal 490,800 474,219 40,570 436,455 37,763 92.0% 40-35105-00 INTEREST - 253 36 295 (42) 116.5% Subtotal - 253 36 295 (42) 116.5% Revenue Subtotal 490,800 474,472 40,606 436,750 37,722 92.0% 40-51010-46 SALARIES 211,959 206,468 15,507 182,313 24,155 88.3% 40-5101146 LONGEVITY 2,868 2,338 - - 2,338 0.0% 40-5101546 OVERTIME 1,200 2,992 1,492 1,500 49.9% 40-5101646 PHONE ALLOWANCE 831 560 40 440 120 78.5% 40-5102046 UNEMPLOYMENT TAX 1,440 1,027 - 1,032 (5) 100.5% 40-51030-46 SOCIAL SECURITY - MEDICARE 16,590 16,141 1,172 13,923 2,218 86.3% 40-51040-46 RETIREMENT 26,782 26,205 1,892 22,784 3,421 86.9% 40-51060-46 HEALTH - LIFE INSURANCE 45,140 40,593 2,897 30,774 9,819 75.8% 40-5107046 WORKERS COMPENSATION 14,034 9,018 849 8,270 748 91.7% Subtotal 320,844 305,342 22,356 261,029 44,313 85.5% 40-52610-46 CONTRACT SERVICES 1,800 1,803 35 293 1,510 16.2% 40-52615-46 CONTRACT DRAINAGE MAINTENANCE 10,000 10,000 - - 10,000 0.0% 40-52630-46 TRAVEL AND TRAINING 1,300 1,255 - 935 319 74.6% 40-5263546 DUES, FEES AND PERMITS 100 2,245 45 2,245 - 100.0% 40-52650-06 GENERAL LIABILITY INSURANCE 2,500 4,902 379 4,167 735 85.0% 40-52680-06 LEGAL SERVICES 2,000 2,000 - - 2,000 0.0% 40-5271546 ENGINEERING -MASTER PLAN - 11,586 955 6,306 5,280 54.4% 40-52720-46 ENGINEERING SERVICES 10,000 8,500 - 3,396 5,104 40.0% 40-52810-46 UTILITIES 3,500 5,600 568 5,039 561 90.0% 40-52820-46 TELEPHONE 400 314 31 297 18 94.4% Subtotal 31,600 48,205 2,013 22,677 25,528 47.0% 40-53090-06 UNIFORMS 4,250 3,900 395 3,706 194 95.0% 40-53095-46 SAFETY SUPPLIES AND EQUIPMENT 1,200 1,425 - 1,470 (45) 103.2% 40-53276-46 DRAINAGE MAINTENANCE 35,000 28,400 117 21,881 6,519 77.0% 40-53277-46 EQUIPMENTRENTAL 1,500 1,500 - - 1,500 0.0% 40-53280-46 MINOR TOOLS AND EQUIPMENT 2,500 175 - 140 35 79.9% 40-5341046 BUILDING MAINTENANCE 2,000 2,000 29 1,201 799 60.0% 40-5344046 MACHINERY MAINTENANCE 8,000 11,549 1,114 11,316 233 98.0% 40-5345546 VEHICLE FUEL 18,000 14,600 2,578 13,211 1,388 90.5% 40-53470-46 VEHICLE REPAIRS 1,500 1,500 239 1,376 124 91.7% Subtotal 73,950 65,049 4,472 54,300 10,749 83.5% 40-54900-46 NON CAPITAL OUTLAY<$9,999 9,100 6,365 - 6,320 45 99.3% 40-5491446 BUILDING IMPROVEMENTS - 10,638 - 10,638 - 100.0% 40-54930-46 COMMUNICATION EQUIPMENT 4,100 4,100 - 4,100 - 100.0% Subtotal 13,200 21,103 - 21,058 45 99.8% 40-55735-46 GENERAL FUND ADMIN FEES 9,816 9,489 812 8,734 755 92.0% Subtotal 9,816 9,489 812 8,734 755 92.0% 40-58001-46 TRANSFER TO GENERAL FUND - 6,275 - - 6,275 0.0% 40-5800246 TRANSFER TO UTILITY FUND - 17,825 - - 17,825 0.0% 40-5800646 TRANSFER TO IT REPLACEMENT FUND 220 220 - - 220 0.0% Subtotal 220 24,320 - - 24,320 0.0% 40-5914046 2014 LEASE PRINCIPAL 38,225 38,225 - 38,225 - 100.0% 40-59141-46 2014 LEASE INTEREST 2,484 2,484 - 2,484 100.0% Subtotal 40,709 40,708 - 40,708 - 100.0% Subtotal 50 10/13/2016 Account Number Description ADOPTED (2,435) 110.7% BUDGET 2011 GO BONDS -TOWN CREEK REGIONAL DETENTION FACILITY 53-35100-00-00 INTEREST 7,500 53-35150-00-00 UNREALIZED GAINTOSS ON INVESTMENT - 3,030 Revenue Subtotal 7,500 53-57500-00-00-41 ENGINEERING SERVICES - 53-57600-00-00-41 CONSTRUCTION COSTS 3,883,691 49.4% Exoenliture Subtotal 3,883,691 AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET PERIOD ACTUAL BALANCE MET 22,718 3,030 25,154 (2,435) 110.7% - - (228) 228 22,718 3,030 24,925 (2,207) 109.7% 312,667 60,542 154,597 158,070 49.4% 312,667 60,542 154,597 158,070 49.4% 51 10/13/2016 Account Number Description ADOPTED AMENDED BUDGET BUDGET 2011 GO BONDS - BALLFIELDS 54-35100-00-00 INTEREST 2,000 8,654 54-35150-00-00 UNREALIZED GAINILOSS ON INVESTMENT - - 54-38509-00-00 TRANSFER FROM 08 COS - 62,740 Revenue Subtotal 2,000 71,394 54-57500-00-00-62 ENGINEERING SERVICES - 188,255 54-57600-00-00-62 CONSTRUCTION COSTS 2,285,256 100,000 Ezoencliture Subtotal 2,285,256 288,255 CURRENT YEARTODATE REMAINING PERCENT PERIOD ACTUAL BALANCE MET 940 8,087 567 93.4% - (114) 114 - - 62,740 0.0% 940 7,973 63,421 11.2% - 155,355 32,900 82.5% 12,500 87,500 12.5% 167,855 120,400 58.2% 52 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET 2012 REVENUE BONDS - WATERMASTEWATER PROJECTS 55-35100-00-00 INTEREST 59,474 5,522 56,725 2,750 95.4% 55-35150-00-00 UNREALIZED GAINILOSS ON INVESTMENT - - - (221) 221 Revenue Subtotal - 59,474 5,522 56,504 2,971 95.0% 55-57500-00-00-24B ENGINEERING -WATER MAIN GVRILOWNCK 15,000 15,000 - - 15,000 0.0% 55-57500-00-00-24C ENGINEERING-BOOSTER PUMP 25,000 - - - - 55-57500-00-00-24D ENGINEERING -GST REHAB SITE i - 170,000 - - 170,000 0.0% 55-57500-00-00-25A ENGINEERING -WATER STORAGE 60,000 160,000 - - 160,000 0.0% 55-57500-00-00-25B ENGINEERING- GST SMAINISCHAEFFER - 60,000 - - 60,000 0.0% 55-57500-00-00-25C ENGINEERING-BOOSTER PUMP - 82,000 - - 82,000 0.0% 55-57500-00-00-26 ENGINEERING-WATER MAIN RELOCATE 20,000 - - - - 55-57600-00-00-24B CONSTRUCTION-WATER MAINGVRTOWN( 550,000 2,701 - 2,701 100.0% 55-57600-00-00-24C CONSTRUCTION-BOOSTER PUMP 450,000 - - - - 55-57600-00-00-25A CONSTRUCTION-WATER STORAGE 3,200,000 2,093,000 - 607,931 1,485,069 29.0% 55-57600-00-00-26 CONSTRUCTION- WATER MAIN RELOCATE 100,000 - - - - Expenditure Subtotal 4,420,000 2,582,701 -_. 610,632 1,972,069 23.6% 53 10/13/2016 Account Number Description 2013 GO BONDS - TOWN CREEK REGIONAL DETENTION 56-35100-00-00 INTEREST 56-35150-00-00 UNREALIZED GAINILOSS ON INVEST 20,000 Revenue Subtotal 56-57600-00-00-41 CONSTRUCTION COSTS 3,748,364 Exoendilure Subtotal ADOPTED AMENDED BUDGET BUDGET 20,000 27,240 20,000 27,240 3,748,364 - 54 CURRENT YEAR TO DATE REMAINING PERDENT PERIOD ACTUAL BALANCE MET 2,944 27,454 (214) - (1,828) 1,828 2,944 25,626 1,614 100.8% 94.1% 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET 2013 GO BONDS - COMMUNITY CENTER 57-35100-00-00 INTEREST 11,500 25,462 2,602 25,210 252 99.0% 57-35150-00-00 UNREALIZED GAINILOSS ON INVEST - - - (1,658) 1,658 Revenue Subtotal 11,500 25,462 2,602 23,552 1,910 92.5% 57-57500-00-00-71 ENGINEERING SERVICES - 287,686 - 10,686 277,000 3.7% 57-57600-00-00-71 CONSTRUCTION COSTS 4,500,000 - - - Expendilure Subtotal 4,500,000 287,686 - 10,686 277,000 3.7% 55 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEARTODATE REMAINING PENDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET 2014 GO BONDS - FIRE STATION #1 IMPROVEMENTS 58-35100-00-00 INTEREST 500 2,143 291 2,343 (200) 109.3% Revenue Subtotal 500 2,143 291 2,343 (200) 109.3% 58-57500-00-00-72 ENGINEERING SERVICES - 102,382 - 73,240 29,142 71.5% 58-57600-00-00-72 CONSTRUCTION COSTS 701,598 - - - Exoenditure Subtotal 701,598 102,382 - 73,240 29,142 56 10/13/2016 Account Number Description 2014 GO BONDS - MAIN ST/FM 1103 RD IMPROVEMENTS 59-35100-00-00 INTEREST 59-35150-00-00 UNREALIZED GAIN/LOSS ON INVEST REMAINING Revenue Subtotal 59-57500-00-00-51 ENGINEERING SERVICES 59-57500-00-00-54 ENGINEERING SERVICES 59-57600-00-00-51 CONSTRUCTION COSTS 5,000 Expenditure Subtotal ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET 5,000 8,524 1,264 9,876 (1,352) 115.9% - - - 92 (92) 5,000 8,524 1,264 9,968 (1,444) 116.9% 350,000 8,250 8,250 8,250 - 100.0% - 141,750 - - 141,750 0.0% 1,400,000 4,165 - 4,615 (450) 110.8% 1,750,000 154,165 8,250 12,865 141,300 57 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET 2015 GO BONDS - HAECKERVILLE ROAD IMPROVEMENTS 60-35100-00-00 11 Revenue Subtotal 12,500 60-57500-00-00-56 ENGINEERING SERVICES 250,000 257,500 110.711 110,711:' 0% 60-57600-00-00-56 CONSTRUCTION COSTS2,250,000 SubtotalExpenditure 11 10257,500 110,711 110,711 F{�tt��r1G,�eY=60� �biS�OEbSyAB;I�;QRS!aLE���F�kOVEN,�(29�7�p;4���?9838) ,=��j708�54�(iU��9���r (747�4�)�-A_Q:$° 58 10/13/2016 Account Number Description ADOPTED AMENDED BUDGET BUDGET CURRENT YEAR TO DATE REMAINING PERIOD ACTUAL BALANCE PERDENT MET 2015 GO BONDS 1 1 43 61-35100-00-00 INTEREST 2,500 1,670 210 1,554 116 931% Revenue Subtotal 2,500 1,670 210 1,554 116 61-57500-00-00-73 ENGINEERING SERV500,000 Expenditure Subtotal 500,000 59 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERDENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET 2015 GO BONDS - FM 1103 ROAD IMPROVEMENTS 111111 INTEREST 5,000 2,640 419 3.1074.8 Revenue Subtotal 5,000 2,640 419 3,107 ,. 111111 • • 111111 . 10% SubtotalExpenditure 111 111 853,126 853,126 ,WRAP§_5�=A, 2101i1�P3J�0/��JMP� �00} I$-011480}- �79 �"r�,�97:APID, 60 10/13/2016 Account Number Description ADOPTED AMENDED CURRENT YEAR TO DATE REMAINING PERCENT BUDGET BUDGET PERIOD ACTUAL BALANCE MET 2016 GO BONDS - BORGFELD ROAD IMPROVEMENTS 63-35100-00-00 INTEREST 3,150 1,366 2,973 177 94.4% 63-35350-00-00 BOND PROCEEDS 3,500,000 - 3,455,000 45,000 98.7% 63-35351-00-00 BOND PREMIUM - - 148,345 (148,345) Revenue Subtotal - 3,503,150 1,366 3,606,319 (103,169) 63-51060-00-00 BOND ISSUE COSTS - - - 103,345 (103,345) 63-57400-00-00-51 EASEMENTS/SURVEY/ACQUISITION - 200,000 1,900 24,900 175,100 12.5% 63-57500-00-00-51 ENGINEERING SERVICES - 394,400 - 124,251 270,150 31.5% Expenditure Subtotal - 594,400 1,900 252,496 341,904 r e• i ®:1 :a• r•e•® •® '1: 1 111111SUDEMEM 61 10/13/2016 Drainage Dept. Monthly Report Sept. 2016 Sept. 1-2 Team members mowed and weed eated Borgfeld rd, Town Creek, Stolte rd, and Pfannstiel rd. Team members also mowed and weed eated Arenas Bridge and Woodstone drainage ditch. Sept. 5-9 Team members mowed and weed eated Lower Seguin rd and Saddle Creek drainage ditch. Team members put out Altosids (mosquito repellent ) in these areas. (1) Lantana, (1) Kaylee Chase, (1) Springtree Lane, (2) Springtree Cove, (1) Veteran's Park, (2) Deer Creek, (1) Dietz by Watts, (1) Woodstone, (1) Arenas Bridge, (1) Tokar drainage, (1) detention pond by Weiderstein, (1) Hinge Falls, (1) Brush Trails and Deer Creek, (1) Weidner, (1) Hinge Falls, (2) Loop 539, (1) Knight Stop, (1) Bentwood Pass, (1) Parking lot on Borgfeld, (4) Rattlesnake Way, (1) Country Ln, and (1) across the bowling alley. Team members mowed and weed eated Buffalo Crossing and cleaned out culvert at 400 Bison Ln. Sept. 12-16 Team members mowed and weed eated old yard, Rio Vista and Deer Creek drainage ditch. Team members mowed and weed eated 305 Black Hills, Springtree Lane, Springtree Cove, Tower Bluff and Green Valley &FM 1103. Team members mowed and weed eated Dean rd, Kaylee Chase, old school and 3 islands by Wal-Mart. Team members mowed and weed eated Arenas Bridge, Thistle Creek thru Barbara Jordan Intermediate School. Team members moved boxes from the old storage to the new storage. Sept. 19-23 Team members mowed and weed eated Lantana drainage ditch, Tolle road, and Country Lane. Team members continued to move boxes into new storage bin. Team members mowed and weed eated Loop 539 and temporary fire station on Schaeffer road. Sept.26-30 Team members cleaned out culverts from debris due to high water. Team members weed eated cement ditch from Carmel thru Silver Wing. Team members mowed and weed eated Old Cibolo Valley rd, Glen Eagles, and Bridge Crossing and Weeping Willow. Did a presentation about storm water at Weiderstein Elementary School. Street Dept. Monthly Report September 2016 Sept. 1-2: Team 1 replaced 6'x4' section of sidewalk at 200 Stirrup Dr... Team 2 converted (2) street lights on N. Main St. to LED, replaced speed limit sign and pole at 104 Springtree Cove and worked on Ford dump truck to use with the durpatcher. Both teams asphalted 21'x18'6" patch on Whitney Way, 17'x10' on Dietz Rd. at Spice Oak Lane and 22'x13' on Silver Wing. Everyone did their weekly vehicle and equipment maintenance routine. Sept. 6-9: Team 1 did the first of the month chipping on the south side of town and replaced a 42'x2' section of curb and gutter at 260 Tierra Grande. Team 2 converted (12) street lights on N. Main St. to LED and installed (4) more bollards on Lower Seguin Rd. at Cibolo Creek. They also pulled the forms from 200 Stirrup Dr. and 108 Falcon Park and dressed the sides with top soil. Sept. 12-16: Team 1 started on concrete drainage ditch at 400 Bison Lane and poured and finished 45'x5' pan with help from team 2. Team 2 repaired (4) street lights on N. Main St., asphalted 41'x7' patch at 260 Tierra Grande and then went dura patching on Weil Rd., Tolle Rd., Country Lane and S. Main St. They also removed two radar units from Buffalo Crossing and Kaylee Chase and gave them to PD. Both teams did their weekly maintenance routine. Sept. 19-23: Team 1 finished the concrete drainage ditch at 400 Bison Lane. Team 2 saw cut, excavated, compacted, backfilled, compacted and asphalted 42'x50' patch on Guadalupe Dr. and Industrial Dr. and a 10'x15' overlay on Whitney Way. Filled pot holes on Lower Seguin Rd. from Stolle Rd. to Phannstiel Rd. and trimmed tree branches coving signs on Haeckerville Rd. Sept. 26-30: Both teams set out barricades and signage at all low water crossings and monitored them. Team1 started replacing a sidewalk, driveway apron and curb at 214 Laceleaf Lane. Team 2 did the end of the month chipping on the south side of town and more rock and road base work at the temporary fire station on Schaeffer Rd. Both teams did their weekly vehicle and equipment maintenance routine. CIBOLO DAILY WATER REPORT Monthly Report Year- 2016 Month- Sept. Total Water Pumped- 42,526,000 Min. Daily Pumpage- 898,000 Site I Production Total - 16,810,000 Total Hours Pump 1 Daily Hours Pump 1 66 2.12 Total Hours Pump 2 Avg. Daily Hours Pump 2 64 2.08 Total Hours Pump 3 Avg. Daily Hours Pump 3 65 Total Hours Pump 4 Avg. 84 Haeckerville CL2 Max- .80 F Wagner CL2 Max -3.30 FM 1103 Elevated CL2 (Site II) Max -2.40 Min -1.30 Avg.- F2.21 Cibolo Valley Drive Elevated CL2 (Site 1) Max- 2.40 .95 F1 Min- .10 Fl Cibolo Valley Drive Standpipe CL2 (Site 1) Max -2.50 Min- .00 F1 Avg. -1.69 System CL2 Max- 2.50 F System PSI Max- 05 F1 Max. Daily Pumpage- 1 1,938,000 Avg. Daily Pumpage- 1,417,533 Site I vs. Haeckerville 239,000 Avg. Daily Hours Pump 1 2.12 Avg. Daily Hours Pump 2 2.08 Avg. Daily Hours Pump 3 2.10 Avg. Daily Hours Pump 4 2.71 Min -1.10 Avg.- 2.17 Min -1.30 Avg.- F2.21 Min- .20 F1 Avg.- .95 F1 Min- .10 Fl Avg. -1.73 Min- .00 F1 Avg. -1.69 Min- FO.70 Avg.- .52 F1 Min- 65 F Avg.- F85 ear- 2016 rd Qtr.- July,Augu ber CIBOLO DAILY WATER REPORT Quarterly Report Total Water Pumped- 157,633,000 Max. Daily Pumpage- Min. Daily Pumpage- 531,000 Avg. Disenfectant Number of for month Residuals collected July 1.38 30 August September Avg. Daily Pumpage- 3rd Quarter Avg. 1.53 Lowest 0.21 Number Below Minium 0 0 Hackerville CL2 Max- 4.80 Min- 0.20 Wagner CL2 Max- 3.30 Min- 0.08 FM 1103 Elevated CL2 (Site 11) Max- 3.10 Min- 0.45 Cibolo Valley Drive Elevated CL2 (Site 1) Max- 3.50 Min- 0.48 Cibolo Valley Drive Standpipe CL2 (Site 1) Max- 3.10 Min- 0.68 System CL2 Max- 3.30 Min- 0.21 Higl- System PSI Max- 105 Min - 3,099,000 1,710,221 Number with no Residual lest 3.30 Avg.- Avg.- Avg.- Avg.- N Q 0 CCS .. 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Main Street / PO Box 826 Cibolo, Texas 78108 (210)658-9900 Board or Commission Candidate Application Application Date: 16 Feb 2016 ALL CANDIDATES SELECTED FOR A COMMISSION OR COMMITTEE MUST COMPLETE AN OPEN MEETINGS TRAINING CLASS WITHIN 30 DAYS OFBEING APPOINTED CERTIFICATE MUST BE TURNED INTO CITYSECRETARY Check all Boards & Commissions of Interest: Rank order of interest starting with 1: Planning and Zoning Economic Development Streets and Drainage Parks and Recreation Water Resource Advisory Committee Board of Adjustments Zoning Ordinance Advisory Committee X Animal Control Advisory Board Name: Manuel Home Address Home phone: Gomez Jr E-mail Address: manuel.r.gomezjr@dcma.mil 133 Earhart Ln Cibolo, TX 78108 Business phone: 210-932-6651 Cell phone: 210-445-7536 Resident of City? Yes Years / ETJ? 13 Are you a qualified voter of the City? Yes Do you have any relatives who work for the City of Cibolo? Yes X No Occupation: Department of Defense, Defense Contract Management Agency Education: BSCJ' Texas State University 1989 Special Knowledge or Experience Applicable to City Board or Commission Function: Current member of several teams/committees serving the USAF and Boeing Contractors Board President of the Randolph Airlift Tanker Association Banking/Finance X Business Development X Building/Construction Promotions/Marketing Real Estate Development X Law/Contract Admin. X Industrial Training X Manufacturing/Industrial Operations Engineering Type: Other information (Civic Activities, etc.) I have attended one or more of the board or commission for which I have applied: X Yes No GOMELMANUELAOSA' p^•;'�^"^' 'r"'°""'"'""""„',°"'" Date: 16 Feb 2016 Signature: SJR.1731049290 RETURN COMPLETED APPLICATION TO CITY SECRETARY'S OFFICE (SET: REVERSE SIDE) CS -001 Please answer the following questions: Why are you interested in serving on a city board or commission? I have always been interested in the growth and welfare of the city my family and I reside. I enjoy giving any time I can to help promote the health and growth of our city. What contribution would you like most to make? This committe has snuggled to stay relevent due to member availability. I am able to provide long term service to this group and stay committed to its goals. Do you feel you can make objective decisions and recommendations that are in the best interest of the city but may conflict with your personal opinions or interests? Yes, my current occupation requires honest, objective review and feedback. I must remain emotionally detached to each task and make the best decision I can with the information provided. What attracted you to the City of Cibolo? I enjoy the old town feel that you can still get here in Cibolo. I still see people here that I went to school with over 30 years ago. The schools are some of the best in the city and the people here and kind and respectful. Every city has its faults of course, but with Cibolo they never seem unsurmountable. What, if anything would you change about the City of Cibolo? I would improve our parks and downtown feel. We have already begun with adding anew place to hangout and listen to music and get a bite to eat. I think if we provided more of these things, more and more people would participate. What other civic involvement do you currently have or have you had in the City of Cibolo? Other cities? I have been an active coach in the Buffalo Valley Youth Association for the past 5 years. I coach girls basketball and volleyball. It has been awesome to watch our youth grow up! What is your attitude towards growth? Everything must grow to live. As long as the right infrastructure and support is provided to support growth then I don't feel there would be too many problems ... its when everyone starts to step on each other and traffic delays begin to make people feel impatient with others. What, if any time constraints do you have? (Job, travel, other commitments, etc.) I travel occasionally but typically know well in advance if I am not going to be available any particuliar week. Do you have your family's support in this endeavor? 110%!! Do you plan to make the City of Cibolo your permanent home? I made that choice 13 years ago! HR -002 J OF Ct6 Tex ns City of Cibolo 200 S. Main Street / PO Box 826 Cibolo, Texas 78108 (210)658-9900 Board or Commission Candidate Application Application Date: Applications are kept on file for one year. ALL CANDIDATES SELECTED FOR A COMMISSION OR COMMITTEE MUST COMPLETE AN OPEN MEETINGS TRAINING CLASS WITHIN 30 DAYS OF BEING APPOINTED CERTIFICATE MUST BE TURNED IN TO CITY SECRETARY Check all Boards & Commissions of Interest: Rank order of interest starting with 1: Planning and Zoning Streets and Drainage CIP Committee Economic Development Parks and Recreation 1 Board of Adjustments Name: Katie Cunningham E-mail Address: katechaml2na,2mail.com Home Address: 541 Slippery Rock, Cibolo TX 78108 Home phone: (254) 723-8281 Business phone: (210) 206-5559 Cell phone: (254) 723-8281 Resident of City? Yes Years / ETJ? 4 Are you a qualified voter of the City? Yes Do you have any relatives who work for the City of Cibolo? Yes X No City District: 4 Occupation: Management Analyst for the City of San Antonio Education: Baylor University — BA in Speech Communication and BA in Public Relations Special Knowledge or Experience Applicable to City Board or Commission Function: o Sewnyears of personnel administration andpayroll procedures o Eightyears ofsupervisory, training andpeiformance evaluation experience o Nine years ofpolicy andprocedure development,four years in budgets and purchasing o Eight years ofcommunity health experience Proficient in: Adobe InDesign, Adobe Photoshop, HP Photosma•t Studio, Microsoft Office Applications, iWork Applications, InlelEveni Room Viewer, GoogleDocs, ChildPlus, Teaching Strategies GOLD, ASQ Online, CLASS, ClassLive, SeaAlonkey X Banking/Finance X Business Development Building/Construction X Promotions/Marketing Real Estate Development X Law/Contract Admin. X Industrial Training Manufacturing/Industrial Operations Engineering Type: Other information (Civic Activities, etc.) I was an event coordinator for 3 years and managed events for the City of Waco, Waco Chamber of Commerce, Baylor University, as well as other private and public groups with budgets up to $100,000. 1 currently create partnerships between community resources (hospital systems, social services, school districts national programs federal initiatives, etc.) and CoSA Head Start. I also create training manuals for information systems, IT, and policies procedures for Health, Dental and Nutrition and provide Training/Technical Assistance for more than 300 staff. I have participated in the strategic planning, federal monitoring, and self-assessment for Head Start (7 vears) and the Department of Human Services for the City of San Antonio I have attended one or more of the board or commission for which I have applied: Yes X No Date: 6/3/2016 Signature: RETURN COMPLETED APPLICATION TO CITY SECRETARY'S OFFICE (.SEE REVERSE SIDE) CS -001 Please answer the following questions: Why are you interested in serving on a city board or commission? I grew up in Schertz and remember what "old Cibolo" looked like. We lived in Waco, TX, another city undergoing economic changes, and it was exciting to see the city come together to transform old abandoned buildings and a desolate downtown area into a thriving social center. Cibolo, although not as large, has the potential to be a shining star and I want to be apart of bringing in the 'hew Cibolo." What contribution would you like most to make? I would love to see Cibolo continue to grow and become a place people want to be, not just a commuter city. I believe having the "end in sight" with the Master Plan is very important in ensuring that all of the business the city does, deals that are made, and development done needs to be done with the final goal in mind. Right now Cibolo is growing so fast that I think we are trying to move forward but the infrastructure needs are causing conflict. We know what we want but we need to make sure that the foundation is there first in order to see long-term success. As far as economic development, I would love to see downtown Cibolo as a place where people go, whether for food, entertainment, etc. It sometimes feels like a ghost town and I would love to see it being an inviting place to visit. We have a lot to offer as a city and there is no reason why we couldn't become a destination for tourists and residents of surrounding areas. I would like to personally contribute my fundraising, project planning and managing, research skills and creative ideas to the project. Do you feel you can make objective decisions and recommendations that are in the best interest of the city but may conflict with your personal opinions or interests? Yes. I am a very fair person and try to fully understand all arguments presented. In my current position I have to make decisions based on what is best for the 3,000+ children in our Head Start program. Oftentimes I may feel there are better options available, but after listening to all sides I am willing to "lose" my original argument if there is option/idea that is more beneficial than mine. What attracted you to the City of Cibolo? I grew up in Schertz but left to go to school in Waco, and after 5 years in Waco and 3 years in Paris, TX my husband was transferred to San Antonio. I convinced him that living in Cibolo was the right choice, and even though his commute may be a little longer it is nice to be out of the hustle and bustle. We enjoy gong to the parks with our kids, and being in Cibolo means that we are able to get more of the "small town" feel that we fell in love with while in Paris. What, if anything would you change about the City of Cibolo? I was very fortunate to be in Waco as the city began its transformation into the place it is today. It was amazing to see a town that had abandoned houses and buildings, two old silos, the 19`h highest (per capita) number of homeless people, and general lack of pride transform into the epitome of "renewal." Waco used to be a place to avoid at all costs — one of the selling points Baylor gave to incoming students was that "Austin, San Antonio and DFW aren't that far away." They don't have to do that anymore! I would love to see that type of growth in Cibolo. We need to bring more life to the town center. One idea would be more shops and restaurants (possibly a deli?) in the downtown area. In Paris, TX there is a city square with a fountain in the center. The square is surrounded by buildings (antiques, boutiques, a great toy store, ice cream, winery, burger place, etc.). No matter how many times we went downtown it always felt like we were finding a new treasure or making a new memory. Also, the city had several celebrations around the square and would shut down the roads. It helped build a sense of community - I would see neighbors, friends, and coworkers. Everyone looked forward to those celebrations! What other civic involvement do you currently have or have you had in the City of Cibolo? Other cities? • City of Cibolo: o CIP Committee o Master Plan Committee o Stonebrook HOA • City of San Antonio: o Assist with the Strategic Plan o Green & Healthy Homes Taskforce o Health Advisory Committee (Head Start) o UMAST o United Way Chairperson o SafeKids Carseat Technician City of Waco: o Worked closely with Convention Center, City of Waco, Waco Chamber, Baylor University o Methodist Children's Home o Steppin'Out—Baylor Initiative to help update old homes in Waco(ramps,paint, replace windows, etc.) o Student Foundation (Baylor University) o Kappa Delta (Philanthropy Chair, Alumnae Relations Chair) City of Hugo, OIC: o Certified CPR/First Aid/AED instructor o Parade float judge (Hugo, Soper and Boswell, OK) What is your attitude towards growth? Growth is good when planned for. Unplanned and unanticipated growth can cause chaos, and it's harder cleaning up a mess than it is to plan, prepare and prevent a mess from happening. What, if any time constraints do you have? (Job, travel, other commitments, etc.) I work full time for the City of San Antonio Head Start program. I am typically available weeknights after 6pm and on the weekends and have a semi -flexible schedule if needed. Do you have your family's support in this endeavor? Yes. My husband fully supports my involvement. Do you plan to make the City of Cibolo your permanent home? We will live here for at least the next 5 years. Depending on my husband's job we may move after that to the regional office (Dallas area). I hope to stay longer. HR -002 Luft, Mark From: Dunn, Allen Sent: Monday, August 08, 2016 2:18 PM To: J.Moody@kalmarglobal.com Cc: Herrera, Robert; Luft, Mark; Cimics, Peggy Subject: RE: 30 day extension Hi Mr. Moody, Based on our discussions on Tuesday, Au us and the email you provided below, it would be appropriate for me to grant the CEDC at 30 day extension with regard to the deliverables requested by the council with regard to the development of an economic development plan and metrics as discussed in my letter to the CEDC presented at the June 2016 board meeting. Please note that any extensions beyond this 30 days will need to be brought to the entire council for_--anorova Please e me <now if you have any questions. Tha s and have a great Sincerely, Allen Dunn Mayor, Cibolo From: J.Moodyl@kalmarglobal.com [J.Moody@kalmarglobal.com] Sent: Wednesday, August 03, 2016 3:20 PM To: Dunn, Allen Cc: Herrera, Robert; Luft, Mark; Cimics, Peggy Subject: 30 day extension Mayor and City Council, I am formally requesting a 30 day extension on the plan to present the metrics and action plan as requested to City Council. The make-up of the EDC is brand new, we have 3 new members and all new leadership. We are working to build the team that will take this corporation into the future. We want to present a quality product to you and ask that you grant us a 30 day extension so that we can ensure we meet or exceed the expectations. Please inform Mr. Luft or I of your decision at your earliest convenience. If you have questions or concerns please do not hesitate to contact me. Best Regards, J. Moody Director, Operations and Facilities Kalmar RT Center 103,,Guadalupe Drive, 78108, Cibolo, Texas, USA PO Box 1028, 78108, Cibolo, Texas, USA Tol (800)-232-1236 Tel (210)-599-6541 Ext.1161 Fax (210)-599-4009 Cell (210)-508-6267 i.moodv(dkalmarglobal.com<mailto:i.moodv(@kalmarglobal.com> www.kalmarglobal.com<http://www.l(almarglobal.com/> www.KalmarRT.com<http://www.kalmarrt.com/> :ollow us on: Twitter<http://www.twitter.com/kalmarglobal> Linkedln<http://www.linkedin.com/company/kalmar> YouTube<http://www.Voutube.com/kalmapglobal> I Facebool(<http://www.facebool(.com/kalmarglobal> 1 City of Cibolo 200 South Main / PO BOX 826 Cibolo, Texas 78208 (210) 658-9900 www.cibolotx.gov June 16, 2016 Board of Directors Cibolo Economic Development Corporation 200 South Main Street Cibolo, Texas 78108 Ladies and Gentlemen, Thank you very much for your service on the Cibolo Economic Development Corporation Board of Directors. This is a very exciting time to be involved in civic life in the City! Cibolo continues to grow at a breathtaking pace and the economic development of our city is taking off. The Cibolo.Economic Development Corporation (CEDC) has much to be proud of in this regard. However, we must not rest on our laurels. Rather, we must continue to look to the future and chart a path of robust economic development and growth that is consistent with the vision we have of Cibolo as the "City of Choice". As we complete the process of updating the city's master plan to reflect the vision of our city in the coming decades and begin its implementation, the CEDC will take one of the leading roles in the overall success of that plan. To that end, it is the purpose of this letter to provide direction to the CEDC from the Cibolo City Council concerning that role. As a part of the master plan update, the services of Angelou Economics were retained to develop a comprehensive economic development strategic plan for Cibolo. That plan has outlined a series strategies and goals, along with recommended metrics for measuring the success of those strategies in achieving the recommended goals. This comprehensive strategic plan and the strategies, goals, and metrics recommended therein are, in the opinion of the Council, consistent with the vision that currently guides Council policy. Accordingly, the direction to CEDC is as follows: V • Develop an action plan based on the strategies and goals outlined in the comprehensive economic development strategic plan recommended by Angelou Economics. This action plan should include proposed timelines, budgets, and personnel necessary for successful implementation. U • Develop a series of metrics based on the metrics outlined in the comprehensive economic development strategic plan recommended by Angelou Economics. These metrics should include proposed reporting intervals that will allow for appropriate performance monitoring and correction. The CEDC should be prepared to present a proposed timeline and any other requirements that may be deemed necessary for completion of this action plan and metrics to Council no later than August 22, 2016 for consideration. Once the action plan and metrics are approved by Council, the CEDC can expect to be authorized to begin implementation. Based on our reading of the recommendations provided by Angelou Economics, Council anticipates that this will require various levels of engagement and participation of the Council, CEDC, and other committees to effectively implement the action plan and metrics. As a result, close coordination between the Council, CEDC, and other committees will be required and canbe established as this process moves forward. City of Cibolo 200 South Main / PO BOX 826 Cibolo, Texas 78108 (210) 658-9900 www.cibolotx.gov talon with the action plan and metrics, Council directs the CEDC to establish a `Best Practices" program to evaluate the efforts oof er economic eve opment groups in our areal groups tTa azm situations and conditions similar to that of the CEDC. The purpose of this program is to identify procedures and programs that are being successfully used by others to accomplish the strategies and goals of other groups that are similar to CEDC so that our efforts may be more effectively improved and implemented. The organization of this program, along with proposed budgets and implementation timelines should be developed and presented to Council for consideration and ratification no later than the Council meeting scheduled for September 13, 2016. The City of Cibolo stands at a crossroads in our history and the plans and decisions that we develop and implement today will have a tremendous impact on the city that we become in the next 10 to 20 years. The efforts of the CEDC represent the cutting edge of our city as we strive to convert the vision that we share of the future of Cibolo into reality. Not only that, but the efforts of the CEDC are one of the primary driving forces behind the creation and organization of an economic engine and will solidify Cibolo as the "City of Choice" for the decades to come. With that in mind, I want to again thank each one of you who have volunteered to serve on the Board of Directors and undertake this task in partnership with the City Council, your sister committees, and our city staff. If you have any questions or concerns, please contact me or the city manager. Respeot#ully, Allen Dunn_ Mayor City of Cibolo Rra 0 x �mxmr,,,nnma' r�X P, "City of Choice" City Council Meeting Date: October 25, 2016 From: Rudolph F. Klein IV, P.E., Director of Planning & Engineering Subject: Initiate Voluntary Annexation Proceedings for Properties with Non -Annexation Agreements I Direction Only Attachments: Exhibit A— Location of Proposed Annexations Map Location (Exhibit A): Approximately 631 acres (total) Area 1: Approx. 98 acres, west of FM 1103 and north of Green Valley Road Area 2: Approx. 447 acres, west of FM 1103 and south of Green Valley Road Area 3: Approx. 86 acres, along FM 1103 bend and west of Tolle Road As the City expanded its Extra -Territorial Jurisdictional areas along major corridors, i.e. FM 1103, Cibolo Valley Drive, FM 78, IH 10, etc., landowners within each area to be annexed were notified and offered as an option to annexation a "Non -Annexation Agreement" per Texas Local Government Code Section 43.035. This section of the code requires a municipality to offer a property owner of a land which is appraised for ad valorem tax purposes as land for agricultural or wildlife management use under Subchapter C or D, Chapter 23, Tax Code, or as timber land under Subchapter E of that chapter a development agreement that guarantees the continuation of the extraterritorial status of the area for a certain time and authorizes the enforcement of all regulations and planning authority of the municipality that do not Interfere with the use of the area for agriculture, wildlife management, or timber. These agreements are for a specific length of time (typically 8 years) and at time of expiration the agreements are deemed as a petition for voluntary annexation or may be extended at City Council's reauest On February 9, 2016, City Council approved the first ordinance extending the city limits by annexation of properties with such expiring Non -Annexation Agreements. The currently proposed and future annexations will be conducted similarly to the previous processes that began in 2015. As indicated then, City Manager and Staff believe each area should be reviewed individually. Elements that should be taken into consideration prior to annexation Include: proximity to current and planned services for support, the progression of private development and possible sources of revenue. The City currently provides Police and Fire services to the area. Staff has evaluated the Identified properties and found the annexation of the areas to be a vital component in connecting missing links of development within the already rapid growth occurring north of FM 78. City Council reading of annexation ordinance is tentatively scheduled for early January 2017. City Council Action: 1. Direction to Staff to Initiate voluntary annexation proceedings for certain real properties with expiring Non -Annexation Agreements as depicted within Exhibit A. '✓lam Rutl Iph F: Klein IV, P.E. Lisa Gonzalez �-{ Director of Planning & Engineering City Planner v Rklein(acibolotx.gov Lgonzalez(a)cibolotx.gov 210-658-9900 x 3139 210-658-9900 x 3141 B Exhibit A y Symbology ff l] _ Potential Annexation Areas rp 1r �Mmn 1= Parcel Boundaries c ar AREA 1 L ti Cibolo city Limits JLi� - - ® Non -annexation Agreements Cibolo ETJ yap a'{i-i-hl'" fI aaaaaaa Interstate pJ N Main Major ffo 0.125 0..25 0.5 miws AREA 2 'Il i e o 6n I ElF—_ J ill i E 9 I k 0 i � L r� i _ - A WEIR ❑ I AREA 3 Aw : I A,= M II .,alo 1 6 - -- IZE .T n M N N a N N L N F ow a lo 1 m P 3 h. V 0) N N OI C S w a U Z E N U � w a5 oLmo M c E wCL CLC; N c • a � I N � .a N O O O O a E E rn CL O C C E o ��p 4n m V V N i V _ IXJ h � C C O YN CL 00 £ U E .D 6 C O M O C p n� ,m6U �U� ,MdU M O N d) N M I O O C L O J `o U x U M £ _c LL W E ? °' Z3 o � C0.0 UUU Ja E 0 z N s7 C 0 O U U m E } Mm N d � N N m I IN Ry OF C/� 0 o » m TEX is "City of Choice" City Council Meeting Date: October 25, 2016 From: Rudolph F. Klein IV, P.E., Director of Planning & Engineering Subject: Zoning Petition I Ordinance 750 N. Main Street — Retail/Office (C-3) to General Commercial (C-4) Owner: Robles Service Group LLC. Applicant: Doug Boazman Area: 3.03 AC Location: 750 North Main Street Council District: 4 Current Zoning: Retail/Commercial (C-3) Proposed Zoning: General Commercial (C-4) 11 Proposed Uses: Auto Body Background/History: Staff was approached by the applicants about the possibility of placing an auto body shop on the east side of Cibolo Valley Drive situated between CVS and Cibolo Storage. The site is currently zoned C-3 and Staff indicated a rezoning would be required as a auto body shop, is categorized under Article 13 of the Unified Development Code (UDC), `Automotive: Major Repairs/Service" which is not allowed within C-3. The use is currently defined within the UDC as, "Indoor and outdoor repair and service of automobiles, noncommercial trucks, motorcycles, motor homes, recreational vehicles or boats, including the sale, installation and servicing of equipment and parts. Typical uses include muffler shops, auto repair garages, body and fender shops, painting and major repairs and service activities, but excluding dismantling or salvage", which is only allowed in higher intensity non-residential zoning districts, i.e. C4 and Industrial. Findings/Current Activity: The subject tract is formerly known as the Robles/Alamo 1 site with surrounding uses/zoning as follows: 1. North • Cibolo 78108 Storage, Retail/Commercial (C-3) & Conditional Use Permit 2. East Auto Zone, Retail/Commercial (C-3) 3. South • CVS & Wuest Pic-n-Pac, Retail/Commercial (C-3) 4. West (across Cibolo Valley Drive) • Cibolo Marketplace & The Shops at Cibolo Bend, Retail/Commercial (C-3) In comparison to surrounding uses, the proposed high-intensity commercial use by the applicant would generate low traffic counts, higher daytime employees and Is a large sales -tax contributor. Public Notice: Per TLGC the proposed rezoning notice was published within the local newspaper and provided to 7 property owners within 200' of the site. Per City Council these minimum requirements are to be exceeded by placing signage on site (see photo) and to send property owners notice by certified mail. Following this process, to date Staff has received no letters in favor of or in opposition to the request. P & Z Recommendation: On October 19, 2016, the Planning & Zoning Commission conducted a public hearing to solicit public testimony regarding the rezoning. Following the applicants presentation, the public hearing opened for citizen comment whereas one (1) citizen spoke in opposition to. The P&Z Commission expressed concerns pertaining to the up -zone to C-4 as it would allow all C-4 uses within the UDC, which may not be appropriate for the area and surrounding uses. By a vote of 4-3, the P&Z Commission recommended denial of the proposed rezoning. City Council Action Options: 1. Approve the proposed Rezoning Ordinance of 3 acres from Retail/Office (C-3) to General Commercial (C-4), by a supermajority vote, 2. Deny the proposed Rezoning Ordinance of 3 acres from Retail/Office (C-3) to General Commercial (C-4), as recommended by the P&Z Commission. Recommendation: 1. Deny the proposed Rezoning Ordinance of 3 acres from Retail/Office (C-3) to General Commercial (C-4), as recommended by the P&Z Commission. Rudolph F! Klein IV, P.E. Director of Planning & Engineering RkleinAcibolotx.(i 210-658-9900 x 3139 Lisa Gonzalez City Planner Loonza Iez0-cibolotx. g ov 210-658-9900 x 3141 Current Official Zoning Map Paths and Open Space Business Park and Industrial ® Floodplain Rural Residential Public/institutional Thoroughfares(srimoa m.pswj Neighborhood Residential - Downtown " Freeway, Exisling •- MajorArtedal Transitional Residential Non-Olbolo Areas --• Minor Arterial Neighborhood Commercial'. Parcels — • Collector Commercial ®ETJ Transfer in Negotiations Local Sheets ., y OF C 4411411111 11111414' T f X P, "City of Choice" ORDINANCE AN ORDINANCE TO REZONE CERTAIN REAL PROPERTY LOCATED AT THE 750 NORTH MAIN STREET, COMPRISED OF 3.03 ACRES FROM RETAIL/OFFICE (C-3) TO GENERAL COMMERCIAL (C-4); AND PROVIDING AN EFFECTIVE DATE. WHEREAS, Texas Local Government Code Section 211.004 provides that zoning regulations and district boundaries must be adopted in accordance with a duly adopted Comprehensive Plan; and WHEREAS, Texas Local Government Code Section 211.002 authorizes the City of Cibolo, as a home - rule municipality, to adopt, repeal or amend zoning district boundaries in order to promote the public health, safety and general welfare of the City; and WHEREAS, Section 9.02 of the City Charter of the City of Cibolo also provides that the City Council with the authority to fix City zoning district boundaries by ordinance, and provide for the alteration of said boundaries in any manner provided by law; and WHEREAS, the City of Cibolo received an application to rezone 3.03 acres located at 750 North Main Street from the current zoning of Retail/Commercial (C-3) to General Commercial (C-4); and WHEREAS, two public hearings were held to discuss the rezoning to the real property described herein; with the first public hearing being conducted by the Planning & Zoning Commission on Wednesday, October 19, 2016 at 6:30 p.m. in the Cibolo City Hall; and, the second public hearing being conducted by City Council on Tuesday, October 25, 2016 at 6:30 p.m. in the Cibolo City Hall; each being conducted for the purpose of providing all interested persons the opportunity to be heard concerning the proposed rezoning of 3.03 acres from C-3 to C-4, as described herein and depicted in Exhibit A; and WHEREAS, legal notice notifying the public of both public hearings on the rezoning to the real property described herein, was published in the Seguin Gazette, a newspaper of general circulation in the City of Cibolo, on October 9, 2016, with said publication provided more than fifteen (15) days prior to the public hearing before the City Council; and WHEREAS, written notice of the above public hearing before the Planning and Zoning Commission was sent to each owner of real property, as indicated on the approved tax roll of the City of Cibolo, within 200 feet of the properties to be rezoned, with said notice provided more than ten (10) days prior to the initial public hearing of the Planning and Zoning Commission as cited above; and WHEREAS, the Planning and Zoning Commission recommended and the City Council, therefore determined that rezoning 3.03 acres of real property located at 750 North Main Street from the current zoning of C-3 to C-4, as reflected in the attached Exhibit "A" would be in accordance with the City's Comprehensive Plan and would be in the best interest of the City. NOW, THEREFORE: BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF CIBOLO, TEXAS: SECTION I. THAT the 3.03 acres located at 750 North Main Street shall be rezoned from Retail/Commercial (C-3) to General Commercial (C-4) a depiction of which is more specifically defined in Exhibit "A". SECTION H. THAT the zoning map of the City of Cibolo is hereby amended to reflect the new zoning designations created by this Ordinance, being more specifically defined on Exhibit "B". SECTION HI. THAT all provisions of the Code of Ordinances of the City of Cibolo not herein amended or repealed shall remain in full force and effect. SECTION IV. THAT all other ordinances or parts of ordinances in conflict herewith are hereby repealed to the extent that they are in conflict. THAT this ordinance is not severable. SECTION V. SECTION VI. THIS ordinance will take effect its passage, approval and publication as provided by law. PASSED, APPROVED, AND ADOPTED THIS 25" DAY OF OCTOBER, 2016. Allen Dunn Mayor, City of Cibolo ATTEST: Peggy Cimics,TRMC City Secretary, City of Cibolo 2 Exhibit A: Rezoning Exhibit (Legal Description) FIELD NOTES DESCRIPTION OF 3.026 ACRES OF LAND BEING A 3.026 ACRE TRACT OF LAND (CALLED 3.032 ACRES), MORE OR LESS, SITUATED IN THE TRINIDAD GARCIA SURVEY, ABSTRACT NO. 137, CITY OF CIBOLO, GUADALUPE COUNTY, TEXAS, OUT OF THAT CERTAIN 58.2 ACRE TRACT AS RECORDED IN VOLUME 515, PAGE 510, DEED RECORDS OF GUADALUPE COUNTY, TEXAS, AND BEING MORE PARTICULARLY DESCRIBED BY METES AND BOUNDS AS FOLLOWS: BEGINNING at a %2" iron pin found for the most southerly comer of the herein described tract, same being the most westerly corner of that certain 1.963 acre tract as conveyed to Montgomery Legacy, LLC and recorded in Volume 2015, Page 19665, Deed Records of Guadalupe County, and being on the northeasterly right-of-way line of North Main (County Road 383, a 60 foot right-of-way); THENCE N29056'00"W, along said northeasterly right-of-way line, a distance of 224.92 feet to an iron pipe found for the most westerly comer of the herein described tract' same being the most southerly comer of that certain 3.07 acre tract as conveyed to Cibolo 78108 Storage, LTD. and recorded in Volume 4244, Page 65, Deed Records of Guadalupe County; THENCE N60006'39"E, leaving said northeasterly tight of -way lute along the common line between said 3.07 acre tract and the herein described traet, a distance of 586.94 feet to a i" iron pin found for the most northerly comer of the herein described tract, said point being on the southwesterly line of that certain 2.534 acre tract as conveyed to Autozone Parts, Inc. and recorded in Deed #2015-17711, Deed Records of Guadalupe County; THENCE S29°52'32"E, along the common line between said 2.534 acre tract and the herein described tract, a distance of 224.36 feet to a'/," iron pin found for the most easterly comer of the herein described tract, same being the most northerly corner of that certain 2.058 acre tract as conveyed to Wuest Real Estate L.P.; THENCE S60003'25"W, along the common line between said 2.058 acre tract and the herein described tract, a distance of 586.72 feet to the POINT OF BEGINNING, containing 3.026 acres of land, more or less, in the City of Cibolo, Guadalupe County, Texas, This description based on an actual on the ground survey dated October 5th, 2016. The basis of bearings being that 3.032 acre tract, as recorded in Volume 4200, Page 541, Deed Records of Guadalupe County, Texas. EXHIBIT A: Rezoning Exhibit (Graphic Illustration) $29'56'00"E 225-00' RECORD ry o...r. ar rt7.aHr ain a awl BROKEN ASPHALT - PA4'�MENT Z 3.026 ACRES (CALLED 3.032 ACRES) ` iROKM PHAL ASPHALT PAVEMENT 8m fLOJ ASPHALT Lv PAVEMENT [!? AWNING :' V 4 55,4' t t:C¢NC.. { � Z (a N Z r-4 SINGLE o STORY METAL PRAME + 5.0' 5.0' CATE��Ib CFiA_P�j LINK FENT£ � ASPHALT + ` PAVEMENT 4 A �t 14 �¢ SN N2975fi't1D W 224.92'. - r N29'56'00"W 225.00' RECORD N. MAIN - COUNTY ROAD 383 (60" R.0, W. ) 4 EXHIBIT B: Updated Official Zoning Map - City Of Cibolo, Texas sYmboj.9' C-7mrw•k.w 1 � r rnR,neeer<. _mow of � J. �..auvsa.•.�nnne.a�i +�nreri iao5� t r YI �• � s i 0C�eO.erv.m �..u�.vm..rwm� u ...:...... Va P , OFFICIAL ZONING MAP ❑ y of Cibolo 124.000 0 0.5 1 2Abies E lmm.,. F cre aO (*r o rex ns "City of Choice" City Council Meeting Date: October 25, 2016 From: Rudolph F. Klein IV, P.E., Director of Planning & Engineering Subject: Zoning Petition I Ordinance FM 1103 & Schneider Dr. — Light Industrial (1-1) to Retail/Office (C-3) Owner: Frank Wallace Applicant: Showcase Development Representative: Gene Hartman Area: 1.86 AC Location: Lot 1 Block 1 — Schneider Industrial Park Council District: 2 Current Zoning: Light Industrial (1-1) Proposed Zoning: Retail/Office (C-3) Proposed Uses: 20,000 sq.ft. Commercial/Retail Background/History: Staff was approached by the applicants about the possibility of placing a commercial retail center on the northwest corner of FM 1103 and Schneider Drive. The site is currently zoned 1-1 and Staff Indicated a rezoning would be required as the applicant proposed possible uses to include "General Retail Sales: Neighborhood Scale", "Bar" and "Personal Services" as categorized under Article 13 of the Unified Development Code (UDC), which all are only allowed within the commercial zoning districts, i.e. C-1 through C-4. The proposed zoning designation of C-3 would allow a high intensity commercial zoning that would continue the adjoining zoning to the south and east. Findings/Current Activity: The subject tract is known as Lot 1 of the Schneider Industrial Park with surrounding uses/zoning as follows: 1. North • Cibolo Storage, Light Industrial (1-1) 2. East (across FM 1103) • Vacant, Retail/Commercial (C-3) 3. South (across Schneider Dr.) • Personal Services/Daycare, Commercial (C-4) 4. West • Triple/S Dynamics, Light Industrial (14) The proposed commercial uses would benefit from the "front door" access to the major corridor of FM 1103, while complementing the surrounding businesses of the area by providing day -time services. The applicant is requesting C-3 zoning designation, as he acknowledges the irregularity of the site and that C-3 standards would allow for the needed building setbacks to accommodate the uses as proposed. Public Notice: Per TLGC the proposed rezoning notice was published within the local newspaper and provided to 9 property owners within 200' of the site. Per City Council these minimum requirements are to be exceeded by placing signage on site (see photo) and to send property owners notice by certified mail. Following this process, to date Staff has received no letters in favor of or in opposition to the request. P & Z Recommendation: On October 19, 2016, the Planning & Zoning Commission conducted a public hearing to solicit public testimony regarding the rezoning. Following staff's presentation, the public hearing opened for citizen comment whereas no citizen spoke in favor for or in opposition to. By a unanimous vote, the Planning & Zoning Commission recommended approval of the proposed rezoning. Council Action Options: 1. Approve the proposed Rezoning Ordinance of 1.86 acres from Light Industrial (1-1) to Retail/Office (C-3), as recommended by the P&Z Commission. 2. Deny the request. Recommendation: 1. Approve the proposed Rezoning Ordinance of 1.86 acres from Light Industrial (1-1) to Retail/Office (C-3), /is recommended by the P&Z Commission. A o;. Rud Iph IV. Klein IV, P.E. Director of Planning & Engineering RkleinOcibolotx.cov 210-658-9900 x 3139 Future Land Use Map — DRAFT (per 2016 Master Plan update) Perks and Open Space Business Park and Industrial Rural Residential - Publicllnslilullonal Neighborhood Residential - Downtown Transitional Residential Non•CiboloAreas Neighborhood Commercial j Parcels Commercial ® ETJ Transfer In Negollallans TA Lisa GonzkLlazY /l City Planner LgonzalezCc.cibo lobs. gov 210-658-9900 x 3141 Current Official Zoning Map ® Floodplain Thoroughfares (utrune IVropm,al Freeway, Existing •• Major Arterial •- MlnorArterlal • • Collector Local Streets OF Cyd < �r e T£xP "City of Choice" ORDINANCE AN ORDINANCE TO REZONE CERTAIN REAL PROPERTY LOCATED AT THE NORTHWEST CORNER OF FM 1103 AND SCHNEIDER DRIVE, COMPRISED OF 1.86 ACRES FROM LIGHT INDUSTRIAL (I-1) TO RETAIL/OFFICE (C-3); AND PROVIDING AN EFFECTIVE DATE. WHEREAS, Texas Local Government Code Section 211.004 provides that zoning regulations and district boundaries must be adopted in accordance with a duly adopted Comprehensive Plan; and WHEREAS, Texas Local Government Code Section 211.002 authorizes the City of Cibolo, as a home - rule municipality, to adopt, repeal or amend zoning district boundaries in order to promote the public health, safety and general welfare of the City; and WHEREAS, Section 9.02 of the City Charter of the City of Cibolo also provides that the City Council with the authority to fix City zoning district boundaries by ordinance, and provide for the alteration of said boundaries in any manner provided by law; and WHEREAS, the City of Cibolo received an application to rezone 1.86 acres located at the northwest corner of FM 1103 and Schneider Drive from the current zoning of Light Industrial (I-1) to Retail/Commercial (C-3) ; and WHEREAS, two public hearings were held to discuss the rezoning to the real property described herein; with the first public hearing being conducted by the Planning & Zoning Commission on Wednesday, October 19, 2016 at 6:30 p.m. in the Cibolo City Hall; and, the second public hearing being conducted by City Council on Tuesday, October 25, 2016 at 6:30 p.m. in the Cibolo City Hall; each being conducted for the purpose of providing all interested persons the opportunity to be heard concerning the proposed rezoning of 1.86 acres from I-1 to C-3, as described herein and depicted in Exhibit A; and WHEREAS, legal notice notifying the public of both public hearings on the rezoning to the real property described herein, was published in the Seguin Gazette, a newspaper of general circulation in the City of Cibolo, on October 9, 2016, with said publication provided more than fifteen (15) days prior to the public hearing before the City Council; and WHEREAS, written notice of the above public hearing before the Planning and Zoning Commission was sent to each owner of real property, as indicated on the approved tax roll of the City of Cibolo, within 200 feet of the properties to be rezoned, with said notice provided more than ten (10) days prior to the initial public hearing of the Planning and Zoning Commission as cited above; and WHEREAS, the Planning and Zoning Commission recommended and the City Council, therefore determined that rezoning 1.86 acres of real property located at the northwest corner of FM 1103 and Schneider Drive from the current zoning of I -I to C-3, as reflected in the attached Exhibit "A" would be in accordance with the City's Comprehensive Plan and would be in the best interest of the City. NOW, THEREFORE: BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF CIBOLO, TEXAS: SECTION I. THAT the 1.86 acres located at the northwest corner of FM 1103 and Schneider Drive shall be rezoned from Light Industrial (1-1) to Retail/Commercial (C-3) a depiction of which is more specifically defined in Exhibit "A". SECTION II. THAT the zoning map of the City of Cibolo is hereby amended to reflect the new zoning designations created by this Ordinance, being more specifically defined on Exhibit `B". SECTION HI. THAT all provisions of the Code of Ordinances of the City of Cibolo not herein amended or repealed shall remain in full force and effect. SECTION IV. THAT all other ordinances or parts of ordinances in conflict herewith are hereby repealed to the extent that they are in conflict. THAT this ordinance is not severable. SECTION V. SECTION VI. THIS ordinance will take effect its passage, approval and publication as provided by law. PASSED, APPROVED, AND ADOPTED THIS 25'h DAY OF OCTOBER, 2016. Allen Dunn Mayor, City of Cibolo ATTEST: Peggy Cimics, TRMC City Secretary, City of Cibolo 2 Exhibit A: Rezoning Exhibit (Legal Description) METES AND BOUNDS Being 1.860 acres of land, more or less, out of the A. S. Lewis Survey No. 78, Abstract 216, Guadalupe County, Texas, also being out of Lot 1, Block 1 of Schneider Industrial Park, recorded in Volume 4, Page 124 of the map and plat records of Guadalupe County, Texas, and being the same property described in a Warranty Deed recorded in Volume 1923, Page 742, Official Public Records of Guadalupe County, Texas, TOGETHER with a Boundary Line Agreementrecorded in Volume 4042, Page 457 said 1.860 acres being more particularly described by metes and bounds as follows: BEGINNING at a 1/2 inch iron rod found for the southwest corner of this 1.860 acres, same being on the North Right -of -Way line of Schneider Road and the southeast corner of Lot 2, Block 2 of Schneider Industrial Park (Volume 4, Page 124), same also being the POINT OF BEGINNING; THENCE, along the line common to this 1.860 acres and said Lot 2, North 05 degrees 49 minutes 14 seconds West (called North 06 degrees 01 minutes 31 seconds West), a distance of 164.67 feet (called 164,56 feet) to a 1/2 inch iron rod found for tite northwest comer of this 1.860 acres, same being the southwest comer of the Cibolo Storage, LLC. 2.1440 acres (Volume 4055, Page 728); THENCE along the lines common to this 1.860 acres and said Cibolo Storage 2.1440 acres, same also being the boundary line agreement recorded in Volume 4042, Page 457, the following courses and distances; North 84 degrees 18 minutes 08 seconds East (called North 84 degrees 41 minutes 30 seconds East), a distance of 246.87 feet (called 24626 feet) to a 1/2 inch iron rod found for an angle corner; South 06 degrees 03 minutes 55 seconds East (called South 05 degrees 40 minutes 33 seconds East), a distance of 4595 feet (called 45.73 feet) to a point for an angle comer, from whieh the center of a fence post bears North 36 degrees 56 minutes 02 seconds East, 0.06 feet; North 84 degrees 17 minutes 55 seconds East (called North 84 degrees 41 minutes 17 seconds East), a distance of 217.18 feet (called 217.46 feet) to a II2 inch iron rod found for the point of curvature of a curve to the right; Along said curve to the right having a radius of 91.25 feet, an are length of 42.72 feet (called 42.23 feet), a chord length of 42.33 feet, a chord bearing of South 82 degrees 12 minutes 24 seconds East, and a delta angle of 26 degrees 49 minutes 26 seconds to a 1/2 inch iron rod found for the point of tangency; South 69 degrees 09 minutes 24 seconds East (called South 68 degrees 30 minutes 23 seconds East), a distance of 29.65 feet (called 30.19 feet) to a 1/2 inch iron rod found for the northeast comer of this 1.860 acres, same being the southeast comer of said Cibolo Storage 2.1440 acres and on the West Right -of -Way line of F.M. 1103; THENC;G along the West Right -of -Way line of said F.M. 1103, South 20 degrees 48 minutes 05 seconds West (called South 20 degrees 28 minutes 26 seconds West), a distance of 199.67 feet (called 199.88 feet) to a point for the southeast corner of this 1.860 acres, same being at the intersection of the West Right -of -Way line of said F.M. 1103 and the North Might -of -Way line of said Schneider Drive; THENCE along the North Right -of -Way line of said Schneider Road the following courses and distances; North 69 degrees 18 minutes 29 seconds West (called North 69 degrees 38 minutes 08 seconds West), a distance of 86.90 feet (called 86.87 feet) to a point for the point of curvature of curve to the left; Along said curve to the left having a radius of 430.00 feet, an arc length of 199.16 feet, a chord length of 197.38 feet, a chord bearing of North 82 degrees 34 minutes 37 seconds West, and a delta angle of 26 degrees 32 minutes 14 seconds to a point for the point of tangency; South 84 degrees I 1 minutes 11 seconds West (called South 83 degrees 51 minutes 32 seconds West), a distance of 172.51 feet to the POINT OF BEGINNING, and containing 1.830 acres of land, more or less. 4 EXHIBIT A: Rezoning Exhibit (Graphic Illustration) F 1 (S 05'45'37" E 45.94' (45.91 ) '" F(4jOb.orn Ba ' 701.0 . ilA M SOgb� o i N 1+ WW I NmO � R1 Y � m / mm f`' 1 Ulv 4 '1 ¢1 1 1 Ic 9A� pU��Z N 05*49'14 164.56') Ba ' i N 1+ WW I NmO � R1 Y Z f`' 1 Ulv N 05*49'14 164.56') 0601 31 W N,p 1 5 3 PMK �^ SCW��TN 5 EXHIBIT B: Updated Official Zoning Map - City Of Cibolo, Texas of c/6 w o U nt r 1 �rr TCXA "City of Choice" City Council Meeting Date: October 25, 2016 From: Rudolph F. Klein IV, P.E., Director of Planning & Engineering Subject: Public Hearing I Ordinance Update to the City of Cibolo Comprehensive Master Plan Attachment: 2016 Comprehensive Master Plan - FINAL DRAFT Background/History: Adopted in 2005, the dated Comprehensive Master Plan is in need of an update due to the explosive population growth and development within the city and the region. The process was initiated in February of 2015 with the posting of a Request for Qualifications (RFQ) and by July the City authorized a service agreement between Halff and Associates to perform a ten (10) year update to the plan. Since awarded, Halff and Associates has invested countless hours working with staff, holding stakeholder and open house meetings and performing field reconnaissance. In December of 2015, City Council appointed a Master Plan Committee to oversee each new chapter revision. The Committee along with Staff and the consultants held a total of five (5) open to the public meetings to allow all citizens the opportunity to provide input. Major Revisions to the current Master Plan Include: • Amendments to the Future Land Use and Thoroughfare Maps. • The need to diversify types of uses and character throughout Cibolo. • To expand parks, recreation and open space to create linear park trail systems Improving mobility and access at a regional level. The Planning and Zoning Commission, Economic Development Corporation, Master Plan Advisory Committee and City Council conducted a joint workshop on September 20, 2016 to review the proposed Master Plan updates. Attached herewith for your review and approval is the final Master Plan document. Public Notice for the proposed updates was posted within the local paper and on the City of Cibolo's website. The City of Clbolo Planning and Zoning Commission held a public hearing on Wednesday, October 19, 2016 at 6:30 p.m. and City Council will hold a public hearing and tentative adoption of the plan on Tuesday, October 25, 2016 at 6:30 p.m. City Council Action 1. Approve the proposed 2016 Cibolo Comprehensive Master Plan as recommended by the P&Z Commission. Ru o1pl F. Klein IV, P.E. Director of Planning & Engineering Rkleinnc.cibolotx.gov 210-658-9900 x 3139 Lisa GOdzate—z City Planner LgonzalezAcibolotx. gov 210-658-9900 x 3141 OF C/9 0 re x AS "City of Choice" ORDINANCE AN ORDINANCE ADOPTING THE UPDATE TO THE CITY OF CIBOLO MASTER PLAN; PROVIDING FOR INCORPORATION; PROVIDING FOR ADOPTION; PROVIDING THAT THIS ORDINANCE IS CUMULATIVE OF ALL OTHER ORDINANCES OF THE CITY OF CIBOLO NOT IN CONFLICT WITH THE PROVISIONS OF THIS ORDINANCE; PROVIDING FOR SEVERABILITY; PROVIDING SAVINGS; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, §213 of the Texas Local Government Code empowers the City of Cibolo to adopt or amend a master plan for the long-range development of the municipality; and WHEREAS, the City Council of the City of Cibolo, Texas, passed and approved Ordinance No. 661 on January 25, 2005, and thereby adopted an update to the 1995 Master Plan; and WHEREAS, The City Council of the City of Cibolo, Texas has determined that an update of the adopted Master Plan is in the best interest of ensuring efficient delivery of public services, coordinating public and private investment, minimizing conflict between land uses, managing growth in an orderly manner, increasing the cost-effectiveness of public investments, providing a rational and reasonable basis for malting decisions about the community; and WHEREAS, the City Council of the City of Cibolo, Texas, passed and approved Resolution No. 1511 on August 25, 2015, creating a Master Plan Advisory Committee comprised of fifteen (15) citizens with representatives of each City Council District, Committee and Board and who are active in the affairs of the City of Cibolo, to update the Master Plan to improve the ability of the City to protect the community health, safety and general welfare; and WHEREAS, two public hearings were held to discuss the update to the Master Plan with the first public hearing being conducted by the Planning & Zoning Commission on Wednesday, October 19, 2016 at 6:30 p.m. in the Cibolo City Hall; and, the second public hearing being conducted by City Council on Tuesday October 25, 2016 at 6:30 p.m. in the Cibolo City Hall; each being conducted for the purpose of providing all interested persons the opportunity to be heard concerning the proposed Master Plan; and WHEREAS, legal notice notifying the public of both public hearings on the 2016 Master Plan was published in the Seguin Gazette, a newspaper of general circulation in the City of Cibolo, on October 11, 2016 and October 16, 2016, with said publications provided more than ten (10) days prior to the public hearing before the City Council; and WHEREAS, two (2) workshops were held to discuss the proposed 2016 Master Plan; with the first workshop being an "Open House" public workshop on November 9, 2015 in the Cibolo City Hall; and the second workshop conducted by City Council, Planning & Zoning Commission, Economic Development Corporation and the Master Plan Advisory Committee on September 20, 2016 in the Cibolo City Hall; each being legally posted and open to the public; and WHEREAS, the Planning & Zoning Commission, on October 19, 2016, recommended approval of the proposed 2016 Master Plan; and WHEREAS, the City Council hereby finds and determines that the proposed 2016 Cibolo Master Plan was thoroughly developed by the Master Plan Advisory Committee, fully reviewed by the Planning & Zoning Commission and accurately reflects the objectives and policies of the City Council. NOW, THEREFORE: BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF CIBOLO, TEXAS: SECTION I. INCORPORATION THAT the above and foregoing premises are true and correct and are incorporated herein and made part hereof for all purposes. SECTION II. ADOPTION THAT the 2016 Master Plan, as incorporated in Section 3 herein is hereby adopted by the City Council of the City of Cibolo, Guadalupe County, Texas. SECTION IH. AMENDMENTS THAT the Master Plan is hereby amended to reflect the 2016 updates as created by this Ordinance, being more specifically defined in Exhibit "A". SECTION FV. CUMULATIVE CLAUSE THAT this ordinance shall be cumulative of all provisions of the City of Cibolo, Texas, except where the provisions of this Ordinance are in direct conflict with the provisions of such Ordinances, in which event the more restrictive provision shall apply. SECTION V. SEVERABILITY THAT it is hereby declared to be the intention of the City Council of the City of Cibolo 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 should 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 or sections of this Ordinance, since the same would have been enacted by the City Council without incorporation in this Ordinance of any such unconstitutional phrase, clause, sentence, paragraph or section. SECTION VI. SAVINGS THAT all rights and privileges of the City of Cibolo are expressly saved as to any and all violations of the provisions of any Ordinances affecting land use or development, which have accrued at the time of the effective date of this Ordinance; and, as to such accrued violations and all pending litigation, both civil and criminal, whether pending in court or not, under such Ordinances, same shall not be affected by this Ordinance but may be prosecuted until final disposition by the courts. SECTION VII. EFFECTIVE DATE THAT this Ordinance shall be effective immediately upon the passage and approval of the City Council of the City of Cibolo, Texas. PASSED, APPROVED, AND ADOPTED THIS _ DAY OF 2016. Allen Dunn Mayor, City of Cibolo ATTEST: Peggy Cimics City Secretary, City of Cibolo EXHIBIT A: 2016 CIBOLO COMPREHENSIVE MASTER PLAN Ro k� CITY OF CHOICE H0016Y7Se7:11111kIA0100PIVkmtgaaI MUM CIBOLO COMPREHENSIVE MASTER PLAN Acknowledgments CITY COUNCIL Allen Dunn, Mayor Jennifer Schultes, Councilmember Verlin Garrett, Councilmember Marchell Camp-Gebhardt, Councilmember James Doty Jr., Councilmember Jim Russell, Councilmember Jay Hogue, Councilmember Glenn R. Weber, Councilmember PLANNING AND ZONING COMMISSION Karen Hale - Chairman JC Dufresne Bruce Winter Eric Moraes Joel Hicks Gabriel Felder Terence Benson Alt 1: Melvin Hicks ( Alt 2: Ted Gibbs James Doty Jr. Council Liaison Allen Dunn, Council Liaison MASTER PLAN COMMITTEE Paul Buell Christi Ellard Jason Richards Lynn Herr Casey Meadows Sabrina Wistain Theodore Manganello Katie Cunningham Eric Moraes J. Moody Mike Vlk Melvin Hicks Claudia Walker Tim Bird Sarah Jackson CITY OF CHOICE CITY STAFF EXECUTIVE TEAM Robert T. Herrera, City Manager Gary Cox, Chief of Police Anna Miranda, Director of Finance Roger Niemietz, Fire Chief Tim Fousse, Director of Public Works & Capital Projects Rudy Klein, Director of Planning and Engineering Mark Luft, Economic Development Director Isaac Badu, Information Technology Director Peggy Cimics, City Secretary Leigh Ann Rogers, Executive Assistant SUPPORTING STAFF Lisa Gonzalez, City Planner Cory Dale, Assistant City Planner Alyssia Church, GIS Technician Kelsey McVey, MBA, CAPM®, Business Development Coordinator PLAN CONSULTANTS Halff Associates, Inc. (Prime) Matt Bucchin, AICP, Project Manager Jim Carrillo, FAICP, ASLA, Director of Planning Gail Ferry, PLA, ALSA, CLARB Jill Baumgartner, ASLA Joshua Donaldson, AICP Kyle Hohmann Meghan McCarthy, AICP Alliance Transportation Group Jim Harvey, AICP, Director of Planning Binbin Chen, AICP, Travel Demand Modeler Jonathan Mosteiro, Transportation Planner Chris Stansbury, Transportation Planner Angelou Economics Angelos Angelou, Founder and CEO William Mellor, Vice President & General Manager Nick Samuel, Project Manager CIBOLO COMPREHENSIVE MASTER PLAN Table of Contents Acknowledgments........................... ........................ ................................ ........... ...... ._............................. ii 1. PLAN INTRODUCTION, DEMOGRAPHICS&VISION......................................1 Introduction..................................................................................................................................................1 WhyPlan?.....................................................................................................................................................2 PlanningAuthority.......................................................... .......................... ........................... ....................... 2 PlanStructure .................. ............ ........................... . ............................ ......... ..............3 HistoricalContext...................................................................................................................................4-5 Regional& Planning Context...................................................................................................................4 DemographicSnapshot.............................................................................................................................7 Historical Population Growth...................................................................................................................7 Educational Attainment .................. ........ ......... ..............,.,............. ..............9 Household& Family Income ........ ................. ,........................................................................................... 9 Race& Ethnicity.................................................................,................................,........................................9 CommutingPatterns........................................„....................,................,.................................................10 CommunityEngagement Process.........................................................................................................11 Overview....................................................................................................................................................11 Summary of Stakeholder Meetings.......................................................................................................11 Master Plan Committee (MPC)...............................................................................................................13 Planning and Zoning Commission ........., ............13 CityCouncil...............................................................................................................................................13 Summaryof Public Meetings.................................................................._................................_............14 OnlineSurvey .......... ........... ........................ ....................................... .......................... .............................. 19 OnlineSurvey............................................................................................................................................19 Idl�G7ii:7�I�[L� Plan Goals 2. LAND USE & CHARACTER...........................................................................29 Introduction..............................................................................................................................................29 UnderstandingGrowth...........................................................................................................................29 ExistingLand Use.....................................................................................................................................32 2016 Existing land Use Area Analysis..................................................................................................33 Existing Land Use Historical Comparisons..........................................................................................35 DowntownRevitalization.........................................................................................................................36 Placemaking& Image..............................................................................................................................36 Land Use & Character Policies & Actions............................................................................................36 Parksand Open Space............................................................................................................................41 RuralResidential.......................................................................................................................................42 NeighborhoodResidential......................................................................................................................43 TransitionalResidential............................................................................................................................44 NeighborhoodCommercial...................................................................................................................45 Commercial...............................................................................................................................................46 CITY OF CHOICE Business Park & Industrial ...................... Downtown................................................ Public / Institutional ................................ Future Land Use Analysis ....................... ...................................................................47 ............................................................48 ...................................................................49 ..................................................................50 3. TRANSPORTATION.........................................................................................61 Introduction..............................................................................................................................................61 Existing Transportation Conditions......................................................................................................62 Regional Transportation Network.........................................................................................................62 RegionalPlanning Initiatives...................................................................................................................63 Local Transportation Concerns and Priorities.....................................................................................65 Functional Classification of Roadways.................................................................................................66 ServiceClassifications.............................................................................................................................66 CompleteStreets.....................................................................................................................................68 Traffic Management and Alternate Mobility.......................................................................................68 AccessManagement...............................................................................................................................68 StreetMaintenance..................................................................................................................................69 AlternateMobility.....................................................................................................................................69 Transportation Policies & Actions..........................................................................................................72 4. HOUSING & NEIGHBORHOODS..................................................................89 Introduction..............................................................................................................................................89 HousingCharacteristics..........................................................................................................................90 HousingTypes..........................................................................................................................................92 Ageof Housing........................................................................................................................................93 HousingDemand.....................................................................................................................................94 Household Income Characteristics.......................................................................................................96 Costof Housing........................................................................................................................................97 HousingOptions.......................................................................................................................................98 Housing & Neighborhoods Policies & Actions...................................................................................99 S. PARKS, RECREATION, & OPEN SPACE......................................................115 Introduction.............................................................................................................................................115 Parks, Recreation, & Open Space Existing Conditions....................................................................116 Parksand Trails........................................................................................................................................116 Park and Recreation Opinions..............................................................................................................120 Parks, Recreation, & Open Space Policies & Actions......................................................................122 Parks, Recreation, & Open Space Policies & Actions......................................................................122 6. COMMUNITY FACILITIES & PUBLIC SERVICES........................................133 Introduction............................................................................................................................................133 Existing Community Facilities & Public Services..............................................................................134 Government Services & Municipal Building......................................................................................136 PublicWorks...........................................................................................................................................139 Garbage & Recycling Services .................................. Police Department...................................................... Fire Protection Services ............................................. Library Services........................................................... Community Facilities & Public Services Policies & 7. ECONOMIC DEVELOPMENT ........................................ Introduction.................................................................................................. Economic Characteristics............................................................................ Cibolo Economic Development Corporation ......................................... Schneider Business Park............................................................................. Economic Development Policies & Actions ............................................ CIBOLO COMPREHENSIVE MASTER PLAN ......................................146 ......................................147 ......................................149 ......................................151 ......................................152 8.IMPLEMENTATI0N................................................................... Introduction................................................................................................................ Partnering for Success............................................................................................ Implementation Action Plan.................................................................................. ImplementationTools............................................................................................ PlanAdministration................................................................................................ Implementation Roles & Responsibilities., ............ ........................ ............ ContinuingEducation................................................................................................ Implementation Funding........................................................................................... PlanAmendment........................................................................................................ 18'I .......................181 .......................181 .......................182 .......................182 .......................194 .......................194 ......................195 ......................195 ......................195 CITY OF CHOICE MAPS 1.1, Regional Location... ............ ...... .......................................... 1.2, Planning Area........................................................................ 2.1, Existing Land Use.................................................................. 2.2, Growth & Annexation Plan ................................................. 2.3, Future Land use Plan........................................................... 2.4, Community Image & Enhancement Plan .......................... 3.1, Thoroughfare Plan................................................................ 3.2, Off -Street Trails and Sidepaths Plan ................................. 3.3, On -Street Blke Lanes Plan .................................................. 5.1, Existing Parks and Trails ...................................................... 5.2, Park Service Areas - Neighborhood Parks ...................... 5.3, Park Service Areas- Community Parks ............................. 5.4. Park Need Areas................................................................... 6.1, Existing Community Facilities. ........................................... 6.2, Water Service Areas............................................................. 6.3, Wastewater Service Areas ................................................... 6.4, Natural Drainage System ..................................................... CIBOLO COMPREHENSIVE MASTER PLAN 1.1, Historic Growth....................................................................................................................................7 1.2, Historical Population Growth............................................................................................................7 1.3, Population Growth: Comparative Cities.........................................................................................8 1.41 Age Distribution..................................................................................................................................8 1.5, Educational Attainment............................................................................ 1.6, Housing & Family Income........................................................................ 1.7, Race & Ethnicity.......................................................................................... 1.8, Mean Travel Time To Work...................................................................... 1.9, Inflow/Outflow Job Counts..................................................................... 1.10, Transportation Issues/improvements................................................. 1.11, Needed Housing in Cibolo.................................................................... 1.12, Personal Housing Preference................................................................. 1.13, Perceived Housing Needs..................................................................... 1.14, Park Priorities.............................................................................................. 1.15, Cibolo Trails Today And Tomorrow....................................................... 1.16, Preferred Quality Examples., ................................................................. 1.17, Economic Development........................................................................... 1.18, Economic Development Support.......................................................... 1.19, Economic Development Activities.......................................................... 1.20, Family -Related Issues.............................................................................. 1.21, Academic Quality Most In Need Of Improvement ............................ 1.21, Academic Quality Most In Need Of Improvement ............................ 1.23, Survey Respondent Demographics.............................................................. 1.23, Survey Respondent Demographics.............................................................. 1.24, Select Survey Questions About Transportation .......................................... 1.25, Transportation Priorities.................................................................................. 1.26, Housing Preferences and Options................................................................ ..........................21 ..........................22 1.27, Neighborhood Priorities................................................................................................................22 1.28, Park, Recreation, and Trail Priorities...........................................................................................23 1.29, Economic Development Factors..................................................................................................24 1.30, Business Expansion.........................................................................................................................24 1.31, Appropriate Uses Along FM 78 Corridor...................................................................................25 1.32, FM 78 Mobility Needs....................................................................................................................25 1.33, FM 78 Corridor..................................................................................................................................26 1.34, FM 78 Corridor Features...............................................................................................................26 2.1, Cibolo Historical and Projected Population.................................................................................31 2.2, 2016 Existing Land Use Calculations............................................................................................33 2.3, Existing Land Use Historical Comparisons..................................................................................35 2.4, Downtown Cibolo.............................................................................................................................36 2.5, Future Land Use Category Analysis..............................................................................................50 2.6, Downtown Parking..........................................................................................................................52 CITY OF CHOICE 2.7, Gateways to Cibolo...........................................................................................................................53 2.8, Downtown Programming................................................................................................................54 2.9, Proposed Downtown Cibolo Improvements...............................................................................55 2.10, Gateways to Cibolo........................................................................................................................58 2.11, Cibolo Street Signs.........................................................................................................................59 2.12, Landscaped Medians, .................. ..... _ ...... .................... .............................................. .......... .... 59 2.13, Signature Entrances to Cibolo......................................................................................................60 2.14, Historical and Cultural Assets.......................................................................................................60 3.1, Proposed Cibolo Parkway Alignment...........................................................................................64 3.2, Public Input From Open House And Stakeholder Sessions.....................................................65 3.3, Mobil ityVersusAccess.......................................................................................................................66 3.4, Examples of Existing Arterial Types in Cibolo.............................................................................67 3.5, Access Management........................................................................................................................69 3.6, Railroad, Vehicle, and Pedestrian Crossings................................................................................70 3.7, Complete Streets Policy...................................................................................................................72 3.8, FM 78/1103 Overpass Opportunity...............................................................................................74 3.9, Context Sensitive Streets.................................................................................................................76 3.10, Roadway Functional Classification Standards...........................................................................77 3.11, Roadway Cross -Section Illustrations............................................................................................78 3.12, Benefits of Access Management...................................................................................................81 3.13, Off -Street Trail Demand.. ....... .......... . .............. ........... . .................................... ......................... 84 3.13, Off -Street Trail Demand................................................................................................................84 4.1, Household Characteristics. ........... ........................................................................................... _91 4.2, Strong Housing Market... ....... ........................ ................... .... . ................................................ 91 4.3, Housing Type and Unit Breakdown..................................................................................................92 4.4, Examples of Existing Housing Types in Cibolo...........................................................................92 4.6, Age of Housing Stock by Housing Unit Type...............................................................................93 4.7, Single -Family Residential Building Permit Activity in Cibolo. ............................. ..................... 94 4.8, Projected Demand for Housing, .......................................... .................................................... 94 4.9, National Trends in Housing & Community Preferences.............................................................95 4.10, Median Household Income...........................................................................................................96 4.11, Households by Income Category.................................................................................................96 4.12, Household Economic Characteristics in Cibolo.........................................................................97 4.13, Citywide Public Opinion Survey, Housing Questions..............................................................98 4.14, Appropriate Housing and Neighborhood Types....................................................................100 4.15, Types of Senior Communities.....................................................................................................103 4.16, Sen iorCommunityDevelopers.....................................................................................................103 4.17, Affluent Housing Options............................................................................................................104 4.18, Example Native and Drought -Tolerant Landscaping.............................................................108 4.19, Homogeneous Housing...............................................................................................................109 4.20, Promoting Neighborhood/School Integration.........................................................................110 4.21, What Does "Affordable" Mean?. ................... ...... . ............................... .................................... 111 4.23, Housing Programs........................................................................................................................112 4.24, Area Median Income Limits....................................................................... 4.25, Housing&Transportation Affordability Index ........................................... 5.1, Park Classification........................................................................................... 5.2, Ci bolo Parks, Open Space, and Recreational Assets ................................... 5.3, HOA Parks....................................................................................................... 5.5, City Parks........................................................................................................ 5.6, Park, Recreation, and Open Space Master Plans ..................................... 5.7, Parks and Trails............................................................................................... 5.8, Signature Amenities...................................................................................... 5.9, Quality Parks and Trails................................................................................. 5.10, Parks and Trails............................................................................................. 5.11, Dog Parks....................................................................................................... 5.12, Protecting Natural Resources..................................................................... 6.1, Citizen Communication................................................................................. 6.2, 2013 Cibolo Impact Fees.............................................................................. 6.3, Water Service Facilities.................................................................................. 6.4, Water System Capacity................................................................................. 6.5, Existing Lift Stations in Cibolo...................................................................... 6.6, Examples of Stormwater Drainage Infrastructure in Cibolo................... 6.7, Regulating Stormwater Development......................................................... 6.8, Garbage & Recycling Services..................................................................... 6.9, Police & Community Engagement............................................................... 6.10, Police Statistics.............................................................................................. 6.11, Cibolo Animal Shelter.................................................................................... 6.12, Fire & Community Engagement................................................................. 6.13, Cibolo Fire Station # 2.................................................................................. 6.14, Schertz Public Library......... .................... ..................... ................................. 6.15, Utility Mapping Program... ................... - ...................................................... 6.16, Patrol Deployment Increases...................................................................... 6.17, Public $afetyandTraining Center.................................................................. 6.17, Publ ic5afetyand Training Center.................................................................. 7.1, Helping New Business Expansion................................................................ CIBOLO COMPREHENSIVE MASTER PLAN 7.2, Marketing Outreach........................................................................................................................168 7.3, Facilitating Access to School.........................................................................................................171 7.4, Industrial Park & Business Marketing...........................................................................................174 7.5, Supporting Cibolo's Bicycle Community.....................................................................................178 7.6, Downtown Improvement..............................................................................................................180 CITY OF CHOICE THIS PAGE INTENTIONALLY LEFT BLANK INTRODUCTION Cibolo is a vibrant and rapidly growing city at a critical point in its growth and development. Since 2000, Cibolo's population has grown by 733 percent and households have grown from 1,176 in 2000 to 6,827 in 2013. Today, 26,637 people call Cibolo home.' Rapid growth presents many opportunities and challenges to Cibolo. Residential growth is only one part of measuring the success of a city. Business development such as retail attractions andjob opportunities help make a community more resilient to economic cycles. Civic assets such as recreation and cultural destinations make Cibolo an appealing place to live and visit. In its effort to embrace change while remaining true to its rural charm and heritage, the City's leadership is dedicated to pro -actively planning for the future. This document should guide not only City leadership in their decisions, but also those of land owners, developers, and other government entities who may impact the future of Cibolo. I U.S. Census Bureau. 2014 Population Estimates, CITY OF CHOICE Why Plan? Cibolo was once a small rural community of farmers and ranchers on the far outskirts of San Antonio. Since then it has become a vibrant suburban community in the Alamo area. Growth in the City and the greater region is expected to continue. As the community continues to grow and change, City leaders are asking, "What will Cibolo look like 20 years from now?" A comprehensive master plan is a guide to a city's future. It looks at where a city is today and describes what it may look and feel like in the future. Comprehensive master plans envision a future 20 years out and then identify steps on how to get there. Due to current growth trends in the area and unforeseen future changes that may directly impact the City, this Plan — and those steps — should be updated every three to five years to make adjustments as necessary. A comprehensive master plan becomes a document that guides decisions made by city leaders. It helps staff and elected and appointed officials make public policy, plan for capital improvements, and evaluate proposed private developments in a way that leads toward the long-term vision for Cibolo. In addition, a municipality may define the relationship between a comprehensive plan and development regulations. Municipalities are given different authority to regulate land use and development depending on whether the property is within their full service jurisdiction or within the municipality's extraterritorial jurisdiction (ETJ). Also, cities have different authority based on whether they are a home rule or general rule city. Home -rule cities have more authority and are established when a city with more than 5,000 residents votes to approve a charter to assume the full power of local self government (also known as a home -rule charter). Cibolo is a home rule city. Texas Local Government Code, Chapter 213. Municipal Comprehensive Plans, Section 213.002. Ibid. Planning Authority For the "purpose of promoting sound development of municipalities and promoting public health, safety, and welfare," the Texas Local Government Code (LGC) permits municipalities to develop a comprehensive plan "forthe long-range development of the municipality,"' In Texas, the bulk of land use control falls on municipalities. And while comprehensive plans are not required in Texas, as they are in other states, municipalities across the state use comprehensive plans and the planning process to identify their needs and desires and how to achieve them. This section is only Political leaders and decision makers use comprehensive plans as a foundation to establish intended to provide a brief summary of legislative development andland use regulations. authority for land use planning and regulations According to the. LGC, municipalities may'"define the content and design of a comprehensive among municipalities. It plan" and this may: (1) include, but is not limited to, provisions on land use, transportation, is not intended to provide and public facilities; (2) consist of a single plan or a coordinated set of plans organized by legal guidance on land use subject and geographic area; and (3) be used to coordinate and guide the establishment of regulation issues. development regulations.z The LGC requires the adoption or amendment of a comprehensive plan to include both review by the city's planning commission or department (if one exists), as well as a public hearing. In addition, a municipality may define the relationship between a comprehensive plan and development regulations. Municipalities are given different authority to regulate land use and development depending on whether the property is within their full service jurisdiction or within the municipality's extraterritorial jurisdiction (ETJ). Also, cities have different authority based on whether they are a home rule or general rule city. Home -rule cities have more authority and are established when a city with more than 5,000 residents votes to approve a charter to assume the full power of local self government (also known as a home -rule charter). Cibolo is a home rule city. Texas Local Government Code, Chapter 213. Municipal Comprehensive Plans, Section 213.002. Ibid. CIBOLO COMPREHENSIVE MASTER PLAN -PLAN INTRODUCTION, DEMOGRAPHICS & VISION Plan Structure The plan is organized into eight chapters, as described below. PLAN INTRODUCTION, DEMOGRAPHICS & VISION Introduces the plan, including the plan's purpose and planning process, summarizes the existing physical, economic, and social conditions of Cibolo today, and overviews the community input that was gathered to form the basis of this Plan. ® LAND USE & CHARACTER Assesses the growth of the City by determining opportunities for, and constraints to, annexation, areas of preferred future land use, and development quality. It includes an assessment and incorporation of the City's existing Downtown Revitalization Plan. ® TRANSPORTATION Assesses the City's existing thoroughfare system and alternate modes of transportation in the City. This will provide forthe orderly development of the City's vehicular and pedestrian transportation system. HOUSING & NEIGHBORHOODS Assesses the City's existing housing stock and neighborhood conditions, and future housing needs, to ensure that there is an adequate supply of housing types and conditions to meet the needs of a growing city. ® PARKS, RECREATION, & OPEN SPACE Assesses the City's existing park, recreation, and open space system to provide recommendations for the future regarding expanding the park system as growth occurs, adding new amenities or programs, and improving park conditions and/or distribution. COMMUNITY FACILITIES & PUBLIC SERVICES Assesses the City's existing community facilities and public services to provide recommendations for the future regarding expanding and/or improving them to meet future growth projections of the City. ® ECONOMIC DEVELOPMENT Identifies opportunities for economic growth in Cibolo to make the community more stable and resilient to economic cycles primarily through the incorporation of the strategic directions and framework from the City's separate Economic Development Strategic Plan. IMPLEMENTATION Uses recommendations of each individual plan element to consolidate an overall strategy for executing the comprehensive master plan while setting a near- and mid-term action plan. CITY OF CHOICE Historical Context 1867 Jacob Schlather buys land in the area. His son George builds a supply store. 1920 First class graduates from Cibolo High School. 1876 Southern Pacific Railroad Station, named Cibolo Valley, opens and connects to Houston and San Antonio. 1930 Randolph Air Force Base, located less than 5 miles from downtown Cibolo, opens. Regional & Planning Context 1956 The Cibolo Volunteer Fire Department was organized in March. The planning area for the Comprehensive Master Plan includes the currently incorporated area of Cibolo (City limits), as well as the extraterritorial jurisdiction (ETJ), and non -annexation agreement areas. Today, the incorporated area includes approximately 15.2 square miles, the ETJ adds an additional 4.7 square miles, and the non -annexation agreement area an additional 18.4 square miles. Cibolo is located in the far southwest corner of Guadalupe County. The planning area generally extends from 1-35 to the north to 1-10 in the south. Cibolo is adjacent to the City of Schertz, and the San Antonio ETJ is located to the south. Cibolo is surrounded by other smaller cities and unincorporated areas to the south and north/northeast including Marion, Santa Clara and New Berlin. See Map 1.1, Regional Location. Located on 1-35, and in very close proximity to 1-10, Cibolo is easily accessible to San Antonio, Austin, and other surrounding communities and economic opportunities. The community is located approximately 23 miles northeast of downtown San Antonio, 60 miles southeast of Austin, and 15 miles west of Seguin. CIBOLO COMPREHENSIVE MASTER PLAN — PLAN INTRODUCTION, DEMOGRAPHICS & VISION 1965 On October 20th, (almost 2000-2010 100 years after being settled) Cibolo experiences Cibolo incorporates with a rapid growth, growing population of 398. Mayor 406% throughout the M.O. Grooms serves as the decade from 3,035 to City's first mayor. 19,580 people. 1962 & 1968 1969 2015 Interstate 35 opens in 1962. Fritz Schlather became Cibolo's population Interstate 10 opens in 1968. the second Mayor. exceeds 25,000 people, per the census 2014 estimate. MAP 1.1, REGIONAL LOCATION `cI Schaefer Froboaae lSchmcks r Old Wdalsleln —T 'o i i 1 U v w 6reei Gen Valley GleenlValle' ROa uas —r jWietlAer Rd films• Y �r Y$ ' •!� •� •– Weil'Rd 0 1 U � CE N Her to Country Ln You ngsford Rd u j 5r Cody S9 Weer o _ q Ariz ...... i � Holman f L J �0'rarsl a8b/rr.Ry 1 '•_W Genies 78 £ 78: —Tm w V le Viewr I rc. Wosnig Schmoekel Rd ' \– r•- 1 i S�a9e �•I– j j I._i - Elfert � tech e PannershiP_ LEGEND I i Cibolo City Limits H - Railroads Minor Roads Cibolo City Limits Non-Cibolo Areas •• Major Roads Annexation Agreement Areas Watercourses (Rivers & Streams) CIb010 ETJ 0 Y. 1% 1 i E lillo� Miles i I 1 CIBOLO COMPREHENSIVE MASTER PLAN - PLAN INTRODUCTION, DEMOGRAPHICS & VISION Demographic Snapshot HISTORICAL POPULATION GROWTH Beginning in the 2151 century, Cibolo has experienced high levels of growth, increasing 733 percent since 2000, when the population was 3,035 people. Between 2000 and 2010, the population increased 545 percent to 19,580 people as seen in Figure 1.1, Historic Growth. As Cibolo has grown, its share of the county population has also increased. In 2000, Cibolo accounted for only 3.4 percent of Guadalupe County's population. However, between 2000 and 2010 Cibolo captured 38.9 percent of the county's growth, and its share of the population increased to 14.9 percent. Between 2010 and 2013, Cibolo acquired 22.3 percent of the growth in Guadalupe County, and today Cibolo accounts for 17 percent of the county's population. See in Figure 1.1, Historical Growth and Figure 1.2, Historical Population Growth. FIGURE 1.2 HISTORICAL POPULATION GROWTH FIGURE 1.1 HISTORIC GROWTH CIBOLO HAS 19 EXPERIENCED A 733% POPULATION GROWTH SINCE 2000 25,28 �y 20,564 2000 2010 2013 2014 1970 440 - 1,757 440 549 0_ 1980 549 25% 1.2% 1970 1980 1990 Source: U.S. Census Bureau. 25,28 �y 20,564 2000 2010 2013 2014 1970 440 - 1.3% 33,554 - - 1980 549 25% 1.2% 46,708 39% 0.8% 1990 1,757 220% 2.7% 64,873 39% 6.7% 2000 3,035 73% 3.4% 89,023 37% 5.3% 2010 19,580 545% 14.9% 131,533 48% 38.9% 2013 20,564 5% 15.1% 135,940 3% 22.3% 2014 25,280 23% 17.2% 147,250 8% 63.2% Source: U.S. Census Bureau. Decennial Census, 1970-2010; 2009-2013 American Community Survey 5 -Year Estimates, 2014 Population Estimates. >- ,,,, ;,. CITY OF CHOICE FIGURE1.3 POPULATION GROWTH: COMPARATIVE CITIES Cibolo 3,035 Converse 11,508 Devine 4,140 Fair Oaks 4,695 Hutto 1,250 - Leander 7,596 Source: U.S. Census Bureau. FIGURE 1.4 AGE DISTRIBUTION 85 years + 80 to 84 yrs 75 to 79 yrs 70 to 74 yrs 65 to 69 yrs 60 to 64 yrs 55 to 59 yrs 50 to 54 yrs 45 to 49 yrs 40 to 44 yrs 35 to 39 yrs 30 to 34 yrs 25 to 29 yrs 20 to 24 yrs 15 to 19 yrs 5 to 9yrs Under 5 yrs 18,198 4,350 5,986 14,698 26,521 58% 19,023 5% 5% 4,436 2% 27% 6,411 7% ^ 1076% 249% 17,336 28,281 6 5 4 3 2 1 0 1 2 3 4 5 6 °h of population ■ Cibolo Male ,-] Cibolo Female ❑ US Male ❑ US Female Source: U.S. Census Bureau. In addition to experiencing exponential growth in recent years, Cibolo has also kept up with the growth pace of other fast-growing cities in the Central and South Central Texas regions. Table 1.3, Population Growth: Comparative Cities shows Cibolo's recent growth in comparison to these other Cities. AGE DISTRIBUTION When compared to 2013 population estimates for the United States, Cibolo has a greater percentage of the population aged zero to 19 and 35 to 54. See Figure 1.4, Age Distribution. In 2013, 36 percent of Cibolo's population was 19 years or younger and 34.4 percent was between the ages of 35 and 54. This indicates a disproportionately large share of young and established families in Cibolo. At the same time, there's a significantly low portion of the population aged 55 and over. While this age group accounts for over a quarter of the total population in the United States, it accounts for only 12.8 percent in Cibolo. There's also a lower share of population aged between 20 and 34. These trends are likely due to a lack of housing options and amenities or services that accommodate these populations. CIBOLO COMPREHENSIVE MASTER PLAN —PLAN INTRODUCTION, DEMOGRAPHICS & VISION EDUCATIONAL ATTAINMENT As illustrated by Figure 1.5, Educational Attainment, Cibolo has a greater percentage of high school graduates than Texas and Guadalupe County. It also has a higher percentage of residents with a bachelor's degree or higher than Texas or Guadalupe County. FIGURE 1.5 EDUCATIONAL ATTAINMENT 100 80 60 40 20 0 Texas Guadalupe County Cibolo High School or Higher - Bachelor's Degree or Higher Source: U.S. Census Bureau. RACE & ETHNICITY The American Community Survey estimates illustrate that Cibolo and Guadalupe County are both primarily white. As Table 1.7, Race & Ethnicity indicates, Cibolo is slightly more diverse than Guadalupe County, but the two are less diverse than Texas. As the City continues to diversify, additional cultural, educational, and economic opportunities may arise. HOUSEHOLD & FAMILY INCOME According to the U.S. Census Bureau, household income includes income from the householder and all other people (whether or not they are related) who are 15 years or older living in the same housing unit. Family income includes income from two or more people related by birth, marriage, or adoption who are residing together. As illustrated in Figure 1.6, Housing & Family Income, median family income and median household income in Cibolo is greater than Texas and Guadalupe County. FIGURE 1.6 HOUSING & FAMILY INCOME $100,000 $80,000 $60,000 $40,000 $20,000 $0 Texas Guadalupe County Cibolo IN Median Household Income I Median Family Income Source: U.S. Census Bureau. FIGURE 1.7 RACE & ETHNICITY White 74.40/ 84.3% 79.8% Black or African 11.8% 6.5% 10.6% American American Indian & 0.5% 0.3% 0.1% Alaska Native Asian 4.0% 1.60/. 2.0% Native Hawaiian & 0.1% 0.1% 0.0% Other Pacific Islander Other Race 6.9% 4.2% 1.6% Two or More Races 2.3% 3.1% 5.90/. Hispanic or Latino 37.9% 36.1% 31.3% Descent Source: U.S. Census Bureau, 2009-2013 5-YearAmerican Community Survey, B02001 Race, 803002 Hispanic or Latina Origin by Race CITY OF CHOICE FIGURE 1.8 MEAN TRAVEL TIME TO WORK 28 27 26 25 24 23 Texas Guadalupe Cibolo County Source: U.S. Census Bureau. FIGURE 1.9 INFLOW/OUTFLOW JOB COUNTS Commute into Cibolo COMMUTING PATTERNS A majority of Cibolo's residents work outside of the City. According to the U.S. Census Bureau, 98.5 percent of Cibolo's residents commute out of Cibolo to their job. As such, Cibolo has a higher mean travel time to work than Texas or Guadalupe County. See Figure 1.8, Mean Travel Time to Work. Additionally, 89.6 percent of the jobs in Cibolo are filled by people commuting into the City. Only 1.5 percent of the employed workforce of Cibolo stays in Cibolo to work. See Figure 1.9, Inflow/Outflow Job Counts. This discrepancy indicates a lack of employment opportunities within the City. Cibolo has a 0.15 household to job ratio, far below the target ratio of one job per household that many suburbs strive for. More local employment options would not only have economic benefits such as a diversified non-residential tax base, but providing local jobs to residents of Cibolo would cut down on commute times, air pollution emissions, and costs to commuters and businesses, and would improve overall quality of life in Cibolo. No* 029 note out of Cibolo Source: U.S. Census Bureau, Center for Economic Studies 2009-2013 5 -Year American Community Survey, http://0nthemap.ces.census.govl ! 1 Ott i _- Community Engagement Process OVERVIEW A comprehensive master plan is not just a document. It is a process that includes gathering data as well as conversations, known as charettes, with residents and stakeholders in Cibolo regarding their vision of the future for the community. A comprehensive master plan should capture the wants and needs of its citizens and provide steps toward that vision and use tools to measure progress. Public input provides crucial insight into the current and future needs of the citizens. Throughout this process, a variety of public involvement techiniques were used to gather citizens' thoughts and ideas. These strategies allowed different people to express their opinions. The public engagement component of this planning process included six stakeholder meetings, five meetings with the Master Plan Committee (MPC), an online community survey, two public open houses, and four meetings each with the Planning and Zoning Commission and City Council. Below is a discussion of these efforts and a summary of findings. SUMMARY OF STAKEHOLDER MEETINGS As part of the two-day project kick-off for the Comprehensive Master Plan held in September 2015, six stakeholder group listening sessions were held to identify community concerns, issues, and opportunities for Cibolo. Attendees included elected and appointed officials; City staff; land, business and industry owners; regional transportation and school district officials; neighborhood representatives; and various citizens. Approximately 150 people participated in the various meetings held over two half days. At the stakeholder meetings, attendees were asked to provide input on a variety of topics including, but not limited to: downtown, mobility, neighborhoods, parks, recreation, trails, open space, economic development and among other topics. As part of these meetings, a series of key topics were identified which helped to frame the remainder of the planning process and this Plan. Some of the key topics are summarized on the next page. CITY OF CHOICE Land Use & Character ■ Focused attention is needed for areas south of Farm -to -Market (FM) 78; ■ Improved gateways and entrances to the City & downtown are needed to identify Cibolo and enhance the image of the City; and ■ Downtown needs to be preserved as a means of protecting the City's small-town character. Transportation ■ Need for an adequately funded street maintenance & repair program; ■ Need to identify a proper location for a fly-over(s) of the railroad (particularly as it expands); ■ Need for a plan of action for FM 78; ■ Continued need for enhanced bike and pedestrian connectivity including on -street bike lanes and sidewalks; and ■ Need for improved connectivity (i.e., making adequate needed connections on the thoroughfare plan). Housing & Neighborhoods ■ Need for multigenerational and diversified housing types (e.g., apartments, zero lot line, independent and assisted senior living); and ■ Need for alternative types of neighborhoods and housing stock (e.g., smaller home— smaller lot, larger home—estate lots, mixed income, etc.). Parks, Recreation, Open Space & Trails ■ Continued need for an expanded and connected trail system; ■ Need for additional youth athletic fields and park properties big enough to handle large events; ■ Need for reassessing Cibolo's role in providing recreational program offerings to Cibolo residents; ■ Improved park amenities (including splash pads, dog parks, and more Americans with Disabilities Act (ADA) accommodation); and ■ Need for additional areas of accessible open space. Community Facilities & Services ■ Reassessment of interagency coordination regarding emergency services, 9-1-1, and training facilities; ■ Need for improved dissemination of information directly from the City; ■ Need for expanded infrastructure; and ■ Need for a community center/senior center. Economic Development ■ Need for expanded infrastructure; ■ Additional need for commercial and retail businesses, restaurants, medical offices, and a hotel; ■ Need for pursuing additional opportunities to attract higher education opportunities to Cibolo; and ■ Need for additional marketing of Cibolo's downtown, historic and natural resources, schools, quality neighborhoods, events, etc. MASTER PLAN COMMITTEE (MPC) Throughout the planning process, a 15 member broadly represented Master Plan Committee was utilized to provide key input and oversight of the development of the Comprehensive Master Plan. The purpose of the MPC was to provide a balanced community opinion on important City issues and the vision for the future. In addition, the MPC was tasked with reviewing and responding feedback on draft deliverables and Plan chapters as it progressed through the planning process. The MPC met on five different occasions, including the project kick-off, three times to review and provide feedback on Plan chapters, and as part of a large joint meeting of elected and appointed officials to fully vet the Plan prior to it proceeding through the public hearing process. The MPC's comments and feedback were essential in developing a Plan that captured the essence of where Cibolo wants to be in the next 20 years and beyond. PLANNING AND ZONING COMMISSION As set out in Section 213.003, of the Texas Local Government Code, the Planning and Zoning Commission (P&Z), if one exists, is supposed to review the Comprehensive Master Plan before it is adopted or amended. Since they are also the City -designated appointed body which advises the City Council on plans, programs, policies, and short- and long-range strategies, it is important to ensure that their experience and feedback are incorporated into the process. As such, the P&Z was involved at four key points in the process, including three joint meetings with the City Council, and during the P&Z public hearing. As part of their involvement, the P&Z voted to recommend approval at their public hearing on October 19, 2016. CITY COUNCIL As the elected and legislative body of Cibolo, the City Council provided early strategic direction and feedback in the middle of the process. Similar to the P&Z, they were involved at four key points including three joint meetings with the P&Z and during the City Council consideration of adoption. The City Council voted to approve the Comprehensive Master Plan on TBD. boom w .�YII L f ` 1 f FIGURE 1.10 TRANSPORTATION ISSUES/IMPROVEMENTS SUMMARY OF PUBLIC MEETINGS At a key interval in the planning process, an open house public meeting was held to solicit feedback from the community. This open house was held in November 2015 and was attended by 21 people. A variety of exercises were used to gain input regarding areas of need in the City, such as transportation, parks and recreation, and housing. Key results from the first open house are summarized below. Transportation Issues & Improvements Most issues and improvements were needed along FM 1103. See Figure 1.10, Transportation Issues/Improvements. When asked how they would prioritize improving traffic safety and congestion in Cibolo, the top three selected strategies include: ■ Widening FM 1103 between 1-35 and FM 78 and adding traffic signals at key intersections; ■ Adopting a complete streets policy; and ■ Widening FM 1103 between 1-35 and 1-10 and adding traffic signals at key intersections. CIBOLO COMPREHENSIVE MASTER PLAN -PLAN INTRODUCTION, DEMOGRAPHICS & VISION R Y FIGURE 1.11 NEEDED HOUSING IN CIBOLO Housing in Cibolo As illustrated by Figure 1.11, Needed Housing in Cibolo, Figure 1.12, Personal Housing Preference and Figure 1.13, Perceived Housing Needs, meeting attendees said that their housing needs are currently being met, but some feel there is a housing need for select populations, such as students, and critical workforce (policemen, firemen, and teachers). When asked what types of housing may be needed for future populations to make Cibolo a full life -cycle community, top answers included: ■ Senior, retirement, or assisted living; ■ Townhouses; and N Patio, garden, or zero -lot -line homes. FIGURE 1.12 FIGURE 1.13 PERSONAL HOUSING PREFERENCE PERCEIVED HOUSING NEEDS Does Cibolo have the type Does Cibolo have housing for all of housing you prefer? people so that Cibolo can be a life -cycle community? m 7's Park & Trail Priorities FIGURE 1.14 New or improved parks, trails and sidewalks were key areas that attendees felt they would like the City to address in the future. See Figure 1.14, Park Priorities. The top three priorities identified for park and recreation system improvements at the open house were: ■ New parks should focus on active recreation (sport courts/fields, swimming pools, etc.); ■ The City should focus more on improving the parks Cibolo already has; and ■ New parks should be developed to serve both residents and attract visitors to the area. When asked to identify trail priorities, the top two priorities were: ■ Trails should be located to provide connections to parks; and ■ Trails should be located to extend existing trails. CITY OF CHOICE FIGURE 1.15 CIBOLO TRAILS TODAYAND TOMORROW FIGURE 1.16 PREFERRED QUALITY EXAMPLES Attendees at the open house identified shared -use paths as the top preferred trail type, followed by sidepaths. There was also a 10:1 preference for concrete surface trails over crushed granite trails. The highest priority for new trail construction was a trail along an existing stream corridor, running south from Veazey Park to Town Creek. See Figure 1.15, Cibolo Trails Today and Tomorrow. Bicycle Facilities With regards to walking and bicycling in Cibolo, nearly all attendees indicated that Cibolo should consider striping on -street bicycle lanes so long as the street width, traffic volumes, and parking configuration can accommodate it. FM 78 Corridor A visual preference survey was conducted as part of the open house public meeting, evaluating the public sentiment regarding the quality and extent of the built environment. This assessment included overall street view, building form and architecture, landscaping, and signage along the FM 78 corridor. This information can help shape updates to development regulations in a way that reflect the preferences of the community character. See Figure 1.16, Preferred Qulality Examples. Attendees displayed a preference for higher quality improvements. For overall street view, there was a preference for the highest quality choice. The preferences for building form and architecture were evenly distributed among the top two choices. The second highest quality signage type and the highest quality landscaping choice were preferred. Preferred Overall Quality of Street View Preferred Landscaping Quality Preferred Building Form and Architecture „ . 1r s_^ r 7# - 1 Chltki� IE•i:--� FIGURE 1.16 PREFERRED QUALITY EXAMPLES Attendees at the open house identified shared -use paths as the top preferred trail type, followed by sidepaths. There was also a 10:1 preference for concrete surface trails over crushed granite trails. The highest priority for new trail construction was a trail along an existing stream corridor, running south from Veazey Park to Town Creek. See Figure 1.15, Cibolo Trails Today and Tomorrow. Bicycle Facilities With regards to walking and bicycling in Cibolo, nearly all attendees indicated that Cibolo should consider striping on -street bicycle lanes so long as the street width, traffic volumes, and parking configuration can accommodate it. FM 78 Corridor A visual preference survey was conducted as part of the open house public meeting, evaluating the public sentiment regarding the quality and extent of the built environment. This assessment included overall street view, building form and architecture, landscaping, and signage along the FM 78 corridor. This information can help shape updates to development regulations in a way that reflect the preferences of the community character. See Figure 1.16, Preferred Qulality Examples. Attendees displayed a preference for higher quality improvements. For overall street view, there was a preference for the highest quality choice. The preferences for building form and architecture were evenly distributed among the top two choices. The second highest quality signage type and the highest quality landscaping choice were preferred. Preferred Overall Quality of Street View Preferred Landscaping Quality Preferred Building Form and Architecture I CIBOLO COMPREHENSIVE MASTER PLAN — PLAN INTRODUCTION, DEMOGRAPHICS & VISION FIGURE 1.17 ECONOMIC DEVELOPMENT Economic Development Open house attendees were asked to identify types of businesses that they felt the City should support for economic development purposes. See Figure 1.17, Economic Development. Figure 1.18, Economic Development Support identifies general categories of those business types listed. Forty-four percent of the types of businesses identified were restaurant -related businesses, followed by medical - related, then retail establishments. Among restaurant types, attendees identified a wide range of food and drink establishments, including high-end fast food chains (e.g., Chipotle and Chick-fil-A), ethnic restaurants (e.g., Korean, Thai, Indian), and family-oriented restaurants, as well as dessert and coffee establishments. The two specific answers that received FIGURE 1.18 ECONOMIC DEVELOPMENT SUPPORT ■ Retail ` 1 Medical 9 Restaurant 7 Recreation 0 Entertainment FIGURE 1.19 ECONOMIC DEVELOPMENT ACTIVITIES Movie complex Develop culinary attractions (e.g., farmers market, wineries, local farming, etc) Alamo Drafthouse Promote historic resources (e.g., downtown, historic buildings) Funeral home Cemetery Further develop and promote festivals and events in the City Develop a centralized performance space Further develop Cibolo as a bicycle -friendly and active tourism community Bookstore Improve the City's communication and marketing resources (e.g., public information officer) Develop visual and/or performing arts attractions Promote resources related to trails and open space 0 1 2 3 4 5 6 7 8 9 Number of Responses CITY OF CHOICE the most repeated votes included family-oriented restaurants and a movie theatre. Further questions supported these findings. Top responses to economic development activities that should be prioritized included a movie complex and developing culinary attractions. Also, retail and business types were identified as top family -related issues that should be prioritized for improvement. See Figure 1.19, Economic Development Activities and Figure 1.20, Family - Related Issues. Finally, attendees were asked to identify areas of public education that are in need of addressing in orderto improve the local workforce and attract businesses to Cibolo. The top two answers were higher level of college prep or dual credit options and more advanced technology. See Figure 1.21, Academic Quality Most in Need of Improvement below. FIGURE 1.20 FAMILY -RELATED ISSUES Family-oriented business and retail offerings Quality of housing Opportunities for social family activities Opportunities for community involvement Quality of schools FIGURE 1.21 ACADEMIC QUALITY MOST IN NEED OF IMPROVEMENT Higher level of college prep/dual credit options More advanced technology More parental support Better in -class curriculum Quality of teaching staff More business support Better integration of curriculum Condition of facilities/supplies 10 12 Number of Responses 4 6 8 10 12 Number of Responses CIBOLO COMPREHENSIVE MASTER PLAN - PLAN INTRODUCTION, DEMOGRAPHICS & VISION ONLINE SURVEY An extensive Citywide public opinion survey was conducted as an online and paper questionnaire. The survey included a variety of topics such as demographics, quality of life, satisfaction with City services; transportation; housing and neighborhoods; parks, recreation, and trails; economic development; tourism; and prioritizing issues. Findings from the public survey can inform trends regarding opportunities and issues in the City. A total of 999 survey responses were received, corresponding to approximately four percent of the City's population. Figure 1.23, Survey Respondent Demographics illustrates the demographics of respondents to the survey. There were slightly more women than men who completed the survey, and a variety of age ranges were represented. The majority of respondents were between the ages of 35 and 54, accounting for 64 percent of the responses. Sixty-eight percent have children under the age of 19 living at home, and 81 percent own their home. Eighty-six percent of the respondents were residents of Cibolo and 25% work in Cibolo. Seventy-one percent of the respondents have lived in Cibolo for 10 years or less. Overall Quality of Life in Cibolo Generally, residents of Cibolo are satisfied with the City. Fifty-eight percent also believed that Cibolo has changed for the better during the time they have lived in the City. When asked about satisfaction in certain categories, in nearly every one, at least 50 percent of respondents were either satisfied or very satisfied. Respondents were most satisfied with Cibolo as a place to raise a family, and least satisfied with Cibolo as a place to play. See Figure 1.22, Satisfaction With Cibolo. Respondents also generally feel that the City does a good job performing its jobs, with all categories receiving at least 50 percent satisfied or very satisfied ratings. When asked about their satisfaction with specific City services, over 90 percent of respondents were either satisfied orvery satisfied with police and fire protection services. There was least satisfaction with street maintenance and repair, recreation services and programs, library services and programs, and senior services and programs, all of which received more than 50 percent of responses being dissatisfied or very dissatisfied (question not shown). FIGURE 1.22 SATISFACTION WITH CIBOLO As a place to raise a family As a place to live Overall quality of life Overall image and reputation As a place to retire Overall quality of City services As a place to do business As a place to work As a place to play How satisfied are you with Cibolo? 0% 20% 40% 60% 80% 100°h a Very Satisfied . Satisfied Dissatisfied ,; Very Dissatisfied • No Opinion CITY OF CHOICE FIGURE 1.23 SURVEY RESPONDENT DEMOGRAPHICS Female 61% 30 25 20 15 10 5 0 Male 39% Are You Male or Female? Do You Have Children Under the Age of 19 Living at Home? No <5 yrs 5-9 yrs 10-14 yrs 15-19 yrs. Stay Home/ Yes Don't Work, 13 17q° Retired 6% 0, Yes, at home 8% No, Other Do You Work Place, 8% in Cibolo? 45-54 yrs 29% 65+ yrs <19 yrs 55-64 yrs 3% r-0.1% 11% 1120-34 yrs 22% How Old Are You? 35-44 yrs 35% No 14% Are You a Resident of Cibolo? Breakdown of "No" Answers: Guadalupe Co Other 8% 2% Percent of Total Yes 86% N/A <1 year 10% 6.7% 20+yrs 6% 1-3 yrs 11-20 yrs 24% 12% How Long Have You Lived in Cibolo? No, Guadalupe `�f/ County, 12% No, Bexar 8-10 yrs County, 36% 19% 4-7 yrs 22% CIBOLO COMPREHENSIVE MASTER PLAN —PLAN INTRODUCTION, DEMOGRAPHICS & VISION Transportation The online survey identified traffic, street conditions and maintenance, safety, and pedestrian accommodations as top priorities to be addressed for transportation. See Figure 1.24, Select Survey Questions about Transportation and Figure 1.25, Transportation Priorities below. In addition, only five respondents reported that they use public transit on a daily basis, while 20 percent of respondents said that they would like to use public transit in Cibolo (question not shown). FIGURE 1.24 SELECT SURVEY QUESTIONS ABOUT TRANSPORTATION x Are the roads Is traffic No in good congestion 53% condition? anissue? FIGURE 1.25 TRANSPORTATION PRIORITIES IN Are thereAre there adequate adequate walking bicycle No facilities?4W No facilities? 64% 65% How important is it for the City of Cibolo to address the following transportation issues in the near future? Traffic congestion Street condition and maintenance Safety Pedestrian accommodation (e.g., sidewalks, crosswalks, trails, etc.) Connecting FM 1103 from 1-35 to 1-10 Street connectivity (i.e., more options to get in and through Cibolo) Intersection safety and access across the railroad Bicycle accommodation (e.g., on -street bike lanes, trails, etc.) Wayfinding signage (i.e.., small signs identifying locations of important civic buildings) Public transportation 0% 200/ 40% 60% 80% 100% N Very Important Ga Important Undecided F7 Not Important 0 Not Important at All CITY OF CHOICE FIGURE 1.26 HOUSING PREFERENCES AND OPTIONS Is the housing type you are Are there appropriate and interested in available in affordable housing types Cibolo? available for others in Cibolo? FIGURE 1.27 NEIGHBORHOOD PRIORITIES Housing & Neighborhoods Respondents were asked about housing options available in Cibolo. Over three-quarters of respondents said thatthe type of housing they were interested in (personally) was available in Cibolo. On the other hand, 32 percent of respondents said that there were not appropriate and affordable housing types for other people living in Cibolo, such as returning youth, young families, singles, or seniors. See Figure 1.26, Housing Preferences and Options. Reducing crime was rated the top housing - related issue that the city should address. The next four priorities all had to do with providing or improving trails, sidewalks and streets, and parks or recreation amenities in neighborhoods. Issues ranked with the lowest importance included improving the overall condition of properties or housing and infill of vacant housing or lots. See Figure 1.27, Neighborhood Priorities. How important is it for the City of Cibolo to address the following issues in your neighborhood in the near future? Reducing crime Improving or adding sidewalks/places to walk Improving the condition of streets/sidewalks Providing additional parks or recreation amenities in close proximity Providing additional trails in close proximity Addressing too much on -street parking in my neighborhood Reducing the speed of traffic within my neighborhood Increasing code enforcement Addressing stray animals Improving the overall condition of properties Improving the overall condition of housing Infill of vacant housing Infill of vacant lots 0% 20% 40% .rte'. M Very Important Important Undecided. -i Not Important. Not Important at All 80% 100% CIBOLO COMPREHENSIVE MASTER PLAN - PLAN INTRODUCTION, DEMOGRAPHICS & VISION Parks, Recreation, & Trails The three parks, recreation, and trails issues rated as most important included improving pedestrian and bicycle connectivity to important destinations, increasing shade opportunities in existing parks, and providing additional trails and sidewalks. See Figure 1.28, Park, Recreation, and Trail Priorities. Respondents were also asked to identify park and recreation amenities needed in Cibolo. The top three amenities respondents ranked most needed were trails, outdoor pool, and dog parks. The amenities ranked lowest included uncovered basketball courts, public art and sculpture, and disc golf. Top ranked improvements needed at existing parks included shade structures, lighting, and better external connectivity to neighborhoods. The lowest ranking improvements included better building maintenance, better ADA accessibility, and more bike racks (question not shown). FIGURE 1.28 PARK, RECREATION, AND TRAIL PRIORITIES How important is it for the City of Cibolo to address the following parks, recreation, and trails issues in the near future? Improving pedestrian and bicycle connectivity to important destinations (e.g., parks, schools, downtown, etc.) Increasing shade opportunities in existing parks (e.g., trees, pavilions, playscape shade structures, etc.) Providing additional trails and sidewalks Providing additional active amenities (e.g., playscapes, exercise equipment, dog parks, etc.) in existing parks Developing new parks and open space areas Adding indoor space for recreation programs Improving the overall quality and appearance of existing parks Providing additional public recreation opportunities such as summer concerts and/or outdoor movies Adding or enhancing outdoor space for community special events (e.g., an outdoor amphitheater) Upgrading existing facilities in existing parks Providing additional passive amenities (e.g., benches, picnic tables, walking trails, etc.) Developing a sports complex Providing additional youth -oriented recreation classes and opportunities Providing additional family-oriented recreation classes and opportunities Providing more pavilions for public use Providing additional athletic game fields Providing additional athletic practice fields Providing additional senior -oriented recreation classes and opportunities 00/ 10% 20% 300/ 40% 5004 60% 70% 800/ 90% 100% NVery Important r3Important Undecided Not Important N Not Important at All I® 1t iva�Y� 00/ 10% 20% 300/ 40% 5004 60% 70% 800/ 90% 100% NVery Important r3Important Undecided Not Important N Not Important at All CITY OF CHOICE Economic Development Respondents identified taxes as the most significant economic challenge facing Cibolo. When asked to rank the importance of economic development factors (i.e., what people felt was important to the economic vitality of their community), quality of public schools was identified as the most important economic development factor in Cibolo. See Figure 1.29, Economic Development Factors. When asked to rank the City's existing performance in some of those same factors, quality of public schools received good ratings (82 percent of respondents said the quality of public schools in Cibolo were either excellent or very good). Respondents were asked to identify types of employers they would like to see in Cibolo. The top five responses included restaurants, retail, entertainment, business and professional services, and healthcare. See Figure 1.30, Business Expansion. FIGURE 1.29 ECONOMIC DEVELOPMENT FACTORS How important are the following economic factors to you? Quality of public schools Aesthetics/appearance Cost of living Parks and resources for recreation Affordable housing Affordable healthcare Available jobs Ability to walk to shops and restaurants Parking availability Employee compensation Creative and cultural arts scene 0% 20°% 40% 60% 80% 100% ■Very Important Important Undecided Notlmportant ■ Not Important at All FIGURE 1.30 BUSINESS EXPANSION What type of employers would you like to see expand or locate in Cibolo? 80°% 60°% 40% 20% 0°% VC T 01 W OV t) N W W > Q O0 C W Vl 0 OW p> m m O UUI VI O E C N mD W Q N > c n N N j m o w c m K. R.114,.I CIBOLO COMPREHENSIVE MASTER PLAN -PLAN INTRODUCTION, DEMOGRAPHICS &VISION '+ FM 78 Corridor Planning As part of this planning process, the City gathered information on community preferences for the future of the FM 78 Corridor through Cibolo, between Dietz Creek and Pfannstiel Lane. See Figure 1.33, FM 78 Corridor, on the next page. While FM 78 is a regional thoroughfare providing connectivity, 62 percent of survey respondents said this segment of the corridor should function primarily as a destination area for Cibolo residents and visitors. Survey respondents felt thatthe types of uses most appropriate forthe FM 78 corridor included commercial retail, restaurants and entertainment. The least appropriate type of use was heavy industrial. See Figure 1.31, Appropriate Uses Along FM 78. Respondents also felt it's important that the corridor serve automobile mobility needs, with 81 percent saying this mode of transportation is very important along this corridor. See Figure 1.32, FM 78 Mobility Needs. Sixty percent of respondents felt that development along the FM 78 corridor should be of higher quality compared to other non-residential developments in Cibolo. Top rating features to be considered in future development along the corridor included tree preservation, street lights, and automobile connectivity across the railroad tracks. The lowest ranking items included pedestrian and bicycle connectivity to downtown, trails parallel to FM 78, and on -street bike lanes. See Figure 1.34, FM 78 Corridor Features. FIGURE 1.31 APPROPRIATE USES ALONG FM 78 CORRIDOR What types of uses do you think are needed and appropriate along the FM 78 Corridor? Commercial retail, restaurants, and entertainment Parks and open space Mixed use Heavy retail (e.g., big box stores) Office Light industrial / business park Public./ institutional Multi -family housing (e.g., apartments) Single-family detached housing Single-family attached housing (e.g., townhouses) Heavy industrial FIGURE 1.32 FM 78 MOBILITY NEEDS 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% When thinking about overall community mobility needs, how important are the following modes of transportation along this corridor? Automobile travel Pedestrian travel Bicycle travel 0% 10°70 200/. 30% 40% 50% 60% 70% 80% 90% 100% 0 Very Important Important Undecided Not Important LI Not Important at All CITY OF CHOICE FIGURE 1.33 FM 78 CORRIDOR „p Spo\ o� m :momma tA�1 aP 4ptt`' ♦A � '� P\ o�\E Ph. P`Ot '!L M1f'O ip `E<' `tEE �-.!Qt4 \• � ♦`.mt AGSF fir► -' WAG. 'r'q f4 j 0 o � BNGGALO . F � m�P.fl �. Ey10 • � 4 rp'. ������ 9 f -• 00 00 aQE 10 0 4e01P "\•\ \\.I'- - FIGURE 1.34 FM 78 CORRIDOR FEATURES How important are the following features when considering the future of the largely undeveloped FM 78 corridor? Tree preservation Street lights Automobile connectivity across railroad Crosswalks at key intersections Automobile access to adjacent properties Protection of floodplain and sensitive natural resources High quality building materials, landscaping, and signage Sidewalk running parallel to FM 78 Pedestrian and bicycle connectivity to Citywide trail network and parks Pedestrian and bicycle connectivity to downtown Trail (i.e., multipurpose off-street trail) running parallel to FM 78 On -street bike lanes - 0% 20% 40% 60% ■ VeryImportant Important Undecided Not Important i Not Important at All 80% 00% CIBOLO COMPREHENSIVE MASTER PLAN - PLAN INTRODUCTION, DEMOGRAPHICS & VISION r Vision & Mission A community's vision and plan goals embody a collective aspiration for the future, while helping to frame the analysis and recommendations which follow in specific elements of this Plan. It helps guide decision-making and priorities of elected and appointed officials and the staff who support them and administer the City's operations. The community vision striving for a City of Choice has been moving the City forward for years. City of Cibolo Vision Statement "Cibolo is committed to enhancing the quality and characteristic typical of a City of Choice, from excellent police and fire protection to quality of life issues. The city endeavors to be cognizant of its businesses and citizens first and foremost." City of Cibolo Mission Statement "The mission of the City of Cibolo is to provide the best city services possible with excellent customer service while implementing cost-effective measures through fiscal responsibility and the innovative allocation of human resources." Cibolo Economic Development Corporation Mission Statement "To attract desirable industries and commercial developments to the City of Cibolo and to retain and assist in the expansion of existing industries." Plan Goals The plan goals were derived starting from the 2005 Comprehensive Master Plan with refinement from elected and appointed officials and the community during the early engagement activities. ■ Provide adequate infrastructure to support projected growth.This includes maintaining and upgrading existing infrastructure (e.g., upgrading streets or adding plant capacity) and preparing for the extension of infrastructure (i.e., thoroughfares, water, wastewater, drainage, electricity, and cable) in the City's primary growth areas to the south. This could include additional City resources or increased partnerships with public or private stakeholders who are interested in long-term investment in the City. This could also include being more efficient with the resources already available. ■ Provide for the health, safety, security, and general welfare of all citizens. As the City continues to grow exponentially, it is essential that the City be proactive in ensuring its policies, programs, staffing, and operations grow commensurately. This includes additional resources for public safety operations (i.e., police, fire, emergency medical services), vehicular and pedestrian safety, animal control, drainage control, and community healthcare facilities. Provide a community environment which will draw new families and businesses into the City, and encourage existing families and businesses to make long-term investments in Cibolo. While a community is exponentially growing, prospective residents value new development (oftentimes larger, higher quality, and more cost efficient than places closer to their place of work in the metropolitan core of the region) and increasing property values. As a community matures, the same residents value the necessary community amenities and services needed to be a life -cycle community. Consequently, the City will need to make (or support) investments in higher education; parks, trails, and recreation; diversified housing; senior services; healthcare and personal care service businesses; and Vision A vision statement is a fomwl statement that expresses the aspirations and goals of a company or organization. CITY OF CHOICE retail and other businesses that are essential in meeting the needs of a multi -generational community comprised of individuals and families. ■ Manage the growth of jobs and businesses in harmony with residential development. This includes establishing a close relationship between the future land use plan and zoning regulations to ensure needed nonresidential development contributes to, rather than detracts from, the high quality neighborhoods predominant in Cibolo. This ensures that nonresidential commercial and/or appropriate industrial development is properly located and of a quality that brings long-term value to the community. ■ Provide parks, recreation, trails, and open space to serve existing and prospective citizens and visitors to Cibolo. The provision of parks, trails, and recreational opportunities and protection of open space is increasingly becoming one of the most valued amenities in the state and U.S. In addition to quality schools, it is one of the essential elements in creating a "City of Choice" and something that clearly sets a community apart from another that does not provide these amenities adequately. For Cibolo, exponential growth in suburban development north of FM 78 has quickly illustrated that growth oftentimes causes the rural character of a community to slowly disappear over time. In Cibolo's relatively undeveloped area south of FM 78, there are still opportunities to protect some of this rural character, if valued by the community. Protection of natural resources as open space, in combination with recreational amenities, is one framework that can provide efficient and dual solutions to address this community aspiration for the future. ■ Identify and preserve the character of Cibolo which sets itself apart as a City of Choice. This includes identifying, protecting, or enhancing differing special areas of character within the City and understanding how they all work together to create a "City of Choice." This involves the identification of areas of special concern (e.g., downtown, sensitive natural resources or remaining open space, certain corridors like FM 78, etc.) and creating a development framework that protects and/or enhances the special attributes over the long-term. This also includes establishing and maintaining a positive and cohesive image of the City and ensuring that when one enters the City, they know that they have arrived in a "City of Choice." INTRODUCTION As Cibolo has undergone tremendous growth over the past decade and a half, it has changed considerably. What was once rural farm fields and open spaces is now suburban residential houses and commercial development. While most of the existing development is located north of Farm -to -Market 78 (FM 78), development interest is starting to turn its sights toward the undeveloped areas to the east and south. It is in these undeveloped areas, however, that still give Cibolo its small-town charm and rural character. Since rapid population growth is expected to continue in Cibolo over the Plan horizon, the City will need to be proactive in its efforts to create a long lasting, quality built environment. This includes providing differing areas of character throughout the City. This could include creating an urban character in Downtown Cibolo or protection of some of the rural areas to the south. In other words, the City needs to be proactive in developing planned system of land uses that when combined, create a c of place and character that sets Cibolo apart from its neighb true City of Choice. CITY OF CHOICE While it is impossible to determine with great certainty the exact future population of a city, it is important none -the -less. There are many different types of population projection methodologies that are used to predict the growth of a city, including such methods as linear regression, county step-down progression, among many others. Linear regression factors in vacant land, minority groups in the area, accessibility to work, and land values that are formulated into an equation related to population distribution. Step-down progression assumes that the connection between location and the county or state will endure in the future. Population projections at this bigger scale signify degrees of dependability and detail that cannot be achieved on a smaller scale. Most, however, are simply based on an extrapolation of past growth. In otherwords, an algorithm is used to evaluate a city's past increases (or decreases) in population to determine potential similar growth. This workswell when a city is not constrained geographically, the economy stays the same, and all other inputs remain relatively constant. Other population projection methodologies are more refined, taking into account expanding (or constrained) geographic boundaries, evaluations of actual development permits, etc. What is important to understand is that any population projection still only reflects a snapshot in time. This requires proactive cities to constantly monitor local, regional, and national trends so that infrastructure and service corrections can be made appropriately. Due to a strong Texas economy, close proximity to San Antonio, and easy access to Interstates 10 and 35, Cibolo has experienced unprecedented growth over the past decade and a half placing it as one of the fastest growing cities in the country. Indeed, the City has grown over 733 percent since the year 2000. While the City's population is projected to continue to grow quickly, it should occur at a slower rate over the Plan horizon. As set out in Figure 2.1, Cibolo Historical and Projected Population, various population projections were used to make this This chapter provides a 20 -year policy framework for the compatibility of land use, the character of the community, and the quality of the built environment, including addressing the following: ■ Quality Growth. While the geographic extents of the City are largely set, the City will need to expand its City limits in a measured fashion to ensure it has the administrative capacity and infrastructure to support a continued rapid growth in population. ■ Future Land Use. A land use plan should provide guidance to citizens, staff, appointed and elected officials, and the development community as to the long-term vision for differing areas of the community. It should identify the intended character of the built environment, while providing some flexibility to respond to market conditions. ■ Downtown Revitalization and Enhancement. Downtown Cibolo has and always will be the historical and cultural heart of the City. Fortunately, the City's relatively new City Hall and Police Station ensure that it will also stay the governmental heart of the City too. However, increased efforts are needed to transform the downtown area into the walkable Placemaking and pedestrian -friendly central business district envisioned in the 2005 Comprehensive Master Plan and in the Cibolo Downtown Revitalization Plan. Placemaking capitalizes on a local community's assets, ff Placemakin and Image. The City's recent development largely lacks a sense of place inspiration, and potential, that sets it apart from any other city in the region. Moving forward, the City will need to with the intention of foster a quality and character of development which creates a unique community image creating public spaces that for Cibolo. promote a sense of place and community image that citizens can relate to. Understanding Growth One of the core responsibilities of government is to provide safe and adequate services to its citizens and to those who work or visit the city. In this regard, it becomes necessary to project how fast a population is growing and where it will be located. This allows a city to proactively provide infrastructure (e.g., roadways, police and fire protection, water and wastewater pipes and plant capacity, etc.) where and when it is needed. While it is impossible to determine with great certainty the exact future population of a city, it is important none -the -less. There are many different types of population projection methodologies that are used to predict the growth of a city, including such methods as linear regression, county step-down progression, among many others. Linear regression factors in vacant land, minority groups in the area, accessibility to work, and land values that are formulated into an equation related to population distribution. Step-down progression assumes that the connection between location and the county or state will endure in the future. Population projections at this bigger scale signify degrees of dependability and detail that cannot be achieved on a smaller scale. Most, however, are simply based on an extrapolation of past growth. In otherwords, an algorithm is used to evaluate a city's past increases (or decreases) in population to determine potential similar growth. This workswell when a city is not constrained geographically, the economy stays the same, and all other inputs remain relatively constant. Other population projection methodologies are more refined, taking into account expanding (or constrained) geographic boundaries, evaluations of actual development permits, etc. What is important to understand is that any population projection still only reflects a snapshot in time. This requires proactive cities to constantly monitor local, regional, and national trends so that infrastructure and service corrections can be made appropriately. Due to a strong Texas economy, close proximity to San Antonio, and easy access to Interstates 10 and 35, Cibolo has experienced unprecedented growth over the past decade and a half placing it as one of the fastest growing cities in the country. Indeed, the City has grown over 733 percent since the year 2000. While the City's population is projected to continue to grow quickly, it should occur at a slower rate over the Plan horizon. As set out in Figure 2.1, Cibolo Historical and Projected Population, various population projections were used to make this As the City continues to grow, development pressure will grow towards the undeveloped areas to the east and to the south of FM 78. FIGURE 2.1 -- CIBOLO HISTORICAL AND PROJECTED POPULATION - - - i99n .Historical Data 440 549 1,563 3,058 20,456 90,000 +Texas Water Development Board 20,456 27,511 37,000 80,000 _ -x-Linear Regression Analysis 20,456 27,827 37,854 70,000 -+-0.5 County Step Down (Trending %of county) 20,456 24,608 32,179 60,000 0 50,000 Ri 40,000 a a° 30,000 Water Development Board (TWDB), a linear regression using Census data, and a more refined 20,000 staff projection. A common "exponential growth" projection was not included due to its 10,000 F 0 i99n .Historical Data 440 549 1,563 3,058 20,456 +Texas Water Development Board 20,456 27,511 37,000 45,029 54,800 59,330 _ -x-Linear Regression Analysis 20,456 27,827 37,854 45,733 55,252 63,357 -+-0.5 County Step Down (Trending %of county) 20,456 24,608 32,179 40,916 50,777 61,699 _ -1.0 County Step Down (Fixed %of county) 20,456 26,439 37,007 50,108 66,052 85106 -}Staff Projection 20,456 27,059 34,059 40,559 47,059 53,059 determination. These include projections from the Texas State Data Center (TSDC) and Texas Water Development Board (TWDB), a linear regression using Census data, and a more refined staff projection. A common "exponential growth" projection was not included due to its unrealistic outcomes. The above projected population results show that Cibolo could grow from about 27,000 people in 2015 to approximately 53,000 to 85,000 people by the year 2035. However, the TWDB, linear regression, and TSDC 0.5 and 1.0 county step down projections all use the City's Past growth rate as the predominant factor in determining future growth. 2035 Projected Staff's population projections are based on new home permits, active utility accounts, planned Population annexations, and a Census -based average household size of 3.2 persons per household. It recognizes that from 2000 to 2010, the City grew by an annual average of 1,655 new residents es t data Using the beststa per the U.S. Census. However, from 2010 to 2015, the City's growth rate slowed to an annual available, anticipates that Cibolo will reach a average of 1,321 new residents. Further, staff project conservative estimates for 2015 through projected population of. 2020 using an annual growth rate of 1,400 (1,200 for new development plus 200 for expiring non -annexation agreements). Staff estimates for 2021 through 2030 are calculated with an 53,059 people by annual growth rate of 1,300 (1,200 for new development plus 100 for possible expansion of the year 2035. the City limits into the remaining areas of the extraterritorial jurisdiction). The staff estimates for 2031 to 2035 use an annual growth of 1,200 new residents since the City is largely geographically landlocked and there will be limited remaining areas available within the City's ETJ. Accordingly, the staff projection is that Cibolo will have approximately 53,059 people by the year 2035. CITY OF CHOICE Existing Land Use Similar to previous plans, a cursory analysis of existing land use was undertaken to help understand current growth patterns and to help predict where the similar uses should go into the future. In essence, a city is comprised of various land uses, which when combined, create a diverse and functional city. For Cibolo, the City is comprised of various residential, commercial, industrial, public and institutional, and open space uses. To determine differing areas of land use, aerial imagery was used in conjunction with zoning and other GIS spatial data to determine how properties would be classified. For the purposes of comparing land use against previous plans, similar categories were used. However, since the City limits has changed quite considerably over the past decade or so, it makes comparison more arbitrary. In addition, several categories were consolidated because their character is inherently the same (e.g., active farm fields versus undeveloped open space in the City's non - annexation and ETJ areas). The existing land use categories include: ■ Rural / Agriculture / Undeveloped (RAU). Properties comprised of undeveloped lands or rural farmsteads and residences are classified as 'rural / agriculture / undeveloped." Many of these areas contain large undeveloped tracts, or have been subdivided into a few small minor parcels along the road frontage. Almost all of these areas are served by rural roadway cross-sections (i.e., no curb and gutter), wells, and on-site septic. Some of these properties contain active agriculture; others are just undeveloped open space. ■ Vacant (VA). Properties located within the City limits which are currently undeveloped are classified as "vacant."These areas within the City are where existing public infrastructure and services are already readily available and could support active development. In some cases, sites may be platted as part of an active development, but that specific lot is not yet developed. Generally, vacant property indicates that development is imminent or possible in the short-term. ■ Residential (LDR, MDR, HDR, MH). Properties located within the City limits or ETJ which are comprised of residential uses are classified into one of foursubdistricts: low-density residential, medium -density residential, high-density residential, and manufactured housing / mobile home. The classifications are intended to enable better planning for compatibility with surrounding uses and utility requirements, while providing a basis of comparison to previous land use assessments. The four classifications can be further defined as: n Low -Density Residential uses (LDR) are dwellings situated on parcels ranging from 0.5 acres to 10 acres. Medium -Density Residential uses (MDR) are dwellings situated on parcels ranging from approximately 1/8 acre to 0.49 acres. These include most standard single-family residential uses (R-2 and R-3 zoning classifications). Individual vacant lots in actively developing subdivisions are considered occupied for the purposes of this analysis. » High -Density Residential uses (HDR) include duplex, triplex, and apartment uses. » Manufactured Housing / Mobile Home use (MH) is determined by the presence of a home commonly known as such, and as regulated by the Department of Housing and Urban Development. The size of the lot or parcel that these homes are situated on is not considered in this classification, with the exception of those instances in which the definition of "Rural / Agricultural / Undeveloped" is more appropriate. ■ Public / Institutional (PI). Properties located within the City which are comprised of public governmental or utility facilities are classified as "public / institutional" In most cases, these areas are public entities. Public use does not imply that the general public has access to the facilities; rather it is intended to identify those uses which are under the control of a public body. In some cases, non -profits and/or private entities are also included (e.g., private schools). CIBOLO COMPREHENSIVE MASTER PLAN -LAND USE & CHARACTER ■ Commercial / Retail (CR). Properties located within the City which offer the sale of products, goods, or services are classified as "commercial / retail" Typical uses include: retail and wholesale sales of products, personal and non -personal services (e.g., mechanics), offices, etc. Forthe purposes of this analysis, non-medical professional offices are considered commercial. ■ Industrial (1). Properties located within the City which are comprised of industrial and business park uses are classified as "industrial" Industrial use includes those uses which are generally considered either basic industry or resource extraction, custom or light manufacturing, stockyards, scrap and salvage operations, or vehicle storage. ■ Parks (PK). Properties located within the City which are comprised of parkland and facilities are either publicly or privately owned properties for which the primary use is intended for recreation, either passively or actively.. ■ Right -of -Way (ROW). Areas within the City which are not associated with a parcel of development is classified as "right-of-way." These areas include public streets, rights -of -ways, and the railroad. 2016 EXISTING LAND USE AREA ANALYSIS As indicated by Figure 2.2, 2016 Existing Land Use Calculations, the City is still relatively undeveloped even with the exponential growth rate over the past decade in a half. This is because the geographic extent of the City limits has also been expanding rapidly. Consequently, over 50 percent of the land area within today's City limits is still undeveloped. When comparing it against the City's ETJ, almost three- quarters of the City's full geographic area is still remaining to be developed. This has also allowed City residents to perceive a "small town feel" despite all of the suburban growth that has occurred. As the City fully develops over time, Cibolo will slowly (and then more quickly) start to lose its rural, small-town sense of character. FIGURE 2.2 ` 2016 EXISTING LAND USE CALCULATIONS Rural /Agriculture/ Undeveloped (RAU) 7,051.7 59.2% 8,467.6 92.3% 15,519.3 73.6°k Vacant (VA) 530.9 4.50/ 0.9 0.0% 531.8 2.5% Low -Density Residential (LDR) 570.7 4.8% 511.8 5.6°01 1,082.5 5.1% Medium -Density Residential (MDR) 1,853.0 - 15.60/ 49.2 0.5% 1,902.2 9.0% High -Density Residential (HDR) 12.4 0.1% 1.1 0.00/0 13.5 0.1% Manufactured Housing / Mobile Home (MH) 116.4 1.0% 0.1 0.0% 116.5 0.6°/ Public/ Institutional (PI) 217.1 1.8% 0.0 0.0% 217.1 1.0% Commercial / Retail (CR) 1,96.1 1AP/ 1.2 0.0% 197.3 0.9% Industrial (1) 152.2 1.3% 0.0 0.0% 152.2 0.7% Parks (PK) 144.1 1.2% 129.0 1.4% 273.1 1.3% Right-of-Way/Utilities 1,069.9 9.00/0 15.0 0.2% 1,084.9 5.1% a Total 1 11,914.5 100.0% 9,175.9 100% 21,090.4 100.0% Total Developed Area 4,331.9 36.40/ 707.4 18.5% 5,039.3 23.8%. Total Undeveloped Area 7,582.6 63.7% 8,468.5 181.3% 16,051.1 76.1% MAP 2.1 EXISTING LAND USE �A R _ Selma Schertz New Braunfels aoo9 ED ! , 78 — i i Marion 78 / I 1_ �� Al St Hedwig f 1— New Berlin �. LEGEND Existing Land Use Commercial Railroads Rural/Agriculture/Undeveloped Industrial Cibolo City Limits Low -Density Residential Public/Institutional Parcels Medium -Density Residential _„f Parks — Major Roads High -Density Residential ® vacant --- Minor Roads Manufactured / Mobile Homes Adjacent Cities K Non-Cibolo Areas 0 1/, Y 1 0 oMile EXISTING LAND USE HISTORICAL COMPARISONS Figure 2.3, Existing Land Use Historical Comparisons, uses the 2004 and 1995 Comprehensive Master Plans and compares them to the 2016 existing land use areas. Some of the highlighted trends are as follows: ■ As the City limits of Cibolo expands, the acres of rural / agriculture / undeveloped land has also increased. A large portion of Cibolo growth area continues to remain rural, which allows expansive opportunities for future development. ■ Commercial / retail areas of Cibolo continue to remain low at only 2.0 percent. There has not been a significant increase in commerical and retail land use since 1995. Similar to the concerns in 2004, more commercial / retail land uses will be needed in Cibolo for diversification of the tax rolls and the City's long-term financial stability. ■ The amount of vacant land in the City has been reduced from 12.5 percent in 2004 to 5.5 percent in 2016. This signifies that the development community is doing a good job with infill development. ■ The industrial areas of Cibolo have not changed since 2004. The City has seen a decreased in industrial land use since 1995 when the percent of this land use was 6.4 percent. ■ Public / Institutional has slightly decreased since 2004 from 3.8 percent to 2.2 percent. ■ Park land in Cibolo has increased slightly from 1.2 percent in 2004 to 1.5 percent in 2016. ■ The percent change in land area with the City limits has increased significantly from around 4,308 acres in 2004 to around 9,711 acres in 2016. This is an increase in land area of over 125 percent. FIGURE 2.3 EXISTING LAND USE HISTORICAL COMPARISONS Existing Land Use Category . 2004 Rural / Agriculture / Undeveloped (RAU) 5,218.80 53.7% 1,865.4 43.1% 2,364.4 69% Vacant (VA) 530.9 5.5% 541.3 12.5°/ 61.1 1.8% Low -Density Residential (LDR) 569.1 5.9% 200.7 4.6% 337.5 10.0% Medium -Density Residential (MDR) 1,853.0 19J% 834.1 19.3% 3.1 0.1% High -Density Residential (HDR) 11.6. 0.1% 4,6 0.1% 6.8 0,2% Manufactured Housing / Mobile Home (MH) 116.4 1.2%° 17.3 0.4% - - Public/ Institutional (PI) 217.1 2.2% 163.6 3.8% 43.1 1.3% Commercial / Retail (CR) 196.1 2.0% 70.1 1.6% 44.3 1.3% Industrial (1) 152.2 1:6% 69.0 1.6% 217.1 6.40/ Parks (PK) 144.1 1.5% 53,1 1.2% 22.0 0.7% Right-of-Way/Utilities 701.9 7.2% 506.3 12.5% 61.1 1.8% Total 9,711.2 100% 4,308.3 100% 3,377.3 100% Percent Change in Area (2016 - 2004) 125.60/ Percent Change in Area (2016 -1995) 187.5% Percent Change in Area (2004 -1995) 27.6°0/ ET CITY OF CHOICE III a -J d CIROLO DOWNTOWN REVITALIZATION 'me cae -me.. ry Small Town Feel When asked what makes Cibolo a great place to live or work, the overwhelming response was that it still had a "small town atmosphere." Downtown Revitalization As part of the Comprehensive Master Plan in 2005, an analysis was undertaken regarding the City's central business district (CBD). It indicated that the area had interesting and historic building stock, but the area lacked sufficient sidewalks, parking, shade, and gathering places that are typical and necessary in a downtown area. The CBD was highlighted as an important economic development issue for the City as it should be the "defining quality of Cibolo that makes the community unique and special as a place to live, work, and visit." It also indicated that the City should focus its primary tourism activities in the CBD area. Overall, it provided guidance that CBDs should embody the following attributes: high density residential development; sidewalks which are clean, safe, and accessible; landscaping and buffering creating a pleasant pedestrian experience; the presence of central gathering places; sufficient parking; and a sophisticated public relations effort intended to bring people into the CBD for events. In 2014, the City Council and EDC adopted the Cibolo Downtown Revitalization Plan that detailed a plan of action to guide the physical and general revitalization and development of the downtown "Core." It envisioned a reinforced and reinvigorated mixed-use core which would be the heart of Cibolo comprised of an appropriate mix of retail, office, entertainment, civic, and residential uses proportioned in accordance with the traditional values of the City (see Figure 2.4, Downtown Cibolo). When asked what made Cibolo a great place to live or work, the overwhelming response was that it still had the potential to embody a "small town atmosphere." As the City moves forward with the implementation of the Comprehensive Master Plan and Downtown Revitalization Plan, it will need to take into consideration that the downtown area provides the only opportunity to make a historical, cultural, and governmental heart of the City that is uniquely Cibolo and which sets it apart from all other cities. Many feel that progress has not been fast enough. FIGURE 2.4 DOWNTOWN CIBOLO * 4F� lit"019ED CCAH FHMOVATIOM Placemaking & Image Image Courtesy: Cibolo Downtown Revitalization Plan Although downtowns are typically the focal point for creating a strong sense of place that fosters community pride, it is important to encourage it throughoutthe City. Accordingly, many communities are prioritizing projects that create or reinforce a sense of place. It starts with a comprehensive understanding of the City's historic, cultural, economic, and social context, followed by key implementation actions that reinforce these community attributes throughout the City as a constant reminder of who and what being in Cibolo is all about. In this regard, such things as quality public spaces, community gateway monuments, and wayfinding are important elements which help provide for this reinforcement. CIBOLO COMPREHENSIVE MASTER PLAN —LAND USE & CHARACTER Land Use & Character Policies & Actions In order for the Comprehensive Master Plan to be implemented over time, the following land use and character policies and actions are recommended. Policy LUC-1. Promote a growth strategy concurrent with the ability to provide adequate infrastructure and services. One of the main misconceptions of growth is that all growth is good growth. To the contrary, poorly timed or located growth combined with low quality development could have long- lasting impacts on the success of the community, particularly when you considerthat buildings could last for 50 years or more. As identified earlier in this chapter, the City has been undergoing tremendous growth over the past decade and a half and is projected to continue to grow well past the horizon of this Plan. Fortunately, the City's past growth has predominantly consisted of higher quality residential development. More recently, the City has begun to diversify its tax rolls by allowing more commercial development. From this point forward, development pressure will startto increase along and south of FM 78. Currently, much of this area is lacking the public infrastructure (e.g., water, wastewater, and drainage infrastructure) necessary for development. This lack of infrastructure will most likely necessitate private developers to look to cut costs to offset the cost of extending infrastructure, or to try to design projects with on-site utilities. Potentially, this could have long-term negative impacts on the community. The following actions are recommendations to achieve this policy Action LUC-1.1. Continue to coordinate with the City of San Antonio regarding the potential transfer of ETJ to Cibolo. One of the best ways to diversify the City's tax rolls is to diversify the tax base. Today, most of the City's funding comes from residential property taxes. Moving forward, the City will need to increase the amount of funding coming from sales taxes. Previous agreements resulted in the City having limited frontage along Interstate 35. This concurrently limited the amount of sales tax generating revenue from this corridor. While Interstate 10 is not currently as busy as 1-35 is today, this will not always be the case. Accordingly, the City should be proactive in trying to maximize the amount of highway frontage along 1-10. This necessitates continued negotiation with the City of San Antonio to transfer a portion of their extraterritorial jurisdiction (ETJ) into Cibolo's ETJ (see Map 2.2., Growth and Annexation Plan, on the next page). As development increases along this vital corridor, greater opportunities will be available to maximize future sales tax generation for the City and its tax rolls. Action LUC-1.2. Manage the City's annexation policy concurrent with the provision of adequate public infrastructure and services. Currently, the City has existing non -annexation agreements with various property owners in the City's ETJ. As currently negotiated, these legally binding agreements were approved with established expiration dates when the City,would pursue full annexation. As set out on Map 2.2, Growth and Annexation Plan, on the next page), portions of the ETJ will be automatically annexed in phases starting in 2015 and finishing in 2020. Knowing that these areas are intended to be added to the City over the next four years, the City should strive to coordinate public sector extension of infrastructure concurrent with annexation. This could include extension of public infrastructure as part of planned roadway extensions or improvements (e.g., the extension of FM 1103 from its existing alignment to 1-10).. It could also include requirements for the private sector to be responsible for all or part of off-site infrastructure extensions. MAP 2.2, GROWTH & ANNEXATION PLAN 70 .� Schaefer. o N Adze we, Fwbaese Weil Rd uy Ln Voun9eroid Rd J m 1.. KLeer .� .-2 Holman Gerdes ffi ui Weil LEGEND Non -Annexation Agreement Expiration — Major Roads Nan-Cibolo Areas 2016-2017 – Minor Roads Parcels 2018-2020 Railroads ETJ Transfer in Negotiations Cibolo City Limits Cibolo ETJ /0 Mile CIBOLO COMPREHENSIVE MASTER PLAN — LAND USE & CHARACTER Action LUC-1.3. Promote or incentivize infill development in areas in which are already served by public infrastructure. While the City will need to extend its City limits to accommodate the projected growth overthe Plan horizon, the most cost effective and efficient growth is new development in areas already served by public infrastructure and utilities. While this will be further explored in Chapter 6, Community Facilities and Public Services, the vacant areas identified in Map 2.1, Existing Land Use, have the greatest potential to be served by existing infrastructure. Implementation of this policy could include an evaluation of the City's zoning and development regulations to remove impediments and/or add incentives for infill development. Policy LUC-2. Utilize the Future Land Use Plan to diversify the types of uses and character throughout the Cibolo. The Future Land Use Plan and associated descriptions captures the community's values and envisioned future regarding how, when, and where Cibolo should grow over the next 20 years and beyond. It covers all areas within the City limits, the existing non -annexation areas, and the City's extraterritorial jurisdiction (ETJ). It was derived using feedback from the public engagement process, including feedback received from the online community survey, open house public workshop, and the Master Plan Committee. The Future Land Use Plan is not only a map of preferred patterns of future development, but also a tool that guides staff, elected and appointed officials, and the development community in how and what types of development will be located within the community. At the core of the Future Land Use Plan is the protection of public health, safety, and general welfare, as well as the preservation of important community features and values. In this regard, the Future Land Use Plan is perhaps the most important component of a Comprehensive Master Plan. With that being said, the Future Land Use Pian is also intended to be a guide. The map itself is primarily used to evaluate rezoning requests. Similarly, the descriptive text is used to support staff recommendations and elected and appointed official decisions on the same. By state law, the Future Land Use Plan does not have the same force of law as the City's zoning map. However, the descriptive text is oftentimes used to guide updates to the City's zoning and other development regulations. In this regard, the future land use descriptions have been developed within the context that they will lead to improvements to the City's Unified Development Code (UDC) overtime. As set out in Map 2.3, Future Land Use Plan, on the next page, geographic areas of future land use have been identified for the entire City limits, non -annexation areas, and the ETJ. Following a map are a series of one-page future land use descriptions which provide further information about the intent of these differing areas of the community, including: ■ Intent & Character. This subsection provides a general description of the intent and intended character of development. ■ Appropriate Land Use Types. This subsection provides guidance on the primary, and in many cases, secondary uses which, may be appropriate in certain areas of the City and to update zoning district regulations. ■ Compatible Zoning Districts. This subsection provides guidance as to which established zoning district may be most appropriate to implement the intent of the future land use category. ■ Moving Forward. This subsection provides guidance on proposed locations and development qualifiers which may be appropriate during rezoning requests, development approvals, as well as during subsequent updates to the City's UDC. Set out in Figure 2.5, Future Land Use Category Analysis, found after the future land use descriptions contains acreage and percentage breakdowns by category. Future Land Use Categories The Future Land Use Plan contains the following nine categories: n Parks & Open Space a Rural Residential n Neighborhood Residential Transitional Residential D Neighborhood Commercial a Commercial • Business Park & Industrial a Downtown a Public / Institutional MAP 93 FI1TI IRF 1 AND I NF PI AN --L-4---- - - ---7 -t Old N%ieder5tein � I •a� sa WN - 8p 30 150' 00' 0 3 LEGEND Note: A comprehensive plan shall not constitute zoning Future Land Uses regulations or establish zoning district boundaries. Parks and open space Business Park and Industrial M Floodplain Rural Residential - Public/Institutional Thoroughfares (Existing /Proposed) Neighborhood Residential - Downtown Freeway, Existing •- Major Arterial Transitional Residential Non-Cibolo Areas — -- MlnorArterial Neighborhood Commercial Parcels — - - Major Collector Local Streets - Commercial ETJ Transfer in Negotiations w 0 Y. Y: 1 vMiles 11. PARKS AND OPEN SPACE Intent & Character The parks and open space future land use category includes active and passive parkland, trails, and open spaces that have been designated for public purposes and recreational enjoyment. In some cases, it could include privately owned areas that are set aside for similar purposes. Appropriate Land Use Types Areas designated for parks and open space should be comprised of public parks and recreation areas, public / private golf courses, trails, and privately owned common areas set aside for floodplain protection. Secondary uses predominantly include special events. In some cases, parkland may be collocated with public facilities to maximize resource use and efficiency (e.g., a fire station may be collocated on a portion of the same property as a public park). Compatible Zoning Districts The parks and open space future land use category is not intended to be implemented via a specific zoning district. Instead, the zoning and subdivision regulations should be evaluated to ensure adequate park and open space areas are set aside and developed simultaneously with new development. Moving Forward The following recommendations should be considered as part of rezonings, development approvals, or improvements to existing regulations: ■ Areas designated as public parkland or open space on the future land use plan should be maintained in public ownership in perpetuity. ■ The future land use plan should be updated to reflect privately owned parkland submitted to meet minimum requirements on planned unit development submittals. ■ New parks that involve active recreation (e.g., sport fields) should be located along collector roadway or greater in functional classification. ■ Existing regulations should be evaluated to require and / or incentivize the protection of sensitive natural resources (e.g,, stream corridors, floodplains, wetlands) as common open space areas. Public parkland Common areas in neighborhoods Creeks, natural drainage, and other open space areas Single-family detached house, large lot with associated granny flat Rural residential served by a rural street cross- section (i.e., no curb and gutter) Single-family detached, large lot with horses (Image courtesy of shutterstock.com) RURAL RESIDENTIAL Intent & Character The rural residential future land use category is intended for areas within the City which will maintain a rural character during the plan horizon and beyond. These areas are comprised of natural undeveloped areas, agriculture, and large, estate lots with large lot minimums and greater setbacks. Appropriate Land Use Types The appropriate primary uses allowed in areas designated as rural residential include agriculture, community recreation, parks and recreation, safety services, local utility services, secondary education facilities, single-family detached residential, modular housing, and accessory dwelling units. Appropriate secondary uses include such things as greenhouses, home professions, kennels, adult/community group homes, campgrounds, detention facilities, and cemeteries (AG only); large scale assembly, day-care services, and nursery schools (SF -1 only). Compatible Zoning Districts ■ Agricultural (AG) ■ Single-family residential (SF -1) ■ Planned unit developments (PUDs), as part of a conservation subdivision Moving Forward The following recommendations should be considered as part of rezonings, development approvals, or improvements to existing regulations: ■ A minimum density of one dwelling unit per two acres is appropriate to maintain a rural character; provided there are appropriately configured lot width (e.g., 220 feet), front (e.g., 50 feet) and side setback requirements. Alternately, conservation subdivisions could be allowed with smaller lot sizes and larger areas of protected common open space. ■ New estate neighborhoods should be served by roads with rural cross- sections and should not need sidewalks or on-site stormwater detention systems. ■ New estate neighborhoods are intended to be served by on-site septic and wells. ■ New nonresidential development should also be designed to reflect a rural character. NEIGHBORHOOD RESIDENTIAL t4 Intent & Character The neighborhood residential future land use category is intended for areas that will be primarily developed with new single-family detached residential subdivisions. Development reflects a suburban to auto -oriented character•, meaning that these areas are predominantly dominated by streets, driveways, and garages. Lot sizes and architectural styles are fairly uniform; but generally, new development density is between two and six units per acre. Appropriate Land Use Types The appropriate primary uses allowed in areas designated as neighborhood residential include single-family residential, accessory residential units, home professions, large scale assembly, community recreation, local utility services, park and recreation services, primary and secondary education facilities, and safety services. Appropriate secondary uses include such things as accessory living quarters and residential units, greenhouses, life care services, day-care services, and nursery schools. Compatible Zoning Districts ■ Single-family residential (SF -2) ■ Planned unit developments (PUDs) Moving Forward The following recommendations should be considered as part of rezonings, development approvals, or improvements to existing regulations: ■ New neighborhood residential developments with a planned large number of lots (e.g., 250 lots or greater) should be required to have at least two points of access to a collector roadway or greater in functional classification. ■ Development approvals for new residential or nonresidential development should include dedication of thoroughfares and trails as within the adopted thoroughfare plan and trail plan maps. ■ New neighborhoods should be served by roads with urban cross-sections and should serve vehicular, bicycle, and pedestrian users. Single-family detached house Single-family detached house Residential servied by a collector street with an urban cross-section (i.e., curb and gutter), on -street bike lanes, and sidewalks Duplex TRANSITIONAL RESIDENTIAL Intent & Character The transitional residential future land use category is intended for areas that will be primarily developed with a higher density and with different housing types than which is allowed in Neighborhood Residential. These areas are intended to be developed with an auto -oriented character, meaning that streets, driveways, parking lots, and garages are the dominant view. In general, these areas are intended to provide a transition between lower density Neighborhood Residential and more intensive nonresidential uses. Appropriate Land Use Types The appropriate primary uses allowed in areas designated as transitional residential include parks and recreation, community recreation, large assembly, local utility services, primary and secondary educational facilities, safety services, condominium and duplex residential; greenhouses, home professions, group residential, multiple -family residential, and patio homes (MF -1 and MF -2 only); and townhouse residential (MF -1 only). Appropriate secondary uses include such things as day-care services and nursery schools, accessory living quarters and residential units and group residential (SF -3 and TF -1 only); adult / community group homes, college and university facilities, community treatment facilities, and group care facilities (MF -1 and MF -2 only). Small neighborhood -serving nonresidential uses could be considered as part of a planned unit development. Townhouse Photo source: canterburyparkregina.com Compatible Zoning Districts Apartment ■ Mixed density single-family residential (SF -3) ■ Duplex (TF -1) ■ Multi -family (MF -1 and MF -2) ■ Planned unit developments (PUDs) Moving Forward ■ New transitional residential development should be designed in a manner that reflects the character of development it abuts. ■ Nonresidential mixed use should be allowed, provided that it is part of a planned unit development and does not constitute more than 25 percent of the development. ■ New transitional residential development should be designed in a manner that buffers lower density uses from more intense uses. It should be constructed of durable, long-lasting materials which help to improve property values of both the site and abutting property. IR NEIGHBORHOOD COMMERCIAL Intent & Character The neighborhood commercial future land use category is intended for areas that will be developed primarily as nonresidential uses that are of an appropriate use, scale, and design that is compatible with abutting or nearby residential uses. These areas are intended to be of a more suburban character rather than auto -oriented. In other words, the areas designated for vehicles (i.e., driveways, parkways, etc.) should be deemphasized through placement (e.g., on the side of the building), landscaping, or screening. In addition, these areas should occupy smaller footprints and have pitched roofs, higher levels of landscaping, and less signage than similar uses in Commercial land use areas. Appropriate Land Use Types The appropriate primary and secondary uses allowed in areas designated as Neighborhood Commercial include all of the commercial and civic uses set out in Neighborhood Commercial (C-1) district in the City's Code of Ordinances. Primary uses allowed in the Neighborhood or Transitional Residential future land use categories could be considered as long as they were part of a larger planned unit development and comprise no more than 25 percent of the land area devoted to the entire development. Compatible Zoning Districts ■ Neighborhood commercial (C-1) ■ Planned unit developments (PUDs) Moving Forward ■ New neighborhood commercial development should be located and take access from a collector roadway or greater in functional classification. ■ The gross floor area of nonresidential uses (excluding Institutional) should be as follows: local street (5,000 sf); collector street (10,000 sf); and arterial street (25,000 sf). ■ Residential mixed use should be allowed, provided that it is part of a planned unit development and does not constitute more than 25 percent of the development. ■ No drive-throughs should be allowed, bay doors should be placed perpendicular to the public right-of-way, and signage should be appropriately scaled to reflect neighborhood -serving uses. Neighborhood scale administrative office Neighborhood scale professional office Neighborhood scale retail Retail, strip shopping center Retail, stand alone Big box retail COMMERCIAL Intent & Character The commercial future land use category is intended for areas that will be developed to support local and regional nonresidential businesses that rely on higher traffic volumes. In this regard, these areas are primarily located along collector or arterial roadways such as I-10 and I-35, FM 78 and 1103, Cibolo Valley Drive, and the non -downtown areas of Main Street. These areas are typically comprised of nonresidential uses of varying lot sizes and intensities and configured in a manner that predominantly serves the automobile. While these areas wi II always be auto -oriented, there is room for improved pedestrian and bicycle accommodation and higher quality development. Appropriate Land Use Types The appropriate primary and secondary uses allowed in areas designated as neighborhood commercial include all of the commercial and civic uses set out in Retail / Office (C-3) or General Commercial (C-4) districts in the City's Code of ordinances. Primary uses allowed in the neighborhood or transitional residential future land use categories could be considered as long as they were part of a larger planned unit development and comprise no more than 25 percent of the land area devoted to the entire development. Compatible Zoning Districts ■ Retail /office (C-3) ■ General commercial (C-4) ■ Planned unit developments (PUDs) Moving Forward ■ New commercial development should be located and take access from an arterial roadway, or a newly constructed collector roadway that is appropriately designed to handle larger traffic volumes. ■ New commercial development should include improved standards for building form and architecture, buffering, landscaping, and signage. ■ Minimum lot sizes should not be needed provided that all other minimum requirements (e.g., parking, landscaping, setbacks, etc.) are met without the need for a variance' ■ Bicycle and pedestrian accessibility and safety should be considered in new development, including connecting sidewalks from the right-of-way to the front door and the addition of bike racks. 1 A variance is a deviation from the code requirements of the City's Unified Development Code (UDC). BUSINESS PARK & INDUSTRIAL Intent & Character The Business Park & Industrial future land use category is intended for areas that will be developed to support various employment opportunities related to light manufacturing, light industrial, or warehousing uses. Considering the City's easy access to 1-10 and 1-35, there are opportunities for Cibolo to become an employment center for the San Antonio metropolitan area, particularly along the relatively undeveloped 1-10 frontage. Appropriate Land Use Types The appropriate primary and secondary uses allowed in areas designated as Business Park & Industrial include all of the commercial, industrial, and civic uses set out in Light Industrial (1-1) or Heavy Industrial (1-2) districts in the City's Code of Ordinances. Compatible Zoning Districts ■ Light Industrial (1-1) ■ Heavy Industrial (1-2) ■ Planned unit developments (PUDs) Moving Forward ■ New Business Park & Industrial development should be located and take access from an arterial roadway. ■ New Business Park & Industrial development should be designed in a manner which orients loading docks and bays away from the front property line or public right-of-way. ■ New Business Park & Industrial development should include a landscape buffer between any property that is zoned to a non -industrial classification. The required level of screening should be based upon the difference in intensity of development of the abutting district. In other words, new development located abutting to residential areas should have a larger or more opaque landscape screen than what would be required against abutting commercial development. ■ New development which includes outdoor operations should be designed to minimize the amount of nuisance (e.g., light, sound, dust, etc.) that leave the site. ■ New outdoor storage areas should be designed in a mannerthat screens materials and equipment from the public rights-of-way and abutting uses. Light industrial Warehousing Industrial M Local businesses along Main Street Pedestrian sidewalk fronting Main Street Transitioned residential to commercial uses DOWNTOWN Intent & Character The downtown future land use category is intended for areas that will be developed with an urban character situated in a pedestrian -friendly environment. This area is predominantly defined as the study area that was included in the City's Downtown Revitalization Plan. In this area, some properties would redevelop into new nonresidential buildings where the buildings are located close to the street, parking is either on -street or in public parking lots, and the pedestrian environment has priority over the vehicle. In other areas of Downtown, existing residential structures would be transitioned to new nonresidential uses (e.g., administrative or professional offices, restaurants, etc.) while maintaining the same residential character. This is already occurring along Main Street. Appropriate Land Use Types The appropriate primary and secondary uses allowed in areas designated as downtown include those set out in Section 4.7.4.4, Old Town Mixed Use Overlay District Regulations, in the City's Code of Ordinances. Compatible Zoning Districts Currently, there is not a base zoning district which effectively implements the intent of the downtown future land use category. Portions of the area are designated under the Old Town Mixed Use Overlay District; however overlay districts are oftentimes confusing and difficult to implement. As such, it is recommended that a base zoning district be created using a modified framework from the current overlay district. Moving Forward ■ New downtown development should be subject to a "build -to" requirement so as to prevent auto -oriented character from disrupting the intended urban character of the Downtown area. ■ New downtown development should be designed for two stories so as to create a sense of enclosure necessary to foster an urban environment. ■ New downtown development should de-emphasize parking to on -street areas or public parking lots, while over emphasizing the pedestrian environment. ■ New downtown development should emphasize vertical mixed use, including some kind of combination of retail, office, and/or residential uses (e.g., lofts). PUBLIC / INSTITUTIONAL Intent & Character The public / institutional future land use category is intended for areas that are for public and semi-public uses such as schools, government facilities and services, etc. Appropriate Land Use Types The appropriate primary uses allowed in areas designated as public / institutional include administrative services, adult/community group homes, large scale assembly, cemeteries, clubs or lodges, college and university facilities, community recreation, cultural services, detention facilities, hospital services, major and local utility services, maintenance and service facilities, parks and recreation services, postal facilities, primary and secondary facilities, railroad facilities, and safety services. Appropriate secondary uses include such things as aviation facilities, campgrounds, community treatment facilities, concrete / asphalt batching plants, and life care services. Compatible Zoning Districts ■ Public Facilities (PF) zoning district, which specifies different areas as either parks or institutional facilities. Moving Forward ■ New public / institutional development should be located and take access from a collector roadway or greater in functional classification. ■ New public/ institutional civic uses should demonstrate a high standard of quality, including building form, architecture, and materials; landscaping; and signage. ■ New public / institutional development should be designed in a manner that matches the quality and character of the surrounding area. In other words, new public / institutional uses in the Downtown area should be designed to match the intended urban character of that area. City Hall Schools Safety services CITY OF CHOICE FUTURE LAND USE ANALYSIS As set out in Map 2.3, Future Land Use Plan, the City is separated in differing areas of land use and character. It is intended to guide growth in a manner that results in a balanced land use pattern, which is important for the health and well-being of the community. As identified in the existing land use analysis, the developed portions of the City were predominantly comprised of the same relative residential product. There were few examples of transitional residential products (e.g., duplexes, townhouses, and multi -family apartments), which are all importanttypes of housing that support life -cycle housing for multi -generational buyers. While improvements have been made since the last Comprehensive Master Plan, there is still market demand for commercial and retail opportunities throughout Cibolo. This Future Land Use Plan provides for varying areas of residential character. Although it is envisioned that a majority of new residential development will mimic the suburban and auto - oriented residential development that exists today, there have been new areas designated for transitional residential and higher end, larger lot rural housing. Several commercial nodes have been added along the relatively undeveloped FM 78 corridor, the realigned and extended FM 1103 corridor, and along 1-10. It is in these areas that the City can diversify its tax base with more intense commercial uses. A new downtown district has been added to protect the historical, cultural, and governmental heart of Cibolo, which is intended to be developed with an urban character. Pockets of more neighborhood -serving commercial and retail uses have been identified in and among future neighborhood areas and are intended to be developed with a more suburban, residential -like appearance. New business park and industrial uses have been identified in proximity to 1-10. This provides these uses with convenient access to the regional transportation system while not interfering with sales tax generating commercial and retail opportunities which require greater visibility from the 1-10 rights-of-way. FIGURE 2.5 FUTURE LAND USE CATEGORYANALYSIS Rural Residential 3,456.0 15.7% Neighborhood Residential 10,424.4 47.3% Transitional Residential 1,431.6 6.5% Neighborhood Commercial 337.0 1.5% Commercial 3,392.4 15.4% Business Park & Industrial 1,889.8 8,60/ Downtown 192.5 0.9% Public & Institutional 497.8 2.3% Total 22,035.9 100% CIBOLO COMPREHENSIVE MASTER PLAN - LAND USE & CHARACTER The following actions are recommendations to achieve this policy. Action LUC-2.1. Utilize the Future Land Use Plan to diversify uses and character within Cibolo. One of the best ways to diversify uses and character within Cibolo is to utilize the Future Land Use Plan in conjunction with zoning to guide both public and private sector actions as part of new development or redevelopment. This enables a city to respond better to outside market forces and economic trends. For private sector projects, there is a direct correlation between the guidance of the Future Land Use Plan and its implementation through the zoning, subdivision, and other development regulations. For public sector actions, the City is able to implement diversified uses and character through more refined small area plans, infrastructure extensions and retrofits, beautification and enhancement projects, and through other capital improvement programming and annual budgeting. Action LUC-2.2. Utilize the Future Land Use Plan to improve compatibility between differing types, intensities, or character of land uses. One of the refinements of the Future Land Use Plan is that open-ended mixed use areas have been transitioned to areas with more defined uses (e.g., transitional residential, neighborhood commercial, etc.). This does not mean that mixed -uses are discouraged. To the contrary, the future land use descriptions intend that many of these areas will still consist of mixed uses, however, the plan highlights what the predominant use should be. By way of example, the transitional residential future land use description details that higher density residential products could be inter -mixed with up to 25 percent of compatible mixed commercial uses. In this regard, it acknowledges the intended mix of uses while providing guidance as to which type of use takes priority. Accordingly, the Future Land Use Plan should be used to improve compatibility between areas of different types, intensities, and character of uses. Action LUC-2.3. Utilize the Future Land Use Plan in conjunction with improved zoning regulations to protect critical floodplain areas. Although floodplains have been removed as a separate future land use category, it is still intended thatthese areas be predominantly protected forthe common good. As a protection of the health, safety, and general welfare, these areas should be set aside from future development providing maximum protection for their conveyance of flood water and drainage. These areas should also be used for the protection of open space and for recreational purposes. As an implementation action, the City's UDC should be evaluated to ensure maximum protection through incentives or as part of minimum requirements. The evaluation should include identifying howthe maximum amount of floodplain area can be protected as part of common, publicly accessible open space, while at the same time not reducing overall development density to the point where it makes it a disincentive for a developer to do the right thing. Action LUC-2.4. Utilize the Future Land Use Plan in conjunction with improved zoning regulations to enhance sales tax generating use opportunities within Cibolo. Diversifying the tax base is critical for the City's long-term success in keeping residential property taxes manageable. This is particularly important as the City reaches a point where it has little area left for growth. In other words, new development brings significant amounts of new investment in to a City. When the City reaches a point where there is no more area left to develop, outside investment significantly decreases or disappears. At that point, cities without a diversified tax base can only respond to increased demand for new services or facilities (or even maintenance and retrofits of existing facilities) through increased residential property taxes. As set out on the Future Land Use Plan, the City should be proactively encouraging or directing new commercial or retail growth to the FM 78 corridor, FM 1103, or 1-10 corridors. In this regard, the City has provided the citizens of Cibolo with new commercial or retail opportunities in areas that have the strongest transportation network, while at the same time maximizing opportunities for commuters and passersby to contribute to Cibolo's economy. CITY OF CHOICE FIGURE 2.6 DOWNTOWN PARKING As downtown Cibolo revitalizes and develops over time, the City will need to consider adding a public parking garage essential for creating and maintaining an urban character environment. Policy LUC-3. Prioritize revitalization and enhancement of downtown to create a historical, cultural, and governmental heart of Cibolo. As identified in both the 2005 Comprehensive Master Plan and the Cibolo Downtown Revitalization Plan, the downtown area is the one area which has the opportunity to create an area that is uniquely Cibolo. This is critical in that other areas of Cibolo (e.g., commercial development along FM 78) will look and feel like any other high quality corridor in the San Antonio metropolitan area or anywhere else in the country. Since community pride and image is an important attractor for prospective residents, businesses, and visitors, this is only problematic for a community when there is no other area that fulfills this human need for a sense of social belonging. In other words, community identity is an essential element in developing and maintaining a strong community fabric. The following actions are recommendations to achieve this policy. Action LUC-3.1. Establish a new downtown zoning district that is calibrated to create an urban, pedestrian -focused downtown for Cibolo. While previous efforts have established an overlay district for downtown Cibolo, it is recommended that a new zoning district be created to ensure that all development or redevelopment in downtown implements an urban -character, Main Street environment in the heart of Cibolo. This should include specific provisions for "build -to" setback requirements; minimum and maximum height requirements to create a sense of enclosure; requirements for building form, architecture, and facade elements (e.g, awnings); and on -street parking requirements. Itshould include strong and tailored streetscape, sidewalk amenity, and signage provisions which create the pedestrian -focused environment necessary for a downtown area. It should include tailored provisions to facilitate the vertical mix of uses (including office and residential over retail uses) and other urban -character residential housing types (e.g., townhouses). Finally, it should include tailored provisions to facilitate the transition (or protection) of existing residential structures to become non-residential businesses such as restaurants (e.g., Emily's), professional offices, etc. Action LUC-3.2. Evaluate long-term parking needs and opportunities in downtown. One of the essential elements of creating an urban -scaled, pedestrian -focused downtown is to ensure that a majority of parking is either on -street or in off-site public or private parking lots. To the contrary, if each and every use is required to handle some or all of the minimum parking requirements, the resulting form of downtown will be auto -oriented similar to any other area of the City. Overtime, a downtown parking garage will most likely be necessary to fully implement the vision of the downtown area. While a downtown parking garage may not be needed in the short-term, development still needs to be allowed while not requiring them to provide on- site parking (see Figure 2.6, Downtown Parking). In the short-term, a downtown parking study could help determine strategies for moving forward in a appropriate and sustainable manner, This could potentially alleviate concern for inadequate and unsafe public parking in and around the businesses along the railroad tracks. CIBOLO COMPREHENSIVE MASTER PLAN— LAND USE & CHARACTER Action LUC-3.3. Consider public streetscape investments as a catalyst project in downtown. Successful revitalization efforts oftentimes require both public and private investment. In many cases, private sector investment follows a public sector investment as part of a catalyst project. One project the City could consider is to formalize on -street parking and other streetscape enhancements at the intersection of S. Main Street and Loop 539. In particular, the improvements would extend up S. Main Street towards the railroad and along both sides of Loop 539 for several blocks. This could include formalized on -street parking spaces; wider sidewalks with frontage/building spillout, pedestrian, and amenity zones; street trees and landscape planters; pedestrian bulb -outs, crosswalks, and other street design features (i.e., brick paver detailing), etc. (see Figure 2.7, Gateways to Cibolo). Action LUC-3.4. Establish a business improvement district in downtown Cibolo. As set out in the Cibolo Downtown Revitalization Plan, the City should establish a business improvement district (BID) for the promotion and improvement of downtown Cibolo. It should include the area delineated as "Downtown' in the Future Land Use Plan and it should reinforce and support implementation revitalization efforts only in that area. In this regard, increased business taxes are levied to fund services which are oftentimes perceived to be inadequately performed by government (particularly when compared against a City's many competing priorities) such as cleaning streets, providing security, making capital improvements (e.g., construction and maintenance of streetscape and pedestrian improvements), and marketing the area. Action LUC-3.5. Consider pursuing a Texas Main Street Program designation for downtown Cibolo. As many communities across Texas have learned, pursuing designation as a Texas Main Street Program by the Texas Historical Commission provides a range of benefits and resources to revitalize historical Main Street areas of a City. As part of the program, the Texas Historical Preservation Office (THPO) provides technical and business assistance to communities and professional help in developing, programming, and managing downtown events. As part of the designation process, staff from the THPO facilitate a series of on-site informational workshops for property owners including sessions on tax credits, compliance with ADA standards, and the establishment of Business Improvement Districts. Aformalized program could potentially help the City apply and win grants for additional downtown improvements (e.g., Old Spanish Trail grants for Main Street improvements). FIGURE 2.7 GATEWAYS TO CIBOLO Revitalization of downtowns result in a combination of public andprivate sector investments. In many cases, streetscape and other infrastructure improvements are used as a catalyst project to spur private investment. CITY OF CHOICE FIGURE 2.8 DOWNTOWN PROGRAMMING One critical element needed to create a successful and thriving downtown is constant programming. As the City moves forward with its downtown revitalization efforts, increased attention will be needed to proactively bring people into the downtown area on a continual basis. This could include relocating the City's annual Cibolo Fest back to downtown. Image Courtesy. Cibolo Downtown Revitalization Plan Action LUC-3.6. Evaluate opportunities to increase marketing, special events, and other programming in downtown Cibolo. As the historical, cultural, and governmental heart of the City, downtown Cibolo should be continually programmed and marketed for special events and tourism related activities. The main purpose is to continually provide opportunities for Cibolo citizens to come downtown while atthe same time increasing sales tax generation from both in -City and out -of -City visitors. Since downtowns are more likely to be comprised of local, home grown businesses, the sales tax revenue is also more likely to be recycled back through the community. This is less likely in the auto -oriented strip centers typically comprised of national chains located along any City's non - downtown commercial corridors. As the City moves forward with its downtown revitalization efforts, increased attention should be given to getting people downtown. This could include relocating Cibolo Fest back to the downtown area among many other opportunities. This could also include opportunities to foster individual community pride in the City through such things as coordination with the local school district or other groups to create unique flags to be flown on streetlights in the downtown area during holidays or special events (see Figure 2.8, Downtown Programming). Action LUC-3.7. Continue or expand incentives and other assistance for downtown residential and nonresidential owners to reinvest in their properties. Continued investment in the downtown area provides an overall perception that things are headed in the right direction for the community. To the contrary, poorly maintained or low quality properties are perceived that the community is in decline. Many property and business owners want to do the right thing, but may not have the full resources or understanding of how to go about it. In this regard, the City is able to provide resources and technical assistance for improvement. As such, the City should consider expanding its financial ability to provide downtown property owners with incentives (e.g., fagade grant improvements) or other assistance to improve their properties. CIBOLO COMPREHENSIVE MASTER PLAN — LAND USE & CHARACTER I Action LUC-3.8. Identify opportunities to implement the public sector improvements identified in the Cibolo Downtown Revitalization Plan. In the Cibolo Downtown Revitalization Plan, a vision was established for the downtown core comprised of nonresidential businesses (built with an urban character) intermixed with public sector improvements (e.g., re -purposing the Old High School "White Building" into a multi -functional civic center, development of an outdoor amphitheater, town square with a central plaza, among other improvements). This Integration between nonresidential sales tax generating uses combined with public buildings and structures is essential in creating a strong downtown. Accordingly, the City should further evaluate opportunities to undertake the improvements set out in the Cibolo Downtown Revitalization Plan (see Figure 2.9, Proposed Downtown Cibolo Improvements). FIGURE 2.9 PROPOSED DOWNTOWN CIBOLO IMPROVEMENTS Action LUC-3.9. Consider longer-term opportunities for additional residential home conversions throughout the downtown area. After the City undertakes the proposed downtown public improvements identified in the Cibolo Downtown Revitalization Plan (see also Action LUC-3.8, above), it will extend the urban character of the downtown area to areas outside the proposed core. Similar to many communities with thriving downtowns, increased demand is created because others want to be located in proximity to these socially, culturally, and economically vibrant live, work, play areas. As the extent of the downtown grows overtime, the residences located just outside the core (e.g., along Sipple Ave., Pecan Street, and beyond) will feel increased pressure to transition too. Accordingly, the City should start to determine a framework to ensure compatibility between nonresidential and residential uses within existing residences and new development. Along Main Street, the City should incentivize the full transition from residential to nonresidential uses within the existing residential structures. Appropriate redevelopment provisions should be provided for these conversions throughout the proposed downtown district (see also Action LUC-3.1, earlier in this section) to ensure parking is provided on -street or behind the main structure, pedestrian and ADA accommodations are provided, among other improvements to create a high quality downtown environment. CITY OF CHOICE Policy LUC-4. Identify opportunities and implement recommended investments to improve community image and pride. As identified earlier in this chapter, identifying strategies to enhance community pride and image is an important investment in creating a strong and sustainable community. These are the investments in which provide the opportunity to create a sense of place, a sense of pride, and sense of ownership for the citizens of Cibolo. Oftentimes, these investments increase the attractiveness and quality of place, which then become important economic development talking and selling points when trying to recruit new businesses to the area in addition to being inviting to prospective residents. Through implementation of these improvements (see Map 2.4, Community Image & Enhancement Plan, on the next page), Cibolo can further establish itself as a "City of Choice" — a choice for new residents, a choice for prospective businesses, and a choice to visit to spend discretionary income. The following actions are recommendations to achieve this policy. Action LUC-4.1. Utilize entry monument signs and landscaping to identify points of entry into Cibolo. As noted in the 2005 Comprehensive Master Plan, the role of gateways in promoting a sense of identity and uniqueness is just as important now as before. The future land use map from that plan identified five "Community Gateway" locations where public art, landscaping, monument signage, and special lighting should be installed. These gateways are to be symbolic or informed by the character of Cibolo. The actual implementation of these community gateways has yet to become a reality in the built environment. The plan specifically called for the "incorporation of rock walls that are reminiscent of those constructed along the Old Spanish Trial:" This plan continues to place importance on the development of gateways as a means of visual communication for a sense of identity and sense of place. The importance of the gateways remains the same with an emphasis on the purpose of defining the edges of the community. As set out on Map 2.4, Community Image & Enhancement Plan, these gateways are broken down into the three categories, including six primary, four secondary, and four downtown gateways. Primary Gateways ■ Interstate 35 at Old Wiederstein Rd.; ■ FM 1103 at Old Wiederstein Rd.; ■ FM 78 at near Dietz Creek; ■ FM 78 near eastern City limits; ■ Interstate 10 at Haeckerville Rd.; and ■ Interstate 10 at Santa Clara Rd. Secondary Gateways: ■ Green Valley Rd. near Green Valley Loop; ■ Green Valley Rd. near Mustang Valley Dr.; ■ Lower Sequin near western City limits; and ■ Lower Sequin near eastern City limits. 1 The Old Spanish Trail or Southern Borderland Trunkline, is an auto trail that traversed U.S. Highway 80 and U.S. Highway90. It should not he confused with the Old Spanish Trail, a historical trade route that connected settlements near Santa Fe, New Mexico with those in Los Angeles, California. MAP 2.4 COMMUNITY IMAGE & ENHANCEMENT PLAN LEGE Note: Exact thoroughfare delineation subject to final Gateways design and engineering plans. Primary Gateways mews Streetscape Median Enhancements �- Railroads fW* Secondary Gateways I OItl do sin �� t - I 1 - � I 1 �K 5 four d 1 m t >" Green Valley Rd Green Valley ups 1 1 - Downtown Enhancements I V � Wiedna Rd 1 - Dietz Rd £ _ g F -♦ 111 I I I 1 U 1 0 '/< '/ 1 Weil 9 9/ey y Wail Rd ♦i a. 11 Rd E & 1 U / I �a�i I 1 I 76 s rn �° 1 a. c 1 r�jA �� I OdAP Country Ln 1 f Schaeffer i Yolxgstord Rd Schaefer -■ v ► _ .Y _ _ ■_ Cody _ r 1 1. • �� � � Y w r• � Kiser .g . x � _ Anzpel _ L`owerSeguie Rd 1 ■ Holmen }S '• Wer • 1 � 11 i m SB9alpR c I d � U Gerdes � a 78 I 1 1 2 s • 1 U• 1 1 � �♦ • 1 ` s 1 ■ 5 I Val16y View Or � 1 � o � U YI°� A Trainer Hale 1 • 1 1 Wasnlg I • t - Schmoekel Rd ♦ 1 E `� Sm Fa Eben ergeCh 1 6 'i 1 ■ 1id10o 1 r J LSP.2• Dewey Y � i 5 ♦♦ Abbott 1 I e q A V U Partnership. GinLI 9 N ND Note: Exact thoroughfare delineation subject to final Gateways design and engineering plans. Primary Gateways mews Streetscape Median Enhancements �- Railroads fW* Secondary Gateways Bridge / Interchange Enhancements Non-Cibolo Areas 4111�I Downtown 'r -4 Roundabout Landscapes es p — Major Roads Enhancements Thoroughfares (Existing /proposed) - —Minor Roads - Downtown Enhancements Freeway, Existing _ -. Major Arterial y{" ® Landscape Railroad Buffer — - - Minor Arterial 0 '/< '/ 1 — - - Major Collector 0 Mlle CITY OF CHOICE FIGURE 2.10 GATEWAYS TO CIBOLO Quality gateways signify that a community takes pride in itself, conveys historical and cultural significance, and identifies that you are entering a place worth stopping. Downtown Gateways: ■ Main Street and Schlather St.; ■ Main Street and FM 78; ■ FM 78 and Pfeil Rd.; and ■ FM 78 and Loop 539/Haeckerville Rd. Primary gateways are located next to the City boundary and the ingress points from the major corridors, such as FM 78,1-10,1-35, etc. These gateways will be highly visible with high- quality and resilient landscaping, monument signage, lighting, and public art installments, when practical. Monument signs at these locations should be uniform, while the rest of the installment elements should be done in a manner that is most suitable for the space available (see Figure 2.10, Gateways to Cibolo). Secondary gateways are located along smaller arterial roads and their pronouncement in the built environment is reflective of their distinction as secondary. This distinction is not intended to understate their role in the promotion of City identity and pride, but to match in scale, the road facility in which they are adjacent. The design elements for entry into the City should use similar materials and landscaping, but only in a reduced scale. Downtown gateways are even smaller in scale and have an architectural form and design that is reflective of an urban character environment. In this regard, the downtown gateways are intended to signify entry in to a special place of the City (forfurther information, see the Cibolo FM 78 Corridor Plan). Community gateways should be located on City -owned property and in some instances within City rights-of-way, provided there is the room to accommodate them. Wherever gateway elements areto be placed theyshould be done in a mannerto ensurethey are highlyvisible and programmed in space and context, notjust placed without consideration of their surroundings. The gateways and associated elements should be integrated into capital improvements and proper maintenance needs to be implemented to ensure the longevity of the features. CIBOLO COMPREHENSIVE MASTER PLAN — LAND USE & CHARACTER ° Action LUC-4.2. Consider replacing and enhancing street signage throughout Cibolo to improve community identification. Street name signage provides an opportunity to continue emphasizing the identity of Cibolo. A simple City logo integrated onto street signs provide a quick sense of place, especially along the fringe or edges of the community. Additionally, the implementation of this signage standard can provide an improved sense of unity and community identity between subdivisions which is often lacking between different developments (see Figure 2.11, Cibolo Street Signs). Action LUC-4.3. Add wayfinding signage at key locations throughout the City. Wayfinding refers to information and signage systems intended to guide people and to enhance their understanding and experience as it relates to movement in and through cities. Wayfinding can be an important economic development tool in that jurisdictions are oftentimes competing for the same tourist and visitor dollars. In essence, wayfinding signage gives visitors the tools they need to successfully navigate the City, helping them to discover unique events, attractions, and destinations on their own. For the citizens of Cibolo, it is another tool in the toolbox for building community awareness and identity. Moving forward, the City should consider a comprehensive wayfinding signage system denoting important landmarks and key destinations (e.g., City Hall, downtown Cibolo, parks, among others). Action LUC-4.4. Consider enhanced streetscape medians in key areas within the City. Street landscape median projects (sometimes called boulevards) are a type of community image and enhancement implementation action that can have an immediate and significant visual impact on a community. In some communities, landscaped medians are required in certain areas of the city. In Cibolo, a small portion of Cibolo Valley Drive contains a landscaped median (see Figure 2.12, Landscaped Medians). Along most of the corridor, however, a center turn lane exists which does not provide access to any adjacent property except at intersections. As set out on Map 2.4, Community Image & Enhancement Plan, a series of proposed landscape median projects could be retrofitted along certain corridors and along key new roadways. As identified on the plan, the remaining portions of the centerturn lane along Cibolo Valley Drive could be transitioned to a landscaped median except for turn lanes providing access to the existing cross streets. As Main Street is extended south towards 1-10, this new roadway could be developed with a landscape median. That would create an almost Citywide north to south connection via a landscaped boulevard. In addition, the portion of FM 78 that parallels the downtown area could have a landscaped median. Similar to other community image actions related to the downtown, this would signify that you are passing through a special place within Cibolo. These landscape median projects would require close coordination with abutting neighborhoods (for Cibolo Valley Drive), private developers (for the Main Street extension), and the Texas Department of Transportation (along the downtown segment of FM 78). FIGURE 2.11 CIBOLO STREET SIGNS Similar to the City of Schertz, Cibolo should consider replacing street signs over time with ones that signifies when one enters the City. A separate sign should be used to identify when one is within the City's downtown. Images courtesy: Dick Hetzei; retouched FIGURE 2.12 LANDSCAPED MEDIANS Only one portion of Cibolo Valley Drive contains a landscaped median. Since most of the roadway is bordered by residential subdivisions, access is only provided at the cross streets. That means that the continuous center turn lane is effectively not needed except near intersections. Over time, the City could consider coordinating with the abutting neighborhoods to retrofit additional stretches with landscaped medians. t"^i3 CITYOFCHOICE FIGURE 2.13 SIGNATURE ENTRANCES TO CIBOLO Many communities across Texas have coordinated uvith TxDOT to establish enhanced bridge and interchange features which create signature entrances to a community. FIGURE 2.14 HISTORICAL AND CULTURAL ASSETS Since people strive to be associated with something that is greater than themselves, it becomes important for Cibolo to tell the story of where Cibolo came from and how it relates to where it is going in the future. Action LUC-4.5. Consider the installation of landscaped roundabouts in key areas of Cibolo. As set out on Map 2.4, Community Image & Enhancement Plan, a single landscaped roundabout is proposed to serve a future high quality development along an important east -west connector through what was previously the Town Center connecting areas east to downtown Cibolo. The landscaped roundabout would provide for the continuous flow of traffic while enhancing community image (for further information, see the Cibolo FM 78 Corridor Plan). If additional roundabouts are considered throughout the City, they should be landscaped. Action LUC-4.6. Consider coordinating with TxDOT and others to create signature entrances along key bridges and interchanges in Cibolo. Similarto many communities in Texas, Cibolo should consider coordinating with TxDOT and the developer for the FM 1103 proposed roadway extension to create more pronounced gateway entries at key points in the City (for an illustrative example, see the Cibolo FM 78 Corridor Plan). As set out on Map 2.4, Community Image & Enhancement Plan, the key areas for enhancement include the interchanges at 1-35 and Cibolo Valley Drive and 1-10 and Weir Road as well as for the proposed FM 1103 bridge over FM 78. Enhancement should include vertical elements at each end of the bridge identifying Cibolo and quality landscaping (see Figure 2.13, Signature Entrances to Cibolo). Action LUC-4.7. Evaluate opportunities to preserve and capitalize on the City's cultural and historic resources. Many communities are refocusing their economic development toolkits to include more place - based economic considerations. Previously, communities were labeled good if they were safe and had good schools and attractive neighborhoods. While these remain important, an emerging determinant in residential and business relocation decisions is the association with a City's embodied cultural and historical assets and sense of place. As Cibolo moves forward in creating a live, work, play community, the City will need to need to highlight and market many of Cibolo's unique and significant cultural and historical stories (e.g., its association with the Old Spanish Trail). See Figure 2.14, Historical and Cultural Assets. 1 1 INTRODUCTION LL In fast-growing cities the focus is often on ensuring that the foundation 1 of a good transportation network is in place. This includes ensuring adequate rights-of-way and the protection of future thoroughfare routes. With a good transportation framework, growth pressures that affect the built environment are addressed in a relatively seamless manner. A well implemented transportation system subconsciously contributes to the economic.attractiveness of the area and a higher quality of life. When the system is deficient, simple movement oftentimes results in higher levels of frustration and a perceived lower quality of life. The effects of these deficiencies are magnified when construction of new infrastructure occurs as a reaction to insufficient roadway capacity. In these cases, the transportation system subconsciously or consciously decreases the economic attractiveness of an area for both existing and prospective residents and businesses. I CITY OF CHOICE The attractive nature of many municipalities begins with entrance into the community. The first thing people will interact with when entering a city is their transportation network. A visually unappealing transportation system can significantly detract from a City's overall quality of life. This is particularly important for communities, such as Cibolo, where development pressures are causing significant population growth. This increased population will undoubtedly spend money on retail, personal services, and dining in areas that are not only accessible, but where the experience is enhanced by an aesthetically pleasing built environment. In other words, the visual appeal of roadways is widely recognized as having an impact on whether or not one might want to spend money in a City. This chapter provides a 20 -year policy framework for the future development of Cibolo's transportation system including addressing: ■ Thoroughfare Development and Complete Streets. An appropriately scaled thoroughfare plan will ensure long-term adequate connectivity through the City and ensure there are sufficient rights-of-way to expand the system as traffic demand and funding allows. ■ Traffic Management and Alternate Mobility. In orderto ensure an efficient flow of traffic along City roadways, the intended traffic carrying capacities must be preserved. This relates to access from the corridor to the adjacent land uses it serves. This section also looks at other elements of transportation, such as freight, bicycle and pedestrian mobility. As the City continues to grow and mature, demand for these services will also increase respectively. ■ FM 78 Corridor Plan and Corridor Improvement. As part of a separate planning effort, the Cibolo Economic Development Corporation (CEDC) commissioned a proactive study to plan for the future development framework and enhancements of the Farm -to - Market 78 (FM 78) corridor. This section highlights some of the key considerations as it relates to the overall City context. In addition, actions are identified regarding proposed improvements to the quality of corridor design and construction. This chapter is closely coordinated with Chapter2, Land Use and Characterof this Comprehensive Master Plan as both the thoroughfare network and future land use areas work together to ensure appropriately scaled roadways will adequately serve the adjacent land uses they will ultimately abut. This does not always mean that the ultimate configuration of a road will be constructed during initial development. Rather, in some cases, portions of a roadway may be developed to serve a lower intensity use in the short-term while the long-term right-of-way is protected until needed in the future. The Complete Streets section of this chapter (particularly as it relates to sidewalks, on -street bike lanes, and off-street sidepaths and trails) is also closely coordinated with Chapter 5, Parks, Recreation, and Open Space as these areas intersectwith the City's off-street trail and on -street bike lane network. Together, these two chapters identify a long-term, multi -modal network of connectivity throughout the City. Existing Transportation Conditions REGIONAL TRANSPORTATION NETWORK Cibolo finds itself connected regionally and nationally by both Interstate 10 and Interstate 35. The FM 78 corridor runs through the center of the City and provides a regional link to adjacent communities and eventually to San Antonio to the west and Seguin to the east. The following three east -west routes are Cibolo's current transportation facility connections for regional mobility (see Map 1.1, Regional Location, in Chapter 1). These three thoroughfares can be further described as follows: CIBOLO COMPREHENSIVE MASTER PLAN -TRANSPORTATION Interstate 10 Interstate 10 (1-10), also referred to as U.S. Highway 90 in the segment that abuts Cibolo, is a four -lane freeway that is separated by a grass median. The freeway system includes two frontage access roads that allowfor two-way circulation. Interstate 10 is located in the southern portion of the City and traverses the City in an east -west direction. This route connects Cibolo to the central city of San Antonio as well as the major Texas metropolitan areas of Houston and EI Paso. This route is the southernmost major interstate highway in the United States. The 2,460 mile route's endpoints are in Santa Monica, California and Jacksonville, Florida. The segment located within Cibolo is approximately 1.8 miles in length. Interstate 35 Interstate 35 (1-35) is a six -lane freeway that is separated by a concrete divider. The freeway is complimented by frontage roads that allow for one-way traffic paralleling the segment of the freeway forwhich it provides access. Interstate 35 is a north -south freeway that connects Cibolo to the central city of San Antonio, as well as the major Texas metropolitan areas of Dallas -Fort Worth and Austin. The northernmost end of the 1,569 -mile freeway is in Duluth, Minnesota, while the southernmost terminus is found in Laredo, Texas. At the southern end of 1-35, there area two different toll crossings across the Rio Grande River into Mexico. Although Interstate 35 parallels the City for a longer segment, only less than a mile is within the City limits. Farm -to -Market 78 Farm -to -Market Road (FM 78) bisects Cibolo and provides east -west connectivity. The western portion of FM 78 is a five -lane roadway, which includes a center turn lane. The road tapers down at Haeckerville Road to two lanes and this configuration continues east towards the adjacent municipality of Marion. FM 78's west end is located near the 1-35 junction in San Antonio and the eastern terminus is located at the U.S. 90 junction in Seguin, Texas. In the City limits of Cibolo, FM 78 continues for approximately 3.7 miles. REGIONAL PLANNING INITIATIVES Alamo Area Metropolitan Planning Organization (HAMPO), Mobility 2040 Plan (Metropolitan Transportation Plan or MTP) The Metropolitan Transportation Plan (MTP) is the regional comprehensive plan for transit related issues for the greater San Antonio region, including all or parts of Bexar, Comal, Guadalupe, and Kendall Counties. This plan coordinates regional transportation planning with both the member cities and counties, the Advanced Transportation District, the Alamo Regional Mobility Authority, Greater Bexar County Council of Cities, Alamo Area Council of Governments (AACOG), Northeast Partnership, the Texas Department of Transportation (TxDOT), the Federal Highway Administration (FHWA), the Federal Transit Administration (FTA), and other transit providers and advocacy groups in the region. This plan was adopted in December of 2014. While there are no projects in the funded MTP affecting Cibolo, there are two projects included in the unfunded Project List. These include: ■ FM 1103, from the Guadalupe County line to FM 78 (includes a new roadway consisting of two lanes, raised median, bike lanes, and sidewalks); and ■ FM 1103, from Vista Del Ray to FM 78 (includes an expanded roadway from two to four lanes with a raised median, bike lanes, and sidewalks). CITY OF CHOICE i FIGURE 3.1 PROPOSED CIBOLO PARKWAY ALIGNMENT m a ' U i , I c , 1 ' mr\ eotl M too Cibolo Parkway (FM 1103 Proposed Extension to Interstate 10) FM 1103 through Cibolo is one of the City's busiest, congested, and most accident prone roadway in Cibolo. It is one of the primary connectors used by residents of both Cibolo and adjacent cities to connect to 1-35. As this area is projected to grow at continued exponential rates for the foreseeable future, FM 1103 could potentially continue to be one of the greatest transportation infrastructure challenges facing Cibolo. Fixing the traffic safety and congestion issues of this existing roadway have been a priority for both the City and the region (see previous section which details the FM 1103 regional unfunded improvements). However, the ultimate solution also involves providing a thoroughfare connection between 1-35 and 1-10 (see Figure 3.1, Proposed Cibolo Parkway Alignment). This proposed six -mile thoroughfare connects the existing FM 1103 roadway across a flyover of FM 78 and through relatively undeveloped areas of south Cibolo to 1-10. This allows commuters multiple options to determine an appropriate route into the employment areas of San Antonio. Due to the significant amounts of commuters coming out of Cibolo and areas east, this connection has the potential to also alleviate some traffic congestion along 1-35. Once this 1-35 to 1-10 connection occurs along FM 1103, trafficwill be able to access the San Antonio employment areas through 1-35, 1-10, and to a lesser degree, FM 78. Until this occurs, commuters will continue to rely on 1-35 as their primary freeway connection to San Antonio or to 1-10 using inadequate rural roadways through south Cibolo. To facilitate this important local and regional connection, a proposed FM 1103 roadway connection has been identified on the City's thoroughfare plan map since 2006. However, due to regional competition for limited taxpayer transportation dollars, it was deemed unlikely to be constructed during the 20 -year duration of this Plan. Since this roadway would alleviate already bad congestion on Cibolo's existing roadways, provide better connectivity to the region, and is directly in the City's growth path, waiting 20 years or more for construction was not acceptable to City leaders. e The solution was to explore an innovative public/private partnership to build the FM 1103 extension. Instead of more than 20 years out, the project could be started now camar.z and completed within five years. The roadway would be owned by a private partner that would provide financing, design, planning, construction, and maintenance of o gI operations that a contracted period of time. The private partner would assume all associated risks' The City Council commissioned a Blue Ribbon Committee in 2016 to review the axeiR ' proposed plan. By unanimous decision, the committeerecommended to the City Epp Council to move forward and allow the private company to conduct a feasibility study 17j' F—I- of project which has been identified on current and past Comprehensive Master Plans ay and thoroughfare plans. The private company conducting the feasibility study is the Texas Turnpike Corporation. AAMPO, Transportation Improvement Program (TIP) The TIP is developed to meet the federal requirements for the urban transportation planning process. The TIP identifies projects that are implemented over a four year process.' Projects need to be included in an approved TIP to receive federal transportation assistance' Currently, Cibolo does not have any approved projects scheduled for implementation in the TIP. 1 http://www.cibolotx.gov/lndex.aspx?NID=464 2 http://alamoareampo.org/Plans/TIP/docs/Lists/T]P_Alphabetical.pdf CIBOLO COMPREHENSIVE MASTER PLAN -TRANSPORTATION LOCAL TRANSPORTATION CONCERNS AND PRIORITIES The public engagement process is essential to the development of the mobility recommendations for the comprehensive master planning process. It provides an opportunity for residents to voice their concerns and desires for many transportation topics such as traffic, safety, connectivity, etc. During listening sessions and public meetings as part of the early planning process public input was received from citizens, stakeholder groups, City staff, and public officials. Figure 3.2, Public Input From Open House and Stakeholder Sessions, suggest that many citizens do not hold a favorable opinion of the current state of Cibolo's transportation network. Indeed, even though survey respondents had a generally favorable opinion regarding satisfaction with the City's overall provision of services, they were most dissatisfied with the City's provision of street and sidewalk maintenance. When asked specifically about the quality and condition of Cibolo roadways, over 50 percent indicated that they felt that they were not in good repair or well maintained. When asked specifically about which roads needed to be prioritized for repair, an overwhelming 64 percent of respondents identified FM 1103 as the highest priority. In general, respondents felt that the following roads needed the most attention: ■ FM 1103; ■ Green Valley Dr.; ■ Borgfeld Rd.; ■ Cibolo Valley Dr.; and ■ Main Street. FIGURE 3.2 PUBLIC INPUT FROM OPEN HOUSE AND STAKEHOLDER SESSIONS These answers are generally in line with the feedback received during the open house public workshop. When asked about whether traffic congestion was a problem in Cibolo, over 75 percent felt it was. When asked generally about priorities for making roadway improvements, the following highlights the input received: ■ There is a lack of internal complete north -south connections, besides Cibolo Valley Drive down to FM 78; ■ There is a lack of internal complete east -west connections, besides the major congested arterials; ■ There is 1-35 and FM 1103 overflow traffic cutting through subdivisions, including 18 -wheeler truck traffic; ■ Maintenance investment and frequency is not adequate; ■ The railroad is a connectivity and safety barrier; ■ There are not enough safe alternative modes of travel besides a vehicle (e.g., connected sidewalks, on -street bike lanes, or off-street trails); ■ Sidewalks are installed with new development, but are not wide enough; and ■ More attention is needed providing safe non -vehicular access to schools. CITY OF CHOICE Functional Classification of Roadways Cibolo, like many communities, faces the challenge of maximizing the operational usage of its existing transportation system. As shown in Figure 3.3, Mobility Versus Access, there is an inverse relationship between mobility and access. Facilities, which are expected to serve the highest mobility, typically function the best with lower access from surrounding land uses. In contrast, roadways, which serve access needs, offer lower mobility. By identifying roadways that need to serve higher mobility, the City can work with landowners whose properties abut these facilities to manage access locations and preserve right-of-way for future roadway widening. These actions prolong the operational mobility of roadways, and delay the need for roadway expansion, which is costly and disruptive to the local community. SERVICE CLASSIFICATIONS Streets serve two primary functions: mobility and access. Mobility is the function of enabling a user of the street to move between an origin and a destination. Access is the function of providing ease of entry and exit to a given location. By design, streets serve both of these functions to varying degrees. For instance, a local street primarily provides access to local residents, and is less equipped to provide general mobility across the City, By contrast, an Interstate highway's primary function is to move people and goods between regions, and not provide direct access to individual properties (see Figure 3.3, Mobility Versus Access). FIGURE 3.3 The types of roadways in Cibolo include: MOBILITY VERSUS ACCESS Arterials ■ Greaterfocus on mobility ■ Low degree of access Collectors ■ Balance between mobility and access Local Streets ■ Lesserfocus on mobility ■ High degree ofaccess Freeways Freeways are major arterials which are intended for high volume, speed, and mobility, and low access. Interstates 10 and 35 are the two freeways that pass through Cibolo. However, the City is not involved in the construction or maintenance of these freeways, as these are administered by the TXDOT. The right- of-way for freeways in Cibolo is 200 feet. Arterials Arterial streets are designed to convey heavy volumes of traffic, often in peak conditions. They serve adjacent properties with direct access in limited or controlled means. Arterial streets are also often grouped into two classifications: major arterials, and minor arterials. For example FM 78 and FM 3009 are current major arterial streets serving Cibolo. And, although the pavement section has not yet been fully built out, it is expected that FM 1103 will serve as a major arterial street. The current right-of-way requirement for a major arterial road in Cibolo is at least 120/150 feet. Cibolo Valley Drive is an example of a minor arterial, and is currently being constructed in phases to accommodate recent development. The right-of-wayrequirementfor a minorarterial in Cibolo is currently 86 feet. FIGURE 3.4 EXAMPLES OF EXISTING ARTERIAL TYPES IN CIBOLO CIBOLO COMPREHENSIVE MASTER PLAN -TRANSPORTATION Major Arterial — Interstate 35 Minor Arterial — Cibolo Valley Drive Collector — Bentwood Pass Collectors Local Street— Laserra Collector streets are designed to "collect' traffic from local streets and bring it to arterial streets. A major collector provides more access to adjacent land uses than an arterial street, but access should still be controlled, so as not to impede mobility, Examples of major collectors in Cibolo include: Main Street, and Town Creek Road. A major collector in Cibolo has a right- of-way requirement of 66 feet (see Figrue 3.4, Examples of Existing Arterial Types in Cibolo). A minor collector has the immediate function of delivering local residential traffic to major collector and arterial streets. A minor collector should also be used as an interior street for nonresidential developments. These roads require some additional property access, although it is often prudent to minimize the number of lots fronting a collector street. Examples of minor collectors in Cibolo include: Buffalo Crossing, Rodeo Way, and Thistle Creek Drive. A minor collector typically has a similar right-of-way to a major collector, although the paved surface is typically narrower. Majorcollectors should be spaced at approximately one mile intervals and should be designed to collecttraffic while still providing Citywide access. Minor collectors should be used to collect traffic within subdivisions and should be designed where residential driveways do not front along it. In this regard, it allows higher speeds and increased safety while minimizing on -street parking. There are no spacing requirements for minor collectors. Local Streets Local streets serve individual properties, their primary function being access. Local streets currently require 50 feet of right-of-way and are generally paved to a 30 -foot width. 4'w i, CITY OF CHOICE COMPLETE STREETS Complete Streets are those that provide safe access for all users — pedestrians, bicyclists, motorists, and public transportation users of all ages and abilities. When applied during the design or retrofit of a roadway, Complete Streets will result in an improved transportation system because it is designed with all users in mind. Benefits of complete streets include: ■ More efficient streets that increase the overall capacity of the transportation network; ■ Safer streets for walking and bicycling; ■ A healthier community by encouraging walking and bicycling; ■ Encouraging Cibolo's youth to walk and bicycle to school, a key strategy to keep kids active and healthy; and ■ Families will enjoy lower transportation costs by expanding and enabling choices in transportation. Traffic Management and Alternate Mobility ACCESS MANAGEMENT The success of the transportation network in Cibolo will be determined by the City's ability to keep a good traffic flow and to maintain the thoroughfare capacities of major and minor arterials. The functional capacity of a roadway is affected by the presence or absence of the following elements: ■ Number of access points from intersecting streets, driveways, railroads, and intersections; ■ Lack of synchronization of traffic control devices (e.g., stop lights); ■ Presence or absence of acceleration, deceleration, or center turn lanes or a median; and ■ Poorly coordinated traffic flow entering or exiting from adjacent properties (see Figure 3.5, Access Management, on the next page). Both FM 78 and FM 1103, two of the City's major arterials, are still relatively undeveloped with regard to abutting nonresidential land uses. This should typically mean that these roadways operate efficiently and have a smooth flow of traffic. However, this is not the case because there are generally not enough alternate thoroughfare connections to evenly distribute traffic in Cibolo and at least FM 1103 is already over capacity. If both of these corridors develop with abutting nonresidential land uses, theirfunctional capacity could be significantly compromised, particularly if each parcel is served by its own access point (see Figure 3.5, Access Management). Indeed, as development begins to occur, the request for driveway access could easily start to compromise the roadway capacity. Moving forward, it will be important utilize the following approaches to ensure the minimization of driveway access points: ■ Shared parking and driveways between adjoining parcels; ■ Require property access from side streets; and ■ The requirement of cross accesses that in affect creates a parallel road. In the more rural parts of the City's planning area individual lots with separate driveway access have been allowed. At the current land use intensity these properties exhibit they are not likely exceeding the functional capacity of the roadway. As these areas build out and land uses change to higher intensities, the functional capacity of the roadway will diminish. Consequently, it is important to implement access management provisions even on rural roadways so that when development does reach these areas, the functional capacity is not already impaired. CIBOLO COMPREHENSIVE MASTER PLAN—TRANSPORTATION STREET MAINTENANCE Today, the City does not dedicate enough funding and staffing resources to effectively keep with a growing list of street maintenance needs. This is not surprising in a fast-growing community where more attention is given to keeping with the infrastructure needed to support new development. However, as the City continues to age, previously installed street infrastructure will increasingly need maintenance, revitalization, and in some cases, complete redevelopment. This can even be the case if the installation met the construction standards in place at that time. In this regard, a continual evaluation of construction standards is necessary to identify is working and long -lasted, and what is not. Currently, the City maintains approximately 140 miles of roadways in Cibolo. Their current operational capacity provides staff with the ability to apply routine spot maintenance (e.g., fixing potholes and section patching), street sweeping, and mowing. Since street maintenance has been a lower priority, there is no current comprehensive list of improvements needed; rather fixes are prioritized based on requests from citizens or through staff observation. The City's existing street sweeping program is robust in that it covers every street within the City every 10 to 15 days. Conversely, current staffing capacity limits mowing to just four to five times a year. Both services are currently being provided for by the City's Drainage Department. ALTERNATE MOBILITY The ability to facilitate vehicular traffic is often viewed as one of the most important responsibilities for a City to manage. Consequently, other mobility elements (e.g., on -street bike lanes) and there roles in the overall transportation system, can be overlooked leaving the system segmented or discordant. Transit, biking, walking, air, and rail travel are often complimentary especially when they are part of a comprehensive mobility network. Additionally they provide an element for providing more transportation choice and often a means to improved quality of life. Air and freight access are related to an areas' ability to be economically competitive for existing business and industry as well as an enticing prospect to attract new business and industry. Air travel An often discounted element of mobility is air travel. While air travel is rare from some, for others work or personal choices make flying a more routine occurrence. Cibolo is located just under 20 miles from the San Antonio International Airport. This airport provides domestic FIGURE 3.5 ACCESS MANAGEMENT Just west of the City limits illustrates a great example of how driveway access points can have a detrimental impact on thoroughfare functionality. As shown above, there are 26 driveway cuts along this stretch of FM 78 and not one offers cross access to abutting parcels. This results in a significant increase in turning movements, decrease in pedestrian and vehicular safety, and an overall degradation of traffic flow. CITY OF CHOICE FIGURE 3.6 RAILROAD, VEHICLE, AND PEDESTRIAN CROSSINGS Currently, all of the City's rail crossings are at -grade and impede the convenient and safe flow of vehicles and other mobility users. In the Downtown area (picture at right), the existing railroad crossing presents a serious impediment to safe crossing and is a significant source of noise pollution, routes to the country's major metropolitan areas, as well as international flights to select cities in Mexico. Inside the planning area there is one privately -owned facility, the Zuehl Airport. It consists of one grass runway primarily serving local general aviation uses and users. Freight Rail The San Antonio region as a whole is located along two major freight routes that connect the region nationally, as well as internationally. The City finds itself in a compromising condition when considering freight rail, as it splits Cibolo in halves. Currently an existing freight rail line crosses the City east to west bisecting the City north and south. This route is only expected to see increased traffic, especially after a proposed second or third track is constructed. All of the existing rail crossings are at -grade crossings. As the City'spopulation and rail traffic continue to grow, these rail / street crossings will become increasingly more problematic with regard to strains on connectivity, diminished safety, and more noise. Additionally, existing conditions do not provide Cibolo with a realistic opportunity to develop a rail spur linked to a new industrial park. Consequently, much of the City's efforts will be focused on mitigating the impacts and reducing the interaction with the rail line (see Figure 3.6, Railroad, Vehicle, and Pedestrian Crossings). Passenger Rail Currently, passenger rail service is not available in Cibolo. The regional passenger rail transportation choices are limited to the Amtrak routes Texas Eagle, from Chicago to Los Angeles, and the Sunset Limited, from Los Angeles to New Orleans. The closest Amtrak station that would serve Cibolo is located in San Antonio. The Lone Star Rail District (LSR) proposes the development of a passenger rail line to connect the metro areas of Austin and San Antonio. The district was established in 2003 by the authorization of the state of Texas as an independent and accountable public agency. LSR, in coordination with the Union Pacific Railroad (UPRR) have focused primarily on a stretch of rail line that runs through a number of communities north of the Interstate 35 corridor. Their plan of action proposes passenger stations in the nearby communities of New Braunfels and Schertz, rather than Cibolo. As part of this plan of action, all of UPRR's freight rail would be transferred to the rail line paralleling FM 78 through the center of Cibolo. To accommodate this increase in freight traffic, the UPRR was proposing to add a second and third tract through the City. This would significantly increase the amount of rail traffic which would have a detrimental impact on the City's traffic congestion and noise pollution. CIBOLO COMPREHENSIVE MASTER PLAN -TRANSPORTATION In February of 2016, UPRR announced a decision to terminate its relationship with LSR. However, all of the money allocated for this initiative still exists and it would be wise to keep this project on the City's watch list. Currently there are no alternative rail alignments for LSR passenger rail service. Transit Service There is not currently an alternative transit mobility system that serves the general public of Cibolo with regular service. However, Alamo Regional Transit (ART), from the 2040 study, has a demand based system that serves Guadalupe Countywhich includes Cibolo. This service is targeted towards senior citizens, low-income families, persons with disabilities, and veterans. The ART service area is the greater San Antonio metropolitan area, with transportation being a curb -to -curb service. A portion of Cibolo is also part of Bexar County, which is served by VIA's Metropolitan Transit system. Although VIA's Vision 2040 Long Range Plan was recently adopted, the regional plan does not currently show bus or rapid transit services to Cibolo. Taxi & Ride Sharing Programs Due to Cibolo's proximity to San Antonio, there are several taxi service and ride sharing alternatives for residents and visitors to choose from. In particular, Limos.com provides coach buses, stretch limousines, Mercedes-Benz Sprinter vans, and Chevrolet Suburbans for parties of six people or more. Additionally, both Lyft and Uber offer ride sharing service in Cibolo. Both are actively advertising for drivers? Electric Charging Stations As the City and country move forward towards achieving a more sustainable future, the use of electric vehicles will continue to grow faster or slower depending on the price volatility of oil. Although one cannot guarantee a prediction of how fast electric vehicles will become the dominant vehicle, there is no doubt that they will take an increasingly greater market share of our vehicle fleets. While residential chargers are becoming increasingly more dominant, the demand for commercial and/or workplace chargers will continue to grow. Currently, there are no publicly available electric vehicle charging stations in Cibolo. The closest ones are located in Universal City (along Kitty Hawk Rd. and Agora Pkwy.) and Live Oak (N. Interstate 35). Trails, Sidewalks, and Bicycle Facilities The growth in bicycle and pedestrian planning relates to an increased demand from the general public to increase their active transportation options. The added importance of these elements in the built environment is viewed as a means to see improvements in quality of life from recreational health benefits. As a result, the efforts to integrate pedestrian and bicycle facilities into any mobility planning effort will likely result in increased community support. One of the best ways to ensure that these facilities are appreciated and well known amongst the local population is ensure that these active transportation routes are mapped, highlighting connection to destination locations which are readily available for the use by the general public. Currently Cibolo has seen exceptional adherence to the development of sidewalks and the connection to existing trails as part of the construction if recent subdivisions. This has helped to provide safe pedestrian connections between new neighborhoods, schools, and other nearby public or private facilities (e.g., commercial shopping areas). There are portions of the planning area, however, that were developed priorto the regulatory requirements of providing sidewalks. In these areas the City has post -retrofitted sidewalks along certain existing streets (e.g., along Main Street), and in some cases, also included a number of street furnishing for an enhanced pedestrian environment. Moving forward, the City should continue to prioritize the addition of sidewalk and bicycle improvements to coincide with scheduled street projects in areas of deficit. In undeveloped areas, the builder or developer should be responsible, or integral, in the implementation or construction of pedestrian and bicycle facilities. Promoting contiguous growth patterns will reduced the gaps between these facility improvements and improve overall quality of life. 1 Taxi and Rideshare in Cibolo, Texas. https://uphail.com/us/tx/cibolo/#accordion5. CITY OF CHOICE Transportation Policies & Actions As Cibolo's population continues to grow both internally and regionally, the demand and strain on the City's transportation network will also increase. Failure to proactively plan for the City's complete transportation network could diminish the City's status as a "City of Choice." This occurs as traffic congestion increases and other nearby municipalities offer more transportation choice. Conversely, proactive transportation planning sets Cibolo apart as a community that truly prioritizes action on what the community has indicated is one of their greatest concerns. In order for the Comprehensive Master Plan to be implemented over time, the following transportation policies and actions are recommended, Policy T-1. Improve the City's thoroughfares by proactively planning and coordinating with local and regional partners to implement transportation improvements in Cibolo. As previously stated, fixing the City's transportation problems are the highest priority for community stakeholders. Accomplishing this, however, is not, and will not, be the sole responsibility of the City. In fact, fixing many of the City's transportation issues will involve a host of local and regional partners, including the City, abutting and nearby cities, regional and state agencies, and in some cases, private partners. Each of these entities will play a role in both identifying and financing solutions. However, in orderto achieve the greatest transportation improvements in the mostcoordinated and efficient way, a comprehensive plan of action will be needed. While the Thoroughfare Plan FIGURE 3.7 and other associated maps identified in this Plan are a good starting point, most cities the size COMPLETE STREETS of Cibolo start to prepare a more refined transportation master plan similar to other detailed POLICY plans undertaken by the City (e.g., the Cibolo Downtown Revitalization Plan or Comprehensive Economic Development Strategy). Nationwide, communities are The following actions are recommendations to achieve this policy. taking back their streets so that they can serve all users. Action T-1.1. Adopt a Complete Streets Policy. In 2004, the National Complete Streets Coalition Due to the priority the community has placed on developing streets that serve all users, started movement which it is recommended that the City officially adopt a Complete Streets policy(see Figure 37, integrated both people and Complete .Streets Policy). This policy should be considered and adopted as soon as possible place in the planning, design, so that it can be used in all decision-making related to transportation planning, design, and construction, operation, and maintenance. A policy can take many forms, including an official resolution by the City Council maintenance ofour vital transportation networks. To (non-binding), by ordinance (enforceable by law), through design guidelines or departmental date, over 730 agencies at policy, among others. Full guidance on the specific implementation steps, and examplele best - the local, regional, and state practice adopted policies, can be found in the resources provided by the National Complete levels of government have Streets Coalition, an outreach focus of Smart Growth America' adopted Complete Street policies. Action T-1.2. Develop a Transportation Master Plan. A Transportation Master Plan (TMP) is a more detailed planning effort that focuses solely on improving the Citywide short- and long-term mobility needs of the City. It Is a more detailed plan that further refines the policies and actions contained in this Plan. In other words, a TMP uses performance management principles, measures, and benchmarks to craft solutions which optimize the entire system. In particular, it would include such things as a review and analysis of existing conditions, a roadway level of service analysis, pedestrian and bicycle suitability analysis, crash and safety analysis, and short- and long-term strategies for implementation. It also typically includes preparation of a travel demand model (i.e., travel forecasting), refinement of the City's Thoroughfare Plan, operational analysis and intersection design recommendations, identification of transportation -related capital improvement projects, cost estimates, and project selection and prioritization. 1 National Complete Streets Coalition. http:/Iwww.smartgrowthamerica.org/complete-streets. CIBOLO COMPREHENSIVE MASTER PLAN —TRANSPORTATION Like all sub -area, or more detailed plans, it should be developed consistently with the overall vision and strategic directions of the Comprehensive Master Plan and include Complete Street principles. Action T-1.3. Proactively participate in state and regional transportation planning activities affecting Cibolo. Thoroughfare improvements are one of those community enhancements that cannot solely be undertaken by the City. In fact, many of the transportation improvements in the City will be comprised of public -public (e.g., jointly funded by the City or county) or public-private (e.g., the FM 1103 extension) partnerships. As evident in the recent adopted versions of the Metropolitan Transportation Plan (MTP) and Transportation Improvement Program (TIP), Cibolo's needs have not received as high priority as many of the surrounding jurisdictions. In order for Cibolo to improve its prioritization of projects regionally, it will require someone to proactively participate, monitor, and lobby for regionally -controlled transportation dollars. One such regionally beneficial long-term project could include further development of the Santa Clara alignment as part of an outer loop to the San Antonio metropolitan area. Improvement of this thoroughfare would also include a second overpass over FM 78 and the UPRR, which would provide another critical overpass connection in Cibolo (in addition to that being proposed as part of the FM 1103 extension) during emergencies involving a train stoppage that blocks all at -grade crossings in the City. This may also include further coordination with Guadalupe County to ensure a fair share of road maintenance taxes are allocated for prioritized improvements along county roadways in Cibolo or its ETJ. Action T-1.4. Proactively pursue mutually beneficial partnerships with local partners to improve Cibolo's city -to -city connectivity. While Cibolo's control and authority stops at the City limits (and in some cases the ETJ), most citizens would not really know when one city starts and another ends. In this regard, the City has an opportunity to improve its coordination with abutting cities such as Schertz, Marion, and Santa Clara. Moving forward, Cibolo should continue to proactively coordinate with these cities to ensure an interconnected thoroughfare system of arterials and collectors. This involves coordination regarding future changes to the City's Thoroughfare Plan. It should also include coordination to jointly pursue regional projects which benefit both cities. Action T-1.5. Proactively work with interested developers to implement the thoroughfare network concurrent with new development. Although the City is currently moving forward with its FM 1103/Cibolo Parkway extension, for the most part, most new thoroughfare alignments will be constructed in association with the construction of new subdivisions and other development. However, the needs and interests of any one particular developer or development may not be the same as the City's needs for creating an interconnected thoroughfare system with sufficient capacity to meet existing and future Citywide mobility needs. Consequently, this may involve the up-sizing of roadways as part of the development approval process. Depending on City policy, these improvements could either be the sole responsibility of the development community, or include public- private coordination as necessary. Action T-1.6. Continue to pursue the extension of FM 1103 as an extension connecting 1-35 and 140. As one of the City's most important north -south regional connections (connecting 1-35 to 1-10), the FM 1103 extension has the abilityto transform transportation in Cibolo like no other project. It is envisioned that the roadway will relieve traffic congestion, improve safety, provide a key connection between two national interstates, spur development south of FM 78, and establish CITY OF CHOICE FIGURE 3.8 FM 78/1103 OVERPASS OPPORTUNITY An overpass over FM 78 and the UPRR is proposed as part of the FM 1103 extension. This would be the first overpass constructed in Cibolo and would provide unimpeded traffic flow even timing heavy times of train passage. It would also provide a sate and reliable north -south connection even in times of emergency involving a train incident. As also discussed in Chapter 2, Land Use & Character, this overpass provides an opportunity to create a regionally -significant gateway feature as one passes through Cibolo to areas beyond. Image Courtesy, Cibolo FM 78 Corridor Plan the City's first overpass over FM 78 and the UPRR (see Figure 3.8, FM 78/1103 Overpass Opportunity). To this end, this extension is vitally important to Cibolo's future growth. As such, it is important that Cibolo continue to pursue its development with the private partner that would provide financing, design, planning, construction, and maintenance of operations for a contracted period of time, while assuming all associated risks. Policy T-2. Improve the City's thoroughfares through the implementation of the City's Thoroughfare Plan. As mentioned in the existing conditions section of this chapter, the community has expressed more dissatisfaction about Cibolo's transportation system than any other aspect of the City. Among the roadways that respondents were most concerned about included FM 1103 (almost 64% indicated fixing this roadway was their highest priority), Green Valley Drive, eorgfeld Road, Cibolo Valley Drive, and Main Street. Each of these roadways are also part of the overall thoroughfare network and therefore have increased significance in facilitating Citywide (and in many cases, region -wide) connectivity. As the City moves forward with the expansion and redevelopment of its Citywide thoroughfare system, it needs to apply strict adherence to the Thoroughfare Plan and associated roadway development configurations. The following actions are recommendations to achieve this policy. Action T-2.1. Utilize strict adherence to the Thoroughfare Plan in the review and consideration of development approvals. The City's Thoroughfare Plan identifies Citywide transportation improvements and needs that will serve the community as it grows over time (see Map 3.1, Thoroughfare Plan). The predominant focus of the Thoroughfare Plan is to identify the arterial and collector network that should be implemented over the coming years. While it does not depict exact alignments, it does depict the general locations of planned corridors that need to be developed as growth occurs in those areas. In this regard, the main focus is ensuring that future rights -of -ways (in both location and configuration) are set aside for growing the Citywide transportation network. The actual performance standards of each roadway configuration will also be guided by the standards set out in Figure 3.9, Roadway Functional Classification Standards (on the page following Map 3.1, Thoroughfare Plan), the Cibolo Unified Development Code (UDC), and the City's Design Criteria Improvement Manual (DCIM). CIBOLO COMPREHENSIVE MASTER PLAN -TRANSPORTATION MAP 3.1 THOROUGHFARE PLAN --' .1 Y 1 1 i .. U r • - rohoaee 1 .Old Wladerslein 1 U 1 r om _ aoov o � 1 I ' ..- �„ Groan Val Rd U3U 1 r Wlodner Rd Die d. >'' 1 S..,, Eg6 t -I- •'•rip � \ B 9leldd i9 $ I ' Weil Rd i \' ~ I }_Io « _OP � `Brow`NI TB — 1 — r I chaexer 1', ■ - - unity Ln yowq.Wd Rd 1 SChea(af Cody • c I -G � �•' r ' Kiee! 1 aY = rizpa• LbwerSei In Rd T' \ - 1 Holman -7-17-11" , zo 79 Le vs I r� 1 \\a a•4U/rr 1 GerdA6_.9 i 1 .J -A L. O 11 \. 11 3 , r yal e9 VIe51 or i. ' Tralner Hala r \% '1 1 SehM6ekel 1 1\ ,I, 1 I I _Eben 'S/Iceych p 1 Bdi iE Abboll r 1 L°1 Gln�t. 11 d LEGEND Thoroughfares (Existing /Proposed) Freeway, Existing ® Railroad Crossing — •- Major Arterial Railroads — •- Minor Arterial Non-CiboloAreas — • - Major Collector Cibolo City Limits Local Streets Parcels I Note: Exact thoroughfare delineation subject to final design and engineering plans. ail I i p^r 0 Y. 'h 1 - oMile I it CITY OF CHOICE FIGURE 3.9 CONTEXT SENSITIVE STREETS Not all roadways are created equal. In fact, roadways can have similar functional classifications but may look and feel entirely different. By way of example, a minor arterial in a rural character area may have a two-lane configuration with wide shoulders, open bar swales, and no sidewalks. On a similar minor arterial through Downtown, the road takes on an urban character byhaving on -street parking, curb and gutter, oversized sidewalks, etc. Urban Character Implementation of the Thoroughfare Plan also includes an understanding of the roadway design configurations that are possible as part of each roadway type. Even within each functional classification (e.g., an arterial roadway), there is some flexibility depending on where and how the proposed roadway fits within the context of the Future Land Use Map (see Chapter 2, Land Use & Character). Currently, much of Cibolo's built environment reflects a suburban character north of FM 78. In contrast, the southern and eastern portions of the City reflect more a rural atmosphere. As set out in the City's Future Land Use Plan (see Chapter 2, Land Use & Character), the vision for the future of the City includes both suburban (e.g., neighborhood residential land uses) and rural character (e.g., rural residential land uses). In this regard, the City will need to ensure it has adequate roadway cross-section standards to accommodate the different context sensitive design configurations for these two character areas. A third character area would include the more pedestrian -oriented areas of Downtown Cibolo, where on -street parking is combined with oversized pedestrian friendly sidewalks, crosswalk bulb -outs, etc. (see Figure 3.9, Context Sensitive Streets). Additionally, the City's Community Image and Enhancement Plan (see Chapter 2, Land Use & Character) identifies certain segments of the thoroughfare system as having proposed landscape center medians. For these particular roadways, a landscaped center median should be required as part of development approvals in those areas. Depicted in Figure 3.10, Roadway Functional Classification Standards, on the next page, and graphically illustrated in various cross-section examples in Figure 3.11, Roadway Cross - Section Illustrations, on page 17, are the typical treatment standards for each classification. The standards identified in the table are critical to the improvement and development of the transportation network within the Planning Area. The assembly of the right-of-ways in the early parts of the development process will provide necessary flexibility for the City to incrementally accept growth while adding transportation capacity as needed. In areas where development already exceeds roadway capacity, obtaining additional right-of-way may be needed; however this after -the -fact design solution is always more costly than doing it right the first time. In order for these considerations to be more legally implementable, a clear legal connection should be provided for the City's subdivision regulations of the UDC, so that it applies to all projects. Action T-2.2. Adopt standardized urban and rural street cross-sections in conformance with the recommendations identified in this Comprehensive Master Plan. Using the guidance provided on the Thoroughfare Plan, Future Land Use Plan, Community Image and Enhancement Plan, and Figure 3.10, Roadway Functional Classification Standards, establish standardized cross-sections which identify the minimum cross-section based on the proposed project location and configuration. For example, the extended Main Street minor arterial project would have different right-of-way needs as this Plan calls for it to include a parkway with a planted center median, on -street bike lanes, off-street sidepath, etc. These rr� _ r CIBOLO COMPREHENSIVE MASTER PLAN—TRANSPORTATION e, ,�,z"" FIGURE 3.10 ROADWAY FUNCTIONAL CLASSIFICATION STANDARDS *Internal collectors and local streets do not provide cross -dry connectivity and are not shown on the Future Thoroughfare Map. Mobility Is Connects primarily Collects traffic Collects traffic Provides primary; access to major arterials destined for the destined for the direct access is secondary, and lower arterial network, arterial network. to properties. • Connects classification Connects arterials Connects arterials Intended to carry primarily to roadways. Access to local streets; to local streets; traffic to collector other arterials, is secondary. and sometimes and sometimes for streets. Designed for access. access, for slower speeds. Serves the Serves high Serves medium - highest volumes volumes of long- distance Serves local -area Provides the of long-distance distance mobility mobility needs mobility needs highest level of mobility and and connects and connects connecting local access to abutting connects activity activity centers to lower to higher land uses to the land. centers. major arterials. classification regional system. roadways. 4 to 6 lanes; may 3 to 5 lanes; may Either 4 lanes Include a center include a center or 2 with a Either 2 lanes or 2 turning lane turning lane center turn lane with a center turn 2 lanes with or without with or without with or without lane landscaped landscapedlandscaped islands islands islands 100 ft (90 ft.) 80 ft. • 130 ft. 70 ft. 60 ft. • . 20,000 to 60,000 5,000 to 30,000 1,000 to 15,000 1,000 to 10,000 VPD VPD VPD VPD 100 to 3,000 VPD • • • 55 to 70 mph 45 to 60 mph 35 to 50 mph 25 to 40 mph 20 to 35 mph State facility State facility State facility No residential driveway driveway driveway drivewayaccess Driveway access guidelines apply. guidelines apply. guidelines apply. allowed. preferred. Defines Defines and Internal and • • • • neighborhood traverses traverses Internal collection Internal access • boundaries neighborhood neighborhood boundaries boundaries Restricted; except • Restricted Restricted in Downtown Restricted Permitted Cibolo Yes; 5' with 4' Yes; 5' with 4' Yes; 5' with 4' Preferred; 5' with • unobstructed unobstructed unobstructed 4' unobstructed No; bikes share vehicle lane paving paving paving paving Yes; 7on both Yes; 7' on both sides or min. 10' sides or min, 10' Yes; 6' on both Yes; 6' on both Yes; 5' on both SIDEWALKS sidepath on one sidepath on one sides sides sides side side TRAFFIC CALMING No No No Permitted Permitted • Yes Permitted Permitted No No *Internal collectors and local streets do not provide cross -dry connectivity and are not shown on the Future Thoroughfare Map. CITY OF CHOICE FIGURE 3. 11, ROADWAY CROSS-SECTION ILLUSTRATIONS MAJOR ARTERIAL, URBAN 4 A -H-E tl...... D )It E iF D_-_ )I E jf D N- E. )(.__.._Af__. 17' 12' 12' 11' .. 26' 11' 12' 17 130' ROW i MINOR ARTERIAL, URBAN COLLECTOR, URBAN LOCAL, RURAL _A B N C If _.D E D I C B_)I/. A 15' 5' 12' 11' 14' 11' 12' 5' 15' 100' ROW A B C D C 6 A 1 )f 11 H it )( )( I f 16' 5' 12' 14' 12' 5' 16' 80' ROW A B B A t II )( )( ) 16' 14' 14' 16' 1 ) 60' ROW CIBOLO COMPREHENSIVE MASTER PLAN -TRANSPORTATION standards should include new cross-sections for parkways, on -street parking in the Downtown area, and context sensitive rural cross-sections for new roadways in areas designated as Rural Residential on the Future Land Use Plan, Implementation of this will require creating performance standards to be inserted into the Part I - Street Width, Geometry & Bike (Reserved) section of the DCM. This may also require modifications to the City's UDC. Action T-2.3. Evaluate opportunities to implement the segments of the Thoroughfare Plan as part of catalyst projects. While most of the new roadways will be constructed in association with private development, there may be certain segments of the Thoroughfare Plan that may warrant more immediate consideration for development and/or strategic importance as part of a larger catalyst project. One such area of strategic importance could be the proposed collector intended to connect an extended Main Street back to FM 78 somewhere in the middle of the Bison Ridge property. This critical collector roadway provides a southern east -west connection and location for a two - side commercial hub opportunity between Main Street and the proposed FM 1103 extension. This proposed commercially -oriented hub for the City only makes viable sense if it connects to the two north -south roadways at either end. This would include passage underneath of, and connection to, the FM 1103 extension. A second critical connection could be a parkway extension of Main Street to areas south and eventually merging with Haeckerville Road. At this time, this would establish Cibolo's only full north -south Citywide connector outside of the proposed FM 1103 extension. Design Construction Manual (DCM) The Design Construction Manual (DCM) is 10 -part document of policies and regulations that apply to land development within Cibolo. The DCM is available to assist the development community in their preparation of site development plans and plats and the subsequent construction of those projects. Unified Development Code (UDC) The Unified Development Code is a comprehensive ordinance containing nearly all the regulations related to the physical development of a piece of property. A third critical connection might be establishing a proposed north -south collector from Green A capital improvement is a major, Valley Road down to the property formerly known as the Town Center. This connection could non -routine expenditure for new then be extended both west to Main Street and to the undeveloped areas east. This road Capital Improvements would create an entirely alternate connection from north Cibolo into Downtown, potentially and the Capital alleviating some of the road congestion currently impacting the only other north -south arterials Improvement Plan (i.e., Cibolo Valley Drive and FM 1103 as currently configured). (CIP) Action T-2.4. Utilize the Thoroughfare Plan and community feedback to reevaluate the A capital improvement is a major, proposed transportation projects identified on the current Capital Improvement Plan non -routine expenditure for new (CIP), construction; major equipment stakeholder process, a project involving a proposed bridge over Cibolo Creekwas identified as purchases; or improvements to One of the resulting outcomes of a comprehensive master planning process is the reassessment existing land, streets, buildings, of the community's vision for the future. This, in turn, allows elected and appointed officials or other facilities, including (including the Capital Improvements Committee) and staff the opportunity to reassess various infrastructure. A CIP lays out a tans and programs for the future. One of the most important of these is the City's Capital P P g P Y� P five-year plan capiof tal improvements vemof the proposed caprtalimprovements Improvement Plan (CIP). The CIP is a five-year plan of action of all the capital improvements intended for implementation, that are scheduled for implementation during that period. Currently, the next five-year CIP provided that revenue collections project list is scheduled to start in 2018. In this regard, the adoption of this Comprehensive are in line with estimated revenue Master Plan provides a great opportunity to reassess and update the proposed projects which protections, are currently on the next CIP. Action T-2.5. Utilize the Thoroughfare Plan and community feedback to reevaluate the Impact Fees proposed transportation projects identified as part of the Impact Fee Study. An impact fee is a fee that is Similarly, the comprehensive master planning process should also be used to reassess the imposed by a local government on a new or proposed proposed projects which fed into the analysis of the Cibolo Impact Fee Study.2 As part of the development project to pay for stakeholder process, a project involving a proposed bridge over Cibolo Creekwas identified as all ora portion of the costs of being a low community priority, but its inclusion was significantly increasing the overall costs of providing public services to the impact fees. As such, it would be appropriate to reevaluate the projects included in that stud PP J Y new development. Impact fees are considered to be a charge on to reassess their priority compared to newly identified projects. new development to help fund and pay for the construction or needed expansion of off-site capital improvements. 2 Cibolo Impact Fee Study 2013 Update, Water, Wastewater, Drainage and Transportation. CITY OF CHOICE Policy T-3. Improve the City's thoroughfare functional capacity through improved street design, maintenance, and access management. As mentioned in the existing conditions section of this chapter, the community has expressed the greatest concern about the existing conditions of the transportation network. Some of those concerns will be addressed as the City makes major transportation improvements (e.g., the proposed extension or expansion of FM 1103). Other improvements can be made through fixing some of the City's street design, maintenance, and other transportation related provisions. The following actions are recommendations to achieve this policy. Action T-3.1. Conduct a comprehensive pavement assessment study to identify Citywide street maintenance needs. Since the City currently does not have an understanding of its street maintenance needs, it is recommended that a comprehensive street condition assessment be conducted to evaluate and rate the condition of every street within Cibolo. The assessment should include a rating system identifying streets that are excellent (no repairs needed), good, fair, poor (street surface may need to be resurfaced), failing (complete street reconstruction is needed), or dirt. The results of the assessment should include a Citywide map of existing conditions, a prioritized list of repairs needed, and estimated cost estimates for the prioritized repairs recommended over the next three years. The results of the assessment should be used to identify the necessary staffing and/or funding to complete the highest priority repairs. Based on the results and types of repairs needed, City staff will be able to further identify whether the necessary funding can be requested as part of the annual budget process, or, in other cases, certain projects may need to be added to the CIP project list. A complete reassessment should be repeated on a three-year rotation to identify the next work program. Action T-3.2. Establish a more formalized street maintenance program and funding source. Currently, the City undertakes all street, sidewalk, and driveway maintenance projects working within an approximate $100,000 budget. This amount is not sufficient to keep up with maintenance needs on approximate 140 miles of City -maintained roadways. Overtime, this will lead to a decreasing quality of roadway conditions which will further decrease throughput capacity, increase congestion levels, and result in a subsequent increased cost of repair because minor fixes were deferred until the problems became bigger. As such, the City needs to establish a more formalized street maintenance program which uses the comprehensive pavement assessment study (see Action T-3.1., above) as a starting point for determining appropriate staffing, funding, and maintenance schedules. Action T-3.3. Periodically reevaluate the Design Construction Manual (DCM) to ensure development outcomes are achieving intended results. Currently, the City utilizes a DCM to support development regulations found within the UDC. The DCM contains technical specifications for such things as erosion and sediment control, pavement, sidewalks, and other miscellaneous construction standards. These specifications are then implemented on each project built within the City. Over time, it may be determined that certain specifications are not working properly. For example, previously it was determined that the specifications for roadway construction were resulting in failing roadways prior to their specified lifespan. Currently, it has been identified that both the intersection curb radii and visibility triangle specifications are not achieving intended outcomes. As such, the City should periodically reevaluate post -construction conditions to ensure development outcomes are achieving intended results. This could include the review of select projects as part of an annual quality control and DCM update process. It could also include feedback from builders and developers as to which specifications are the most problematic. Action T-3.4. Coordinate with TxDOT to determine long-term plans for the improvement of FM 78 and its key intersections. As analyzed in the Complete Streets Assessment section of the FM 78 Corridor Plan (see Section 3, Corridor Analysis, of the FM 78 Corridor Plan), three key intersections along FM 78 were identified where congestion is likely to occur, assuming a buildout of development along and near the corridor as depicted CIBOLO COMPREHENSIVE MASTER PLAN -TRANSPORTATION on the Future Land Use Plan. These three key intersections include FM 78 at FM 1103, FM 78 at Main Street (County Road 383), and FM 78 at TX -539 Loop/Haeckerville Road. As Cibolo's growth continues exponentially, these three intersections will either inhibit Citywide connectivity and regional pass-through traffic, or will be redesigned in a way that minimizes congestion, maximizes operational capacity, and improves safety. The FM 78 Corridor Plan contains best practice examples of intersection designs and redesigns which are resulting in significant improvements in functional throughput and reduced turning wait times. Action T -3.S. Preserve traffic capacity by implementing access management and other Transportation Systems Management (TSM) provisions within Cibolo. As the City's population continues to grow, there will be increased pressure on the City's roadway network resulting in decreased functional capacity. Functional capacity can be impacted due to an increased number of driveway cuts; lack of turn, acceleration, or deceleration lanes; etc, Poor roadway design will automatically result in poor roadway capacity. However, even the best designed roads can be impacted by the development of poorly designed abutting uses. As such, the City should consider developing an access management program that involves specifications for both roadway design and access to abutting land uses (see Figure 3.12, Benefits of Access Management). This could include the addition of dedicated left- and right-hand turn lanes, minimum spacing for driveway cuts, requirements for interparcel connectivity, among other access management provisions. This could also include periodic evaluation of the timing of signals for nearby lighted intersections, and the requirements that all new signals must include car detection and signal change capabilities. Additionally, this could include proactive coordination with TxDOT to ensure that the proposed series of new signalized intersections along FM 1103 have the ability to be signal timed. Action T-3.6. Pursue establishing improved signalization and quiet zones for all at -grade intersections along the UPRR. While not necessarily a traffic management improvement, the establishment of quiet zones for all at -grade intersections will additionally result in improvements to the intersection signalization which can improve safety and overall quality of life for abutting land uses. According to Federal Railroad Administration (FRA) regulations, a train engineer is required to sound a horn within 15 seconds of arriving at a railroad / street crossing. The establishment of a "quiet zone" allows a train engineer to forgo sounding a train horn unless there is a reason to do so (e.g., something obstructing the tracks). In order to establish a quiet zone, the City must apply with the FRA. Approval of a quiet zone may require replacement of the protective crossing arms and approach signalization, among other measures. Currently, the City is pursuing a quiet zone at the intersection of Main Street in Downtown Cibolo. Once this quiet zone is established, the City should pursue establishing a quiet zone at FM 1103. Additional quiet zones (e.g., atthe two Country Lane crossings) should be considered concurrent with proposed development abutting the railroad and as part of planned upgrades to those intersections. A quiet zone will not be needed for the extension of FM 1103 because it will not involve an at -grade crossing. Action T-3.7. Evaluate the street sweeping and mowing operational programs to identify a sustainable plan of action for moving forward. The evaluation should include an assessment of community preferences for street sweeping and mowing, a manpower study to determine adequate staffing levels, and consideration for additional funding beyond what is currently being provided by road maintenance sales taxes. Action T-3.8. Evaluate the need for establishing specific truck routes / weight limits for roads within the City. To further protect the public safety and welfare of the community, the City should evaluate establishing a "truck route" ordinance which specifies the acceptable routes truck within the City, maximum weight limits, loading and unloading provisions, exceptions, and enforcement and penalties. FIGURE 3.12 BENEFITS OF ACCESS MANAGEMENT Research shows that a well- designed and effectively administered access management program can yield the following benefits. n Reduce accident and crash rates; n Prolong the capacity and useful life of roadway facilities; n Decrease congestion and travel times; n Enhance economic activity of abutting uses; and improve the overall quality of life and livability of the community. CITY OF CHOICE Policy T-4. Improve the City's thoroughfare functional capacity by offering enhanced alternate mobility options. Similarto the changes in housing preferences discussed in Chapter4, Housing& Neighborhoods, there are similar changing preferences regarding accessibility and quality of alternate forms of mobility. These include increased demand for more pedestrian and bicycling infrastructure, access to public transit or ride -sharing programs, among other associated improvements. Previously, these "other" forms of mobility were included as "after thoughts' after vehicular mobility was maximized. Today, these alternate mobility options are increasingly becoming required quality of improvements, and in some cases, being prioritized over vehicular improvements. Disregarding these changing preferences will result in the City being less competitive to those surrounding jurisdictions which are prioritizing them. Indeed, demand for these facilities does exist in Cibolo. According to the online public survey conducted as part of this comprehensive master planning process, 91 percent of the respondents felt that it was Very Important (63%) or Important (28°h) to address pedestrian accommodation (e.g., trails, sidewalks, crosswalks) within the City. Similarly, 76 percent of the respondents felt that it was also Very Important (40%) or Important (36%) to address bicycle accommodations (e.g., bike lanes) within the City. The following actions are recommendations to achieve this policy. Action T-4.1. Develop a comprehensive GIS database of sidewalk, trail, and on -street bike lane locations and attributes. As a simple prerequisite, the City needs to have a comprehensive understanding of the bicycle and pedestrian facilities currently existing within Cibolo. As such, the City should prioritize developing a comprehensive GIS database of sidewalks, on- and off-street trails, and on - street bike lane infrastructure. The database should include locations, dimensions, and other design and construction specifications to effectively be able to enhance, repair, and otherwise maintain the system overtime. Action T-4.2. Develop a Trails Plan to ensure effective implementation of a Citywide off- street trail and sidepath network. As set out in Map 3.2, Off -Street Trails and Sidepaths Plan, on the next page, a conceptual network of sidepaths and off-street trails are proposed providing linear connections throughout the City limits and ETJ. The purpose of these conceptual alignments is to identify Citywide trail connections so that as the City grows over time, the trail system grows concurrently. However, the proposed alignments are not exact delineations. Therefore, a more detailed study will be required to establish more refined alignments, develop community support, identify funding and/or other implementation strategies, etc. As depicted on Map 3.2, Off -Street Trails and Sidepaths Plan, on the next page, sidepaths (depicted in light blue) are on -street trails that parallel roadways and take the form of oversized sidewalks. Typically, an oversized sidepath is required on one side of the street, while the other side consists of the standard sidewalk width. The benefit of a proposed sidepath system is that it identifies key Citywide connections where oversized sidewalks provide enhanced opportunity for larger groups of users. All sidepaths are ADA -compliant and should be at least 10 feet in width. As currently configured, proposed (and in some cases retrofitted) oversized sidepaths are recommended along the Cibolo Valley Drive/Main Street alignment providing a complete near -street opportunity for north -south connectivity. Additional east -west sidepaths are proposed along Green Valley Drive, the portion of FM 11103 that will be turned over the to the City by TxDOT, and a few other segments providing enhanced east -west connectivity. Similarly, Map 3.2, Off -Street Trails and Sidepaths Plan, on the next page, shows a series of off-street trails (depicted in green) which identify connectivity and enhanced recreational opportunity along the City's natural drainage system. MAP 3.2 OFF-STREET TRAILS AND SIDEPATHS PLAN I �1 i OItl N)Ietlalin --- 1� / A Schaefier, nn-- � Scheeler 7 I ' I 1 �1 r moi,Saouin!Rd - 1 1 1 1 1 , 3 ..vai Trainer Hale r r e. 1 CIBOLO COMPREHENSIVE MASTER PLAN -TRANSPORTATION LEGEND Side Paths Thoroughfares (Existing/Proposed) Off Street Trails -` Freeway, Existing •- Major Arterial -- Minor Arterial - - Major Collector Note: Exact thoroughfare delineation subject to final design and engineering plans. Local Streets Non-Clbolo Areas Clbolo City Limits Parcels Floodplain o oMile s ��. s I l 1 I 1 I I I n N l ) 1 1 p � 1 td� r 1 r 1 ,i._ Rd `c 9_Well A — 1 LEGEND Side Paths Thoroughfares (Existing/Proposed) Off Street Trails -` Freeway, Existing •- Major Arterial -- Minor Arterial - - Major Collector Note: Exact thoroughfare delineation subject to final design and engineering plans. Local Streets Non-Clbolo Areas Clbolo City Limits Parcels Floodplain o oMile s CITY OF CHOICE FIGURE 3.13 OFF-STREET TRAIL DEMAND Citizen demand fora comprehensive off-street trail system was expressed during various community engagement ouu'each events. Overall, 91 percent of the respondents to the online public survey felt that it was Very Important (63%) or Important (28%) to address pedestrian accommodations such as off-street traits. On -Street Bike Lane Facilities On -street bike lane facilities are more likely to be used for the purposes of commuting or for longer -distance recreational exercise. In this regard, users typically have more advanced skills and a higher confidence level than the type of users that may feel more comfortable using an off-street facility. While both sidepaths and off-street trails provide connections to area destinations, sidepaths (due to their nature of paralleling roadways) provide greater connectivity to commercial and other nonresidential destinations. In this regard, sidepaths have a higher probability of being used as an alternative means of transportation instead of a vehicle. Conversely, the off- street trail network provides connection to whatever the natural drainageway passes by (see Figure 3.13, Off -Street Trail Demand). For this reason, and because of the fact that trails along drainageways and watercourses are more scenic, off-street trails have a higher probability of being used for recreational purposes. Action T-4.3. Develop an Active Transportation Plan to ensure effective implementation of a Citywide on -street bike lane network. As set out in Map 3.3, On -Street Bike Lanes Plan, on the next page, a conceptual network of on -street bike lanes are proposed to provide more active transportation connections throughout the City and ETJ. While bicycle commuting is probably non-existent in Cibolo, the City does have a very active bicycling community. Indeed, it is not surprising to see morning and weekend large -group bicycle rides taking off from City Hall all throughout the week. Some of this is due to increasing demand for an active lifestyle, but a large part can be attributed to the area's active bicycling group — the San Antonio Wheelmen cycling organization — whose strong contingent of riders often use the City Hall complex as a starting and ending point for their rides of 25 to over 100 miles in distance. As set out on Map 3.4, On -Street Bike Lanes Plan, on -street bike lanes are recommended along all arterial and collector thoroughfares and should be included in the design of all new and redeveloped roadways. Since a five-foot minimum width (with a minimum of four feet of unobstructed distance outside of the curb and gutter) is recommended to ensure safe and adequate accommodations, this necessitates the expansion of the minimum right-of-way width of proposed collector and arterial roadways. Action T-4.4. Utilize the Off -Street Trails and Sidepaths Plan and the On -Street Bike Lanes Plan as part of the review and consideration of development approvals. Similar to the Future Land Use and Thoroughfare Plans, the Off -Street Trails and Sidepaths Plan and On -Street Bike Lanes Plan should be used as part of the decision making of development approvals. In this regard, a private developer would be required to set aside the necessary area to accommodate and construct the linear corridor as part of their project. In doing so, the City will be able to protect future trail alignments, improve Citywide connectivity, and require trail development as growth occurs. Similarly, a developerwould need to accommodate an on - street bike lane as part of their thoroughfare development for all collectors and arterials that pass through the project. CIBOLO COMPREHENSIVE MASTER PLAN -TRANSPORTATION MAP 3.3 LEGEND On Street Bike Lanes Thoroughfares (Existing /Proposed) Freeway, Existing -r Major Arterial -- m Minor Arterial Major Collector - Local Streets �.+. Railroads Non-Cibolo Areas Parcels Floodplain Note: Exact thoroughfare delineation subject to final design and engineering plans. N 0 ��4 oMile ` CITY OF CHOICE Action T-4.5. Utilize the Off -Street Trails and Sidepaths Plan and the On -Street Bike Lanes Plan to identify projects for inclusion in the 2018-2022 CIP. While most of the off-street trail, sidepath, and on -street bike lane system will be constructed in association with private development as growth occurs, there may be certain undeveloped segments that exist within already developed parts of the City, could be added as part of City - initiated street reconstruction or extension projects, or are of strategic importance in an effort to establish Citywide connectivity. In these cases, the City's Off -Street Trails and Sidepaths Plan and the On -Street Bike Lanes Plan should be used to prioritize projects that may warrant inclusion in the City's next Capital Improvement Plan (CIP). One such area of strategic importance could be the proposed off-street trail connection extending from Downtown under FM 78 to connect to the proposed Municipal Youth Sports Complex, the potential YMCA/Community Center, and eventually to areas further south. A second strategic connection would include extending the existing trail from Schlather Park to Downtown. Action T-4.6. Consider dedicated funding for maintaining the sidewalk, trail, and on - street bike lane system within Cibolo. As mentioned in Action T-3.2, the City currently funds all maintenance of roadways, sidewalks, and driveways using approximately $100,000 in dedicated funding. Moving forward, the City should consider a separate dedicated funding source for sidewalk maintenance. Currently, the City takes on all responsibility for sidewalk maintenance throughout the City. In other words, if a sidewalk needs fixing anywhere in the Cibolo, it is the City's responsibility to both pay for it and fix it. As the City continues to grow, the sidewalk system expands, and sidewalks begin to age, the City will need to dedicate an increased level of funding and manpower to keep up with need for repair and maintenance. Beyond this, the City could consider transferring responsibility for certain sidewalk segments to abutting landowners. While this is typical in many cities, it could result in a significant deterioration of the existing sidewalk system or become a perpetual enforcement issue. With regard to on -street bike lanes, periodic restriping will be required on a reoccurring basis. The funding for this type of project is not currently accounted for in the City's budget. Concurrently, all new or redeveloped roadway projects should be designed and budgeted to implement and/or enhance the sidewalk, trail, or on -street bike lane network. While it would increase the cost of the roadway project, it would be more cost effective to undertake multiple projects all during the same construction process. This would also reduce the amount of work that would have to be redone if each project was undertaken individually. Action T-4.7. Consider coordinating with the City's active bicycle and pedestrian user groups to build support for additional sidewalk, trail, or on -street bike lane facilities. Successful implementation of a Citywide system will require the support of many groups and individuals. To ensure quicker and more comprehensive outcomes, the City should consider coordinating with known and active user groups (e.g., the San Antonio Wheelsman cycling organization) to build community support and excitement for new or expanded facilities. Action T-4.8. Continue to coordinate with the Schertz-Cibolo-Universal City Independent School District (SCUCISD) to develop safe bicycle and pedestrian connections between schools and neighborhoods. Our over -reliance on the vehicle and overprotective society has impacted how our children get to school, resulting in negative consequences on the health and safety of our youth. Despite the fact that SCUCISD has a minimum distance busing policy for students, only a relatively small amount of children actually walk or ride their bicycles to school. Nationally, part of this can be attributed to poorly located schools which placed higher priority on vehicular accessibility. Today, more school districts are understanding the importance of placing schools as the center CIBOLO COMPREHENSIVE MASTER PLAN -TRANSPORTATION or focal point of neighborhoods and again fostering safer, more accessible pedestrian and bicycle connections. While many of these decisions are the sole purview of the school district, the City does have the ability to support better design solutions (e.g., oversizing sidewalks in proximity to schools, establishing crosswalks, etc.) as part of new development and improved infrastructure (e.g., sidewalks, on -street bike lanes, trail connections, etc.) during streetscape redevelopment projects. This could also include partnering to submit grant requests to the Safe Routes to School Program. Action T-4.9. Establish criteria in the Design Construction Manual (DCM) where all bridge and overpass projects must accommodate adequate bicycle and pedestrian underpass connections. There is a disjointed connection between roadway development/improvement projects and the development of off-street trail systems. Currently, most roadway projects are designed to accommodate the necessary drainage conveyance of flood waters. This typically results in the placement of a series of culverts that are of sufficient size to allow the passage of water, but which are undersized to allow safe passage of a human. Once a newly installed bridge/culvert is installed without the necessary accommodations, it is nearly impossible (or prohibitively costly) to retrofit to allow human passage. To avoid this, the City should establish criteria within the DCM which requires new or redeveloped bridges to be of sufficient size to allow for bicycle and pedestrian passage along all drainageways which are designated off-street trails on the Off -Street Trail and Sidepaths Plan. Action T-4.10. Evaluate the feasibility of establishing a limited bike -sharing program within Downtown Cibolo. Due to Cibolo's active bicycling community, interest in bicycle facilities, and active and redeveloping Downtown area, the City should evaluate the feasibility of establishing a limited bike sharing station in Downtown. This recommendation stems from the fact that bike sharing accommodations provide an additional amenity for visitors to Cibolo while also providing a relatively low-cost solution for attracting young talent who may be interested in alternative modes of mobility. While being a small city does have it drawbacks (e.g., more difficult to obtain sponsorships, having a limited number of potential users, etc.), it also has its advantages (e.g., quicker to build community interest and support, etc.). As the City is looking to improve its economic competitiveness and attract a more demographically diverse, full life -cycle community, a limited bike -sharing program strategically located along Main Street could provide one more relocation incentive or tool in the toolbox. Action T-4.11. Continue to allow ride -sharing opportunities providing a non -vehicular mode of transportation within Cibolo. In the absence of a fixed -route transit service in Cibolo (which is not currently needed nor a priority for the community at this time), the City should actively continue to support taxi and ride -sharing services in Cibolo. This provides a relatively safe alternative for driving when necessary, provides mobility options for those who do not have a personal vehicle, or reduces the need for even having a car to get around Cibolo or the surrounding region. Action T-4.12. Evaluate opportunities to establish a commuter park & ride in Cibolo. Similar to Via Metro Express park & ride stations located in Schertz, New Braunfels, and Seguin, the City should pursue regional partnerships to evaluate the opportunity for locating a Metro Express lot in Cibolo. Adding commuter bus service in Cibolo provides residents with an alternative to driving alone or spending numerous unproductive hours sitting in traffic. As such, the City should strongly support efforts to establish a park & ride lot within Cibolo. CITY OF CHOICE FM )B CORRIDOR PIAN Policy T-5. Prioritize the transportation and alternate mobility improvements identified in the FM 78 Corridor Plan. As mentioned in the FM 78 Corridor Plan, the area defined by the FM 78 Corridor Planning Area holds the potential of transforming the City from a fast-growing community into a local, regional live, work, play destination. While still relatively undeveloped today, this area will quickly be transformed into a regionally -serving commercial hub. Fortunately, City leaders proactively decided to plan forthe future of this corridor before it was overrun with ill -planned, low -quality strip development. The resulting plan identifies a vision and a series of development principles that should guide all decision-making. The development principles indicate that FM 78 will be: ■ Comprised of a mix of uses that offer unique opportunities for different kinds of development, including urban -scale downtown uses, mixed-use, transitional housing, etc. ■ Connected within and to other areas of Cibolo through a connected and efficient thoroughfare network including off-street trails, sidepaths, and on -street bike lanes. ■ Comprised of high quality, durable, and sustainable development. Implementing this vision will take commitment by elected and appointed officials, City staff, land and business owners, developers and builders, and all members of the community who feel that the embodied vision for the future best serves the long-term interests of Cibolo. The following actions are recommendations to achieve this policy. Action T-5.1. Identify opportunities to implement the public sector improvements identified in the FM 78 Corridor Plan. Included within the FM 78 Corridor Plan are a series of recommended projects and other improvements impacting the growth and development ofthe corridor. As part of the preparation of new operational programs during annual budgeting and through the development of the CIP, the City should proactively evaluate the which recommendations should be prioritized in context of all of the Citywide recommendations. 0 v According to the 2014 American Community Survey 5 -Year Estimates, there are 7,366 housing units in Cibolo, an increase,of 546 percent (from 5,971 units) since 2000. As Cibolo continues to grow it will become increasingly more important to guide where and how housing develops to better accommodate new residents and the changing needs of existing residents. Planning for housing goes beyondjust planning for new rooftops. How housing develops is as critical as the number of households. As people and families pass through various stages of their lives, their housing needs and preferences will also change. If Cibolo want's to continue to attract residents and give people the opportunity to remain in Cibolo, then housing options should be appropriate to meet the needs of residents of all ages. As such; Cibolo must provide different housing types at different price points which can accommodate these different demands. This chapter examines the housing characteristics that exist t day and identifies needs and opportunities to expand housing option and improve accessibility to housing in Cibolo. i OF C/� CITY OF CHOICE This chapter provides a 20 -year policy framework for expanding housing options and improving neighborhoods, including addressing the following: ■ Housing Choice. Even though both population and housing growth are strong and serve the needs of the current population, a lack of housing diversity will prevent movement of existing and future residents whose housing needs change overtime. In this regard, more life -cycle housing will be needed to serve all residents. ■ Strong and Resilient Neighborhoods. Despite the tremendous growth over the past 15 years, both the City's housing stock and neighborhoods are still generally in great condition. This is not to be unexpected and not much has changed since the first assessment of the housing stock was undertaken as part of the 1995 Master Plan. With that being said, however, it is generally around the 25 to 30 year mark where many neighborhoods will start to display signs of blight. As such, proactive neighborhood monitoring and reinvestment strategies at the horizon of this Plan. ■ Workforce Housing. As the City's commercial and overall employment base grows over time, a corresponding need for adequate and affordable workforce housing will be needed to serve teachers, police or firefighters, governmental staff and forthose who will be needed to run and operate the commercial retail and restaurant businesses that Cibolo residents want. Housing Characteristics The U.S. Census provides data that can give us a generalized idea of housing characteristics in Cibolo. A detailed housing study will provide more information about specific housing gaps and needs in the community. HOUSEHOLD CHARACTERISTICS As shown in Figure 4.1, Household Characteristics (on the next page), average household size has increased from 2.78 persons per household in 2000 to 3.22 persons in 2014, indicating a rise in families in Cibolo. Family households, which today account for 84 percent of the occupied housing units in the City, have a larger average household size of 3.63 persons, compared to an average household size of non -family households of 1.08 persons per household. The vacancy rate in Cibolo decreased from 7.5 percent in 2000 to 4.1 percent in 2014. Basic economics of supply and demand show that it is important that Cibolo maintains a healthy natural vacancy rate for housing. If the vacancy rate is too high, supply is too high, and the housing economy could become stagnant or decline. However, vacancy rates that are too low indicate a limited supply of housing, possibly resulting in rising housing prices as the lower supply of available housing stock limits buyers' options and increases competition. Turn -over rates of rental housing are generally higher than owner -occupied housing, resulting in higher vacancy rates for renter -occupied households. In Cibolo, 81 percent of the households are owner -occupied. The vacancy rate among owner -occupied housing units is 0.2 percent, compared to a vacancy rate of 4.5 percent among renter -occupied housing units. The median household income of households in Cibolo is $87,613, a significant increase over the reported level in 2000 of $53,780. This information suggests Cibolo is attracting more affluent populations with higher paying jobs. Overall, the City's housing market is strong and serving the needs of the current residents of Cibolo (see Figure 4.2, Strong Housing Market, on the next page). FIGURE 49 HOUSEHOLD CHARACTERISTICS Total Housing Units 1,181 4,458 7,366 Average Household 278. 3.07 3.22 Size Family Household 3.67 3.51 3.63T Size Non -Family 1.81 1.22 1.08 Household Size Occupied Units 1,093 4,241 7,064 Vacancy Rate 4.87% 4.10% Owner Occupied _ ,7.45% 908 3764 5,732 Units Owner Tenure Rate 83.1% 88.8% 81.1% Owner Vacancy 3.50% 1.10% 0.200/. Rate Renter Vacancy 5.20% 0.00% 4.50% Rate Median Household $53,780. $85,305 $87,613 Income Source: U.S. Census Bureau. *2000 Decennial Census. t2006-2010 American Community Survey, 5 -Year Estimates. $2010-2014 American Community Survey, 5 -Year Estimates. CIBOLO COMPREHENSIVE MASTER PLAN— HOUSING & NEIGHBORHOODS FIGURE 4.2 STRONG HOUSING MARKET Cibolo's housing supply predominantly consists of quality housing and neighborhoods. When combined with a low vacancy rate, this means that the City currently has a strong housing market. 7,366 AHousing units in ich a 93 percent of which are single-family structures. on& 81.1% The percent of households that are owner- occupied. 83.9% The percent of households that are occupied by a family ALL&� There are an average of persons per household. �1°0 of housing units are vacant. CITY OF CHOICE HOUSING TYPES There are 7,366 housing units in Cibolo as reported in the 5 -Year American Community Survey in 2014. Among those housing units, 93 percent (6,387 units) are single-family units; 0.2 percent (15 units) are duplex units; and 1.0 percent (83 units) are multifamily units (3+ units in a structure)(see Figure 4.3, Housing Type and Unit Breakdown and Figure 4.4, Examples of Existing Housing Types in Cibolo). Historically, single-family housing has dominated the housing stock and very little construction of other housing types have occurred since. Having limited housing choices can exclude populations with different housing preferences, including potential populations wanting to move to Cibolo as well as current residents who have changing housing needs but wish to stay in Cibolo. FIGURE 4.3 HOUSING TYPE AND UNIT BREAKDOWN Single-family, Detached 998 85% 4,339 97% 3350/. 6,786 92% 56% Single-family, Attached 17 1% 15 0% -12% 51 1% 240% Duplex 6 1% 0 0% -100% 15 0% 100% Multifamily (3+ units) 72 6% 59 1% -18% 83 1% 41% -� Other 88 7% 45 1% -49% 431 60/ 100% Total 1,181 4,458 277% 7,366 65%� Source: U.S. Census Bureau. *2000 Decennial Census, 1-2006-2010 American Community Survey, 5 -Year Estimates. $2010-2014 American Community Survey, 5 -Year Estimates. FIGURE 4.4 EXAMPLES OF EXISTING HOUSING TYPES IN CIBOLO CIBOLO COMPREHENSIVE MASTER PLAN — HOUSING & NEIGHBORHOODS AGE OF HOUSING Cibolo did not experience significant growth until after2000, and consequently, its housing stock is still relatively young (see Figure 4.5, Examples of Older and Newer Housing in Cibolo). Seventy-three percent of the housing units in Cibolo have been constructed since 2000 (see Figure 4.6, Age of Housing Stock by Unit Type). Analyzing the age of the housing stock can also show how the community is actively diversifying its housing stock. In recent decades, multifamily construction has increased. The 2014 American Community Survey reported that 54 percent of multifamily housing units were built since 2000. Similarly, 32 percent of duplex, triplex, and four-plex housing types have been built since 2000. As the housing stock diversifies, families and residents of Cibolo will have a greater choice in housing options, which will enable people to stay in the community as their housing needs change. Despite these increases, however, the percent of housing that is not single- family detached is still relatively low and does not fulfill the community's need for life -cycle housing. FIGURE 4.6 AGE OF HOUSING STOCK BY HOUSING UNIT TYPE All Housing Types Single -Family 7,064 92 1.3% 54 421 1,347 5,150 0.8% 6.0% 19.1% 72.9% (attached& 6,579 1.4% 0.8% 3.0°h 17.6% 77.2% detached) Duplex/Triplex/ 22 Four-plex 0.0% 0.0% 68.2% 0.0% 31.8% Multifamily 76 0.0% 0.0% 15.8% 30.3% 53.9% Other 387 0.0% 0.0% 51.2% 43.4% 5.4% Source: U.S. Census Bureau. 2010-2014 ACS 5 -Year Estimates, 1325127: Tenure by Year Structure Built by Units in Structure. Note: Accounts for occupied housing units only FIGURE 4.5 EXAMPLES OF OLDER AND NEWER HOUSING IN CIBOLO Housing constructed prior to 1960, which accounts for just over percent of the housing stock in Cibolo, is primarily concentrated in the Old Town area, where the town originally established. Most housing stock is relatively new, with 73 percent of all housing types being built since 2000. 'al ! CITYOF CHOICE HOUSING DEMAND FIGURE 4.7, SINGLE-FAMILY Historically, Cibolo has experienced significant growth as indicated in building activity. Residential building permit activity peaked in 2005 in Cibolo, when 949 single-family building RESIDENTIAL BUILDING permits were issued. Since then, residential activity has slowed, as it did across the country PERMIT ACTIVITY INCIBOLO due to the Great Recession which started in December 2007 and lasted about 30 1,000 months. Despite the short length of the actual recession, its impact on the country's (including Cibolo's) housing market lasted much longer. Indeed, in 2011, residential building activity in Cibolo hit a low of 280 building permits issued. Since then, the City's building permit activity has risen where in 2015 the levels reached that of what Soo was occurring in 2009. Activity in the first quarter of 2016 shows an increase of 23 percent compared to the same quarter in 2015, indicating continued recovery of 600 building activity and growth in Cibolo (see Figure 4.7, Single -Family Residential Building Permit Activity in Cibolo). • Cibolo's population is anticipated to grow 400 from 22,744 people in 2014 to about 53,059 by the year 2035, an increase of 30,315 people. Based on housing characteristics in 2014, the 200 anticipated population growth will require the 2003 2004 2005 2006 2007 2008 2009 2010 2811 2012 2013 2014 2015 addition of 9,816 new housing units by 2035, Source: City of Cibolo for a total of 17,182 housing units across the City (see Figure 4.8, Projected Demand for Housing). This figure does not account for the number of aging homes that will need to be replaced. Limited housing types can force people to leave a community as their housing needs change. As such, a variety of housing types can maintain a balanced and healthy housing market. Illustrated in Figure 4.8, Projected Demand for Housing, is the demand for different housing types, assuming the same distribution rates of housing types in 2014. See also Figure 4.9, National Trends in Housing & Community Preferences, on the next page). FIGURE 4.8 PROJECTED DEMAND FOR HOUSING PROJECTED DEMAND FOR HOUSING PROJECTION • •., .. .-. Occupancy 2000' 3,035 1,181 1,093 93% Size 2.78 2010t 13,037 4,458 4,241 95% 3.07 20141 22,744 7,366 7,064 96% 3.22 2035 53,059 17,182 16,478 96% 3.22 PROJECTION OF TYPF Detached Attached Duplex 13+ units) OtherHOUSING 6,786 51 15 83 431 2014 7,366 92.1% 0.7% 0.2% 1.1% 5.9% 2035 15,829 119 35 194 1,005 17,182 Additional 9,043 68 Demand 20 111 574 9,816 Note: Population projections for 2035 based on calculations performed by the City of Cibolo. Housing projections assume same rates of average household size, occupancy rate, and distribution of housing types from 2014. Source: U.S. Census Bureau. *2000 Decennial Census. t2006-2010 American Community Survey, 5 -Year Estimates. X2010-2014 American Community Survey, 5 -Year Estimates. FIGURE 4.9 NATIONAL TRENDS IN HOUSING & COMMUNITY PREFERENCES According to Pew Research Center, in 2016 the Millennial generation surpassed the Baby Boomers as the largest living generation, nationally. Together, these generations account for over 150 million people, or 47 percent of the national population. As the majority representatives of the population, Baby Boomers and Millennials attract a lot of attention from cities and developers in what they want in terms of places they want to live. In 2012, the American Planning Association (APA) conducted a survey of people aged between 21 and 65 to gain a better understanding of these demographic groups and how they may impact planning decisions. Despite the differences in characteristics, the survey found there was more commonality than conflict between the two generations in terms of what they're seeking in a community. Key findings of the survey, as reported in the 2014 report Investing in Place include; ■ In both demographic groups, there was a sharp decline in interest in traditional, auto - dependent suburban living. While 40 percent of this population live in this type of environment, less than 10 percent see themselves in this type of community. ■ There is a desire for greater mobility options, including improved walkability and improved access to key amenities, across all types of communities (urban, suburban, and small town). A majority of both generation groups felt there are not enough transportation alternatives where they live, ■ Survey respondents have a desire to "age in place," or grow old in their existing communities and homes. Sixty percent want to stay in their home as they age and over half do not feel that their community is doing enough to allow this. ■ Both demographic groups reported a belief that investing in the community (e.g., schools, amenities, and quality of life) was key to local economic growth over traditional business recruitment strategies. ■ Survey data suggests that technological infrastructure and building a culture of innovation and connectivity will likely be important for attracting new residents and businesses. Born roughly between early 1980s and late 1990s, the Millennial generation captures those between the approximate ages of 18 and 35 in 2016. Recent surveys of the population and this generation identify trends in lifestyles, preferred amenities, housing and neighborhood choices, and transportation choices that will influence how cities plan for their population. The Urban Land Institute (ULI) regularly surveys and analyzes how people are affecting trends in real estate development. The American in 2015 Survey by ULI identified the following trends: ■ Millennials reported wanting to move out of apartments and transition into homeownership. ■ Approximately 21 percent of Millennials are dissatisfied with the range of housing choices in communities. ■ Just over half (52 percent) of adult Americans report they would like to live in a place where they do not need to use a car very often. ■ While single-family is still the dominant preferred housing type, a larger share of those expecting to move want to do so to a townhome or duplex in the future. Another 2015 trend was that peak levels of millennials and baby boomers would be making housing decisions in the next five years. -ULI, 2016 Emerging Trends in Real Estate U.S. POPULATION BYAGE 25.0% 20.0% 15.0% 10.0% 5,0% 0.0% J�aw`1�ecc��¢c+o Nj o c, 0a The Millennial and Baby Boomer generations account for 47 percent of population in the United States. Source: U.S. Census Bureau. 2015 Population Estimates. Generation delineation based on Pew Research Center. DESIRE FOR MOBILITY OPTIONS eb 40percentofpeopleen 21 and 65 years live in an auto -dependent community, less than 10 percent see themselves in this. type of community. Source: APA, Investing in Place MILLENNIALS: DESIRE FOR HOUSING OPTIONS Approximately 21 percent of Millennials are dissatisfied with the range ofhousing choices in their community. 0 When asked about their current and future living arrangements, Millennials expecting to move reported wanting to move to higher- densityalternative housing such as townhomes. ESingle-Family Duplex Townhouse I♦Apartment Source: ULI, America In 2015 Survey CITY OF CHOICE HOUSEHOLD INCOME CHARACTERISTICS Cibolo enjoys above average household incomes. The median household income of households in 2014 was $87,613, 66 percent higher than the San Antonio -New Braunfels MSA and 32 percent higher than the state median. Between 2000 and 2014, the median household income in Cibolo increased nearly 63 percent, which is a higher growth rate than the state and county experienced in the same time frame. Between 2010 and 2014, growth in income slowed for Cibolo as incomes across the rest of the region and state caught up. As shown in Figure 4.10, Median Household Income, Cibolo's median household income is compared to other geographies in the region. FIGURE 4.10 MEDIAN HOUSEHOLD INCOME Cibolo $53,780 $85,305 $87,613 62.9% 2.7% Guadalupe County $43,949 $61,274 $62,412 40.4% 42.0% 1.9% San Antonio -New _ $49,221 $52,786 66.0% - 7.2% Braunfels MSA Texas $39,927 $49,646 $52,576 66.6% 31.7% 5.9% Source: U.S. Census Bureau. *2000 Decennial Census. (2006-2010 American Community Survey, $2010-2014 American Community Survey, 5 -Year Estimates. Despite having an above average median household income, 22 percent make below 80 percent of the area median household income, based on the San Antonio -New Braunfels MSA. As shown in Figure 4.11. Households by Income Category, are the local median income categories compared to the number of households in Cibolo that could fit within those categories. FIGURE 4.11 HOUSEHOLDS BY INCOME CATEGORY Extremely Low <30% $24,250 523 7% Very Low 30-50% $31,100 337 5% Low 50-80% $49,750 668 9% MEDIAN 80-100% $63,40D 475 70/. Moderate 100-120% $74,650 580 8% High >120% No limit 4,481 63% Note: Housing assistance is an income -based program and programs are available to populations and households at varying levels of income in order to ensure access to everyone. Income limits are set by the U.S. Department of Housing and Urban Development (HUD) at multiple points representing various levels of income and are established annually based on local area median income levels (AMI). Cibolo's AMI limits are established by the San Antonio -New Braunfels Metropolitan Statistical Area (MSA). Source: *Department of Housing and Urban Development, FY2015 Income Limits. Limits shown are for a 4 -person household. Estimated number of households at each Income level is based on the closest delineation of the census data. tU.S. Census Bureau. 2010-2014 ACS 5 -Year Estimates, 819001: Household Income in the Past 12 Months (in 2014 Inflation -Adjusted Dollars). CIBOLO COMPREHENSIVE MASTER PLAN— HOUSING & NEIGHBORHOODS COST OF HOUSING Since incomes can influence a household's capacity for housing costs, property values and rents will often reflect the incomes of the local population. Today, Cibolo has above average median property values, rents, and household incomes. Compared to the San Antonio -New Braunfels MSA, the median property value in Cibolo is 45 percent higher, median gross rent is 49 percent higher, and median household income is 66 percent higher. As shown in Figure 4.12, Household Economic Characteristics in Cibolo, home prices and rents are changing atdifferent ratesthan compared to income in Cibolo. Between 2000 and 2010, the median household income of households in Cibolo increased significantly, and at a higher rate than property values. More recently, median property values increased more than increases in household income. Rents also significantly increased at a higher rate than household incomes between 2000 and 2010. However, these rates stabilized between 2010 and 2014 as income and property values continued to increase while rents decreased. Moving forward, the City will need to pay close attention to potential growing disparities between increasing property values and household incomes. FIGURE 4.12 HOUSEHOLD ECONOMIC CHARACTERISTICS IN CIBOLO Median Household Income $53,780 $85,305 58.6% $87,613 Monthly Income $4,482 $7,109 - $7,301 Median Property Value $127,400 $183,900 44.3% $196,000 Median Gross Rent $567 $1,354 138.8% $1,287 Home Value to Income Ratio 2.4 2.2 - 2.2 Monthly Rent to Income Ratio 0.1 0.2 - 0.2 Source: U.S. Census Bureau. *2000 Decennial Census. }2006-2010 American Community Survey, 5 -Year Estimates. $2010-2014 American Community Survey, S -Year Estimates. 2.7% 6.6% -4.9% CITY OF CHOICE Housing Opinions As part of this comprehensive planning effort an online public opinion survey was conducted, which included questions about housing and neighborhoods to evaluate residents' opinions about this topic in Cibolo. Over 1,000 people responded to the survey, corresponding to approximately four percent of Cibolo's population. Below are key findings of the housing survey (see also Chapter 1, Plan Introduction, Context & Vision). Eighty percent of survey respondents owned their home and seven percent reported renting their home. ■ Seventy-six percent reported that the housing type that they are interested in exists in Cibolo (see Figure 4.13, Citywide Public Opinion Survey, Housing Questions, below). ■ Sixty-eight percent of survey respondents reported that they felt that there are appropriate housing types for other people available in Cibolo. ■ Seventeen percent reported that there is a residential or nonresidential incompatible use that is negatively affecting the quality of life in their neighborhood orthe City of Cibolo. ■ The top five issues to be addressed in neighborhoods include (1) reducing crime (62 percent feeling it is very important); (2) improving or adding sidewalks or places to walk (50 percent); (3) improving the condition of streets and sidewalks (48 percent); (4) providing additional parks or recreational amenities near their neighborhood (44 percent); and (5) providing trails near their neighborhood (41 percent). FIGURE 4.13, CITYWIDE PUBLIC OPINION SURVEY, HOUSING QUESTIONS 76% reported that the housing type they are interested in exists in Cibolo. 68% felt that there are appropriate housing types for others available in Cibolo. 17% repoNtht there is an incompatible use that is negatively affecting the quality of life in their neighborhood or Cibolo. Importance of Addressing Various Issues in Neighborhoods in the Near Future Reducing crime -. 1111011 Improving or adding sidewalks/places to walk Improving the condition of streets/sidewalks.�� Additional or recreation amenities in close proximity Providing additional trails in close proximity_ Addressing on -street parking in my neighborhood Reducing speed of traffic within my neighborhood-� Increasing code enforcement Addressing stray animals Improving the overall condition of properties -� Improving the overall condition of housing - moi♦ Infill of vacant housing -� Infill of vacant lots - -- 0% 20% 40% 60% 80% 100% 0 Very Important 0 Important Undecided N Not Important M Not Important at All CIBOLO COMPREHENSIVE MASTER PLAN — HOUSING & NEIGHBORHOODS Housing & Neighborhoods Policies & Actions As the population continues to grow and diversify, so will demand and preferences for housing and neighborhoods. To accommodate anticipated population growth, Cibolo has a projected housing need of nearly 10,000 units by 2035. In order for the Comprehensive Master Plan to be implemented overtime, the following housing and neighborhood policies and actions are recommended. Policy HN -1. Provide access to housing for all people of all means and all abilities and needs. Ensuring adequate housing for all Cibolo residents strengthens the community and provides more opportunity for growth. To accomplish this, it involves an in-depth understanding of what those housing needs are and how are they changing over time. Action HN -1.1. Conduct a housing study to determine all housing needs in Cibolo. A detailed housing study will identify the housing needs of Cibolo. This study should address specific housing options available in Cibolo, immediate and anticipated demand for different housing options, need for affordable housing at all income levels in Cibolo, and strategies for providing for the identified housing needs. This study should be updated every three to five years to reevaluate changing housing needs as the community grows and matures over time. Policy HN-2. Provide a balanced range of housing types to meet varying needs and allow residents to "age in place." Nearly all of Cibolo's housing stock is single-family detached homes. While there is some diversity within the types of single-family housing, Cibolo largely lacks options in housing. This limits choices for both existing residents as well as prospective residents. As life stages change, so do housing needs. Some families may need to "move up" as their family grows, or empty -nesters will need to "down size" as kids leave. If Cibolo wants to offer residents the option to "age in place" without leaving the community, then there should be a variety of housing options in the community (see Figure 4.14, Appropriate Housing and Neighborhood Types, on the next page). Action HN -2.1. Review and amend the Cibolo Unified Development Code (UDC) to allow for and encourage a greater variety of housing types. Historically, diversifying housing in communities that were predominantly single-family meant providing more multifamily housing. However, there is a range of housing types that has been overlooked called "the missing middle." These housing types include clustered or multi -units that are compatible with single-family and provides housing options at a range of price points. The UDC is Cibolo's primary tool for regulating land development. More and more, cities are using development regulations to illustrate and actually encourage the development of different housing and neighborhood types to achieve a balanced mix of housing choice. Historically, cities primarily used density and dimensional requirements to achieve a variety of housing. This method achieves a limited amount of success, but generally still results in a uniform type of housing. Many cities in fact unintentionally prevent some types of housing such as garden homes or townhomes. Likewise, many developers do not build more innovative housing types because the time it takes to work through the development process and the uncertainty and unpredictability of acceptance of these housing and neighborhood types by City leaders. Instead, developers stick to the norm. Some cities, however, have begun to use a more illustrative approach of development regulations, like the SMART Code. This enables cities to visually explain the desired types of housing and allows developers to better understand what they are allowed to do. Cities can also offer flexibility in their development regulations to achieve more innovative neighborhood design and housing types to achieve variety. FIGURE 4.14 APPROPRIATE HOUSING AND NEIGHBORHOOD TYPES As described on the previous pages, the majority of housing in Cibolo is relatively new (73 percent built since 2000), and is comprised of predominantly single-family detached dwelling units (93 percent). This indicates missing housing types that could serve people orfamilies with different housing needs or preferences than what single-family households can offer. Housing types can be thought of not only in the terms of density, but also in design and neighborhood arrangement. The discussion below identifies types of housing and neighborhood types that could be considered in Cibolo. Zero -lot line home Townhomes Apartments SINGLE FAMILY (DETACHED) The standard housing development that constitutes the majority of housing in Cibolo is a detached single-family dwelling unit which is a free standing residential building on its own lot. ZERO -LOT LINE HOME A detached single-family dwelling unit that is located on its own lot and placed along the side property line, creating a larger side yard on one side (e.g., one 10' side yard instead of two T side yards). The intent of this type of development is to allow for more compact residential development in keeping with the traditional single-family residential character and scale and also allowing more usable open space. Other names for this type of development include garden homes, patio homes, or courtyard homes. ACCESSORY DWELLING UNITS An accessory dwelling unit is a secondary unit on a single-family residential lot that is independent of the primary dwelling unit. They are a fully functioning residence equipped with plumbing, electricity, and kitchen and bathroom facilities. It can be attached or detached from the primary dwelling unit. The UDC should specify whether accessory units may be subdivided or otherwise separated in ownership from the primary residence. Other names for this type of housing is garage apartment, granny flat, or alley flat. MULTIPLEX (2-, 3-, 4-PLEX) Aform of an "attached" dwelling unit, a multiplex consists of two, three, or four individual dwelling units in one structure. These structures provide a higher density form of residential that fits in the character and scale of single-family housing, and often take on the appearance of a large single-family dwelling. TOWNHOMES Townhomes are a form of "attached" dwelling unit whereby individual dwelling units are attached on one or more sides. Townhomes differ from multiplex units in that dwelling units are often located on separate lots, despite being attached. Like multiplex units, townhomes offer a higher density form of residential that fits in the character and scale of single-family housing. APARTMENTS Apartments are a type of multifamily residential whereby multifamily structures are clustered on a single lot. In Cibolo, as in many suburban communities, these structures are a maximum of two or three floors. This land use is an appropriate land use between dense residential developments and more intense uses. In Clbolo, these two- to three-story structures are an appropriate housing type in transitional residential future land use areas between single-family and more intense uses. CLUSTER DEVELOPMENT This refers to a form of conservation development or subdivision where developed area is grouped closer together in order to preserve natural features and open space. This is often achieved by offering density bonuses for preserving open space. This method of site planning prioritizes environmental features first, compared to conventional subdivision practices that prioritize street and lot layout. Cluster developments are primarily residential in character but may incorporate commercial and business uses. TRADITIONAL NEIGHBORHOOD DEVELOPMENT (TND) This refers to a comprehensive approach or form of development that incorporates a variety of housing types and land uses, school and civic facilities, parks and open space, and commercial establishments. The development is served by a well-connected network of paths, narrow streets, alleys, and small blocks that are suitable for walking, bicycling, and driving, and also considers connections to current or future transit service (if available). The design of the dwelling unit is also important in TNDs. Homes are usually accessed by alleys and the design of homes promote neighborhood engagement in the front yards with emphasis on front porches and homes that are closer to the street. LOW -IMPACT DEVELOPMENT The intent of low impact development is to incorporate planning and design practices that minimize the environmental impact of development in order to conserve and protect the natural resources systems and minimize impact on city resources such as water conservation and energy consumption. Like cluster developments, or conservation developments, the site design of low impact developments include conservation of open space, innovative design of stormwater infrastructure, or low impervious coverage in order to reduce impacts on the drainage system. Residences should also incorporate sustainable features such as rainwater collection systems, pervious materials for driveways and sidewalks, xeriscape landscaping, drip irrigation, solar energy, low -flow plumbing fixtures, energy efficient appliances, and other design and development features that promote conservation and minimize development impact. MIXED -INCOME DEVELOPMENTS This refers to a neighborhood or development that provides a variety of housing types at varying price points in order to provide affordable workforce housing options. By incorporating workforce housing with market rate housing, households of varying incomes are mixed and the city avoids creating "pockets of poverty." Achieving a sustainable mixed -income development that retains affordability is a significant undertaking, particularly for increasing and maintaining access to homeownership across all income levels. It requires partnerships with financial institutions and creation of shared -equity programs to support maintaining affordability as the market and prices improve. Traditional Neighborhood Development (TND) Mixed income with pocket neighborhood yards Mixed income development CITY OF CHOICE Action HN -2.1. (continued from pg. 11) In addition to adopting certain frameworks like a more visual SMART Code, there are several other potential strategies that can improve housing diversity within the framework of the City's existing UDC including: ■ Allow increased flexibility to build accessory dwelling units (ADUs) as part of existing and new development. ADUs are secondary small dwelling units on the same property as the principal dwelling and include complete independent living space with facilities for cooking, eating, sanitation, and sleeping. They oftentimes are comprised of three different configurations: » Integrated. The unit is integrated within the principal structure (e.g., in a basement with a separate entrance). » Integrated into Separate Structure. The unit is combined with a separate structure serving the principal use (e.g., an ADU located above a detached garage). » Independent Separate Structure. The unit is located in a separate structure for the sole purpose of being an ADU. ■ Identify desired innovative housing types and establish guidelines for their development. ■ Determine appropriate incentives to encourage different housing types (e.g., density bonuses, waivers of dimensional standards). ■ Allow and integrate transitional housing types that are designed to buffer low density housing from more intense uses (e.g., townhomes, live/work units). This may require modifying base zoning district provisions to allow a developer more flexibility to utilize multiple housing types in a single district to best respond to market conditions. Action HN -2.2. Increase housing options targeting senior populations. Currently, Cibolo has no housing specifically targeting populations over 55 years old, yet this population constitutes over a quarter of the population in the United States. In Cibolo, this 55 and older population is underrepresented with only 13 percent of the City's population; however, 34 percent is between the ages of 35 and 54 and will be moving into the 55 and older segment over the 20 year horizon of this Plan. Likewise, across the nation it is anticipated that the population of this age group will continue to increase, rising to represent just under one- third of the total population by 2035' Offering housing that targets this aging population will allow existing residents to "age in place," or stay in the community as they age even when their housing needs and desires change. The range of development types catering to seniors and retirees is very broad, with services and amenities differing based on the varying needs and preferences within this population segment (see Figure 4.15, Types of Senior Communities, on the next page). Based on the affluent demographics of the residents in Cibolo, an active living developer like Del Webb Communities could be appropriate in Cibolo (see Figure 4.16, Senior Community Developers, on the next page). This type of development would appeal to the aging affluent populations as well as attract new retirees to Cibolo. Action HN -2.3. Identify appropriate areas for and attract higher -end housing for affluent residents. The residents of Cibolo are largely affluent, with a median household income that is 68 percent higher than the state median. While the price and quality of housing in Cibolo reflects the purchasing power of this population, the City lacks a variety of housing choice to serve them. Most residential subdivisions are medium -density developments on lots that are a quarter of an acre or smaller (see Figure 4.17, Affluent Housing Options, following the next page). 1 Source: U.S. Census Bureau. 2014 National Population Projections. FIGURE 4.15 TYPES OF SENIOR COMMUNITIES Though there are a broad range of community types, what ties senior communities together are the residents. Generally, senior communities all seek to provide convenience and ease of use to this segment of the population. Homes, neighborhoods, and amenities and services are designed to make senior living easier. Within the broad category of senior communities, there are sub -categories and that cater to specific lifestyles and needs. Q 17 r r > {r v / -A INDEPENDENT LIVING : ACTIVE SENIOR LIVING : Independent living communities are for seniors who are able to live independently, but may not have the means for luxury living. These are often multifamily developments with more typical amenities such as a gym, clubhouse, and walking paths. The management firm will plan social activities such as gatherings or group meals, as well as offer convenience services such as housekeeping, transportation, or laundry services. These communities offer very limited health care services. Many times these housing facilities will also be available to income restricted households or individuals. Active senior living communities seek to provide a "lifestyle" through amenities and social services that appeal to more active seniors. Communities often look like traditional single- family neighborhoods but with amenities such as golf courses, clubhouses, restaurants, tennis courts, and walking trails. Homeowners pay into associations foryard maintenance as well as for the benefit of organized social activities to keep residents active and socially engaged. Examples might include fitness classes, cultural activities, and arranged travel. These communities target active seniors and often do not provide health care or related services. ASSISTED LIVING / SKILLED NURSING Assisted living facilities include nursing homes and skilled nursing facilities. They offer care and housing for those seniors who require constant health care and physician supervision. Services include housekeeping services, meals, and non-medical daily services such as bathing and grooming. Most assisted living centers have licensed nurses on staff and 24-hour health monitoring, and some provide advanced medical care and hospice care. Assisted living /skilled nursing communities will also have planned activities to foster social engagement for those residents that are able to participate. CONTINUING CARE RETIREMENT COMMUNITIES (CCRCs) CCRC communities offer a tiered approach to aging, providing various levels of health care at one • location, from independent living to skilled nursing • care and rehabilitation. • These communities foster : socialization through shared meals and engaging in activities. Convenience services are also provided such as transportation, housekeeping, and laundry services. Residing at a CCRC usually involves a contract for services to secure provision of housing and care as one ages. These communities • tend to be expensive, likely • due to the cost of health care provided. FIGURE 4.16 SENIOR COMMUNITY DEVELOPERS In many communities throughout Texas and the U.S., developers are creating entire developments which cater to special population segments. One of these developers is Del Webb, who works with area builders to create amenity -rich active adult communities (e.g., the Del Webb Sweetgrass development in Richmond, Texas, pictured at left). CITY OF CHOICE FIGURE 4.17 AFFLUENT HOUSING OPTIONS In addition to more affordable workforce housing, certain areas of the City (e.g., rural residential areas) should provide opportunities for larger lot, larger house neighborhoods which cater to more affluent members of Cibolo. Transitional Residential Protecting the areas designated for Transitional Residential on the Future Land Use Plan for higher density single-family and multifamily residential housing provides needed life -cycle products to the City, improves compatibility between more and less intense uses, and allows the remainder of the City to be developed using more traditional single-family detached housing. The Rural Residential land use category identified on the Future Land Use Plan in Chapter 2, Land Use & Character, could accommodate the development of high-end, large lot estate residential housing. As the City seeks to attract major employers, this type of housing will be necessary to appeal to upper management professionals employed by these companies. Action HN -2.4. Utilize the Future Land Use Plan to identify appropriate areas for and development of multifamily housing. City leaders and staff should rely on the Future Land Use Plan to identify appropriate areas for and design and construction of multifamily housing. The Future Land Use Plan described in Chapter 2, Land Use & Character, identifies land use categories that could accommodate multifamily housing. Too often multifamily housing is developed as an island, isolated from surrounding land uses. But if developed properly, multifamily housing can be integrated with the surrounding land uses and become an effective transitional use between lower density neighborhoods and more intensive nonresidential uses. Action HN -2.5. Utilize the Future Land Use Plan to identify appropriate areas for and development of transitional residential. Similarly, City leaders and staff should rely on the Future Land Use Plan to identify appropriate areas for and design and construction of other types of transitional residential products. These areas should be protected for higher density housing developments that are comprised of mixed density single-family attached products such as duplexes, triplexes, quadriplexes, multiplexes, townhomes, and multifamily products. While there are smaller Transitional Residential areas designated throughout the City, the main area is designated within the FM 78 Corridor Planning Area. This area will be comprised of some of the most intensely developed areas within the City, including the revitalizing and redeveloping Downtown area and a potential new commercial hub connected to Main Street, FM 78, and the City's proposed FM 1103 toll road. Accordingly, it makes sense to support both of these areas with higher density, more walkable and connected neighborhoods. CIBOLO COMPREHENSIVE MASTER PLAN- HOUSING & NEIGHBORHOODS Policy HN -3. Create strong and resilient neighborhoods. The neighborhood level is where many people have the most social interaction with the Neighborhoods are community within they live, which largely influences their perceptions of the larger community. the building blocks Neighborhoods can also become conduits of communication to and frorg the residents, that shape a city's especially as more and more newly developed communities have homeowner or neighborhood identity and vitality. associations. Action HN -3.1. Increase communication with homeowner association and neighborhood -Urban Land Institute, Involving the Community in associations. Homeowner and neighborhood associations can be an effective means to communicate with the residents of Cibolo. They can also provide a platform for discussing Citywide issues. Through neighborhood and homeowner association, the City can help residents stay informed on City news and policies. Establishing communication with the neighborhoods in Cibolo requires establishing and maintaining a registry or directory of neighborhood and homeowner associations and contact information. Action HN -3.2. Establish a rental registration program. Approximately 15 percent of single-family detached housing units are renter -occupied. This is higher than many communities within the Texas, but not surprising due to Cibolo's proximity to the Randolph Air Force Base. Rental housing of single-family homes offers an alternative housing choice for individuals or families who desire to live in a single-family home but prefer to rent rather than own their house; or alternatively, know that they may only be living within the community for a short, predetermined time like that of a stationed soldier. Unfortunately, rental housing is typically not maintained at the same level of owner -occupied housing and can often be subject to more rapid deterioration. As a result, neighbors often view rental housing as a threat to their home investment and quality of their neighborhood. A rental registration program can be an effective tool to address the issues of building maintenance and code violation of rental housing and improve the condition of rental housing in Cibolo. A rental registration program is a local requirement for landlords to register with the City and provide the City with essential contact information. This allows the City to find property owners in the case of emergencies or code violations as well as to communicate new policies or codes. Rental registration programs can allow cities to intervene early before a property deteriorates to the point of becoming a health or safety issue for the community. Studies have shown that cities with mandatory, proactive rental registration ordinances had a reduction in code complaints and resulted in landlords bringing their properties into code compliance more rapidly.2 Action HN -3.3. Establish a traffic calming program to maintain appropriate traffic conditions on residential streets to ensure safety. Many neighborhoods experience adverse traffic conditions on certain streets, including excessive speeds or volumes. Traffic calming addresses these adverse traffic conditions to maintain or restore traffic conditions appropriate to the residential nature of neighborhood roadways. A traffic calming program can provide an avenue for residents and the City to evaluate and fix adverse traffic conditions in order to maintain a safe environment for all road users in neighborhoods. Many cities develop a traffic calming manual of available treatment options that the City is willing to support. With an appropriate manual in place, homeowner and neighborhood associations can apply to be part of the program. The City then conducts an analysis (e.g., an assessment of speed) to determine if existing road conditions warrant calming treatments. If improvements are warranted, some cities provide financial support to install traffic calming treatments which include, but are not limited to, speed humps, bulb -outs, raised crosswalks, etc. 2 2013. Way, H.K., Trinh, S., Wyatt, M. An Analysis of Rental Property Registration in Austin. Neighborhood Planning CITY OF CHOICE Action HN -3.4. Review and amend the subdivision regulations as necessary to improve connectivity in and through new subdivisions. Improving the connectivity within and to/from neighborhoods is a design strategy that provides residents greater choice in being able to access the Citywide thoroughfare network. Oftentimes, subdivisions require only one to two access points which limits the direction that one can take to commute to work, get to school, run daily errands, or for other transportation purposes. During high congestion periods (e.g., during the a.m. and p.m. commuter rush hours), all traffic entering or accessing a subdivision converges on a single point which further exacerbates traffic congestion, addsto a perception thattraffic is a problem within the City, and increases overall frustration with the City's transportation network. Providing multiple choices helps to reduce congestion and improve the overall satisfaction with the City's thoroughfare system. The following recommendations could be considered to implement this action. ■ Improve minimum access requirements. The UDC currently requires at least two points of access for subdivisions of 30 or more lots, but this could be limiting for very large subdivisions. Consider using a calculation of access points based on the size of the subdivision. For example: » 2 points of access for all subdivisions up to 250 lots; » 3 points of access between 251 lots and 400 lots; » Plus an additional 0.5 points of access for every 100 lots above 400, ■ Require access points to neighboring properties. The UDC does not require connecting to adjacent developments, except when adjacent developments have already provided stub -outs to connect. Requiring connections to adjacent developments, including undeveloped adjacent properties that are likely to develop as residential, is a more proactive approach to improving connectivity between neighborhoods. This would coordinate with a minimum access requirement. ■ Establish a required connectivity ratio. An interconnected street system enhances access and mobilitywithin a neighborhood and promotes connectivity for all modes of transportation. A link -node ratio is one way to measure connectivity, which is the number of links (roadway segments) divided by the number of nodes (intersections or cul-de- sacs). A perfect grid has a ratio of 2.5, and research suggests a ratio of 1.4 is the most effective in promoting internal connectivity that benefits both vehicle and other mobility users. ■ Establish maximum block lengths. Block lengths can strongly affect pedestrian mobility within a neighborhood. If block lengths are excessively long, what seems like a short trip "as the crow flies" in reality is long and may require a car. Long block lengths also encourage speeding when streets are unimpeded along street segments by intersecting streets. Best practices suggest block lengths of 600'to 800' for local residential streets. Cibolo should also consider mid -block pedestrian paths between lots to reduce block lengths for walking. Action HN -3.5. Review and amend the subdivision regulations as necessary to improve traffic conditions in neighborhoods. Improving traffic conditions within neighborhoods is an effective design strategy that improves overall safety and usability of neighborhood streets. The following recommendations could be considered to promote and maintain appropriate traffic conditions within neighborhoods. ■ Utilize traffic calming techniques to address adverse traffic conditions such as speeds and volumes on local residential streets (see also HN -3.3, on the previous page). ■ Establish a maximum speed of 20 to 25 miles per hour on local residential streets. ■ Utilizing short block lengths will also promote appropriate traffic conditions in neighborhoods. Studies have shown that 851' percentile speeds exceeded the legal speed limit on streets exceeding 600 feet in unimpeded block length. CiBOLO COMPREHENSIVE MASTER PLAN— HOUSING & NEIGHBORHOODS Action HN -3.6. Review and amend the subdivision regulations as necessary to provide access to parks and other public open spaces in neighborhoods. Proximity and accessibility to parkland has been shown to improve the quality of life and positively impact property values.3 Ensuring close proximity to parkland for every residence in the City will be one the most significant quality of life improvements that could be undertaken by the City. This could include access to common open space (or park related amenities within each neighborhood), on-site connections to them, and off-site connections to the Citywide trail system. A benchmarking goal is that every resident should be located within a quarter - mile walking -distance of a park or open space. The following recommendations could be considered to implement this action. ■ Strengthen provisions for the development of homeowner or neighborhood association maintained pocket parks or accessible and usable open space within each subdivision. Under this framework, developers will design smaller mini parks consisting of a playscape, picnic tables, and sometimes other amenities (like a half basketball court) in each section of a neighborhood. A larger amenity area (e.g., a pool and pavilions) is typically centrally located and serves all residents. Action HN -3.7. Review and amend the zoning and subdivision regulations as necessary to improve access between neighborhoods and neighborhood -serving commercial areas. In accordance with the Future Land Use Plan, amend the UDC to allow appropriate commercial uses and design of commercial buildings at edges of residential neighborhoods. The Future Land Use Plan in Chapter 2, Land Use & Character, suggests that certain neighborhood -serving businesses and commercial uses (at limited scales) can co-existwith residential uses, specifically in the Neighborhood Residential, Transitional Residential, and Neighborhood Commercial land use categories. Although more and more citizens want convenient access to these types of areas, many zoning and subdivision regulations prohibit them. With that being said, it is important to minimize the impact of these uses on the abutting residential areas. The following recommendations could be considered to implement this action. ■ Minimize the impact on the residential character of a neighborhood by predominantly locating these areas along collector or arterial thoroughfares. This helps to define the edge of residential neighborhoods while still being accessible from the neighborhood. ■ Set maximum gross floor area of these commercial areas based on the street thoroughfare classification it is located on (5,000 sf for local streets, 10,000 sf for collector streets, and 25,000 sf for arterial streets). ■ Development architectural design standards to protect the residential character of the area, including minimizing unsightly parking, requiring similar roof lines and pitches, enclosing dumpsters, and providing greater levels of greenspace and landscaping. It could also include requiring a landscape buffer between the back of the commercial use and any abutting residential area behind it. Action HN -3.8. Review and amend the subdivision regulations to encourage the development of environmentally -friendly neighborhoods. One of the City's many responsibilities is to provide the necessary public infrastructure (e.g., water, wastewater, drainage control, etc.) to its citizens. Provision of these types of infrastructure requires the use of limited taxpayer resources. As the City continues to grow, each of these utilities will also require expansion. Some cities, however, utilize development incentives to reduce the demand for such things as potable water. In this regard, less supply is needed to serge the same number of citizens. Consequently, the City should consider amending its 3 2005. Crompton, J.L. The Impact of Parks on Property Values: Empirical Evidence from the Past Two Decades in the United States. Leisure Management 10, 203-218. CITY OF CHOICE FIGURE 4.18 EXAMPLE NATIVE AND DROUGHT -TOLERANT LANDSCAPING While not the traditional entire yard of sod, more and more examples of aesthetically pleasing native and drought - tolerant landscaping are being used to reduce overall water consumption (and water bills) by residents while at the same time reducing the overall supply of water needed to be produced by the City. subdivision regulations to incentivize new development that creates environmentally -friendly neighborhoods. The following recommendations could be considered to implement this action. ■ Promote water conservation practices by requiring native and drought -tolerant landscaping and water -conserving irrigation systems (see Figure 4.18, Example Native and Drought -Tolerant Landscaping). ■ Encourage "green building" construction practices through the use of appropriate policy incentives (fee waivers). ■ Encourage homeowners to minimize resource consumption such as xeriscape landscaping, rainwater harvesting and other reclaimed water practices, solar energy, energy-efficient appliances, and other environmentally -friendly practices. Consider incentive programs to recognize and/or reward residents and businesses that reduce resource consumption. For example, the City of Austin offers a one-time rebate on a resident's water bill when they install a rainwater harvesting system. Action HN -3.9. Review and amend the subdivision regulations to require mandatory property owner associations for new developments that have common areas. While the Cibolo UDC makes many references to homeowner or property owner associations (e.g., for maintaining private streets), it does not explicitly require a property owner association to oversee immediate and long-term management and maintenance of common areas. These common areas typically include such things as drainageways and drainage ponds, private streets and medians, entrance monuments, open space areas, and other areas that do not typically fall within the purview of a private landowner (e.g., trails or easements to off-site trail connections). As such, the City should consider amending its subdivision regulations to require incorporation of a property owners association as part of the approval process. This should include specifying that the associations' covenants, conditions, and restrictions (CCRs) require mandatory membership for all owners within the subdivision (or condominium), providing for association lien rights with respect to unpaid dues, assigning maintenance rights to the association for all common areas, and that the association be permanent. CIBOLO COMPREHENSIVE MASTER PLAN- HOUSING & NEIGHBORHOODS Action HN -3.10. Review and amend the subdivision regulations as necessary to allow or require more mix of housing types in each neighborhood. Encourage development to offer a variety of housing types at varying price points to offer "life cycle" housing and achieve a broader housing and income mix across the City. The purpose of this is to avoid the homogeneous segregation of housing based on the socioeconomic status (see Figure 4.19, Homogeneous Housing). To the contrary, mixed -income and mixed -housing type neighborhoods offer many social advantages which strengthen the social capital of the entire area. Indeed, many of our older original town areas were developed this way and today are being recognized as some of the most vibrant and coveted places to live. It was not until the advent of zoning and the mass proliferation of tract -style subdivision housing (after WWII) that every housing type and price point was separated into their own neighborhood. (see also Action HN -2.1, earl ier in this Chapter). As for new developments, the closest example that would reflect mixed -income and housing type configurations would be a traditional neighborhood developments (TND) or other new urbanist style community. The following recommendations could be considered to implement this action. ■ Establish anti -monotony regulations to address the issue of monotony in residential neighborhoods and promote the idea of unique and visually interesting residential areas. The City of Pearland, Texas uses the following anti -monotony regulations (Section 2.5.6.3): n Establish minimum facade requirements and facade duplication limitations. For example, Pearland, Texas requires homebuilders use a minimum of eight facades and forbids duplication of front facades within four lots ortracts. » Varying front yard setbacks, by allowing up to one-third of the platted lots to decrease the front -yard setback by 5 feet. • Varying garage locations by requiring at least one-third of the lots to not have the garage as the dominant visual architectural feature. ■ Establish an average, in conjunction with a minimum, lot size whereby lot sizes are required to vary in width with a certain percentage being narrower or wider than the average. This allows larger and smaller housing footprints and in many cases increases the use of side -loaded garages as part of an overall offering of housing configurations. FIGURE 4.19 HOMOGENEOUS HOUSING While Cibolo's housing supply predominantly consists of quality housing and neighborhoods, most new development consists of relatively homogeneous housing styles and configurations. CITY OF CHOICE FIGURE 4.20 PROMOTING NEIGHBORHOOD/ SCHOOL INTEGRATION As seen in this photo in Cibolo, there is demand for providing alternative options for getting kids to school. Locating and designing schools as an integral part of a neighborhood (particularly for elementary and middle schools) brings changes the character of the community and has a host of other societal benefits. Action HN -3.11. Amend the subdivision regulations and consider coordinating with the Schertz-Cibolo-Universal City Independent School District (SCUCISD) to locate schools which are well-connected and integrated within neighborhoods' ■ Establish guidelines for school siting. The Environmental Protection Agency (EPA) has published School Siting Guidelines providing a comprehensive process for school siting. It identifies a number of attributes to be considered in siting a school, including pedestrian and bicycle access, vehicle circulation, proximity to other community facilities, potential risk exposure, preservation of sensitive land, presence of utility, street, and communications infrastructure, and consideration of attendance boundaries. ■ Establish design standards and guidelines, including designing for community use, designing the school so it relates to and engages the neighborhood, and is easily accessible from the neighborhood (see Figure 4.20, Promoting Neighborhood/School Integration), above. Action HN -3.12. Monitor code enforcement violations in older, existing neighborhoods to determine need for potential reinvestment actions. Since 73 percent of Cibolo's housing stock has been constructed since the year 2000 (see Figure 4.6, Age of Housing Stock by Housing Unit Type, earlier in this chapter), the City's neighborhoods have generally maintained their quality of appearance. As housing stock and neighborhoods grow older (typically closer to the 25 to 30 years in age), they oftentimes start to slow signs of blight. While this may not be a problem for Cibolo in the near term, it may be something that will start to occur during the 20 -year horizon of this Plan. As such, the City should establish a program of tracking code enforcement violations on a neighborhood by neighborhood basis. As the City prepares its next Plan update (probably at the 10 year mark), it should consider establishing a more formalized plan of action to monitor and reinvest in neighborhoods as needed. Policy HN -4. Ensure the community's diverse workforce has access to housing. If market conditions are good it can often push out those of more modest means from finding a suitable home. If housing prices are to continue to rise, as they are expected to, eventually these households will be unattainable forthose who are trying to enterthe housing market and move up overtime. The market drives the quantity of housing units and their price based on simple supply - demand economics. Over time, the cost of housing has increased faster than household incomes, and the disparity between the two has widened greatly. Historically, low- and very - low income households were the target of affordable housing efforts; today, even moderate - 4 Refer to the City of Raleigh Design Guidelines for Pedestrian -Friendly Neighborhood Schoolsfor additional strategies for integrating schools into neighborhoods. CIBOLO COMPREHENSIVE MASTERPLAN-HOUSING& NEIGHBORHOODS income households find themselves struggling to find housing that is affordable based on their means (and that is oftentimes taking into consideration two full -time incomes). As communities become more popular and attractive to buyers, the housing market becomes competitive and housing prices rise. Workforce usually refers to a group of people who are nottypically understood to be the target of affordable housing. They include residents who make too much to qualify for traditional affordable housing subsidies, but not enough to afford local market -rate homes. This population would typically make modest incomes between 80 and 100 percent (sometimes up to 120°/6) of the median area household income and can include critical workforce such as police, firefighters, municipal employees, teachers, and nurses. As such, the community's ability to house its workforce impacts the City's ability to provide critical public services, such as fire and police protection, health services, and education. Housing prices can also impact economic development efforts as it influences business recruitment and retention. If employers have trouble maintaining a stable workforce because of housing issues it can limit them from thriving or even growing. In order to maintain an affordable cost of living and accessible housing market to a variety of people and families, Cibolo should begin thinking about affordability now (see Figure 4.21, What Does "Affordable" Mean? Figure 4.22, Cost Burdened Households, and Figure 4.23, Housing Programs, on the next page). Action HN -4.1. Pass a Fair Housing Resolution stating the City's policy of support for fair housing and fostering compliance with the nondiscrimination provisions of the Fair Housing Act. The purpose of a Fair Housing Resolution is to state the City's position of reducing impediments to fair housing and promoting equal opportunity in housing race, color, national origin, religion, gender, familial status, and disability, in accordance with the Federal Fair Housing Act. Today, even moderate -income households find themselves struggling to find housing that is affordable based on their means. FIGURE 4.21 FIGURE 4.22 WHAT DOES 'AFFORDABLE" MEAN? COST BURDENED HOUSEHOLDS Affordability of housing generally refers to the level of burden of housing costs. It is generally defined as costing no more than 30 percent of a households' monthly income, including mortgage or rent, taxes, utilities, and other housing expenses. Of course, some households have high enough incomes that they can afford to pay more, and for some households, 30 percent of their income can be too much, leaving little or no money for other expenses, like food, child care, transportation, etc. Cibolo has a median household income of $87,613, suggesting that residents should not expect to spend more than $2,190 on housing each month, including mortgage or rent, and other housing related costs such as utilities and regular maintenance. Cost burdened homes are those households that spend more than 30 percent on mortgage or rent and related housing costs. In 2014, approximately 12 percent of households were considered cost burdened, with an addition of seven percent that were considered severely cost burdened (housing costs exceeded 50% of their household income). Today, less homes are cost burdened compared to 2000, yet slightly more are severely cost burdened. In 2000; 70 percent of households were not cost burdened, and in 2014 it is now 81 percent. This is likely due to the rise of households with higher median incomes in Cibolo over the past decade, likely attracted to the area because of the more affordable housing prices (see Figure 4.22, Cost Burdened Households, at right). Not Cost Cost Severely Cost Burdened Burdened Burdened Source: U.S. Census Bureau. FIGURE 4.23 HOUSING PROGRAMS Housing assistance programs are offered at the federal level primarily through the Department of Housing and Urban Development (HUD) and Department of Agriculture Rural Development (USDA), and at the state -level through the Texas Department of Housing and Community Affairs (TDHCA). Programs through HUD are primarily administered at the state and local level by governing entities or qualified organizations. Programs through USDA are primarily administered through the department itself, but there is some funding available to local entities or organizations for administration of their own eligible programs. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD) The Department of Housing and Urban Development (HUD) was created to administer housing programs at the federal level. The department has many broad housing programs with independent goals, funding sources, and eligibility criteria. While many programs are available only to cities with populations over 50,000, there is funding for small cities. ■ Community Development Block Grants (CDBG). The CDBG program seeks to revitalize communities through a variety of activities that benefit low- and moderate -income persons. The state -administered CDBG program makes grants available to small cities. In Texas, this program is administered by the Texas Department of Agriculture. ■ Neighborhood Stabilization Program (NSP). The NSP was established to stabilize communities with high rates of abandoned and foreclosed homes. NSP is not limited to cities due to their size like CDBG, but it is limited to cities and neighborhoods that were significantly affected by foreclosures to help stabilize the community. NSP funds are available to cities as well as certain organizations for purposes fulfilling the goals of the program. ■ HOME Investment Program (HOME). The HOME Program provides funds for activities related exclusively to create affordable housing for low-income households. U.S. DEPARTMENT OF AGRICULTURE RURAL DEVELOPMENT HOUSING SERVICES (USDA) The USDA is authorized to provide federal funds to support and improve housing and essential community facilities in rural areas. In 2014, Cibolo is considered an eligible area for single-family and multifamily programs. Housing programs of the USDA are often administered directly by the department; however, there are some block grants available through the USDA that can be applied for and allocated by local governing entities and organizations. The USDA offers assistance for multifamily housing, single-family housing, and the development of community facilities. TEXAS DEPARTMENT OF AGRICULTURE The Texas Department of Agriculture (TDA) administers the Rural Texas CDBG program, a CDBG program for small cities (under 50,000), such as Cibolo, that are not available for CDBG funds directly from HUD. The objective of the Small Cities CDBG program is to expand housing options and economic opportunities for populations of low- to moderate -income. Although Cibolo is predominantly comprised of higher end housing, there are areas which could use public funding for revitalization. TEXAS DEPARTMENT OF HOUSING AND COMMUNITY AFFAIRS (TDHCA) The Texas Department of Housing and Community Affairs (TDHCA) is the state -level administrator of housing programs in Texas. Funding for these programs comes primarily through HUD, but Texas does have one state -authorized source of funding for affordable housing programs—the Texas Housing Fund. Below are examples of housing programs administered by TDHCA. Rental Assistance » Section 8 Voucher » Section 811 Project -Based Rental Assistance » Tenant -Based Rental Assistance Home Buyer Assistance » HOMEbuyer Assistance » Texas Bootstrap Loan » My First Texas Home » Texas Mortgage Credit Certificate Home Maintenance Assistance » Amy Young Barrier Removal » Homeowner Rehabilitation Assistance » Weatherization Assistance Housing Development Programs » Single -Family Development » Low Income Housing Tax Credits » Multifamily Development » Multifamily Direct Loan Community Development Programs » Texas Neighborhood Stabilization » Disaster Relief Programs » Emergency Solutions Grants CIBOLO COMPREHENSIVE MASTER PLAN — HOUSING & NEIGHBORHOODS Action HN -4.2. Ensure there is adequate supply and type of workforce housing. As the City grows, the population and household characteristics will change. The City will need to periodically review population and household characteristics as well as gather housing supply and demand information to ensure there is an adequate supply of housing available to the workforce. A regularly updated Housing Study (see also Action HN -1.1, earlier in this chapter) will help the City identify the need for workforce housing in Cibolo. Action HN -4.3. Ensure quality of workforce housing maintains high quality standards comparable to other developments. Developers and home builders who desire to provide workforce housing will need to be creative to keep home prices down without sacrificing the quality FIGURE 4.24 of design or construction of a home. While home construction is a private AREA MEDIAN INCOME LIMITS sector endeavor, through development regulations and process, the City plays an important role in assisting developers and home builders provide workforce housing without sacrificing home quality. Category The city should work with developers and home builders to reduce project costs without sacrificing home quality. Possible strategies include smaller housing units, flexibility in construction materials, density bonuses for innovative site design, and energy efficient construction and appliances. Innovative housing types such as cluster developments and zero -lot line homes will also facilitate the provision of workforce housing while also diversifying the housing options. Action HN -4.4. Identify and pursue funds available from the federal Department of Housing and Urban Development and Rural Texas CDBG Program to help finance affordable housing efforts. Extremely Low <30°% $24,250 Very Low 30-50% $31,100 Low 50-80% $49,750 MEDIAN 80-100°% $63,400 Moderate 100-120% $74,650 High >120°% No limit Source: `Department of Housing and Urban Development, FY2015 Income Limits for the San Antonio -New Braunfels Metropolitan Statistical Area IMSA). Limits shown are for a Government funding and execution of housing programs have helped local 4 -person household. governments work toward providing housing for all residents. Different housing programs target unique income groups based on the area median income (AMI), which is calculated based on the larger metropolitan statistical area (MSA). For Cibolo, that is the San Antonio -New Braunfels MSA. See Figure 4.24, Area Median Income Limits, which identifies the income categories and income limits. The federal Department of Housing and Urban Development (HUD) offers federal funds to communities and non-profit organizations who seek to provide affordable housing to moderate-, low-, and very low-income households. These funds are largely available to cities with populations over 50,000, but HUD has set aside Community Development Block Grant (CDBG) funds for states to administer to small cities. Cibolo is eligible to receive these funds through the Rural Texas CDBG Program in the Texas Department of Agriculture. At 50,000 people, Cibolo will be eligible for funds directly from HUD. Establishing a housing program now will facilitate Cibolo's efforts to receive additional funding to expand housing accessibility as the City grows. Action HN -4.5. Implement strategies that enable the City's workforce population to live within two miles of work; yet avoid concentrating workforce housing. In 2009, the U.S. Departments of Transportation (DOT) and Housing and Urban Development (HUD) committed to partnering to address affordability thattakes into consideration transportation costs. Transportation costs can fluctuate based on a home's location relative to daily trips, such as jobs, daily shopping trips, schools, and other daily travel needs, so it is prudent to consider this cost when considering the true affordability of housing in a community. The combined costs of housing and transportation should not exceed 45 percent, with housing costs making up 30 percent of the household income and transportation accounting for 15 percent. As shown in Figure 4.25, Housing and Transportation Affordability Index (on the next page), in both Cibolo and Guadalupe County, the average cost of transportation exceeds an affordable level, accounting for an average of 27 percent of the household income in both Cibolo and Guadalupe County. In Cibolo, the cost of housing also surpasses an affordable limit, usurping 37 percent of a household income. The combined cost of housing and transportation in Cibolo CITY OF CHOICE FIGURE 4.25 HOUSING & TRANSPORTATION AFFORDABILITY INDEX CIBOLD 1 Guadalupe County Housing t � v oWooul �o A- Transportation The combined costs of housing and transportation should not exceed 45 percent of a households income in order to be considered affordable. magnifies the true cost of housing to a cost 64 percent of the income of a typical household, which would be considered unaffordable. This burden is increasingly exasperated the lower a household income is. In order to make funds for housing more available for the workforce population, the cost Of transportation should be reduced by developing workforce housing in proximity to their jobs. Using the Future Land Use Plan as well as existing land uses, identify areas appropriate for workforce housing based on proximity to employment centers, schools, civic buildings, and other areas where the workforce is likely to be employed. It is important to avoid concentrating any particular housing type in one particular area of the City or creating "pockets of poverty." Seek opportunities to create economically diverse neighborhoods by mixing housing types and housing price points. This can be an effective way of increasing the supply of workforce housing without significantly segregating income levels. Source: Centerfor Neighborhood Technology. Housing and Transportation Affordability 'fiction HN -4.6. Develop a toolbox of diverse index. strategies, policies and planning tools to broaden housing options for the community's workforce population. Strategies for increasing supply of workforce housing will depend on the type of housing and level of affordability. There are a variety of programs and policies available to the City that can preserve and promote the development of affordable housing. ■ Land banking, or land trusts, are tools for providing affordable housing. Through land banking, cities or non-profit entities acquire and re -purpose vacant, abandoned, or foreclosed properties for affordable housing or neighborhood revitalization. ■ Adaptive reuse and housing rehabilitation programs are forms of infill development that can transform otherwise inadequate or underutilized structures into housing for the workforce population. In addition to being a more sustainable form of development, construction costs are largely limited to rehabilitation and can be significantly lower. Furthermore, adaptive reuse and rehabilitation have the added community benefit of urban renewal and neighborhood stabilization by removing blight and restoring development to use. ■ Shared equity programs can increase access to homeownership and help preserve housing affordability for workforce population. Shared equity programs offer subsidies to eligible home- buyers to lower the cost of a housing unit and use restrictions on the resale of that subsidized home to preserve affordability for the next eligible buyer. Shared equity programs take the financial burden of making cost-saving construction decisions off the developer and homebuilder while also supporting local residents in need. ■ The City's regulatory process will influence the provision of workforce housing. Allowing and encouraging innovative design of workforce housing such as cluster housing, zero -lot line homes, and other "small" housing options can help developers cut down on infrastructure costs and provide workforce housing. Regulatory incentives such as density bonuses and fee waivers for the development of workforce housing are appropriate for the construction of smaller housing while also helping developers and builders meet financial requirements. Action HN -4.7. Establish creative partnerships to increase workforce housing and associated services in Cibolo and accomplish the goals and actions of this Plan. The provision of housing, including affordable housing, is primarily a private -sector endeavor. There are a variety of non-government organizations (both non-profit and for-profit) that the City can partner with to provide affordable housing. Collaboration among residents, developers, financial institutions, and community organizations is necessary to find creative solutions to providing workforce housing. 't INTRODUCTION The quality of life in Cibolo is influenced by the importance of parks, recreation, and open space as identified in the Cibolo Comprehensive Master Plan. Indeed, a great parks system is recognized by its capacity to provide attractive and accessible parks, recreation, and open spaces to people of all ages and backgrounds. Through active and passive recreation, opportunities to get out and experience nature, and through other recreational programming opportunities, parks can also help to improve the health of the community. The goal is to create an exceptional parks and recreation system, one that exceeds the needs of Cibolo residents and increases interest for others to move here. jp As evidenced through various community inputs gathered throughout — ' the comprehensive master planning process, parks, recreation, and open space is highly valued within Cibolo. Citizens are looking for additional opportunities to get out and experience it. This chapter examines the City's existing conditions related to park improvements and maintenance, and identifies opportunities; for improving and connecting the system so that all Cibolo residents and visitors have easy access to parks, can experience the City's natural resources, and enjoy its recreational programs. CITY OF CHOICE This chapter provides a 20 -year policy framework for the growth and development of the City's parks, recreation, and open space system, including the following: ■ System Growth. Availability and access to high-quality parks and recreational resources is increasingly becoming an important determinant in people's decision making regarding where they will move. As such, these types of quality of life amenities will need to be expanded concurrent with growth to keep Cibolo competitive in the region. ■ Recreation Amenities and Activities. Similarly, as cities grow, an increased demand for diverse, multi -generational recreational programs also grows. Currently, many of Cibolo's recreational programming needs are being accommodated through the provision of services by surrounding cities. Moving forward, some of these demands will need to be accommodated closer to home (e.g., a Cibolo Community Center). ■ Open Space Protection and Connection. Increasingly, more and more studies are showing that access to nature and open space have positive and tangible impacts on a community's quality of life and economic attractiveness. As the City continues to grow to the east and south, protection and access to some of the City's remaining sensitive natural resources will provide positive benefits for existing and future residents of Cibolo. Parks, Recreation, & Open Space Existing Conditions PARKS AND TRAILS According to the Land Use Analysis, within the City limits, there are approximately 144 acres of parks and preserved open space according to the land use analysis (see Map 2.1, Existing Land Use, in Chapter 2, Land Use & Character). The existing park system includes five City -owned public parks. This includes one neighborhood park, three community parks, and one special use park (see Figure 5.1, Park Classification, below, Figure 5.2, Cibolo Parks, Open Space, and Recreation Assets, and Map 5.1, Existing Parks and Trails, on the following pages). The multi- purpose athleticfield near City Hall is classified underthe special use parks category because it is primarily used for athletic special events and games. A professional -sized soccer field is part of this facility along with a restroom, concession building, and a grandstand. Some parks are cross -utilized for other non -park purposes, such as Veterans Memorial Park which was created with remaining land from Fire Station 2. FIGURE 5.1 PARK CLASSIFICATION Parks are usually classified based on their size and intended service area. The park classification types and their descriptions are listed below: ■ Neighborhood Parks: Neighborhood parks are usually between 2 to 10 acres in size and have a service area of approximately 1/4 to 1/2 linear miles. They are predominantly located in residential areas and are intended to provide active and passive recreational and social uses for people of all ages. Important elements in the development of these types of parks include having close proximity to nearby neighborhoods, convenient and safe pedestrian and bicycle access, and a variety of facilities and amenities that serve both active and passive users of all ages. ■ Community Parks: Community parks are usually between 20 and 50 acres in size and have a service area between 1/2 and 2 linear miles. These types of parks often serve as neighborhood parks for those neighborhoods in close proximity, but also serve a larger area by providing higher intensity activities (e.g., multiple sports fields). Larger groups can gather for activities at community parks than at neighborhood parks. The facilities at this type of park include picnic areas, trails, and athletic fields. Walking and jogging trail connections to other areas of the City should also be provided in community parks. is Special Use Parks: Special use parks often provide a single use or purpose such as a baseball complex or an aquatic center. In many cases, the park is not intended for general use and does not offer a variety of additional amenities. As such, special use parks do not have a service radius because their use is too specific for the community as a whole. CIBOLO COMPREHENSIVE MASTER PLAN —PARKS, RECREATION, & OPEN SPACE FIGURE 5 , CIBOLO PARKS, OPEN SPACE, AND RECREATIONAL ASSETS „ i�l°itl 79t"I rS�i,4¢,r��� Neighborhood Parks.- - gee Al Rich Park 2 X X Niemietz Park 3 X X Multi Purpose Facilities/ 4 City Hall Schlather Park 5 X rX Public Parks (HOA) MF:1M62 X 3864 Cibolo Valley 7.43 ac Drive 228 Deer Meadow 23.01 ac X X 618 FM 78 12.63 ac �fS. Main St& 17.64 ac I Loop 539 E. j 2 X I X X 1174 Wiedner 68.52 ac Road .. .. Bentwood 6 X 2400 Cibolo Valley Dr 6.75 ac X 1300 FM1103 X X X X X Turning Stone 7 X X X X X X Turning Stone & Laserra 21.90 ac. Heights of Cibolo 8 X X X X X Elementary X X Park Heights & Cibolo Heights 324 ac Falcon Ridge Park 9 X X X X X 380 Silver Wing 2.73 ac Charleston Park 10 395 Borgfeld Rd High School X X X Cibolo Valley Dr & Brook View 0.40 ac Saddle Creek Ranch 11 X X X X X X X Tumbleweed Run & Saddle Spoke 213 ac 515 Thistle Creek Dr Stonebrook 12 X X Stonebrook Dr & Soapstone 0.52 ac Maxine & Lutrell Watts Willow Pointe 13 X X X X X X 100 Deer Meadow Willow View & Creek Run Cibolo Valley Dr & Brush Trail Bend 2.46 ac 2.97 ac Deer Creek 14 X School Amenities Byron P. Steele II High X X 1300 FM1103 School OG Wiederstein X 171 W Borgfeld Rd Elementary J. Frank Dobie Junior X X 395 Borgfeld Rd High School Barbara C. Jordan X X 515 Thistle Creek Dr Intermediate School Maxine & Lutrell Watts X 100 Deer Meadow Elementary School Elaine S. Schlather X X 230 Elaines Intermediate School Schlather Pkwy MAP 5.1 EXISTING PARKS AND TRAILS I o, ]009 110) Elaine S. Schlather o Intermediate School m 8 Green b 1 syR� Cibolo Valle n Elementary School 1 Greem–valley Rd V t; IM" WiednerRd & b ~ MeR- hall Watts Wiedner Rd Elements School ry 11 Barbara - C.'Jordan Intermediate. School m o J Frank High School GG Wederslein 9 Elementary Id Rd, School Elementary 3pf t'bot U m _ v 3 J Byron P. .' Steele If . High'School ffi LEGEND Public Parks (City) HOA Parks OVeteran's Memorial Park © Bentwood _ Public Parks — Major Roads OAl Rich Park 0 Turning Stone j Schools — – Minor Roads ONiemietz Park OMulti-Purpose Facilities/City Hall O Heights of Cibolo O Falcon Ridge Park Trail Type ^ r Railroads Qs Schlather Park to Charleston Park 0 Saddle Creek Ranch Dirt/Unpaved Non-Cibolo w " 1z Stonebrook Trails Areas `� 1a Willow Pointe Concrete Trails Parcels 9Deer Creek 0 '/1 h 1 Mile The City's parks are mostly located in the northwest part of the City (where most of the recent development has occurred) between FM 78, Interstate 35, FM 1103, and FM 3009. As the City continues to expand its land area and population size, in order to serve all, consideration for the addition of parks in underserved areas will need to be considered to serve all areas of the City. Currently, there is approximately 85 acres of parkland that is maintained by the Cibolo Parks ( and Recreation Division. To maintain this area, there are currentlya total of 10full-time positions \ in parks and recreation services including one parks superintendent and nine maintenance technicians. These technicians also maintain City Hall, the Police Department building, the "Old School House," and several areas of public rights -of -ways in various parts of the City. Approximately one quarter of their time is dedicated to maintaining these additional areas. HOA Parks In the current park system, there are also eight neighborhood parks that are owned and managed by area homeowner associations (HOAs) and one trail included in a HOA park. These HOA parks are programmed for recreation with sports fields, trails, playscapes, and picnic areas (see Figure 5.2, Cibolo Parks, Open Space, and Recreational Assets, Map 5.1, Existing Parks and Trails, and Figure 5.3, HOA Parks on the previous pages). Drainage areas are kept for passive recreation and serve as both drainage infrastructure and natural resource protection. School Parks Similarly, school campuses typically provide additional park and recreation facilities which are sometimes available to the general citizenry outside of school hours. This could include the ability to play on a playscape at an elementary school or running around a track at the high school when these facilities are not being used for school function. Currently, playgrounds and minimal sports courts and fields are provided at some of the Schertz-Cibolo-Universal City Independent School District (SCUCISD) elementary schools. Some of the intermediate and high schools include tennis and basketball courts; a track; and baseball, softball, and soccer fields (see Figure 5.2, Cibolo Parks, Open Space, and Recreational Assets and Map 5.1, Existing Parks and Trails, on the previous pages). While both HOA and school parks offer some access to recreational facilities, these resources are not full service park and recreation opportunities serving all citizens of Cibolo. As such, they can only be partly relied upon when determining whether the City (as a whole) has adequate provision of park and recreation assets and services. FIGURE 5.3 HOA PARKS Homeowner Association's (HOAs) oftentimes provide high quality parks and recreation amenities for their residents. In many cases, they are owned and operated by the HOA for the common good and use of their residents. In some cases, the parks and recreational amenities are available to other members of the City. While HOA parks offer park and recreation benefits to the residents of Cibolo, they are more of a semi- public resource. CITY OF CHOICE FIGURE 5.4 REGIONAL RESOURCES Beyond the City limits, there are additional park and recreational resources that provide benefit to Cibolo residents. One such amenity is the Crescent Bend Nature Park, a nature park owned by Bexar County and maintained by the City of Schertz. This property is locatedjust south of FM 78 and is accessible via E. Schaeffer Road. It offers almost 2.7 miles of trails for biking and walking as well as passive recreation opportunities for both fishing, picnicking and wildlife observation. Regional Resources In the region surrounding Cibolo, there are other nearby resources for recreation. One nearby park is Crescent Bend Nature Park which is located just west of the City limits south of FM 78 (see Figure 5.4, Regional Resources). This park includes 190 acres within the floodplain of Cibolo Creek. At Crescent Bend Nature Park, there are multiple opportunities to enjoy the outdoors through the observation of wildlife and native plants. For those who enjoy hiking, there are around 1.5 miles of decomposed granite trails and 2.7 miles of asphalttrails for biking and walking. The park also provides opportunities for fishing and picnic tables. Another resource in the region is Warbler Woods Bird Sanctuary, located on the north side of Cibolo. This is a private property that acts as a refuge for birds and wildlife. Currently, there is no cost to visit this 124 -acre sanctuary. The property includes trails passing through approximately 40 acres of open grassland and over 80 acres of woodland. One other nearby recreational resource is the Northcliffe Golf Club which is located just north of Cibolo. This semi -private 18 -hole golf course is open year round and includes a driving range. The course was designed as the heart of the Northcliffe subdivision. Park and Recreation Opinions In Figure 1.22, Satisfaction with Cibolo, in Chapter 1, Plan Introduction, Demographics, and Vision, survey respondents were asked how satisfied they were with a variety of aspects of the City. One of the questions asked how satisfied they were with Cibolo as a place to play. Their response indicated that only about 15 percent of respondents felt that they were Very Satisfied, while an additional 35 percent felt generally Satisfied. Combined, this means that almost half of the respondents felt that there was room for improvement in the Cibolo park and recreation system. Similarly, in Figure 1.24, Select Survey Questions About Transportation, survey respondents were asked if there were adequate walking facilities in Cibolo. Only 36 percent of respondents said that there were adequate walking facilities. Moving forward, additional trails and sidepaths will be needed to ensure the safety of pedestrians and to encourage active lifestyles in Cibolo. CIBOLO COMPREHENSIVE MASTER PLAN — PARKS, RECREATION, & OPEN SPACE Survey respondents were also asked how important it was for the City to address a variety of park and recreation issues in the nearfuture. Approximately 80 percent of respondents felt that increasing bicycle and pedestrian accommodations (e.g., sidewalks, crosswalks, trails, etc.) was a high priority to connect with parks, schools, Downtown, and other important destinations (see Figure 5.5, City Parks). Similarly, over 80 percent wanted increased shade opportunities within the parks and recreation system. In total, over two-thirds of respondents felt it was Very Important or Important to: ■ Add more indoor space for recreation programs; ■ Add or enhance outdoor spaces for community special events; ■ Provide additional public recreational opportunities; ■ Develop new parks and open spaces; ■ Improve pedestrian and bicycle connectivity to important destinations; ■ Improve the overall quality and appearance of existing parks; ■ Increase shade opportunities in existing parks (e.g., trees, pavilions, playscape shade structures, etc.); ■ Provide additional active amenities (e.g., playscapes, exercise equipment, dog parks, etc.) in existing parks; ■ Provide additional passive amenities (e.g., benches, picnic tables, walking trails, etc.); ■ Provide additional family-oriented recreation classes and opportunities; ■ Provide additional youth -oriented recreation classes and opportunities; ■ Provide additional trails and sidewalks; ■ Provide more pavilions for public use; and ■ Upgrade existing facilities in existing parks. In addition, Figure 1.27, Neighborhood Priorities, in Chapter 1, Plan Introduction, Demographics, and Vision, shows that around 80 percent of respondents want additional parks or recreation amenities in close proximity to where they live. FIGURE 5.5 CITY PARKS Schlather Park is one of the City's newer community parks, offering opportunities for picnicking, Frisbee, disc golf, walking, and biking. It also includes a playscape and picnic pavilion. It is conveniently located and accessible to the nearby residents of the Bentwood Ranch and Buffalo Crossing neighborhoods and will eventually be connected via an off-street trail to Downtown Cibolo and areas further north and south. CITY OF CHOICE FIGURE 5.6 PARK, RECREATION, AND OPEN SPACE MASTER PLANS To guide system growth over the next 10 years and beyond, the City should consider creating a parks, recreation, and open space master plan (PROSMP). To create a clear vision and implementation action plan for the future, the following plan components should be considered: ■ Gather and analyze data on demographics, operational and capital budgets, overall operational plans and service quality, and environmental issues. ■ Develop a comprehensive community participation strategy. ■ Conduct a refined survey to determine specific community needs and prioritization, as well as their willingness to pay for it. ■ Create an in-depth analysis of the City's existing park and recreation system to understand strengths and deficiencies. ■ Conduct a needs assessment to compare Cibolo's park and recreation facilities to other park systems in the San Antonio region and in other parts of Texas. The assessment can ensure that there is: » enough land acreage in the City for parks and recreation; » adequate numbers and distribution of facilities, amenities, and infrastructure at each park or across the whole system; » enough numbers and diversity of facilities and recreational programs to meet the needs of people of all ages and interests; and » an even distribution of park and recreational resources accessible by all members of the community. ■ Prioritize strategies and actions for implementation. ■ Further determine associated capital improvement or other costs for each prioritized project to determine the appropriate funding source and time frame for implementation. This could include an application for grant funding or other sources of money. ■ Periodically reevaluate the effectiveness and successes of plan implementation. ■ Update the plan every five years to stay competitive in state grant processes. Parks, Recreation, & Open Space Policies & Actions Each day, City staff and elected and appointed officials should consider and implement this Comprehensive Master Plan in order to achieve the community's envisioned future. Whether decisions are being made on new plans (e.g., a PROSMP), budgeting, staffing, capital improvement programming, or on new land development applications, the following parks, recreation, and open space policies and actions are recommended: Policy P-1. Expand the parks, recreation, and open space system concurrent with growth. As identified in Figure 2.1, Cibolo Historical and Projected Population, in Chapter 2, Land Use & Character, the City is projected to continue rapid growth during the horizon of this Plan. As such, the City will need to grow its parks, recreation, and open space system at the same time. The following actions are recommended to implement this policy. Action P-1.1. Prepare a Parks, Recreation, and Open Space Master Plan (PROSMP). While some cities sit back and reactively respond to opportunities, other cities are more proactive in determining how and where they will focus their limited tax dollars to best meet the needs of their citizenry. In this regard, most Texas cities prepare a more refined parks plan to determine specific projects and actions for moving forward. A master plan will provide the specific details needed to address the City's park and recreation demands, park types and standards, park facility inventory and needs, adequacy of parkland dedication requirements (already in the City's Unified Development Code), and to identify funding needs and resources to create and maintain parks, see Figure 5.6, Park, Recreation, and Open Space Master Plans). MASTER PLANS Action P-1.2. Develop new parks in existing areas of need. One of the goals of providing park and recreation services to the community is to ensure there is sufficient park acreage and recreational amenities to adequately serve the needs of the citizens of Cibolo. However, just focusing on total park acreage does not ensure everyone has access to it and can enjoy it. Therefore, a second goal of providing park and recreation services is to ensure an equitable distribution across the entire system. One of the ways to determine distribution is to analyze the service areas of existing park and recreational areas (see Map 5.2, Park Service Areas - Neighborhood Parks and Map 5.3, Park Service Areas - Community Parks). As indicated on Map 5.4, Park Need Areas, the City's current provision of parks and recreation has a fairly good distribution MAP 5.2 CIBOLO COMPREHENSIVE MASTER PLAN - PARKS, RECREATION, &.OPEN SPACE PARK SERVICE AREAS - NEIGHBORHOOD PARKS i.0 3 5 i• '•.v � 1 - .�--`.7� fir.. • ,� O SIR � � �� ��� Vii/ fi$' °`s ' F � � � � / � >• Vol �sr� '�♦ '',~ � -, �i �► / OW v '`♦ owl 1�i ` � �� � 1111, tb � 1��1 ♦ � 1` r � 'f � ♦;4 l /�j/ (;f s/ LEGEND ® City Parks Neighborhood Park Buffer (1/4 mile) Railroads Crescent Bend Nature Park Neighborhood Park Buffer (1/2 mile) Non-Cibolo Areas HOA Parks School Buffer (1/4 mile) Parcels Sports Complex School Buffer (1/2 mile) ® Floodplain Proposed School Location — Major Roads q q Schools Minor Roads ° P vMile . CITY OF CHOICE MAP 5.3 PARK SERVICE AREAS - COMMUNITY PARKS LEGEND - City Parks Community Park Buffer (1 mile) +i - Railroads Crescent Bend Nature Park Community Park Buffer (2 mile) Non-Cibolo Areas - HOA Parks — Major Roads Parcels - Sports Complex — - Minor Roads Floodplain _ Proposed School Location Schools o z Al , ____ oMile 114wil-fill" ._� Wiedn I'M +1' N. - %moi Schaef -n •. ;�. o�'u _ Iii/r i owerSeguin Rd u r alle Y.V16W OF 'w Trainer Hale s`f`�• Schmmkol Rd s%A III • ,`. �-moi=..' r %'n i � r v LEGEND - City Parks Community Park Buffer (1 mile) +i - Railroads Crescent Bend Nature Park Community Park Buffer (2 mile) Non-Cibolo Areas - HOA Parks — Major Roads Parcels - Sports Complex — - Minor Roads Floodplain _ Proposed School Location Schools o z Al , ____ oMile r ; CIBOLO COMPREHENSIVE MASTER PLAN- PARKS, RECREATION, & OPEN SPACE MAP 5.4 i ILC81ID��71:a�67 LEGEND - City Parks — Major Roads PARKLAND SERVICE AREAS (CURRENTAND FUTURE NEED AREAS) - Crescent Bend Nature Park Minor Roads — 112 mile Neighborhood Park Need Area (Current) - HOA Parks ... Railroads 112 mile Neighborhood Park Need Area (Future) - Sports Complex Non-Cibolo Areas 1 mile Community Park Need Area (Future) - Proposed School Location Parcels W.r( - Schools Floodplain 0 V. V. 1 . e i di 40 .. frA GreenVallayRd fi Valley Rd .O 01 we0 0011 .� � /Weil Rd 30/ - a = Fir• i iou � Rd . y.��''� t. r '•�� ii. .ice j 01 oil i PEW �%k ! . =+ _���ire�•'. Iva' P LEGEND - City Parks — Major Roads PARKLAND SERVICE AREAS (CURRENTAND FUTURE NEED AREAS) - Crescent Bend Nature Park Minor Roads — 112 mile Neighborhood Park Need Area (Current) - HOA Parks ... Railroads 112 mile Neighborhood Park Need Area (Future) - Sports Complex Non-Cibolo Areas 1 mile Community Park Need Area (Future) - Proposed School Location Parcels W.r( - Schools Floodplain 0 V. V. 1 . e CITY OF CHOICE FIGURE 5.7 PARKS AND TRAILS Across Texas and the nation, people are demanding convenient access to trails and other types of linear connections. To meet this need, acquisition and construction of trail networks are receiving higher priority than some other competing interests. Moving forward, there will be a greater focus on integrating additional traditional public park amenities (e.g., playscapes, open space play areas, fitness equipment, etc.) into these linear trail systems. The linear nature of these systems also help. to ensure fair distribution of the city's park system across the city. of park properties within the currently developed areas of Cibolo. Each neighborhood park serves a quarter- and half -mile service area, with the former being the ideal service radius and the latter being an acceptable service radius. Each community park serves both the proximal neighborhoods and greater community needs. A community park generally serves a one- to two-mile radius with the former being ideal and the latter being acceptable. It is important to note that neighborhood park service areas generally do not extend over large arterial roads which often is a physical barrier to walkable/bikeable entry. As depicted on Map 5.4, Park Need Areas, on the previous page, there are two areas within the existing developed portion of the City that are currently not adequately served by a park facility. These two areas of existing need include the area along Green Valley Road at the north end of the City, and just north of FM 78, west of Downtown Cibolo. Although Niemietz Park is located just south of FM 78, the highway is an effective barrier to entry for the established neighborhoods to the north. Several proposed neighborhood parks are already being discussed within the City (e.g., the Tolle and Veazey properties and several more) which would help to fill these areas of current need. Action P-1.3. Develop new parks in future areas of need concurrent with new development. Outside of the existing developed areas of the City, there will also be a future need to expand the park and recreation system concurrent with growth. These areas are generally delineated on Map 5.4, Park Need Areas, on the previous page. Their delineation does not specifically identify individual properties; rather it identifies where service coverage could be needed based on the Future Land Use Map in Chapter 2, Land Use & Character. Therefore, it is recommended that the City evaluate opportunities to add parkland in these areas of need concurrent with new development. This could include City -initiated property acquisition, construction as part of new private sector development (e.g., developer building a segment of the off-street trail network), private property donation, public -public partnerships (e.g., developing a public park on unused school property), or through other means. Improving the City's future distribution of parks could also be accomplished through the development of the off-street trail network, whereby additional park and recreational amenities could be integrated into the overall trail system (see Figure 5.7, Parks and Trails). CIBOLO COMPREHENSIVE MASTER PLAN—PARKS, RECREATION, & OPEN SPACE Action P-1.4. Create unique parks that will attract residents from the surrounding area To encourage park users from the surrounding region, the City could consider adding signature amenities to existing or future parks. For example, a sculpture park could be added to an existing or new park to display artwork from local and regional artists. In addition, the City could consider developing a signature park on City property just south of FM 78 and east of Main Street. This property could be designed to accommodate food trucks which provide additional opportunity for hosting special food truck events to gather community members together (see Figure 5.8, Signature Amenities). Establishing parking lots to access the City's growing trail network could also be added as a means to bring people into the City. Action P-1.5. Develop a Cibolo sports complex capable of attracting local and regional tournament style events. Provide outdoor space for tournament style events, including soccer, baseball, and softball. One potential location for outdoor tournaments is the Municipal Youth Sports Complex which could be located south of FM 78 and east of Main Street. This property could include two softball/Little League fields, two baseball fields, four soccer fields, concessionaire stands (or alternativelyfood truck spaces), connections to Downtown Cibolo and the Citywide trail system, and enough parking to accommodate both tournaments and larger regional events. Existing buildings on site could be renovated into a new parks and recreation office facility. Depending on the design, this sports complex could also be utilized for the City's large annual CiboloFest. Development of this property may need to be phased overtime as funding is obtained. Additional park amenities that may warrant consideration are elaborate playscapes, botanical gardens, all abilities parks (e.g., Miracle League field and associated amenities), indoor soccer complex, a regional trail system, historical and cultural interpretative signage along trails, etc. Action P-1.6. Provide opportunities for indoor recreation within the City of Cibolo. Currently, most recreational amenities and services are being provided by the City of Schertz. As the Cibolo continues to grow, it will need to add more opportunities for recreation closer FIGURE 5.8 SIGNATURE AMENITIES As the City further develops its park and recreation system, it should consider adding unique, signature design elements and amenities which could be enticing to both locals and visitors. Mueller Lake Parkin Austin includes a food truck court by one of their more active pavilions and serves those using the regional trail network. CITY OF CHOICE FIGURE 5.9 QUALITY PARKS AND TRAILS Schlather Park contains a diversified list of passive recreation amenities including picnic shelters and pavilions, disc golf course, and access to an internal loop trail (which will eventually become part of a Citywide trail network). It also includes mstrooms, a playscape structure, and areas of unprogrammed open space. It is one of the City's newer parks, and as such, it consists of high quality amenities and facilities. Other parks (e.g., Niemietz Park), are in need of revitalization or redevelopment. to home. This could include developing a partnership between the City and the YMCA to develop a community center within the City limits. One potential location includes the City -owned property just south of FM 78 and east of Main Street. Primary access to this property would be from FM 78, but it would also have access to the Citywide trail system. A joint facility could provide indoor recreation opportunities for those living in Cibolo, including indoor basketball and volleyball. Additional opportunities for adding indoor recreation space is the renovated old school building in Downtown Cibolo (see also Action P-2.4). Policy P-2. Design, program, and maintain a high quality parks and recreation system. There are several benefits of providing a high-quality parks system to the residents of Cibolo. These benefits include recreation opportunities, encouraging a healthy lifestyle, and the overall happiness of the community. Ensuring a suitable policy structure is in place will create a plan for today and the future. These actions are recommended: Action P-2.1. Enhance current amenities in Cibolo's existing parks. Since parks and recreation are one of the defining amenities affecting community choice, it is important to enhance each park so that they are safe, attractive, and inviting to existing and future residents. This includes establishing parks which are designed in a high quality manner and are well-maintained (see Figure 5.9, Quality Parks and Trails). This also includes ensuring that parks are well -programmed, so that there are sufficient activities for people of all ages and interests. In particular, each existing park should be evaluated for opportunities for additional amenities; safe and adequate parking lot, trail, and other lighting; shade opportunities (e.g., covered playscapes, picnic shelters, pavilions, and more shade trees), etc. Action P-2.2. Look at the existing staffing levels in the Parks and Recreation Division and make sure that the staffing needs are adequate. The current staffing levels for parks and recreation include one parks superintendent and nine staff members. As the City's park system grows, adequate staffing levels need to be provided in order to maintain a high level of quality for all parks. The current staffing level needs to be evaluated to determine the size of maintenance staff needed in the future. Funding sources will also be key in the evaluation process to decide how many new staff members can be hired. CIBOLO COMPREHENSIVE MASTER PLAN—PARKS, RECREATION, &OPEN SPACE Action P-2.3. Add more shade opportunities within existing and future parks. The usability of parks and recreation amenities is probably one of the highest priorities when determining how best to design, program, and maintain a parks and recreation system. In Texas, almost every park system is subject to long, hot summers. In some cities, this renders their parks system unusable for several months of the year. In other cities, they do a betterjob designing, programming, and maintaining park facilities and amenities to provide for more shade opportunities. This includes having adequate picnic shelters and pavilions, playscape shade structures, and lots of shade trees in parking lots, around amenities, along trails, etc. These cities also do a good job of protecting the mature tree canopy that exist along their riparian corridors, oftentimes using these spaces to integrate public trails and other open spaces. In order to improve usability of existing and future parks, the City should consdier adding more shade opportunities (see Figure 5.10, Parks and Trails). Action P-2.4. Create partnerships with public and private organizations to allow investments to occur in the park and recreation system. Pursue contracts with private groups that can allow for the combined use of facilities and joint maintenance agreements. A partnership between the City and the YMCA is an example of where a large community center could be established to serve the residents of Cibolo. This community center could include basketball courts, classes for young children, training rooms, and a nursery. Action P-2.5. Create screening between residential areas and parks to produce a visual barrier and reduce noise disturbances between different land uses. Even though it is recommended to develop parks and amenities integrated into the neighborhood, it does not mean that there should not be design elements to protect abutting property owners. Indeed, parks and recreation areas can be noisy which could have a detrimental impact on nearby residences. As such, the City should consider developing appropriate screening elements (e.g., evergreen trees and other landscape buffering) as part of new park designs so that abutting residential houses are better buffered. FIGURE 5.10 PARKS AND TRAILS All across Texas and the South, municipalities are responding to citizen requests for additional shade opportunities to make parks more usable, particularly during the Texas hot summers. Indeed, 83 percent of respondents to the online public survey indicated that additional shade opportunities (e.g., playscape shade structures, picnic shelters and pavilions, and more trees) was Very Important or Important to address. In fact, out of all the issues identified, adding more shade was the highest identified priority. I_ CITY OF CHOICE FIGURE 5.11 DOG PARKS Certain recreational amenities have the ability to really change a community. One example is a well-designed dog park. In rnany instances, these resources are used night and day and all days of the week. While more difficult to manage and maintain, dog parks with a water feature significantly expand visitation and usability, particularly during hot Texas summers. Pawm Springs in Sugar Land, Texas is a good example of a well- designed, regionally -serving dog park. Action P-2.6. Ensure existing parks and recreation facilities are safe and well-maintained Residents and visitors acquire a lasting impression when they visit the parks system in Cibolo. An unsightly or poorly maintained system has the ability to turn away visitors before they even explore the available amenities. It also contributes to the perception of lack of safety. Consequently, it is important to create a safe and well-maintained parks system. To accomplish this policy objective, routine repairs such as safety examinations of playgrounds and regular replacement of equipment should take place. It should also include periodic repainting of structures and other amenities (e.g., parking lot striping), enhancing lighting and landscaping in parks and along trails, and the installation and maintenance of quality signage. Other considerations include improving ADA compliance in the City's older parks (e.g., connecting park amenities with internal loop trails and/or sidewalks), increasing security patrols, and the potential installation of 911 call boxes. In order to accomplish this, additional park and recreation funding may be needed. Action P-2.7. Create a partnership with neighborhood and other volunteer groups to improve the maintenance of the existing trails and parks. The maintenance of parks can be difficult for cities because of the competition for limited funding. To help with park maintenance and reduce the financial burden on the City, the City should encourage, support, and partner with neighborhood groups, park "friends' groups, or "adopt a park" groups. This could include partnership with area homeowner association groups or others that may be interested in specific park aspects (e.g., local running groups that may be interested in adopting trail sections). Action P-2.8. Create minimum design standards for existing and/or new parks. Establishing high-quality standard park, recreation, and open space amenities is important. Ensuring high quality starts with design. Therefore, the City should consider establishing minimum standards which need to be considered when developing or redeveloping park and recreation facilities. At a minimum, the standards should include diverse programming to entice and accommodate all users of the community, active and passive recreation options for people of all ages, high quality, durable materials, safety considerations, and a focus on internal and external connectivity. Action P-2.9. Consider adding park and recreation amenities as part of overall community building efforts (e.g., developing a dog park). Throughout many Texas communities, cities are realizing the role that parks and recreation can play in community building. In many instances, cities are adding park and recreational amenities which are tailored to bring people together in social settings. One example of this is the growth of dog parks (see Figure 5.11, Dog Parks). In Cibolo, there is a need for a dog park. While designs of these dog parks take many forms, the City should consider, at a minimum, CIBOLO COMPREHENSIVE MASTER PLAN — PARKS, RECREATION, & OPEN SPACE two separated areas for big and small dogs, showering stations, gated enclosures, and a water feature (to ensure use even in hot summertime temperatures). The area of the dog enclosure needs to be of an adequate size so that dogs can run and fetch thrown balls, Frisbees, etc. For their human companions, the City should consider restrooms, shaded seating areas, and Wi-Fi accessibility. Although both Schertz and Universal City have dog parks, the City should focus on the above mentioned elements when evaluating potential locations and designs. Often, well designed dog parks become a regional amenity. The City could also consider designing a new dog park as part of another project such as a regional drainage project or animal shelter [see also CFPS-6.2). Action P-2.10. Consider adding park and recreation amenities to increase citizen access to water-based amenities. Living in Texas, many communities are evaluating their provision of water-based facilities due to increased demand forthese types of amenities. Cibolo is no different. As part of the online public survey, respondents indicated that water-based amenities were Important to many City residents, including indoor pools (36%), outdoor pools (38%), and splash pads (45561). As the City moves forward, it should consider adding splash pads as part of a new park, or redevelopment of an existing park. It should also consider potential partners to evaluate the opportunity to establish a public indoor or outdoor pool. Action P-2.11. Consider a revitalization plan and funding for the redevelopment of Niemietz Park. Niemietz Park is one of the City's older parks. As such, its facilities are not of the same quality and caliber as the newer Schlather Park. With this in mind, the City should consider allocating funding to redevelop or revitalize this park. Besides age and condition, two otherfactors could help justify this park's revitalization and redevelopment. First is that a private developer has approval to develop the Red River Planned Unit Development (PUD) project. This PUD includes approximately 770 single-family and multi -family units and open space that follows Cibolo Creek. In association with this development, the City could consider establishing this segment of the Citywide trail system and connect it to both Niemietz Park and the new Municipal Youth Sports Complex. In addition, the City could consider partnering with Schertz to develop a potential pedestrian bridge crossing to connect Niemietz Park to the Crescent Bend Nature Park, there by connecting this regional park to Cibolo's Citywide trail system. Action P-2.12. Regularly schedule events in the parks to increase park usage. Increasing regularly scheduled events in the parks system should be considered by the City. Types of events could include a monthly movie night under the stars or live concerts in the summer. Providing different eventtypes will encourage a variety of park users community -wide and will help increase City wide use of the parks system by residents. Action P-2.13. Maximize the use of partnerships to increase parks and recreation services within Cibolo. In order to be efficient with providing parks and recreation services in Cibolo, the City should consider partnering with third party entities to provide additional specialized amenities in the parks system. This could include both public -public (e.g., the City partnering with Schertz) or public-private partnerships. One example could include partnering with the Schertz-Cibolo- Universal City Independent School District (SCUCISD) to incorporate science -based activities in parks. This could also include co -locating public park amenities on unused portions of SCUCISD properties. This works particularly well for schools which are not yet designed or developed. This appears to be the case for portions of the existing Al Rich Park, which is located adjacent to Watts Elementary School. CITY OF CHOICE FIGURE 5.12 PROTECTING NATURAL RESOURCES As the City continues to grow to the south, it needs to ensure that the existing tree canopy, particularly along drainageways, is protected as part of public and private sector development. Policy P-3. Proactively strive to maximize protection of the City's sensitive natural resources. The preservation of open space is key for the future development of Cibolo. Open space is defined as land that is intended to consist of little to no development. It often includes wetlands, woodlands, steep slopes, and natural drainageways or floodplains. Passive recreation such as walking or picnicking can be programmed in open space if the land is not too sensitive to human activity. The following actions: Action P-3.1. Evaluate zoning, subdivision, and development regulations to ensure maximum protection and use of the City's remaining natural resources. Through the use of cluster developments and conservation developments that create conservation easements, more open space can be preserved in environmentally sensitive areas. Density bonuses, purchase of development rights, and preservation credits can all be used as an incentive to promote this type of development. Conserving open space and greenbelts are just a few examples that fall under this category. Action P-3.2. Ensure that public sector projects maximize protection of the City's remaining natural resources. Similar to private sector development, City -initiated projects also often results in the degradation of sensitive natural resources. Since tree preservation was listed as one of the highest priorities when considering development within the FM 78 corridor, the City should ensure development plans (e.g., the Municipal Youth Sports Complex, the YMCA / Cibolo Community Center, etc.) maximize protection of the City's existing tree canopy. In particular, these areas (see the mature tree canopy along Town Creek in Figure 5.12, Protecting Natural Resources, below) can be cross -utilized for both protection of sensitive natural resources and as passive recreational trail amenities. INTRODUCTION The quality and availability of community facilities and public services can influence the quality of life of Cibolo. The range of public services is broad, covering everything from police and fire protection, to library programs, to drainage and street maintenance. These community facilities and services impact not only the tangible quality of life through safety and function of a community, but it can also impact how citizens engage with the community and influence their perceived or experience quality of life. In order to keep up with growth, the City must maintain quality community facilities and public services that are efficient and effective at providing the services citizens desire and expect. As the community grows, not only will demand for these services increase, but changing demographics and evolving technology may result in shifting prefe for services and facilities. This chapter examines the available community facilities andukiCc services provided by the City today. It will examine the adeq acy of community facilities to enable City staff to perform their duties effective and efficiently. This chapter will also identify needs and opportunities to improve community facilities and expand public services to respond to the growing needs of the community. 'I CITY OF CHOICE This chapter provides a 20 -year policy framework for growing and maintaining quality community facilities and pubic services, including addressing the following: ■ Efficient and responsive governmental offices. As Cibolo continues to grow, City offices and staffing will also need to grow and improve to provide efficient and responsive services to the citizens, businesses, and visitors of Cibolo. r Effective and sustainable public infrastructure. As the City grows over time, the extent of public infrastructure will also grow. Much of this will be built and financed in partnership with the private sector as part of new development. However, once operational, it becomes the City's responsibility to maintain and upgrade it in perpetuity. Moving forward, the City will need to ensure that new infrastructure is durable, expandable, and efficiently maintainable overtime. ■ Exceptional police and fire protection. Above all else, continued provision of exceptional police and fire services is paramount to protect the public health, safety, and welfare of the community. ■ Responsive other public services. In addition to providing exceptional police and fire protection, residents and business owners will increasingly demand expanded or improved public services (e.g., animal control) as the City continues to grow. Existing Community Facilities & Public Services Cibolo provides a range of public services and manages a number of community facilities. Public services' discussed in this chapter include: ■ Municipal building and government services; ■ Fire and police protection services; ■ Animal control; ■ Utility services; ■ Water and wastewater services; ■ Drainage and flood protection; and ■ Development and permitting services. In orderto determine what the City needs to do to expand or improve its provision of community facilities and public services, it is important to understand where the City is today. As such, an inventory helps to identify the base level of service for the City (see Map 6.1, Existing Community Facilities, on the next page). It shows that the core of the existing City services is located in Downtown Cibolo, consisting of the City Municipal Building, police headquarters, and a fire station. An additional grouping of community facilities (i.e., public works, animal control, and U.S. Post Office) is located off of Cibolo Drive. While schools are also shown on the map, they are not under the control of the City government. Rather, they are subject to the control of the Board of Trustees of the Schertz-Cibolo-Universal City Independent School District (SCUCISD). After establishing a base level of service, an evaluation of community needs and desires can help City leaders understand whether current needs are being met and how future demand may change as the community grows. 1 Services provided by the Parks and Recreation Division and Cibolo Economic Development Corporation (CEDC) are discussed in other chapters of this Comprehensive Master Plan. MAP 6.1 EXISTING COMMUNITY FACILITIES Trainer Schen r • j I U� :Fmrypese. _ I oldwKidersfein EIirn6 S. Schlather al15 Intermediate SchooO�' r mj. 3 .Green Valley Rd ,j •7P a = Green ValleY�Rd Y Ciliiilo Valley —' :utrell Watts ' I ! Elenientaty School] 1 L. Y Iry School__ U —'I j Wiedner Rd h t o I ri._..; r @ law 1 . g IPj •—i iool- < 1 ` 1 �_.._'. well -1 WeilAd Pre (eld Rd C° OG N!federsteiri—' - !-- - -- ooi SElennedmtary School 1 m vl '` 78 �- Bryon P. Steele Ilml •♦ High School o._,_•_ Bard} ry You sford Rd i r Schaeffer Coun' Ln i -r f —'•`•I � I 1 � Dady m 0 \ Kisar r Anzpa —'1�•��/`i•^rs Holman -Marlon, ieguin Rd / r i i @ rill fr-:=:-dr1'�usRa !GaNes 'm E I �._= r t. m, , � o� of I a' rValleyNiew Dr "ol pl �..,,U SIR 1 Schmoekel Rd Me rull Eben Z6 ir.1 B on olt a 'DAwaY_ a� yam' (/ .I ��.._._,_,_,YI_• Abbott ----------- New — _ _.—..—'1 New Berlin LEGEND O Animal Control iIE Fire Station #1 ,� Schools a"s Old School Building Police Department Major Roads 11F City Hall Public Works Minor Roads lit Fire Station #2 _ U,S. Post office +++ - Railroads Cibolo City Limits _1 Cibolo ETJ Annexation Agreement Areas Parcels - Adjacent Cities Non-Cibolo Areas N 0 'h 'h 1 m oMiles CITY OF CHOICE GOVERNMENT SERVICES & MUNICIPAL BUILDING The main government building in Cibolo is the Municipal Building located at 200 South Main Street. The 10,000 square foot building was built in 2005. Many of Cibolo's public services office out of the Municipal Building, including City Administration (i.e., the City Manager, City Secretary, Finance, Human Resources, and Information Technology); Municipal Court, Public Works Department, Utilities Department, and Planning and Engineering Services, Building Inspections, Economic Development Corporation and permitting. The Municipal Building also includes the Council Chambers, which is cross -utilized as the City's courtroom. Overall, the building includes approximately 14 office rooms, two shared conference and training rooms, a shared break room, six restrooms, and approximately eight storage rooms. Today, approximately 30 staff persons share the Municipal Building space. When it was built in 2005, the City's population was approximately 7,623 persons,2 which is 3.5 times less than today's estimated population of 26,637 persons.' Consequently, as staffing demand has increased to maintain quality public services, spacing and storage needs have also increased. Generally, surveys of the departments located in the Municipal Building have identified inadequacies with storage, shared meeting spaces, and limited space capacity to increase staffing. Throughout the building, storage space is generally inadequate. Some departments have closet -sized storage areas and some do not have any at all. In many cases, storage overflows into the office area, creating a cramped work and meeting environment. This limitation has also forced the City to rent off-site storage space. Additionally, some of the office printing and faxing equipment is located in the hallway and break room, and the shared break room is outdated and inadequately sized for the number of staff persons in the building. The departments all also share meeting space, which they have identified as a problem. The large conference room can accommodate 12 people comfortably, and larger meetings must use the Council Chambers. The Municipal Court also uses the Council Chambers on court days, which highlight the potential need for a dedicated courtroom and additional and larger meeting space. The following is a discussion of current conditions and future needs of facility space for various City departments. City Manager and City Secretary The offices of the City Manager and City Secretary ensure the delivery of public services through the community (see Figure 4.1. Citizen Communication). These offices include four staff persons. Surveys of the administrative offices have identified the following needs: a dedicated courtroom; on-site storage; additional meeting space; improved waiting area for court; and space for the Record Management System. Finance The Finance Department maintains the City's accounting and financial system. The department consists of three staff persons who are located in two offices. The department has identified storage as a limitation with the current space, and files are being stored in the offices, creating a cramped workspace. The department has also identified an immediate need for an additional staff person and a doubling of staff in the next 20 years as the population continues to grow. Human Resources The Human Resources Department is a single -person department, tasked with managing employment with the City. The department identified inadequate storage space and meeting 2 Source: 2005 Comprehensive Plan, 2004 calculated population estimate. 3 U.S. Census Bureau. 2015 Population Estimates. Today, much of the City's existing governmental offices are located within the Municipal Building in Downtown Cibolo. space as their current space needs. The department also requires more secure storage and printing/faxing equipment as it deals with private and personal information about City employees. Regarding demand for growth of Human Resources, the department has identified an immediate need for an additional staff person and a doubling of staff in the next 20 years as the City continues to grow to respond to the growing community. Information Technology The Information Technology (IT) Department works specifically with technology needs of the City. It consists of two employees and currently does not have dedicated office space. However, like many forward thinking cities, the IT department has identified a number of technology needs for the City, including: a City Data Center (to provide access to City data); network fiber connectivity to all City facilities; a Disaster Recovery Plan and site (in the event of a disaster to ensure continuity of City business); improved access control to City facilities; and the installation of security cameras on certain City facilities. Utilities Administration (Billing) Utilities Administration is responsible for the billing and collection of the utility accounts.' This office includes three staff persons who share one divided office. The area is considered too small, and the 'openness" of the layout creates a lack of privacy for customers. In addition, there is no dedicated office area for the supervisor (Utility Billing Administrator). Generally, the office believes they are adequately staffed to meet current needs; however, to improve customer service the office has identified a need for an additional part-time clerk to provide flexibility in scheduling as well as a full-time receptionist. Municipal Court The role of Cibolo's Municipal Court is to rule on citations issued by Cibolo Police Department. It also maintains accurate records of cases processed by the court, sets court hearings and notifies individuals to appear, issues warrants, and summons citizens for jury duty. Currently, the Municipal Court is supported by two full-time staff persons. Court hearings occur twice a month and meet in the Council Chambers. The City has identified a need for a dedicated courtroom for the Municipal Court since it can interfere with use of the Council Chambers. 4 Operations of the utilities is managed by theoffice of Utilities Operations.. in the Public Works Department. FIGURE 6.1 CITIZEN COMMUNICATION Cities have a fundamental responsibility to communicate basic and routine information to the public. Communication is not only essential to the health and well-being of the community in informing citizens (particularly in emergency situations), but strong communication between the City and the public can foster community pride, improve dialogue between citizens and the City, create transparency, and encourage greater participation with local governance. This in turn can improve a City's reputation, encourage growth, and foster economic development which will further strengthen City services. The City uses its main website to disseminate information, including reports of projects, traffic, and weather advisories. The City also publishes a quarterly newsletter (the Buffalo Chronicle, see excerpt below) and a "City Manager's Message." The City also maintains a database forthose interested in receiving emails or texts of City news, alerts, and urgent information. Some departments have begun using Facebook to engage residents and communicate information, including the City Administration Department, Animal Services, Cibolo Economic Development Corporation, and the Police Department. One critique expressed by early stakeholders was that there was not a unified communication strategy to disseminate important community information. 69.4% feel the City is doing a good job communicating about important events and issues 55.6% are satisfied or very satisfied with the City's efforts of listening to citizens 56.0% are satisfied or very satisfied with the City's efforts of government transparency 55.7% are satisfied or very satisfied with the City's efforts of government communication SATISFACTION WITH COMMUNICATION Overall, respondents to the online public survey were generally satisfied with Citywide communication. However, these satisfaction rates also indicate that there is definitely room for improvement. Out of the various methods in which the City communicates, Facebook was the highest preferred method of receiving information. This is supplemented by various other communication media such as the City's website, community newsletters, etc. PREFERRED METHOD FOR RECEIVING INFORMATION FROM THE CITY Facebook City's website Email blasts Mailed letter Area newspaper Text messages Twitter Notify Me® 0.0% 20.001. 40.0% 60.0% COQ J ^mde NMtleu6� nraxealnm�j niM A .,ea bi Al6 City of Cibolo ao,dy': 90 Le..r nnLrnbs m raiw o rnnilp in Om Sxu :NI"ni"area rar5or6 suu oc«,�i nrw. Example posts from the Cibolo Facebook page 80.0% Excerpt pages from the 2016 summer edition of the Buffalo Chronicle—Cibolo's quarterly newsletter Alm; A k_ i 80.0% Excerpt pages from the 2016 summer edition of the Buffalo Chronicle—Cibolo's quarterly newsletter CIBOLO COMPREHENSIVE MASTER PLAN —COMMUNITY FACILITIES & PUBLIC SERVICES 1 Planning and Engineering The Planning and Engineering (P&E) Department assists the citizens and property owners of Cibolo and plan for the use and development of land and buildings. The department not only performs long-range planning functions, but also building permitting and inspections; zoning, subdivision, and plan review; code enforcement; and inspections of public infrastructure. The department employs 11.5 staff persons and occupies approximately 1,050 square feet of office space in the Municipal Building. Storage and office space capacity is inadequate to serve the existing staffing. All but two staff persons share office space and there is no storage space for this department. As the City continues to grow and develop, the P&E department will need to grow as well and the current space cannot accommodate any staff increases. Economic Development Corporation The Cibolo Economic Development Corporation (CEDC) was incorporated in 2007 to attract, retain, and expand desirable jobs and development in Cibolo that enhance the quality of life. The CEDC has two staff persons that meet in an office behind City Council Chambers. The office space is inadequate and does not currently meet the existing needs of the department. In particular, it does not have storage space and is not conducive for meetings when the Council Chambers is being used. This is because access to these offices are through the through the Council Chambers. The CEDC has identified a need for one additional employee, but the current office space cannot accommodate an additional staff person. PUBLIC WORKS The Public Works Department oversees the bulk of the City's hard infrastructure, including streets, parks, water and wastewater services, and stormwater drainage. The department consists of a total of 31 staff persons, including a department director, three superintendents, one maintenance foremen, six crew leaders, crew members, technicians, and workers. These services are funded through a variety of sources including the general fund, service and utility fees, and impact fees. Impact fees require a periodic study to establish the appropriate fee to be assessed. As set out in Figure 6.2, Cibolo Impact Fees, it shows the impact fee rates that have been in effect since 2013. It is anticipated that fees will need to be increased in 2017. FIGURE 6.2 2013 CIBOLO IMPACT FEES Water Impact Fee Sewer Impact Fee Drainage Impact Fee Transportation Impact Fee North Transportation Impact Fee South $3,695 $1,770 $1,015 $1,090 $1,940 *Fee is per living unit equivalent. The Impact Fee Study is periodically updated to determine the fee rate. The last study was conducted in 2013, and the next study will be done in 2017. CITY OF CHOICE FIGURE 6.3 WATER SERVICE FACILITIES Currently, the. City provides water distribution using three water plants, including Plant No. 1, located off of Cibolo Valley Drive. At this location, a 160', 1.125 MG elevated storage tank provides pressurized water to the water faucets of the Cibolo community. All water treatment is provided by CRWA. Water Services Water service is provided by the City of Cibolo or by Green Valley Special Utility District (GVSUD). The City's water service area, which encompasses 5,891 acres, includes portions of the City limits and portions of the extraterritorial jurisdiction (ETJ). Alternately, the northern portion of the City limits and portions of the ETJ east and south of the City are served by GVSUD (see Map 6.3, Water Service Areas, on page 141). Cibolo is a member of Canyon Regional Water Authority (CRWA) and obtains wholesale water from two sources: surface water from Lake Dunlop on the Guadalupe River and ground water from the Carrizzo Aquifer in Guadalupe and Gonzales County. The GVSUD provides water service to some areas within the City limits as well as in the ETJ. GVSUD is also a member of and contracts with CRWA for wholesale water and also obtains ground water from the Edwards Aquifer in Corral County. Currently, the City's water service area encompasses 5,891 acres and provides services to 5,224 residents, 170 businesses, and 12 municipal facilities. The water system includes two water plants (an additional one under construction), and a distribution system that is made up of 8 -inch or larger water lines (see Figure 6.3, Water Service Facilities, below and Map 6.2, Water Service Areas, on the next page). The City does have oversizing requirements of water lines and cost sharing is available when oversizing is required. The City of Cibolo operates three water storage and distribution plants: ■ Plant No. 1 is located off Cibolo Valley Drive, just north of the intersection with Bentwood Drive. The plant contains one 1.25 million gallon (MG) elevated composite tank (160' tall); one 1 MG ground storage standpipe; a pump station with four hi -service pumps rated a 1,000 GPM each; and one standby generator; ■ Plant No. 2 is located at the corner of FM 1103 and Wiedner Road. The plant has one 1.5 MG elevated composite tank (165' tall); ■ Plant No. 3 is currently under construction at the corner of South Main Street and Schaefer Road and is anticipated to be in operation by July 2017. The first phase of the plant includes a 1.25 MG elevated composite tank (195'tall). The next two phases will include one 1 MG ground storage tank; a pump station with four hi -service pumps rated a 1,000 GPM each; and one standby generator that has the ability to be expanded to two 1-1.25 MG. Although the City does own and maintain its water distribution system, all water treatment is currently being provided by CRWA. According to their meters, Cibolo has an average daily water use of about 1 million gallons per day (MGD) and peak water use is estimated to be 2.25 MAP 6.2 WATER SERVICE AREAS I of Schertz CCN CIBOLO COMPREHENSIVE MASTER PLAN - COMMUNITY FACILITIES & PUBLIC SERVICES 1 City of Schertz CCN ® old Wkderstein i r. •,r eoa a ( al -� Green Valley s l SLID CCN E w m Green Valley Rd _ VVP#1 _$ WP #2 _ w.rpa-14 City of Schertz CCN r SII � - ?+ Short Weyel m a -.r E BrowaN IIIc I Green Valley SUD CCN U Cody_ Cak Kser r® Green Valley SUD CCN LEGEND Water Plant Parcels Water Lines Railroads Water Service Areas — Major Roads ry Cibolo Water Service Area Boundaries Minor Roads w� Other CCN Boundaries Nan-CiboloAreas oMile CITY OF CHOICE FIGURE 6.4 WATER SYSTEM CAPACITY Elevated Storage 2.375 MG 3.625 MG Ground Storage 1.0 MG 2.0 MG Total Storage 3.375 MG 5.525 MG Hi-Sery Pump 4,000 GPM 8,000 GPM MGD. Cibolo's water system has a total capacity of 3.75 MG per day, which will be expanded to 6 MGD when Plant 3 is fully operational. As Cibolo continues to grow, water use will also increase (see Figure 6.4, Water System Capacity). Future plant expansions will be needed to store and distribute additional water, and possible updates to the distribution system may be necessary to efficiently distribute water. The Public Works Department has identified looping of dead-end lines as an issue that needs to be addressed. Additionally, there will be a need for additional water supply. Currently, Cibolo is a member of the Cibolo Valley Local Government Corporation (CVLGC) along with the City of Schertz. The Corporation was formed by the local cities to explore and develop an alternate water source to meet the future water demand of the region. The development of the new water source will require the City's participation in the costs of drilling a new water wells, construction of new water plants, and water transmission lines. As an alternate to, or in conjunction with, increasing water supply, the City provides incentive to increase water conservation efforts as part of new development or redevelopment. In this regard, the City's Unified Development Code (UDC) allows for a reduction in landscape area with the use of xeriscaping design and plants. Although the Cibolo Creek Municipal Authority (see below) provides opportunity to purchase reclaimed wastewater for irrigation use, the City currently does not purchase reclaimed water. Wastewater Services The City of Cibolo is a customer of Cibolo Creek Municipal Authority (CCMA), a regional wastewater service provider. The City's wastewater service area encompasses 11,445 acres and includes portions of the City limits and portions of the ETJ. Portions of Cibolo's City limits and the ETJ are in the GVSUD CCN service area, but they currently have no wastewater infrastructure. Currently, the City provides wastewater services to 8,005 residents, 115 businesses, and 17 municipal facilities (see Map 6.3, Wastewater Service Areas, on the next page). Displayed in Figure 6.5, Existing Lift Stations in Cibolo, are the existing lift stations located within the City. Wastewater treatment is provided by the CCMA and Cibolo, which also provides service to Schertz, Selma, Randolph Air Force Base, and portions of Live Oak, San Antonio, and Universal City. The CCMA wastewater facilities include a treatment plant, lift stations, gravity sewertrunk or outfall lines, and force mains all owned and maintained by COMA. Wastewater is treated at the Odo J. Riedel Regional Water Reclamation Plant in Schertz. The plant is currently being expanded from an annual average flow of 6.2 MGD to 10 MGD. FIGURE 6.5 EXISTING LIFT STATIONS IN CIBOLO Kaylee Chase Willow Brook Sub. 200 GPM Yes Cibolo Vistas - 1 Cibolo Vistas off Weil 200 GPM Yes Rd (South) Cibolo Vistas - 2 Cibolo Vistas off Weil 100 GPM Yes Rd (East) Niemietz Park Back of Park 30 GPM No MAP 6.3 WASTEWATER SERVICE AREAS yam Kaylee Clly of Scheriz CCN �•..� Chase Y4 Lift $tailOnOld Wledersrein a r rnr' 7 City of Schanz Odo J. Riedel - Regional Water., Statb Reclamation Plant '1 o � 1 m Schaefer Cduhly Road 9009. � Lower Seguln Rd Not in a CCN , 3 G.. Vailevaen Valley Rd F WI°dner Rd A ClboloV to$ Li static CIb010 V etas Weil Rd a 1f1 Uft e U Station R!c� 3 Sh^rtiweyel. GSUD CCNreen y � m q E N Lift a BiowaN alion 7a Sohaegerer Rd Gauntry Ln youngsford Rd — rc 5 m Cody $ Kiser i 78 Arapa Holman z q m � � IM-dw Green Valley G^Ra SUD CCN Gerdes e • 3 U LEGEND Odo J. Riedel Regional Water Reclamation Plant — Major Roads Lift Station — Minor Roads Wastewater Service Areas Railroads Cibolo Sewer Service Area Non-Cibolo Areas N Other CCN Boundaries Parcels rYy'� v Mile CITY OF CHOICE Drainage & Stormwater Management The drainage system is a critical component of protecting the health, safety, and welfare of the community. The drainage system's primary function is to move and store stormwater. The primary drainage system includes natural areas and waterways such as creeks, rivers, tributaries, ponds, floodplains, etc. The secondary drainage system consists of man-made infrastructure that controls Stormwater runoff into the natural areas, such as streets, ditches, culverts, retention ponds, gutters, etc. These man-made drainage systems feed the primary natural waterway system (see Figure 6.6, Examples of Stormwater Drainage Infrastructure in Cibolo, below, and Map 6.4, Natural Drainage System, on the next page). Failure of any part of the drainage system can result in flooding and destruction of property, buildings, infrastructure, and even life. The City is within the Cibolo Creek watershed, meaning that stormwater that drains from land in Cibolo ultimately ends up in Cibolo Creek. Within the watershed, areas are divided into several drainage basins based on which tributary or branch the area drains to. Several creeks and tributaries bisect the Cibolo community, including Town Creek and its tributaries north of FM 78, portions of Dietz Creek and its branches north and south of FM 78, and Cibolo Creek south of FM 78. The main drainage channels are East Town Creek, from FM 1103 to northwest corner of Cibolo Valley Ranch; West Town Creek, from FM 1103 to Wiedner Rd (Schlather Park); and Dietz Creek, from Dietz Road to north of Deer Creek Boulevard. Cibolo also maintains one detention basin located nearthe intersection of Cibolo Valley Drive and Borgfeld Road nearthe Cibolo Valley Ranch subdivision. If stormwater drainage is not managed properly, flooding occurs. Development practices and regulations will significantly influence stormwater drainage, which is why it is critical to evaluate drainage plans and both positive and negative impacts on drainage for all projects, including private development, transportation projects, even park and recreation projects. The City's 2005 Comprehensive Master Plan included strong recommendations that improved the City's understanding of its floodplains and drainage system, leading to the City's proactive approach to stormwater management and flood mitigation. The City has since adopted comprehensive hydrologic and hydraulic engineering studies for most of its primary drainage system and tributaries. These studies identify the flood discharge and flood elevations within the primary drainage system for existing and ultimate development conditions. FIGURE 6.6 EXAMPLES OF STORMWATER DRAINAGE INFRASTRUCTURE IN CIBOLO 1 Subdivision drainageways Curb and gutter MAP 6.4 NATURAL DRAINAGE SYSTEM uiww CIBOLO COMPREHENSIVE MASTER PLAN -COMMUNITY FACILITIES & PUBLIC SERVICES i U F%_ po_esa olawiode, iralalh � b coos �° ♦ / . m Green Valley Rd Green Valley ieo _ o V- Wiedner Rd Dietz Rd III c 07, i • Well a! Weil Rd ' 75 9. m �_� l - coonUy Ln l/YoungsfoN Rd V Schaeffer - ./ _ Schaefer Ig —. •' Z J . Gridy v I r .. Kiser Adzpa .Lower Seguin Rd _ ' Holman j , 7 '_b ig _- E \3°'1 iCWers F e9aigR _GeNes � 'a 78. , —i --- g of ' Valley View Dr �'' � l ��9 6 1- rainerHale `"j_ Wdsnlg ! u w ' Schmoekel Rd w Bolton -- Ln— �J Ln wey- b g N C z m panne hip � v Gin N LEGEND Floodzone — Major Roads Non-Cibolo Areas — Watercourses Minor Roads Parcels _ Water Bodies .... Railroads N f. Or 0 Y• Y3 1 ' oMiles CITY OF CHOICE FIGURE 6.7 The City also uses the development process to pro -actively manage stormwater and mitigate REGULATING STORMWATER flooding in Cibolo (see Figure 6.7, Regulating StormwaterDevelopment). The City has adopted DEVELOPMENT stormwater management ordinances and design guidelines that help to mitigate stormwater Cibolo has development impacts, minimize flooding, and maintain water quality. As part of the review process, property regulations that pro- owners and developers must meet with City engineering staff for a Stormwater Planning actively plan for stormwater Conference. The City has proactive development regulations that strengthen its stormwater management and flood management and flood mitigation efforts. mitigation, including: Streets m Does not allow buildings within the 100 -year The Streets Division of Public Works oversees maintenance of road surfaces, right-of-way floodplain; safety, mowing right-of-way frontage, school zone safety, sidewalks, and traffic control signs / n Restricts modifications of lights, street signs. Although streets are part of the Public Works Department, this information the floodway and 100 -year is covered in greater detail in Chapter 4, Transportation. floodplain; GARBAGE & RECYCLING SERVICES Requires that the secondary drainage system (streets, The City of Cibolo has an exclusive service agreement with Bexar Waste from Schertz to storm sewers, collection provide garbage collection and disposal to residents and businesses and recycling services channels) designed for 100 - to residents in Cibolo. The service agreement also provides for bulk pickup of appliances, year storm events is based furniture, large brush or tree trimmings, and other large items at least once every 60 days. on ultimate development within the basin; Residents receive curbside garbage and recycling pick-up once a week, and between June n Requires on-site stormwater and September garbage pick-up increases to twice a week. Bexar Waste has a single -stream detention for all new recycling program and collects newspaper, corrugated cardboard and boxboard, mixed paper, developments; and glass, aluminum, tin, steel, and plastic containers #1 through #7 (see Figure 6.8, Garbage & Recycling Services). D Allows exceptions to requirements when shown The service agreement does allow forthe option forthe City and Bexar Waste to negotiate and to not be beneficial to the implement a green waste program, which is a collection of organic materials and may include drainage system. yard waste, food scraps, or food -soiled papers. FIGURE 6.8 GARBAGE & RECYCLING SERVICES Currently, the City provides garbage and recycling services through an exclusive agreement with Bexar Waste in Schertz. Recycling pick up is provided at the curb and includes single stream recycling of plastics, metals, glass, and paper products. E CIBOLO COMPREHENSIVE MASTER PLAN —COMMUNITY FACILITIES & PUBLIC SERVICES l' POLICE DEPARTMENT Law enforcement plays an important role in ensuring a safe environment for residents, businesses, and visitors, and contributes to a positive quality of life in Cibolo. According to the public survey conducted as part of this planning process, approximately 90 percent of survey respondents reported they were satisfied or very satisfied with police protection in Cibolo. Cibolo has a crime rate of 10.80 per 1,000 people, compared to 33.92 in Texas and 29.62 in the U.S., and in 2015 Cibolo was named as the 1311 safest city among those with a population over 10,000 people' (see Figure 6.9, Police & Community Engagement and Figure 6.10, Police Statistics). The Cibolo Police Department (CPD) provides full law enforcement and first responder service within the incorporated area of the City. Additionally, CPD provides first responder service to areas in Cibolo's ETJ as well as communities and areas of the county and other jurisdictions when CPD is the closest responding agency. Cibolo has inter -local agreements with SCUCISD, the City of Schertz, Guadalupe Family Violence Shelter, Guadalupe Children's Advocate Center, among others. They also have interjurisdictional mutual aid agreements with the City's of New Braunfels, Schertz, Selma, Live Oak, and the Alamo Area of Governments. CPD also provides animal control services, school resource officers, and emergency management operations. The Cibolo Police Department operates two facilities: the main police department building at 162 Loop 539 East and an animal services facility at 300 Cibolo Drive. The main police station serves as the Emergency Operations Center (EOC). It was built in 2010, when Cibolo had a population of approximately 20,456 persons and is already at capacity for staff and storage space. With population growth, the police station will also need to expand, and there is no room to accommodate staff increases within the current building. Additionally, there is concern over the location of the main station being located next to the railroad. In the event of a train derailment the station may not be able to serve as the EOC. There is no conference or meeting space at this location, space that CPD feels is necessary to efficiently and effectively operate as the EOC. CPD estimates that they need to expand at least twice the size to accommodate work space. Employees of CPD currently consist of 34 employees, 32 of which are sworn officers. Staffing of CPD includes 16 patrol officers, three administrative support personnel, two K-9 units, two school district officers, two animal service officers, and four kennel technicians. A Five -Year Strategic Patrol Staffing Plan was completed in December 2015 by Dr. Eric Fritsch of the University of North Texas. This plan reported that CPD requires an additional 17 patrol officers by 2021 to accommodate its population growth and anticipated service call volume. Additionally, in order to support new patrol officers, additional administrative personnel would be necessary. The police department anticipates adding between three and five officers per year for the next five to 10 years. 1 Cibolo Police Department Annual Report. 2015. FIGURE 6.9 POLICE & COMMUNITY ENGAGEMENT The Cibolo Police Department is very active in engaging the community, a practice and policy that likely contributes to the satisfaction of these services among residents. The police department participates in National Night Out, Citizens Police Academy, Junior Police Academy, Police Explorers, Movies in the Park, Coffee with a Cop, Bicycle Rodeos, Career Days, and various speaking events throughout the year. Community engagement can increase public awareness of safety issues and educate people on preventative measures to improve and maintain safety in the community. These efforts foster civic engagement, reinforce a sense of community, and help to unite citizens and the City around these mutual goals. Given the significant community benefits that this engagement offers, participation in these. events should continue to be emphasized and even prioritized. n Cibolo Epplorers unioi Police Academy Photo Source: -.: of Gbcic Police Deoaetment FIGURE 6.10 POLICE STATISTICS 2014 Crime Rates Comparison Cibolo 11.9 Schertz 19.1 Universal City _ 22.78 Seguin 38.95 Live Oak 35.15 Selma 20.36 0 10 20 30 40 50 Note: Calculated ohne rate ror Part I Index Crimes per 1,0170 population. Police Activities: 2010-2015 25,000 20,000 15,000 10,000 5,000 2010 2011 2012 2013 2014 2015 Noce. Includes incident repons and self -in uated activity. CITY OF CHOICE FIGURE 6.11 CIBOLO ANIMAL SHELTER Cibolo's Animal Services is a part of the Cibolo Police Department. They respond to animal -related calls, enforce ordinances, provide community awareness about domestic and wild animals, and operate the City's Shelter Adoption Program. Animal Services The Cibolo Police Department also provides animal control services within the City limits. While it can only enforce its City ordinance within the incorporated areas, Animal Services has the ability to assist in the ETJ and surrounding areas. Animal Services respond to field calls about animal bites, animal cruelty, injured or sick animals, aggressive animals, dead animal pick-ups, trap service, code violations, and other related field calls. Animal Services also houses stray animals. In 2015, Animal Services received 3,433 service calls. Through the first quarter of 2016, service calls have increased nearly 33 percent compared to the first quarter of 2015. Animal Services also operates a few community-based programs including a Shelter Adoption Program for stray or abandoned pets, an Education Program informing of responsible pet ownership, and a volunteer/community service program. Animal Services is involved in National Night Out and Cibolo Fest where they provide educational material, and also hosts and attends adoption events throughout the year. The Animal Control Facility is located at 300 Cibolo Drive, adjacent to a public works facility (see Figure 6.11, Cibolo Animal Shelter). It consists of two buildings, one serving as a kennel (built in 2010) and the other an office (2012), as well as a few sheds and fenced areas that are used for storing materials and equipment. The office space is 233 square feet and is minimal. It is an inadequate amount of space for the two existing staff persons to conduct their work, and there is no space for the public. Additionally, there is no meeting or training space except to use the conference rooms at the Police Department. Likewise, the kennel does not have space for the public, an asset that would be useful for the City's adoption program. It is anticipated that the Animal Services building needs to be expanded approximately three times its current size to accommodate its current and anticipated space needs. Animal Services also does not have the communication and printing technologies available to efficiently and effectively perform their work. The Internet, phone, and printing systems go through public works and often lose connections. The staff have found that micro -chipping service has improved reuniting owners and their pets, and the use of social media has improved communications with the residents of Cibolo. In order to maintain and improve its service to the community, Animal Services needs more technology infrastructure. Staff includes two animal control officers, and four kennel technicians, as well as volunteers. The Senior Animal Control Officer also serves as the Shelter Manager and reports to the CPD Criminal Investigations Division Lieutenant. The Police Chief serves as the Director of Animal Services. Ideally, Animal Services would have a Shelter Manager dedicated full time to Animal Services. Surveys of the department also indicate that there is a need for additional animal control officers and a dedicated field manager to supervise Animal Control Officers. Additionally, the City is working toward using new technology for tag -less registration of animals, a service that needs staff support to manage the data. CIBOLO COMPREHENSIVE MASTER PLAN—COMMUNITY FACILITIES & PUBLIC SERVICES 1111111i9affi•l921,41111111 Iffl 0110"D�.11=1 Fire protection services in Cibolo is provided by a hybrid combination fire department, which means it responds to fire and rescue (first -responder) calls using a combination of paid and part-time volunteer staff. Emergency Medical Services (EMS) for transport to hospitals is provided under contract by the City of Schertz Emergency Medical Services. Administrative staff includes one full-time Fire Chief, one part-time Fire Chief, and one full-time Fire Marshal. Fire Personnel include three full-time Fire Lieutenants, 12 Full-time Are Fighters, and 15 part- time Fire Fighters (equating three full-time Fire Fighters equivalents (FTE) operating out of two fire stations. All fire Personnel receive regular training. The Cibolo Fire Department provides fire protection and first responder service within the incorporated area of the City of Cibolo as well as the ETJ and surrounding areas. Their response is coordinated through interlocal agreements with Guadalupe County and nearby cities to provide services when needed. According to department incident reports, most service calls to the Fire Department are rescue and EMS incidents. Beyond fire emergency response, the Fire Department is equipped and capable of providing first responder rescue response, wildland firefighting, hazardous material response and cleanup, and technical rescues such as swift -water, high and low angle rope, heavy extrication, confined space, and trench rescues. In order to provide these services, the Fire Department apparatus fleet consists of four fire engines, including two Class A pumpers and two reserve pumpers, three brush trucks and one large brush truck, a swift -water rescue boat, a breathing air trailer, and a modified ambulance squad vehicle. The Fire Marshal and Fire Chief also each have a vehicle and the department keeps an antique fire truck for parades (see Figure 6.12, Fire & Community Engagement). Major repairs to the fleet are contracted out to a certified fire apparatus repair company and minor repairs are done in-house. The department does not have a formal vehicle or equipment replacement policy, but reports that there are planned additions to the vehicle fleet as the department expands to maintain quality service to the residents in and around Cibolo. Like police services, fire protection services is considered a strong community asset, with 90 percent of Citywide survey respondents saying they were satisfied or very satisfied with fire and emergency medical services. However, Fire Station 1 and 2 are notfully staffed and require additional fire personnel. Administrative Staff will also require additional personnel as the City continues to grow. FIGURE 6.12 FIRE & COMMUNITY ENGAGEMENT The Cibolo Fire Department participates regularly in events to develop and maintain a relationship with the community. Among the events the department participates in include: National Night Out, year-round station tours, and community celebrations such as Cibolo Fest, Holiday Parade, and Cibolo Holiday Lighting. The department also works with the schools through Fire Prevention Week, career week at the high school, guided reading programs at the elementary schools, and health awareness week at Watts Elementary. These efforts help to foster civic engagement, reinforce a sense of community, and help to unite citizens and the City around the mutual goal of a safe community. CITY OF CHOICE FIGURE 6.13 CIBOLO FIRE STATION # 2 In 2009, Cibolo constructed Fire Station # 2 on Cibolo Valley Drive. The approximate 10,700 square foot facility was approved through a voter approved bond that allowed enhanced fire protection north of the railroad tracks. The department operates two facilities. Fire Station #1 is located at 203 Meek Street and Fire Station #2 is located at 3864 Cibolo Valley Drive (see Figure 6.13, Cibolo Fire Station #2). The Fire Marshal's office is located adjacent to Station #1 at 204 Loop 539. Fire Station #1 is the original Cibolo fire station. Built in 1956, the 5,800 square foot cinder block building suffers from multiple cosmetic, maintenance, and mechanical issues. The station houses three firefighters for a 24-hour period. The Fire Marshal's office is located adjacent to the station. The station also includes four truck bays. In 2013 Cibolo voters approved a bond for $825,000 for improvements to this station including the addition of offices for fire administration and the Fire Marshal, more comfortable and updated living arrangements, more space for the firefighters (for various purposes), and to accommodate the future growth. The combined square footage of the updated Station #1 will be approximately 11,000 square feet. As the community grew and demand on fire services increased, Fire Station #2 was constructed in 2009 with a voter approved bond. The station is approximately 10,700 square feet and the general condition is considered good, spacious, and adequate. Cibolo continues to experience rapid growth, .increasing demand for fire and emergency services. In 2014, research for another bond indicated response times for the stations had begun to average between eight and 10 minutes' In 2014, a bond for $4 million was approved to construct Fire Station #3 at FM 1103 and Weidner Road. Response times are anticipated to be approximately four to five minutes' for this station, which would serve an area with approximately 11,631 residents. The bond will be phased out over the next two to three years. In 2016, site work and design is being completed. It is anticipated that $3.5 million will be issued over the next two years for construction as well as equipment and apparatus purchases and which will require additional fire personnel and supervisory staff. As the City continues to grow to the east and south, additional fire stations, apparatus, and personnel will be needed to improve what is already considered to be a high quality and well- received level of service. Growth will occur concurrent with development and as the necessary funding becomes available. 1 Response times as reported in Cibolo November 4, 2014 Election Newsletter. CIBOLO COMPREHENSIVE MASTER PLAN —COMMUNITY FACILITIES & PUBLIC SERVICES LIBRARY SERVICES Cibolo does not have a library within its incorporated City limits, but residents have access to the Schertz Public Library. The library serves not only the City of Cibolo, but areas of the City of Selma and Guadalupe County as well. Instead of providing its own library services, the City donates funds to the Schertz Public Library to ensure the needs of Cibolo residents are fulfilled. It is an arrangement that has worked well. The Schertz Public Library is located at 798 Schertz Parkway, just west of Cibolo. Like most community services and facilities, the Library went through several changes as the area grew rapidly at the end of the 201" century and into the new millennium. The Library opened in 1978 in a 1,500 square foot facility. By 1983, with the assistance of grants, donations, Guadalupe County, and Schertz Lions Club, the Library moved to a 6,000 square foot building, and by 1988 expanded by 3,000 square feet. The Library remained in its modest facility despite significant growth in the surrounding communities, Discussions of a new library began in the mid -2000s, but little action was taken as Schertz and other cities struggled financially during the recession. In late 2005, a local businessman, Eric White, and his wife, Carolyn, donated $1 million to construct a new library, and in May 2006 a $6 million bond was approved. After extensive design and planning, the Library opened a 30,000 square foot facility in 2009 (see Figure 6.14, Schertz Public Library).' In addition to its materials collection, the Library has 50 public access computers, a reference desk, public meeting space, and printing, copying, scanning, and faxing services. The Schertz Public Library participates in Connecting Texas Libraries Statewide, Inc., a non- profit corporation that sponsors continuing education programs for Texas libraries. The Library has a collection of over 70,000 items, including books, newspapers, audio books, music, and movies. In addition, the Library offers digital resources including eBooks and eAudiobooks, language learning programs, tutoring programs, genealogy research, and educational databases. Additionally, the Library offers an extensive list of adult and youth programs including story times, reading clubs, volunteer programs, technology and craft programs, and literacy and education programs. 2 History summarized from Schertz Public Library website, Library History, http://schertzlibrary.org/ about-the-library/library-history/ FIGURE 6.14 SCHERTZ PUBLIC LIBRARY The City of Cibolo provides funding to the City of Schertz to provide library service access to the residents of Cibolo, The current 30,000 square -foot facility opened in 2009 and provides circulation and many other services to Cibolo residents. CITY OF CHOICE Community Facilities & Public Services Policies & Actions Naturally, as population grows, so will the demand on public services. In order to maintain efficient and effective delivery of the services that the community has come to expect, the City should expect staff increases and improvements or expansions of facilities. Meetings with and surveys from departmental leadership identified a number of needs to expand or modify community facilities and public services in order to keep up with the growing demand. Policy CFPS-1. Provide a City Municipal Building that allows the central government offices to operate efficiently and effectively. The current City Municipal Building was built in 2005 when Cibolo had an estimated population of 7,623 persons. Atthe time, the building was sufficientto house the staff of a City government appropriate for a city of that size. However, Cibolo has more than tripled in size over the past 10 years and in 2015 had an estimated population of 26,637.1 As a result the demand on municipal government to provide necessary public services has increased. The City requires staffing increases to handle the increased workload that a larger population demands, but the current Municipal Building cannot accommodate staff increases. In addition, storage capacity has been exceeded and offices are beginning to become cluttered with overflow of files and other materials. Action CFPS-1.1. Complete an office and staffing professional needs assessment. Preliminary analysis of the limitations of the current Municipal Building indicate a need to expand the current central government facilities. However, a professional study should be done to completely assess the space and function needs of all departments that should be located at an expanded City Hall. Since Cibolo is expected to continue to grow, the analysis of projected needs of this facility should consider the 20 -year population projection and anticipated government staffing needs to serve that population (see Chapter 2, Land Use & Character). Action CFPS-1.2. Evaluate options to physically and financially expand the City Municipal Building. The City has a number of options for improving its space requirements. Some communities address capacity issues by purchasing or renting property to relocate only certain City services. But this contributes to separating departments and City services, and can affect the efficiency of providing services. Cibolo also has room around their current Municipal Building to expand the current City Hall and create a municipal "complex." This could occur in the form of an expanded Municipal Building, or in separate buildings all located within the same complex. Alternately, but not highly recommended, the City could purchase land and build a new building from the ground up. Each of these options have their pros and cons that need to be evaluated with other considerations such as space and facility needs and costs. Whatever direction the City may take, it is recommended to keep City Hall in the Downtown area to maintain central governmental operations in the historical, cultural, and geographic heart of the City. A second consideration regarding expansion should include a build -out population projection for Cibolo, including all undeveloped areas within the current City limits as well as in the ETJ. In this regard, the City will identify an estimated population numberfor when it can no longer grow. The purpose of this analysis is to determine potential size and space needs for a much larger City. While a new or expanded facility would not need to be this big in the near- term, it is important to ensure there is adequate space for future building expansions. 1 U.S. Census Bureau. 2015 Population Estimates. CIBOLO COMPREHENSIVE MASTER PLAN —COMMUNITY FACILITIES & PUBLIC SERVICES Action CFPS-1.3. Determine funding source to construct a new City Municipal Building. The results of the needs assessment and direction for expanding the Municipal Building will identify the estimated amount of funding necessary. Many funding tools are available to cities and each should be evaluated to select the best source forfunding a new City Hall. See Chapter 8, Implementation for more information. Policy CFPS-2. Develop a communication strategy that allows the City to efficiently and effectively provide public services desired by the community. Effective internal and external communication strategies can have significant community benefits. Strong internal communications strengthen the efficiency of City services and operations and indicates a unified government. Furthermore, the efficiency and effectiveness of government operations are strengthened when they are responsive to the community needs. Effective communications that informs the citizens and fosters dialogue help create community pride and participation and can create a more cooperative relationship between the government and citizens. Action CFPS-2.1. Enhance the City's internal information strategies and IT infrastructure to improve the efficiency and effectiveness of communication within the City. In order to communicate City information in a timely, accurate, and proactive manner, the City itself should all be on the same page and have access to the information being disseminated to the public. In today's technological world, efficiency and productivity is greatly influenced by the quality of the information and technology infrastructure. Enhancing this infrastructure will improve efficiency of government operations but also enable the City to provide more timely and accurate information to the public. Possible strategies include: ■ Maintain quality internal communication among departments and between staff and the City Council. ■ Upgrade networking within the City to improve transfer of information among departments and City staff. Many day-to-day decisions require coordination among departments and with other agencies. To facilitate communication between departments and entities, the networking capabilities of the City should be able to handle transfer of this information efficiently. ■ Expand use of Geographic Information Systems (GIS) software. GIS is a valuable tool to manage information about the City's existing and planned infrastructure system, civic facilities, private and public developments, subdivisions, building permits and other information. This information can make it easy to coordinate efforts, set priorities, and make cost-effective, fact -based decisions (see Figure 6.15, Utility Mapping Program). Action CFPS-2.2. Develop a community engagement strategy that fosters dialogue, builds community pride, and encourages informed civic participation. Communication is a two-way street. The City needs to provide information to the public, but the City should also be available and open to listen to what the public needs and wants. In addition to providing information, the City has a role in engaging with and listening to the citizens and business owners in Cibolo. Information about City services can increase transparency and help residents understand government decisions. An open dialogue can also allow the community to feel comfortable to express their needs and develop a cooperative attitude to resolve conflicts. Ultimately, effective civic engagement can foster civic pride and participation in their local government. Possible strategies include: ■ Use community programs and events to increase civic engagement (National Night Out, parades, Cibolo Fest, etc). ■ Offer a Government 101 course for citizens to encourage civic participation. ■ Train City staff on effective community engagement practices. FIGURE 6.15 UTILITY MAPPING PROGRAM As the City moves forward with its "mapping" of utilities and other infrastructure, it should consider entering attributes that go beyondjust the location of facilities. To realize the full potential of GIS, a utility mapping program should include the spatial mapping of additional attribute data (e.g., the mapping of all breaks and repairs). If breaks and repairs are mapped overtime, it would allow the City to make more informed decisions about how best to prioritize limited funding in the areas of most need. 1 CITY OF CHOICE �fl Action CFPS-2.3. Explore and utilize diverse methods of communications to broaden and enhance community outreach and engagement efforts. Today, cities have more avenues of communication, better equipping them to keep the public informed on a range of matters. Social media increasingly plays an important role in communicating, particularly delivering information immediately as more and more people have the capability to receive information immediately through their smart phones or tablets. Still, communities are made up of diverse populations that obtain information in different ways. As such, effective communication should use a combination of approaches to reach the most people possible. Possible strategies include: ■ Develop a communications policy and guidebook that identifies various outlets for communication and engagement. This will help ensure that all people have the abilityto receive and provide information from/to the City. ■ Establish a Communications Director or Public Information Officerto act as a point person to ensure unified and consistent dissemination of information to the public and execute communications policies. ■ Utilize the City's website as an effective communication tool to disseminate information. Make improvements necessary to policies and practices to ensure the site is up-to-date with current and relevant information. ■ Develop a social media policy to ensure consistent and effective use of social media outlets as a method of disseminating information as well as receiving input from the community. ■ Explore the possibility of establishing a City -run radio station for local programming (e.g., sports and emergency communications). Action CFPS-2.4. Establish a strategy for Emergency Communications to provide information before, during, and after a disaster or major event affecting the community. Disseminating information during an emergency can result in a better informed public, reducing 911 calls seeking information. The City Administration, Police Department, and Fire Department should work together to develop an Emergency Information Procedure to communicate information to members of the community, City Council members, the media, county, and other necessary entities. Action CFPS-2.5. Consider support for improving access and options for community connections to the Internet. Having adequate access to the Internet is an important component of any community's long-range plan. Indeed, adequate access can have an enormous impact on residential access to information, education, and business success or expansion. It is also predominantly being used by cities and most governmental entities as a means to communicate with its citizens. This could include such things as disseminating public meeting agendas and minutes, providing information on parks and recreation services, or allowing access to online resources at the library. Today, it is important to not only have access, but to have high speed access. Consequently, the City should consider pursuing ways to increase Internet access and speed to it citizens. This could include further evaluation of existing high speed Internet providers and technologies. Alternately, it could include pursuing partnerships with public and/or private entities that are exploring new technologies. Currently, many large U.S. metropolitan cities are pursuing partnerships to install Google Fiber (e.g., San Antonio and Austin). Once Google Fiber is available within the region, additional suburban cities are more easily able to extend connections. Policy CFPS-3. Efficiently and sustainably provide water and wastewater services to residents and businesses in Cibolo. As Cibolo continues to grow, the demand on the City's water and wastewater services will also increase. However, the City only has access to a finite amount of water. The City must determine not only how to maintain an efficient system of water and wastewater infrastructure that can meet the demands of its growing community, but also identify and pursue sustainable practices that minimize the environmental impacts of providing these services. CIBOLO COMPREHENSIVE MASTER PLAN -COMMUNITY FACILITIES & PUBLIC SERVICES Action CFPS-3.1. Expand water storage capacity as necessary to maintain adequate water supply for growing population. Future plant expansions will be needed to store and distribute additional water. As such,the City will need to coordinate the funding and construction of these plants concurrent with development. The Public Works Department anticipates the following plant expansions in the future: ■ Plant No. 1: one 1 MG ground storage tank; ■ Plant No. 2: one 1 MG ground storage tank; pump station; standby generator; and ■ Plant No. 3: one 1 MG ground storage tank. Action CFPS-3.2. Continue to support additional sustainable sources of water that is both fiscally and environmentally responsible. The Cibolo Valley Local Government Corporation (CVLGC) was formed with the City of Schertz to obtain additional water resources to meet the future water demand of the region. The development of the new water source will require the City's participation in the costs of drilling a new water wells, construction of new water plants and water transmission lines. As a partner in the CVLGC, Cibolo will need to support its efforts in obtaining these additional water supply rights. Action CFPS-3.3. Promote and use water conservation practices. As the community continues to grow, demand forwaterwill also increase. Unfortunately, watersupply is dwindling statewide, leading to price increases from suppliers and water shortages. The City can participate in reducing water consumption through education and programs that promote water conservation. The City maywantto considerthe following strategies to promote water conservation: ■ Irrigating public areas with reclaimed water. The City of Cibolo currently uses potable water to irrigate parks and other City properties. The CCMA has a reclaimed water program and sells reclaimed water at a lower rate than potable water. At this time, Cibolo does not utilize this resource. In the future, the City should coordinate with CCMA to extend reuse "purple pipe" infrastructure to applicable City properties and other partners who have similar intensive irrigation needs (e.g., parks, schools, golf courses, industry, etc.). Assistance may be available from CCMA to install infrastructure, called "purple pipe". ■ Rainwater harvesting program. Rainwater harvesting programs help to encourage water reclamation and reuse among residents. Such programs typically offer a rebate for the purchase and installation of rainwater harvesting systems on homes. There are also rainwater system providers that offer discounted or wholesale pricing through cities available to residents. Action CFPS-3.4. Develop a Water/Wastewater Master Plan to determine long-term water / wastewater system needs. Consider the creation of Water/Wastewater Master Plan to determine the future water and wastewater needs forwhen the City is built out. Although the City will not reach build out during the duration of this Plan horizon, the City's geographic extents (i.e., the City limits and ETJ) are now defined. As such, the master plan will give City leaders direction on future goals and improvements that need to be made on the current water and wastewater system to stay ahead of the demand as the population grows. q Policy CFPS-4. Continue to proactively mitigate flooding through efficient stormwater management. In recent history, the Central and South Central Texas regions have experienced record rainfalls, many areas experiencing reoccurring 100 -year storm events and in some areas as much as 500 -year storm events. While Cibolo has experienced less dramatic flooding, the events highlight the need to continue to responsibly and proactively manage drainage and floodplains to mitigate flooding as the community continues to grow. Efficient stormwater management is accomplished through the design and maintenance of a comprehensive drainage network that requires coordination between the public and private sectors. CITY OF CHOICE Action CFPS-4.1. Update and complete hydrological and hydraulic engineering studies with Future Land Use Plan for all natural creeks, tributaries, and branches in Cibolo. The City has adopted comprehensive hydrologic and hydraulic engineering studies for most of its primary drainage system and tributaries in the existing developed areas of the City. These studies identify the flood discharge and flood elevations within the primary drainage system (natural waterways) for existing and ultimate development conditions. The ultimate development conditions reflect the drainage situation as expected if development follows that projected by the previous Comprehensive Master Plan. Due to a modification of the development vision for Cibolo (e.g., more intense Transitional Residential land uses projected within the FM 78 Corridor), this may necessitate updating previous engineering studies and models to reflect the intensity of the Future Land Use Plan part of this Comprehensive Master Plan (see also Chapter 2, Land Use & Character). This may also require further hydrologic and hydraulic engineering studies for all yet -to -be - developed areas of Cibolo. Currently, development in Cibolo has primarily occurred north of FM 78, but as this area nears builds out, developers will look to the area south of FM 78. Flooding along Cibolo Creek and Town Creek occurred during the major storm events in 2015 and 2016, but because of the lack of development in the area there were no catastrophic results. Still, in order to prepare for development south of FM 78 the City should develop hydrologic and hydraulic models of these creeks and contributing tributaries and branches with existing and future build out based on the Future Land Use Plan. This will allowthe City to be prepared forfuture growth in this area of town and mitigate impacts to drainage and flooding in the area. The current floodzone development project being planned and engineered just south of FM 78 is an example of a mitigation project which will protect future development in that area. As the City grows down to Interstate 10, it will need to be proactive in its floodplain management efforts concurrent with new development. Action CFPS-4.2. Conduct a comprehensive drainage master plan. A comprehensive study should address flooding and evaluate drainage issues on a Citywide basis and develop an approach to prioritize and address these problems. At a minimum, the study area should include the City limits and surrounding ETJ. Since many of the creeks and tributaries cross political boundaries it is also encouraged that the City of Cibolo coordinate with Schertz, Guadalupe County and other surrounding jurisdictions to address regional flooding and drainage issues. The study will also evaluate existing stormwater infrastructure and identify capital improvement projects to address drainage and flooding problems. These recommendations should be used to recommend and update the City's Capital Improvement Plan. Funding for a drainage master plan may be available through the Flood Mitigation Assistance Grant Program of the Federal Emergency Management Agency (FEMA), which offers financial assistance to communities for projects and planning that reduces long-term risk of flooding. Action CFPS-4.3. Consider need for regional stormwater management plan. The City's approach to stormwater practices are more progressive than other South Central Texas communities. Through the City's stormwater management ordinances and design guidelines the City takes a fairly "regional" approach. While on-site stormwater facilities is the typical method of stormwater management in Cibolo, the City's stormwater management ordinances and design guidelines take into consideration the community -wide impacts of a development and not just the site of the development. A regional stormwater management system refers to a facility or series of facilities designed to control stormwater runoff from a specific watershed. It is an alternative to on-site stormwater management that uses a watershed -wide approach to stormwater management. It can be CIBOLO COMPREHENSIVE MASTER PLAN -COMMUNITY FACILITIES & PUBLIC SERVICES more efficient for a city to manage stormwater and maintain facilities. The regional approach is more comprehensive and cost-effective than planning for and managing many on-site facilities. The first phase of determining whether to pursue a regional approach to stormwater management would be to evaluate the effectiveness of current practices compared to that of a regional approach, especially considering that Cibolo does take a regional approach to planning, even if stormwater management facilities are typically constructed on-site. The City does allow regional stormwater management facilities, but in order to effectively implement regional stormwater management facilities, a regional stormwater management plan is necessary. This plan at minimum should identify the issues and concerns for stormwater management in the watershed; include technical criteria such as hydrologic and hydraulic models and floodplains; incorporate local planning documents such as the Future Land Use Plan; establish design and maintenance criteria of stormwater facilities, and identify sites for regional stormwater management facilities. This could be undertaken in coordination with, or separately, from the comprehensive drainage master plan identified in the preceding action. Action CFPS-4.4. Encourage low -impact design of drainage system development in order to maintain water quality of creeks and waterways. Stormwater management is more than just controlling conveyance of stormwater. Since stormwater is eventually brought to natural waterways, the drainage system should consider the quality of stormwater and minimize impacts of stormwater on natural waterways. The stormwater design guidelines of the City's Design and Construction Manual (DCM) gives preference to stormwater facility designs that offer better water quality characteristics during construction as well as near- and long-term conditions. In the past, the City drafted a drainage system development chapter with incentives for low -impact design for inclusion in the DCM. However, the changes were not adopted. Moving forward, these proposed changes should be re -reviewed and considered for adoption as part of the DCM. Policy CFPS-5. Provide exceptional police and fire protection services to maintain public safety and protect the community of Cibolo. The basic role of any form of government is to protect the health, safety, and welfare of the people. Growth, both in population and geographically, will create more demand for police and fire protection. As Cibolo continues to grow, the Citywill need to evaluate the effectiveness of its police and fire services, including ensuring the facilities and equipment are sufficient, maintained, and technologically up-to-date; staffing levels are appropriate to handle existing and projected emergency and non -emergency call volumes; and police, EMS personnel, and firefighters are well-trained. Action CFPS-5.1.Increase the police department to ensure appropriate levels to handle existing and projected emergency and non -emergency services. In 2005, a reportfrom the University of North Texas recommended that 33 patrol officers would be needed in the Cibolo Police Department Patrol Division by the end of fiscal year 2020-2021. This is 17 additional patrol officers above the current (2016) patrol officer deployment of 16. The report recommends phasing the staffing increases, since the deficit is more than doubling the current patrol deployment (see Figure 6.16, Patrol Deployment Increases for the proposed implementation time frame). Action CFPS-5.2. Expand the Cibolo Police Station to accommodate necessary staffing increases and address the need for Emergency Operations Center. Police and Fire Department staff identified a number of short comings in the facilities to provide adequate and efficient safety to the Cibolo community. First, the current police station is at capacity for staffing and storage and cannot accommodate any growth. However, as indicated in CFS -5.1 (above), the police department has a need for 17 additional officers over next five FIGURE 6.16 PATROL DEPLOYMENT INCREASES 2016-2017 3 2017-2018 4 2018-2019 3 2019-2020 4 2020-2021 3 Source: 2015. Fritsch, Eric. Five - Year Strategic Patrol Staffing Plan CITY OF CHOICE FIGURE 6.17 PUBLIC SAFETYAND TRAINING CENTER The Public Safety and Training Center in Georgetown, Texas houses all Police Department employees as well as Fire Department administration, fire and life safety, prevention plan review, and Code Enforcement employees. The center also houses the Cltys emergency operations center, 911 emergency communications center, CSI lab, secure interview suite, volunteer area, victim services area, fitness area, locker rooms, defensive tactics training room, and large training room. Source: City of Georgetown years. In orderto hire these officers, the City must also find space forthese officers when they are not patrolling. The department estimates that the space requirements for new staff would be at least twice the size of the current station. Furthermore, as discussed earlier in this chapter, there is concern over the current police station being used as the Emergency Operations Center (EOC), and there is no training facility. Currently the Police and Fire Departments have to rent time at other training facilities, limiting their access to tactical training. Many of the facilities, specifically Fire Station #1 and the Police Station, do not have adequate classroom training space. The EOC and a combined, multi -discipline training facility for the police and fire departments could be incorporated with the police station into a "Public Safety Complex" (see Figure 6.17, Public Safety And Training Center). The evaluation to expand facilities for public protection services should include the following components: ■ A professional needs assessment that completely assesses the space and function needs of the Police Department, including its function as an Emergency Operations Center. The assessment should consider the needs for a 20 -year time frame, but should ensure that space and/or area is available to accommodate future expansions as the City nears its build -out population. This assessment should also consider the potential for combining the main Police Station, EOC, and a multi -disciplinary training facility to be efficient with land and City resources. ■ A funding source should be identified to implement any recommendations of the professional needs assessment. There are many funding tools available to the City and each should be evaluated to select the best funding source. These could include such grants as the Texas Water Development Board (TWDB) Flood Protection Grant and FEMAs Flood Mitigation Assistance Grant. Action CFPS-5.3. Regularly evaluate demand on police and fire protection services and ensure adequate staffing levels and facility capacity in Police Department and Fire Department. In order to maintain its ability to efficiently and effectively protect the Cibolo community, the City should regularly conduct a formal evaluation of police and fire services to ensure adequate staffing levels and sufficient facility capacity to perform the necessary services. This is especially important in Cibolo where the population growth is so rapid that staffing increases and facility improvements are critical. This would include evaluating population and geographic growth of the City, service calls, staffing levels, facility constraints, and training needs. Many of these things are done already annually, CIBOLO COMPREHENSIVE MASTER PLAN—COMMUNITY FACILITIES & PUBLIC SERVICES and can be compiled and analyzed in a comprehensive manner to identify police and fire department needs to respond to continued growth. This comprehensive analysis should be done annually and can be included as part of the annual police and fire report, and summarized during the budget request and evaluation process. Action CFPS-5.4. Evaluate the potential of establishing a regional police and fire training facility and emergency operations center. Cibolo's rapid growth is quickly requiring the expansion of the emergency management system. Currently, the City has one police station and two fire stations (with a third in development) all located north of FM 78 where most of the new development has occurred. However, over half of their service area is located south of FM 78 in the City's primary growth path. Over time, it will become important to expand the system concurrent with growth. Expanding the system also involves ensuring adequate training facilities and opportunities. Currently, the City's emergency services staff utilize the training rooms located within the Police Department, Fire Station # 2, and the City Council chambers. While these facilities are adequate to host small classroom training, they are inadequate for larger groups or for more hands-on or physical training. Consequently, many of the City's training needs are outsourced to third party, often off-site, providers. This outsourcing of skills training can quickly become burdensome and expansive for the City. Off-site training also removes emergency services personnel from active response (if they have to conduct off-site training during their working hours) or requires them to attend during their days off. Due to the cost of developing these facilities, many jurisdictions consider establishing multi -use regional training facilities which serve multiple functions and multiple jurisdictions. Typically, these include such things as multi-purpose training facilities, emergency operation centers, substations, etc. With regard to training needs for the City, a new facility could include such things as a firearms range, drive track, fire tower (for live fire training and for high- and low - angle rope rescue), shoot house, vehicle extraction area. Due to the City's proximity of the railroad (and history of past incidents), it could also include facilities for responding to hazardous material incidents, or mass casualty if a train derailment occurred in or near Downtown Cibolo. The facility could also include a regional Emergency Operations Center (EOC). Currently, the area is served by a facility in Seguin at the Guadalupe County Sheriff's Office. During major flooding events, the City is cut off from access to the EOC, as is both Marion and Schertz. Similarly, the City's EOC is located within the Police Department. As such, a train derailment or another catastrophic event would renderthis facility inoperable, particularly since it is the only facility that includes emergency generator power and the City's data equipment. In order to proactively prepare for the future, the City could evaluate its potential partners in establishing a multi-purpose, multi -jurisdictional training facility south of FM 78. This could also include proactively identifying and acquiring land prior to the increase in land costs associated with other forms of development. Action CFPS-5.5. Develop a continuity of operations plan to effectively respond to catastrophic incidents. One of the primary functions of government is to protect the health and safety of its citizens. This includes preparations for continuing their essential functions during large catastrophic natural or man-made events, including such things as majorflooding ortrain derailments which prevent emergency operations from using the City's emergency facilities located near the railroad in Downtown Cibolo. As such, the City should prepare a continuity of operations plan which details the steps to ensure the City's ability to perform minimum essential government functions during any situation. CITYOFCHOICE g Action CFPS-5.6. Reevaluate joint agreement for combined dispatch operations with the City of Schertz. Currently, the City provides funding to Schertz to cover Cibolo's dispatch operations. The agreement between the two cities has allowed Cibolo to provide these services in a cost efficient manner during a period of unprecedented growth. The agreement, however, does not give Cibolo full partnership rights in decision-making, staffing, or operations. As the City continues to grow, it will need to reevaluate this partnership to ensure Cibolo's needs are adequately served. This should include reevaluation and renegotiation of the existing agreementto determine opportunities forfull partnership. Alternately, this could include the future possibility of a separate dispatch center and staffing for Cibolo. Action CFPS-5.7. Evaluate the potential of establishing a joint Emergency Management coordinator with the City of Schertz. Currently, Cibolo's police chief is the City's emergency management coordinator. As the City continues to grow, these responsibilities should be moved to someone who is focused specifically on this aspect of emergency services. Schertz has approached the City to identify whether Cibolo wants to establish a joint Emergency Management coordinator. Moving forward, the City should evaluate whether this proposed joint position adequately serves Cibolo. If yes, the City should consider establishing a true joint partnership including cost share and staffing from both cities. In addition, the City should approach the Schertz-Cibolo-Universal City Independent School District (SCUCISD) to determine their interest in partnering. Action CFPS-5.8. Support the establishment of an all hazards team. The assembling of trained teams of emergency services personnel (e.g., police, fire, public health, public works, etc.) to respond to widespread emergencies and/or catastrophic events has been growing across the country. The purpose of these "all hazard teams" is to train and be available to respond to multi -day emergency events. This is a benefit to the City because team members gain hands-on, real experience while responding to actual events elsewhere. In the event of an emergency in Cibolo, these team members are betterprepared to respond. As such, the City should support the establishment of a all hazards team. Policy CFPS-6. Expand Animal Services in order to address public health and safety issues related to wildlife, community animals, and pet ownership. The Animal Services Division of the Cibolo Police Department provides a valuable community resource to Cibolo in helping address wildlife and environmental issues, minimizing pet nuisance, reducing stray and homeless animals, and educating pet owners in responsible care. If these issues and services were not addressed, the community would be vulnerable to conflicts between animals and people. Today, Animal Services currently has minimal staffing and space levels, and as such is severely limited in its capacity to provide animal services and protection to a growing City with increasing demands. In order to maintain adequate animal services and expand programs, staffing and facility improvements are necessary. Action CFPS-6.1. Expand the Animal Service facility to accommodate growth in staff and programs. The current Animal Services facility consists of a 233 square foot office and a modest animal shelter. The facility is currently inadequate to meet the needs of existing staffing. This prevents staff from adequately providing animal services and prevents the necessary expansion of programs. Staff estimates that the Animal Services facility should expand to at least three times its current size to meet current and growth needs. The new Animal Services facility needs adequate workspace for staffing needs anticipated 20 years into the future. In addition, the Animal Services facility needs improved public accessible space for community members retrieving their pets as well as an adoption area. Moreover, printing, faxing, communications, and information technology (IT) needs to be improved to keep pace with existing and future technological trends. Flexibility in the IT structure of the facility should allow for flexibility as future technologies advance. These recommendations are based on a preliminary analysis based on staff interviews. As with other facility expansion recommendations, a professional needs assessment is necessary to identify specific space and function needs of the community service. As part of any planned expansion, consideration should be given to the possibility of combining this facility with other potential City needs. In this regard, there is a possibility of designing a new Animal Services facility concurrent with a publicly accessible dog park. This would allow City staff to monitor this facility, while utilizing it as part of their other animal control and pet adoption responsibilities. Action CFPS-6.2. Increase staffing of Animal Services and hire dedicated division management. As a division of the Cibolo Police Department, oversight of Animal Services is a responsibility of the Criminal Investigations Division Lieutenant, a position that does not deal regularly with animal service issues. As such, there is the potential for needs of the animal service division to have to compete with the needs of other police divisions. The Shelter Manager is also a responsibility of the Chief Animal Control Officer, who has other responsibilities. Management of the division should ideally be a dedicated, full-time staff person who does not have other significant responsibilities, such as oversight over other divisions or management of other facilities. Staff includes two animal control officers, and four kennel technicians, as well as volunteers. Surveys of the Animal Service staff indicate that there is a need for additional Animal Control Officers and a dedicated field manager to supervise them. Additionally, the City is working toward using new technology for tag -less registration of animals, a service that needs staff support to manage the data. Action CFPS-6.3. Evaluate and expand Animal Service Programs. Animal Services plays an important role in increasing community awareness, education, and owner responsibility in orderto minimize and prevent animal -person conflicts. Animal Services currently provides a number of programs, and the community has responded positivelyto how Animal Services has engaged the community. As such, Animal Services staff have identified additional programs that Cibolo could benefit from. Further cost -benefit analyses of these programs will help determine the feasibility of these programs and their value to the community. ■ Community Outreach, whereby donated pet goods and materials could be distributed to pet owners who are need of them. ■ Trap/Neuter/Return Program, a program targeting feral cats that would document these animals, fix and vaccinate them, and release them to live at large. ■ Animal Foster Program would allow approved homes to house animals who have been impounded at the shelter after the animal has become property of the City of Cibolo. This program would allow more space for animals at the shelter. Policy CFPS-7. Work with Bexar Waste to become a leader in waste prevention, recycling, and resource management. Action CFPS-7.1. Evaluate cost benefit of administering a Green Waste Program in Cibolo. Green waste programs are a recycling program that focuses on organic materials. Most green waste programs focus on yard waste such as leaves, grass clippings, and tree and shrub trimmings; but some programs might include food -soiled paper goods such as napkins or pizza boxes, or even food scraps. PLANNING FOR A COMMUNITY OF CHOICE Many communities have implemented green waste programs, including New Braunfels, which limits the materials to yard waste, and the City of San Antonio (in certain areas), which accepts all compostable materials. The City's contract with Bexar Waste currently allows for the two entities to negotiate and implement a green waste program. The City should analyze the cost and benefits of this program to determine its effectiveness and consider its use in Cibolo. Action CFPS-7.2. Work with Bexar Waste to establish a plastic bag collection program that would be available to its residents and retailers. In recent years, plastic shopping bags have come under fire as being excessively harmful to the environment. Plastic bags take hundred of years to decompose and leach toxins into the environment in the process, while rapidly consuming landfill space. Worse, plastic bags end up littering the streets and landscape of the surrounding area. Cities and retailers have attempted to address this problem by banning plastic bags, but so far measuring the effectiveness of these programs has been complicated and sometimes controversial. While plastic bags are recyclable, they require a specialized collection and processing system separate from other plastic recyclable materials. The recycling program through Bexar Waste does not permit plastic bags to be placed in the recycling bin. Some cities and waste management providers have implemented curbside programs for recycling plastic bags. Texas Disposal Systems near Austin has a program called Bag -the -Bag® in which they offer customers a thick yellow plastic bag to stuff plastic bags. When it is full they can add it to their single - stream recycling container for collection. TDS does not process the plastic bags, but they can easily see the bright yellow bags and pull them off the sorting line. Policy CFPS-8. Evaluate the need to expand the library system to accommodate growth. The availability and quality of library facilities plays an important role in creating a ''City of Choice." Indeed, physical and remote access to these services are oftentimes considered an essential public service. Action CFPS-8.1. Evaluate opportunities to expand the library system as the City grows to the east and south. Currently, the City's provides financial support to the Schertz Public Library to ensure Cibolo residents have access. Since the current main library is located near the Cibolo border, the City's existing developed areas are adequately served. Asthe City grows to the east and south, the City may have to reevaluate the need for additional branches to the library system. This could include an expanded partnership with the City of Schertz, or development of its own system. This could become particularly important as the City grows south of FM 78. Action CFPS-8.2. Promote the expansion of the digital library system. While physical facilities will always be important, digital services is increasingly becoming equally, if not more important. This is particularly true for those in Cibolo who do not want to travel to Schertz for simple library services. As such, the City should be proactive in supporting expansion of the library's digital program offerings and services. This could include better information technology (IT) infrastructure, greater and more diversified access to digital resources, among other things. VI i INTRODUCTION Despite its tremendous growth since 2000, Cibolo is still relatively a young city. Like many young, fast-growing cities, it is experiencing growing pains as demand for facilities and services sometimes outpace the City's ability to provide it. Since Cibolo's predominant development L1fform is single-family residential, it serves primarily as a bedroom community to the San Antonio metropolitan region. As evident by the City's tremendous growth, this is a framework that has been working well or the City. As the City matures, it will need to diversify its development C tax-base, and provide the necessary amenities and services residents and business owners will demand of a full self supporting, life- cycle community. Indeed, this will be essential if Cibolo envisions stayin - competitive against its peer cities and the greater region. In this regard, Cibolo will need to improve its economic sustainabil` y s that the City is able to provide a full spectrum of facilities, amenities, and services without over reliance on property taxes. i This chapter incorporates the, economic development recom6ndations prepared as part of a simultaneous, yet separate planning process which culminated in the adoption of the Comprehensive Ec000mic Development Strategy (CEDS) developed by AngelouEcononics. 17. CITY OF CHOICE COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIC PLAN (CEDS) The CEDS process culminated with a Strategic Recommendations report, which was the final phase of a four phase approach that included: Stakeholder Engagement, a Market Assessment, a Target Industry Analysis, and the Strategic Recommendations. Research for each phase was conducted through quantitative and qualitative methods. To gain insight from the community, more than 1,020 businesses and residents in Cibolo were either interviewed in one-on- one interviews, part of a focus group, and/or participated through online surveys. The overarching goal of the strategic plan is to ensure the future economic diversity and sustainability of the City. This, in turn, has the power to create prosperity and instill quality into all aspects of business and daily life in Cibolo. Economic development is one of those comprehensive, overarching functions of local government. It involves and impacts most things that happen in a community, from commercial and retail growth, to development and redevelopment, to workforce training and education, to quality of life amenities and services. As such, economic development policies and actions are well integrated with many of the chapters of this Comprehensive Master Plan. As such, this chapter provides a 20 -year policy framework for the growth and enhancement of the community, including addressing the following: ■ Economic Diversity. Addressing the economic diversity of the City will be of strategic importance as the City transitions from a bedroom community to a full-service mature City. It will include identifying economic development initiatives required to create diversity in industry, workforce, and the overall business climate. ■ Increased Commercial Capacity. As the City matures over time, increased demand for commercial and retail shopping will be a priority for existing and future residents. Responding to this increased demand will require further consideration of the physical infrastructure needed to accomplish increased economic diversity and added commercial capacity. ■ Enhanced Quality of Place. Much has been written about "quality of life," which primarily focuses on the general well-being of residents. By contrast, "quality of place" refers to what is attractive to a range of residents, both existing and new ones who are evaluating whetherto move to Cibolo or not. Enhancing quality of place creates a sense of belonging for residents and serves as a strong attractor for prospective residents. Economic Characteristics Cibolo is a Citythat is only 50 years old, and even within that time, it has only started experiencing strong growth trends within the past 10 years. As City Manager Robert Herrera puts it, "the city is 50 years old, but it is really only 10 years young" Due to its strategic location, the City will continue to grow, but without a unified vision for that growth, prevalent growing pains will still persist. Historically, the City has been a bedroom community that has served the greater San Antonio region. As the City has grown, it has struggled to keep up with the demands of ever increasing residential and commercial markets. Moreover, there are some residents who are not on board with the City's growth agenda, preferring instead to remain a sleepy, rural community. For better or worse, growth is not likely to slow; Cibolo's strategic location within Central Texas — one of the nation's fastest growing regions — will fuel the City's growth regardless of municipal efforts to stop or slow it. However, Cibolo's leadership is in a unique position to control the growth that is in front of them, rather than correcting for it after the fact. One thing is certain, inaction is not a viable option. Today, Cibolo is a vibrant and rapidly growing community located approximately just 23 miles northeast of downtown San Antonio, andjust60 miles southwest of Austin. Cibolo is strategically located along Interstate 35, a superhighway that runs from north to south connecting Canada to Mexico, and Interstate 10, which runs east and west from Florida to California. The City is within the Schertz-Cibolo-Universal City Independent School District (SCUCISD), which is regarded as one of the best public school districts in the San Antonio region! Since 2000, the City of Cibolo has grown from a population of just over 3,000, to over 27,059 persons in 2015,2 that is a growth rate of over 800 percent. The City has recently been 1 Source: Cibolo Economic Development Web site. 2 Source: City staff population estimate for 2015. CIBOLO COMPREHENSIVE MASTER PLAN - ECONOMIC DEVELOPMENT recognized by several national publications. In 2011, CNN Money Magazine ranked Cibolo in their list of "Top 100 Best Places to Live" within the United States, and in 2013, Cibolo ranked 10th in the Movoto list of "10 Most Affordable Suburbs in America." In 2015, ValuePenguin listed Cibolo as the 7th safest city in Texas. Today, Cibolo's growth shows no signs ofslowing down. Several newcommercial and residential developments are currently underway throughout the City. The area around Cibolo is also growing, with Guadalupe County and overall San Antonio region maintaining a labor force of approximately 72,000 and 1.1 million, respectively.' In addition, Cibolo has the following economic characteristics: ■ Highly educated citizenry. Forty percent of residents over 25 years of age have a bachelor's degree or higher. Median and average wages are higher than state and national averages, and mean and median wages are close, which suggests an even distribution of incomes for existing residents. ■ High median home value and rents. The City has a median home value over $200,000. This can be good because it indicates that the area is comprised of quality housing; provided that the value of housing is increasing over time. It can also be unhealthy because it can mean that housing is unobtainable for the City's governmental employees, teachers, police and fire professionals, and retail and service workforce. The City also has higher rents comparable to more expensive, urban areas of San Antonio. In Cibolo, these high rents are reflective of the fact that there is a minimal supply of rental housing which can be a deterrent to those existing and/or prospective members of the community who may not be interested in owning a single-family detached property. ■ Highly mobile workforce. Based on an evaluation of in- and out -migration for Cibolo, the City's residents exhibit characteristics that indicate that they are highly mobile. In other words, new residents are primarily being drawn from the surrounding counties into Cibolo. ■ Low employment availability in Cibolo. Due to the City's minimal employment opportunities, a majority of Cibolo residents are employed in higher paying jobs outside of the City. In some ways, this supports the fact that Cibolo's well-paid workforce allows them to have a high quality of life in the City; but as the City grows over time, this can also be detrimental as employees pursue jobs closer to home and place increased value on a more diversified tax base. Cibolo Economic Development Corporation Economic growth in the City is facilitated by the Cibolo Economic Development Corporation (CEDC). The CEDC is a non-profit corporation created in 2007 by the citizens of Cibolo, under Chapters 501-505 of the Texas Local Government Code. State law allows for the imposition of local sales and use taxes to be used for dedicated economic development initiatives. In this case, the CEDC funds its operation and activities with a quarter -cent sales tax. State law also allows for the creation of Type B corporations to give communities an opportunity to undertake quality of life initiatives, including economic development projects that will attract and retain primary employers. SCHNEIDER BUSINESS PARK The Schneider Business Park is one of the City's defining commercial assets in that it provides 33 shovel ready lots for new or relocating businesses. It is a product of its own success and houses many of the City's largest and most well-known businesses. Regarding future commercial growth, however, it is limiting due to the fact that it is fully occupied. Moving forward, the City will need to evaluate additional opportunities for a new industrial park. 3 Welcome to Cibolo, Texas. A publication by the Cibolo Economic Development Corporation. CITY OF CHOICE FIGURE 7.1 HELPING NEW BUSINESS EXPANSION The Cibolo Economic Development Corporation (CEDC) already does a goodjob of helping new businesses get started. Pictured at right is an excerpt from a one-page flier walking new business owners, or entrepreneurs, through the steps of starting a new business in Cibolo. Although these resources seem minimal, they go far in helping prospective business owners break down the barriers ofgetting a business up and running. Economic Development Policies & Actions In order for the Comprehensive Master Plan to be implemented over time, the following economic development policies and actions are recommended. Policy ED -1. Promote an economic development strategy that enables economic diversity through attracting investment and jobs. The predominant theme that continually emerged throughout many of the various stakeholder engagement outreach opportunities was enabling economic diversity. Leaders and stakeholders both expressed an interest in seeing more diversity in terms of economic opportunity, housing, recreation, public-private partnerships, and business climate, etc. Aside from meeting the demands of citizens, diversity has many economic advantages. Not the least of which include insulation from broader economic downturns. Attracting and retaining businesses, helping them expand, and supporting entrepreneurship are the primary functions of an economic development organization. Cibolo has done well in attracting businesses to the community in recent years (23 new businesses in 2015 alone), even with limited staffing. However, a greater focus on business retention, expansion, and entrepreneurship can help Cibolo reach a higher level of economic success. The following actions are recommendations to achieve this policy. Action ED -1.1. Evaluate opportunities for increasing business attraction. Although businesses can be attracted to places they have little acquaintance with, most are attracted through the past connections they have made with a community. It is the role of economic developers to help to maintain those connections, typically made through trade associations, site selectors, real estate brokers, and business service providers. Cibolo's business attraction efforts follows this understanding of how to attract businesses and is part of the reason why its efforts have been successful (see Figure 7.1, Helping New Business Expansion). To augment current efforts and increase success rates, the City should consider the following additional strategies, among others: ■ Consider a Real Estate Broker's Day. This would be an annual event whereby the City would host the development community. The event would include a tour to showcase new assets and feature guest speakers that could sell Cibolo. ■ On a personal level, Cibolo can also offer programs that seek to incorporate relocated staff into the region. A welcoming committee can be formed to assist new residents in becoming acquainted with the community, particularly regarding the integration of children into the school district and extra -curricular activities. •tX ECONOMIC DEVELOPMENT C O R P Starting a Business in Cibolo . What kind of business will I create? 1. Business . What makes my business different? Assessment - . Is the right supply chain in place? . Who Is themany ust customer? service? How marry customers do I expect to serWcet Is my business model scalable? krpm[anv[nipn<F iMa[[liw PnU Nn Men pl[[M an Np p [(e Pro lip: Find a mentor a -acccounoun tant banker s -Insurance (riskassessor) SCORE -the Aileraadsm Board CIBOLO COMPREHENSIVE MASTER PLAN - ECONOMIC DEVELOPMENT Action ED -1.2. Evaluate opportunities for increasing business retention. WORKFORCE SOLUTIONS Business retention is a matter of understanding the needs of business owners and having the Workforce Solutions Alamo ability to respond to those needs. It is about continual points of contact and the resources (WSA), through its Businesses necessary to assist an existing business with expansion, relocation, or other need. Cibolo's Services Group, brings economic developers considerthe following strategieswhen working to retain local businesses: businesses andjob seekers ■ Support home-based businesses. Like entrepreneurs, home-based businesses require together, and offers an array ■ Annual follow ups with all major local businesses; of services to save businesses ■ Annual online survey to all local business owners; money, improve productivity, and to improve their ■ Creating an Ambassador Program to meet with businesses (the team should include competitive edge. planners, the ISD, the EDC, and Workforce Solutions'); grow during the early start up ■ Private sector business event for supply chain facilitation; and period, when they are most ■ Hire a business retention specialist. vulnerable. These programs Action ED -1.3. Evaluate opportunities for increasing business expansion. typically combine low cost Promoting business expansion, like business retention efforts, is done through responding to the needs of a business. In order to expand, businesses generally need access to additional employees, building space, capital to purchase new equipment, or new suppliers/customers. The role for economic developers should be to ensure the availability of these resources for businesses. Workforce training programs can help to create a larger pipeline of local talent. Business attraction efforts can be targeted to potential suppliers and customers for local businesses. Business improvement grants can be made to qualified businesses to encourage capital investments in new facilities and equipment. These targeted incentives can meet the growth objectives of the community. Action ED -1.4. Evaluate opportunities for increasing entrepreneurship. Entrepreneurs can be found everywhere, notjust in large cities, but ittakes talent, knowledge, risk, and support to bring an idea for a new product or service to market. Small cities may think that they have little to do with nurturing entrepreneurs, but support can start with high-school pitch events and competitions. Connecting them to local community colleges and universities can help them get access to knowledge and talent. Finally, building relationships with regional organizations that already have a focus on entrepreneurship can help to get ideas off the ground. Look to the San Antonio Economic Development Foundation (SAEDF) as a resource. ■ Leverage community strengths (e.g., veterans and cyber security). Cibolo has a large veteran population. Veterans are highly motivated individuals, which is also one of the defining traits of entrepreneurs. In Cibolo, the existing skill sets of veterans can be leveraged (e.g., cyber security is a focus within UTSA and Joint Base San Antonio) to start new skill -related businesses. ■ Support home-based businesses. Like entrepreneurs, home-based businesses require BUSINESS INCUBATOR initial support and access to resources that can help them succeed. Information on small business loans through the U.S. Small Business Administration can be particularly helpful. A business incubator nurtures ■ Consider small business incubator space in downtown. Many small businesses start development of entrepreneurs by helping them survive and as home-based businesses. As these businesses grow beyond the capacity of the grow during the early start up home, many entrepreneurs need the "next step' space to be able to further grow their period, when they are most business. In this regard, small business incubator space can provide the necessary next vulnerable. These programs step in the growth process. In this regard, fully equipped small office space is provided typically combine low cost at low cost with initial and follow up counseling, typically by a small business association office space (fully equipped for or area mentors. In this case, the City could consider partnering with WSA to provide a small business) with business career and business counseling for small and emerging businesses. Priority should be services and education given to establishing this incubator in the downtown area. tailored to young firms and entrepreneurial individuals. 1 Workforce Solutions Alamo (WSA) is described in more detail on the CEDC Website at http://www. cibolotx.gov/index.aspx?NID=438 and the sidebar at right. Policy ED -2. Promote an economic development strategy that enables economic diversity by further defining targeted marketing strategies. Beyond business attraction, Cibolo can enable economic diversity through focused marketing strategies centered around activities that provide a high return on investment. The business community can benefit from increased exposure and should become a promotional partner in marketing and outreach campaigns. Economic development is, at its core, a marketing exercise. The regions that are best at marketing are usually the regions that secure the most capital investment. The target industries selected can give Cibolo a good start at economic diversification, but additional efforts need to be made to ensure true diversification can be maintained. This can be done through workforce development and educational efforts to strengthen Cibolo's talent pipeline, along with developing additional lines of communication with the business community to improve the business climate. Housing also plays a key role in this plan as well (see Chapter 4, Housing & Neighborhoods). With median home value over $200,000 and limited multi -family options, many residents are left with few options. It is not just a select few who are being affected. Many are forced to live outside the City and commute, and these people include civil employees, such as police officers, firefighters, and teachers. Diversity of housing options is a vital component of sustainable growth. The following actions are recommendations to achieve this policy. Action ED -2.1. Expand the CEDC's toolbox of overall marketing outreach strategies. Marketing Cibolo's economic development potential should focus on the City's strengths and assets (see Figure 7.2, Marketing Outreach). Initial actions include: ■ Subscribe and market to ED publications. Publications include Expansion Solutions, Trade & Industry, Site Selection Magazine, Business Solutions, as well as regional business journals. ■ Create a database of media outlets, reporters, and freelancers in Texas. Partnerships with the media can extend Cibolo's brand throughout the state. Announcements and press releases can be completed by a professional who is already familiar with Cibolo and who is tuned into the local dynamics, but who also has a wider geographic reach. ■ Create a database of site selectors and market to them annually with a 1-2 page newsletter. FIGURE 7.2 MARKETING OUTREACH aa O Even though it takes a lot of GOVERNMENT SEIRV�CEt� BUS�USS Cl O effort, the CEDC's existing /eo efforts in marketing Cibolo to �d prospective businesses and residents is essential to growing the community. More traditional outreach methods (e.g., fliers, web sites, phone calls, etc.) should be furthersupported >exr,s by more advanced techniques -01y of choice (e.g., welcome videos, pictured at right; site selectors; etc.) These proactive targeted and n` non -targeted outreach points semen - vcuarene a>wreas:me::. �,nnnm, rre,rewwnam>nleam cane:> eame of contact identify that Cibolo is ,_ l ready for business and moving in Wwwe vie Welcome Videos the right direction. cmw ranrxie The Ewnomy ofCl6olo M an Commwit, survey oma _ Cmmmunih/Pmfik Retae baAel P,ofi CIBOLO COMPREHENSIVE MASTER PLAN— ECONOMIC DEVELOPMENT ■ Market on social media sites, such as Facebook, Twitter, and Linkedln. ■ Consider contracting out certain aspects of marketing and public relations. ■ Improve the CEDC website. The inclusion of testimonials can help tell Cibolo's story. In addition, more details about incentive programs would elicit more interest from site selectors. Longer-term, as Cibolo grows and the capacity of the CEDC expands, consider moving the CEDC's website to standalone site. ■ Develop Familiarization (FAM)/marketing tours. Familiarization (FAM) and business marketing tours of the City can give site selectors a better understanding of what Cibolo has to offer. Marketing trips should be attended by key leadership from both the public and private sector. This also involves attending marketing trips put on by other regional organizations, such as the San Antonio Economic Development Foundation (SAEDF). ■ Take marketing trips and tour cities comparable to Cibolo. To maximize the effort, take five to six members of the City's key leadership team to another small community that has achieved success in areas that Cibolo aims to improve. Action ED -2.2. Develop target industry marketing for those industries the City is trying to attract to Cibolo. Along with Citywide economic development marketing, Cibolo should develop marketing materials for each of the target industries. Since each industry has a unique set of requirements and needs, a customized brochure can inform business owners and site selectors about Cibolo's capacity to attract business in each of those industries. To help accomplish this, target industry information should also be prominent on the CEDC's website. Additionally, target industry "Hot Teams' can be a great way to sell Cibolo to potential businesses. Hot Teams consist of City and private sectors leaders that are well versed in a l particular industry. The team will be assembled when prospective businesses are touring Cibolo. The Hot Team should consist of individuals with superb salesmanship. Once target industry marketing materials have been created, attend conferences and trade shows with the goal of "rifle shot" marketing (i.e., targeted marketing to a specific audience, rather than broad marketing efforts with little refinement). Cibolo will have the most success targeting companies in the "sweet spot" of 25 to 100 employees. If marketing at trade shows is cost prohibitive, share the cost with regional partners and share booth space. Action ED -2.3. Better leverage assets as promotional and recruitment partners. Marketing any community is best accomplished when a team of stakeholders is formed to ensure that marketing efforts can be further promoted through every stakeholder's network of business and personal connections. The broader region offers additional opportunities for partners, such as the SAEDF, Guadalupe County, and the Chamber of Commerce. One way to begin building these promotional partners is through a quarterly newsletter to promote local businesses and EDC initiatives. Action ED -2.4. Define Cibolo's marketable area. Lastly, because economies don't always form to political orjurisdictional boundaries, it becomes necessary to form partnerships with neighboring communities to sell potential businesses or residents on the larger region. Assets within the region, but outside of Cibolo's boundaries, can attract growth for Cibolo. Cibolo can lead Guadalupe County -wide marketing efforts and work to set up booths representing the region at site selector conferences and trade events. FAM TOURS A familiarization tour, or FAM tour for short, involves a city's economic development staff and key public and private leadership in providing a tour to prospective businesses in an effort to create awareness of the strengths of the community. CITY OF CHOICE Policy ED -3. Promote an economic development strategy that enables economic diversity by empowering workforce & education efforts. Empowering workforce and education effortswill bolsterthe pipeline of skilled workers in the region. A strong workforce and a high -performing education system will serve as selling tools for attracting additional investment and retaining the businesses already located in Cibolo. The challenge for Cibolo is that many residents work outside of the City. Moving forward, focus should be given to building the skills necessary to employ Cibolo's target industries. Additionally, Cibolo benefits from a strong presence of veterans. Veterans add significant value to a community's workforce. Utilizing veteran retraining programs can help Cibolo more fully engage this subset of its population. Families in Cibolo instill a strong propensity for education from a young age. The importance of education is further evidenced by the success of the Schertz-Cibolo- Universal City Independent School District (SCUCISD), which performs well above state and national averages. The SCUCISD, not keen to rest on its laurels, has implemented an additional program by which the involvement of the community can become long- standing tradition. The South Texas Excellence Program (STEP) seeks to formalize the key leadership that have served as advocates for the district. The goal is to take the involvement one step further and broaden the bench of education advocates in the community. If successful, STEP will institutionalize the success of community involvement and communication with the education system. The following actions are recommendations to achieve this policy. Action ED -3.1. Implement and market veteran retraining programs. Workforce Solutions Alamo employs a number of programs designed specifically for veterans, including: Translate Military Skills, Texas Veterans Leadership Program, Work in Texas, and others. Market these services locally to connect veterans to private sector opportunities. Action ED -3.2. Use state and federal programs aimed at developing local skills. The skills of the local workforce do not currently align with the skill needs of the target industries. Take advantage of funds that seek to bolster certain skill sets. State programs include the Skills Development Fund, the On -the -Job Training program, as well as other programs offered through Workforce Solutions Alamo. Federal programs include the Work Opportunity Tax Credit and Empowerment Zone Employment Tax Credits. Action ED -3.3. Implement a Work Experience Program Work Experience Programs operate like internships. They forge alliances between academia and the private sector to promote career and skills training. The goal is to connect the students that might otherwise leave Cibolo with employment opportunities within the City. In practice, Workforce Solutions Alamo would vet resumes and link candidates to relevant businesses. Once a good fit is established, the candidate becomes an intern of the business and is managed and supervised by the business. Candidates can build skills and businesses can benefit from qualified interns that have been vetted through Workforce Solutions Alamo. CIBOLO COMPREHENSIVE MASTER PLAN — ECONOMIC DEVELOPMENT Action ED -3.4. Support and market STEP and CTE programs. A School Technical Education Program (STEP) is the result of innovative and creative solutions for community involvement. It gives students access to apprenticeships or project -based learning opportunities traditionally not available to students. Career and Technical Education (CTE) programs are offered through the ISD and provide students with classes that set them on a course for stable, high paying careers. These programs should be marketed by the City, the EDC, and the various other community partners. It proves that Cibolo is at the forefront of innovate education solutions. Action ED -3.5. Support the construction of the new high school. While not traditionally part of the role of a city, supporting construction of a quality school system improves the City's economic competitiveness (see Figure 7.3, Facilitating Access to Schoob. Not unexpectedly, the City's growing student population has necessitated an expansion of school facilities. A new high school is to be built on the Schertz/Cibolo border. While not within Cibolo, the high school will serve the needs of Cibolo students. As part of the City's role, the City should work with the SCUCISD to ensure the new school is more fully integrated and connected to surrounding neighborhoods (see also Action HN -3.10, in Chapter 4, Housing & Neighborhoods). Action ED -3.6. Consider the addition of a junior college or a college annex in Cibolo. Create a joint partnership between SCUCISD and the ACCD (Alamo Community College District). This will encourage the youth in the area to continue their education beyond high school to the college level. Policy ED -4. Promote an economic development strategy that enables economic diversity by strengthening Cibolo's business climate. The local business climate is a window that businesses use to peer into a community's philosophy toward business relations. Not surprisingly, businesses would rather locate in cities that have friendlier business climates. If Cibolo could attract businesses the same way it attracts residents, it would be one of the most successful cities in the San Antonio region. Business owners should talk about Cibolo with the same passion as its residents. For business owners, that passion comes from a different place; the factors that matter most are skilled workforce, fast and easy permitting, minimal fees, relevant incentive programs, and FIGURE 73 FACILITATING ACCESS TO SCHOOL while construction of a new school is not traditionally the purview of city, ensuring development of a quality community is. In this regard, the City should support development of a new high school focusing on those things that schools do not typically do well. This includes designing, connecting, and integrating schools into the fabric of existing and future neighborhoods. This allows greater choice for how students get to school and can help to reduce traffic congestion typically related to the development of suburban schools. �v CITY OF CHOICE good relationships with City leaders. Performing well in each of these factors is important, but many times, perception is reality. Building a strong business climate is as much about combating negative perceptions as it is about crafting the right policies. The following actions are recommendations to achieve this policy. Action ED -4.1. Improve communication with the development community. The planning process in Cibolo is competitive and effective; however, old perceptions remain. To bring perceptions back in line with reality, hold quarterly meetings between the Planning & Engineering Department and the development community to open a dialogue. The meetings should, above all, offer the ability for developers and contractors to ask questions and seek clarity. Action ED -4.2. Evaluate the proper mix of public-private partnerships. Many of the efforts that will result from the City's and the CEDC's strategic planning efforts will not — and should not — fall entirely on the shoulder of the public sector. By using public- private partnerships, Cibolo can accomplish the task of implementation while also engaging stakeholders and sharing in the costs of particular projects or programs. Policy ED -5. Increase commercial capacity by expediting the location and development of a new Industrial Park. Commercial capacity can be thought of as the physical infrastructure required to facilitate Cibolo's efforts in economic diversity. To increase the commercial capacity of the City, is to build the community's vision for growth. By accomplishing this, Cibolo can become a viable competitor for significant capital investment projects. Increasing commercial capacity begins with business. Schneider Business Park is one of Cibolo's defining assets. The park houses many of the City's largest and most well-known businesses, but the park is fully occupied. This serves as a limiting factorfor the City's target industries. In CIBOLO COMPREHENSIVE MASTER PLAN — ECONOMIC DEVELOPMENT particular, Light Industrial and High Tech Manufacturing and Services are adversely impacted. Additional industrial space is needed in order for Cibolo to become a stronger consideration for prospects. The success of Schneider Business Park is an accomplishment worthy of recognition. However, it has limitations regarding commercial growth. Fortunately, land is an asset that Cibolo has in abundance. Leveraging that available space, an additional industrial park can be created to accommodate commercial growth. The following actions are recommendations to achieve this policy. Action ED -5.1. Identify a site and conduct a master land use plan for a new business park. Since the City's existing business park is fully occupied, the City should pursue the development of an additional site. A critical first step is to identify the site for a new business park. It should be strategically located to allow easy access to Interstates 10 and 35. The park would realize the highest level of success if located in one of the following areas: ■ Along 1-10—using the land owned by GVEC, which would bring the first fiber connection to the City; ■ Along FM 1103 — near 1-35, between FM 382 and Orth Avenue; or ■ Along 1-35— using the land abutting 1-35 and Old Wiederstein Road (this site, however, may be better suited for commercial office uses). Once the site has been chosen, the second step would be to create a vision for the park. The vision would address growth strategies, marketing strategies, the ability of the park to accommodate non -compatible uses, and the types of incentivized zoning that will be implemented. An important third step is to prepare a master land use plan to ensure the new park will fully utilize the land area within the park. The park should be well buffered, have attractive features and attractive signage along major thoroughfares, have access to fiber, and be within reach to amenities (e.g., commercial services and restaurants). The park should also connect to the hike and bike trail system, an amenity found to be successful in newer parks. Action ED -5.2. Designate the park as a Foreign Trade Zone and endow it with Freeport Exemptions. These types of incentives are particularly attractive to companies engaged in manufacturing or warehousing operations. They have the added benefit of applying to all businesses within the park, but only requiring a one-time set up, which minimizes procedural administration.'.2,1.4 Action ED -5.3, Consider "shovel ready' sites within the new industrial park. As currently evident by the City's existing industrial park, these publicly -subsidized projects play an important role in improving a city's economic competitiveness. This is because many businesses need immediate space and do not have the time or interest in becoming a builder or developer. In this regard, these "shovel -ready' sites can make the difference between relocating to Cibolo or going somewhere else. Moreover, it signals to prospective businesses 1 What is a Foreign Trade Zone? http://enforcernent.trade.gov/ftzpageAnfo/zone.html. 2 Texas Foreign Trade Zones. http://gov.texas.gov/files/ecodev/TexasFTZs.pdf. 2015. 3 Texas Freeport Exemptions. https://www.assessmentadvisors.com/uncategorized/texas-freeport- exemption/. 4 Freeport Exemption. City of San Antonio. http://www.sanantonio.gov/EDD/ DevelopmentOpportu n iti es/I ncentives/Freep o rtExemptio n. a spx FOREIGN TRADE ZONES AND FREEPORT EXEMPTIONS A foreign -trade zone (FTZ) is a designated location in the United States where companies can use special procedures that help encourage U.S. activity by allowing delayed or reduced duty payments on foreign merchandise, as well as other savings.2 A Freeport exemption exempts certain types of tangible personal property from taxation.' FTZs with Freeport exemptions promote international competitiveness of U.S.-based businesses and expedite international trade.' The City of San Antonio, Bexar County, and two local City ISDs utilize the Freeport Exemption for companies that deal with goods -in -transit or inventories used in the manufacturing process.' CITY OF CHOICE FIGURE 74 INDUSTRIAL PARK & BUSINESS MARKETING The City's Available Properties Web Application tool is an excellent example of a online tool that connects prospective businesses to available properties in Cibolo. It includes an interactive map and hyperlinks to property brochures, broker or Realtor contact information, and other important resources. that Cibolo is open and ready to do business. As such, the City should proactively develop "shovel -ready' sites within the new industrial park and market them aggressively.. Action ED -5.4. Partner with private developers to offer build -to -suit options. To the extent that the new industrial park may not have existing building space right from the start, partnering with a private sector developer can allow Cibolo to remain in the running for projects interested in existing space for leasing options. From the perspective of the CEDC, it has the ability to understand the finer details of a certain types of spec buildings. This is important, because it can keep the prospect interested and improve the chances of the City being short listed. Action ED -5.5. Aggressively market the new industrial park to prospective businesses. Marketing efforts should include the new industrial park, the incentives offered within the park, the availability of shovel ready sites, and the option for build -to -suit space through public- private partnerships. As part of this effort, the CEDC should continue to utilize, and/or improve, the Available Properties Web Application tool, which is a great example of maximizing the use of the Internet and online resources to market available properties to prospective businesses in Cibolo (see Figure 7.4, Industrial Park & Business Marketing). Action ED -5.6. Offer fagade and signage improvement grants to businesses in the business parks. A program to offer facade and signage improvement grants can ensure that both the existing business park, as well as the new business park, are attractive locations for Cibolo's businesses. In this regard, the City provides financial assistance to encourage the enhancement of commercial, professional, and retail buildings which may help with job creation and retention efforts. It also improves the overall quality and attractiveness of the community which is an important determinant when deciding whether to relocate to a community or somewhere else. Policy ED -6. Increase commercial capacity by fostering housing diversity to support commercial growth. Creating a thriving community involves a full spectrum of economic development efforts. Increasing the number of business is just the beginning. Indeed, to solely focus on business CIBOLO COMPREHENSIVE MASTER PLAN — ECONOMIC DEVELOPMENT infrastructure would be a half -measure. The next step is to provide infrastructure that empowers the City's workers and residents. As it stands now, a lack of housing options and traffic congestion are barriers for Cibolo's population. There is no doubt that Cibolo is a great place to live and raise a family. However, the housing product mix in Cibolo is limited. Moreover, there is a fundamental disconnect between the people who live in Cibolo versus the people who work in Cibolo. This disconnect is made manifest in the fact that Cibolo is a net exporter of jobs in all 20 labor sectors. To a large degree, many who work in Cibolo cannot afford to live in the City. Byway of example, many who work as teachers or law enforcement— essential occupations for every community— must live outside the city and commute to work each day. Housing options in a community should serve the needs of the commercial and governmental sectors; and that is currently not the case in Cibolo. Additional housing options are required to better serve the local workforce. In coordination with Chapter 4, Housing & Neighborhoods, the following actions are recommendations to achieve this policy. Action ED -6.1. Consider additional multifamily housing developments to serve the needs of a growing workforce. Multifamily housing options will allow families to grow within the community. Many young, working families are not in a position to buy a home; families need transitional housing options that give them the room to grow within the community. Multifamily housing units can also be incorporated within live/work, mixed-use environments, and priority should be given to locating them within the FM 78 Corridor or in Downtown. Action ED -6.2. Identify programs to better connect potential first-time home buyers to assistance and counseling sources. The Texas State Affordable Housing Corporation (TSAHC) offers down payment assistance and tax credit programs to qualified first-time home buyers, along with educational resources. The City of Cibolo should seek to provide better connections to the TSAHC and entities that can offer counseling services to potential first-time home buyers in the San Antonio area. Ensuring local employers and community groups are knowledgeable of these programs can help qualified households purchase a home in Cibolo. Action ED -6.3. Consider programs to assist senior citizens looking to relocate. Senior citizens are another group that may benefit from assistance programs. Cibolo's population demographics suggest a large number of young families and a large number of older citizens. Whether seniors are looking to downsize their home or switch to a multifamily housing option, there are programs designed to help. Prevalent programs include moving assistance, home sharing, financial counseling, and transitional counseling. Policy ED -7. Increase commercial capacity by improving access and mobility The mismatch in housing options has contributed to the growing traffic congestion problem in Cibolo. The residents of Cibolo are driving out of the City each day to go to work. They, in turn, are met with the influx of people who live in surrounding areas, but hold jobs within the City. Additional housing options, however, will not alleviate all congestion issues. As Cibolo continues to grow its commercial base, it will increase its draw from surrounding areas. The already constrained road infrastructure will not be able to sustain that level of growth. There are already a number of initiatives in motion that aim to ease or reduce traffic congestion. The two strongest initiatives include the development of FM 78 as a commercial corridor and the extension of FM 1103 all the way to 1-10. CITY OF CHOICE VARIANCES A variance is a deviation from the zoning requirements set out in the Cibolo Unified Development Code (UDC). Approval of a variance is by the Board of Adjustment and requires a positive finding of each of the following five criteria: » extraordinary or special conditions (e.g., topographical constraints) that deprive an applicant's reasonable use of the property; » will not cause substantial detriment to others nearby; » does not generally apply to other property in the area; » the need is not self- imposed; and » approval is consistent with the vision set out in this Plan and intent of the regulatory provisions in the Cibolo UDC. In coordination with Chapter 3, Transportation, the following actions are recommendations to achieve this policy. Action ED -7.1. Utilize the FM 78 Corridor Plan to develop the FM 78 corridor as commercial corridor/hub within, and gateway to, Cibolo. The FM 78 Corridor Plan has been commissioned by the City and has an ultimate goal of developing the thoroughfare as a commercial corridor/hub and strengthening the corridor's position as a gateway to San Antonio. Implementing the recommendations found in that plan wi II allow for the corridor to develop as intended. Appropriate provisions have been incorporated into this Plan through the Future Land Use Plan, Community Enhancement Plan (see also Chapter 2, Land Use & Character), Thoroughfare Plan (see also Chapter 3, Transportation), and other recommendations found in this Plan. Action ED -7.2. Utilize the extension of FM 1103 to improve access to the City's commercial areas. Extending FM 1103 to 1-10 would open up additional commercial opportunities as the only major north/south arterial. It is important that planning for the corridor acknowledges the status of FM 1103 as an entry point to the community and that the development alternatives ensure that the roadway continue to serve local residents. Utilize the Future Land Use and Thoroughfare Plans to ensure compatible, revenue generating land uses are provided at key access points along FM 1103 extension. Policy ED -8. Increase commercial capacity by promoting infill development in key areas of the City. Cibolo has much open space that is prime for development. It would be easy to occupy that open space as private sector investments are recruitedtothe city. However, it is importantthat the available land be developed strategically. Instead of focusing on open spaces, look to spaces between developments to offer more strategic development outcomes. This will ensure optimized growth opportunities over the long term. Infill developments will also create dense, destination type spaces, which promote cohesive neighborhoods. Moreover, this strategy will complement many of the Complete Streets concepts being recommended as part of the Comprehensive Plan. Some industry sectors fit more naturally with infill types of development. In particular, retail and office uses tend to offer ideal infill solutions. For Cibolo, that means targeting Retail & Recreation, Health Care, and certain niches within High Tech Manufacturing & Services for infill development. In coordination with Chapter 2, Land Use & Character, the following actions are recommendations to achieve this policy. Action ED -8.1. Consider the use of incentives to direct development projects toward infill options. The use of incentives may help companies choose to occupy infill space if it is a good fit from a business perspective. Incentive programs to consider include fast-track permitting, impact fee waivers, and even business improvement districts if within a downtown -type setting. Action ED -8.2. Consider the use of variances in limited situations to support infill development. Certain code restrictions may pose barriers for infill development. In some cases, there may be true conditions of hardship where allowing for the approval of a variance may be more prudent than rewriting a particular code section. With that being said, if there are a lot of variances being approved, it is a clear indication that the existing development regulations are not calibrated for infill development (e.g., in the Downtown area) and may be inhibiting quality infill development. CIBOLO COMPREHENSIVE MASTER PLAN— ECONOMIC DEVELOPMENT Policy ED -9. Increase commercial capacity through the strategic use of utility extensions to under -served areas. Utility capacity is another focal point of physical infrastructure needed to accommodate growth. To the extent that the vision of the city is to ensure quality growth, that includes having some level of control over utility infrastructure. The utility providers can be thought of as partners thatwill help accomplish the City'svision. Thatsaid, itis importantforthe local utility providers to understand the need for— and ultimately buy into —the new vision. The Guadalupe Valley Electric Cooperative (GVEC) provides electricity to Cibolo and has been an on-going and productive partner to Cibolo's development efforts. The GVEC already has an incentive policy whereby they work with prospective companies on a case-by-case basis to offer utility infrastructure. Similarly, GVTC provides telecommunication services to Cibolo. Presently, there are two water providers in Cibolo; City of Cibolo Water and the Green Valley Special Utility District (GVSUD). Planning for the development of water infrastructure, particularly in the southern part of the City, will be necessary moving forward. Creating a sustainable water system that serves the areas intended for development will ease the process creating a new industrial park and ultimately attract business investment to Cibolo. To reiterate, City water infrastructure must meet the vision for commercial and residential growth. The entity that controls the water in areas marked for development, whether the City or GVSUD, should be aggressive in offering water utility infrastructure to businesses. Currently, CenterPoint Energy provides natural gas services to Cibolo and is expanding the extent of its infrastructure. However, the provision of natural gas infrastructure is the most limited of all the utilities. This could pose a significant barrier to the City's goal of increasing the amount of commercial development within Cibolo. Consequently, as the commercial base grows, the need for a natural gas solution will grow in tandem. In coordination with Chapter 6, Community Facilities & Public Services, the following actions are recommendations to achieve this policy. Action ED -9.1. Extend utility infrastructure to areas intended for development. Typically, the private sector extends utility infrastructure as part of their development. However, there may be areas within the City which may benefit from the proactive extension of infrastructure prior to private development. In other words, the City may consider proactively extending infrastructure to spur new private development. For Cibolo, this may include such areas as the new industrial park and the areas identified for infill development. It could also include areas along the collector roadway proposed as the future commercial hub within the FM 78 Corridor Planning Area. In this regard, utility infrastructure should be taken to the boundaries of the development. The hook ups can then be completed with expediency once capital investment has been secured. Policy ED -10. Enhance quality of place by providing additional amenities to residents. A sense of place is derived from citizens' engagement with that place. Residents engage with Cibolo by moving through the City to get to work, school, or recreational options. Similarly, engagement is achieved by taking part in events and retail opportunities with fellow residents. Each of these means of engagement can be enhanced through planning and by undertaking the strategies and actions that follow. Additional amenities are needed for residents for recreational opportunities in Cibolo. Fortunately, a number of initiatives to increase the supply of amenities are currently underway, including development of the following: CITYOF CHOICE FIGURE 7.5 SUPPORTING CIBOLO'S BICYCLE COMMUNITY While some may not universally agree with the number and frequency of bicyclists on the City's roadways, the bicyclist community has a large presence in the Cibolo. Having a strong and active bicyclist community is also aneconomic benefit to the City. They promote a healthy community, increases safety, visiting bicyclists spend sales tax dollars supporting Cibolo's economy, and attract a more active (and oftentimes younger) resident to the City In this regard, the City should proactively support the bicycling community through such things as promoting a bike shop in Downtown, provide safe on - street and off-street facilities, etc. ■ Sports complex; ■ YMCA community center; and a ■ Linear Trail Park System Renewed progress on Downtown development can also enhance the quality of life of residents and help to nurture a sense of place in Cibolo's core that can help to attract entrepreneurs and small businesses. Additionally, increasing civic engagement can strengthen the ties that residents have to Cibolo and help to develop strong advocates for the success of the City and its initiative for diversity and growth. Residents are increasingly demanding greater public amenities to complement the City's high standard of living. This is no different than the current demand in Cibolo. Indeed, amenities offered to residents can do a lot to keep them connected to Cibolo and maintain its status as an attractive place to live. In coordination with Chapter 3, Transportation and Chapter 5, Parks, Recreation & Open Space, the following actions are recommendations to achieve this policy. Action ED -10.1. Link the infrastructure of on -street bike lanes and pedestrian trails and sidepaths throughout the City. The current system of bicycle and pedestrian trails through the City needs to be connected and extended to provide a great recreational outlet for residents. Bicycle and pedestrian trails can benefit the health of residents. The City needs to continue to collaborate with developers to ensure that new residential developments connect to the trail system when feasible and that the trails are maintained so as not to discourage use. Along the same lines, public-private partnerships between developers, businesses, private donors, and the City should be explored to ensure that Cibolo continues to add green space and opportunities for recreation (see Figure 7.5, Supporting Cibolo's Bicycle Community). Action ED -10.2. Incentivize a bike shop to locate in Downtown Cibolo. A shop that promotes hiking or cycling and sells related products can help to further develop a user base for the trail system. A bike shop in Downtown Cibolo can become a hub for the cycling community and attract cyclists from neighboring communities (see Figure 7.5, Supporting Cibolo's Bicycle Community). Action ED -10.3. Continue support for a senior living center. A senior living center, such the facility being proposed along Borgfeld Road and Cibolo Valley Drive, can also provide additional amenities for residents and allow seniors to "age in place" Theses can include such things as golf courses; clubhouses; restaurants; tennis courts; walking trails; arts and crafts; transportation to shopping, medical appointments, and local or regional events (see Figure 4.15, Types of Senior Communities). CIBOLOCOMPREHENSIVEMASTERPLAN— ECONOMICDEVELOPMENT Action ED40.4. Continue support for proposed sports complex. A complex of sports fields and gathering areas can be a benefit to youth sports in Cibolo and the broader region. There is also the potential that high-quality facilities can attract regional tournaments or become practice fields for competitive or traveling teams. This kind of facility can not only benefit residents, but hopefully contribute to a positive image of the City for visitors. Action ED -10.5. Create and own a sports -related event. Events, no matter the size, create vibrancy in a community. The proposed complex could be home to a signature event for Cibolo, such as regional youth sports competitions, a 5K, or a bicycle race. THE YMCA AND CIBOLO Action ED -10.6. Continue support for proposed YMCA community center. The YMCA of6reaterSan progress made to Cibolo's quality of place, to public amenities (such as greenspace), and to Antonio currently offers 10 full A YMCA community center, or similar establishment, can also bring additional recreational facility locations serving the outlets for residents. These kinds of establishments can also become good community builders region. The closest is in the City that can helpstrengthen ties between residents and enhance the quality of lace. 9 q y P ofsehertz, which also supports Cibolo residents. Action ED -10.7. Hire or contract for additional City staff. Although Cibolo does not progress made to Cibolo's quality of place, to public amenities (such as greenspace), and to currently need a full service Cities that plan for growth should also plan to expand the capacity to manage the needs of facility, the City's residents residents. As the City continues to grow, so should the City's capacity to offer services to would benefit from ajointCity/ residents. Hiring additional staff can allow the City to maintain its business -friendly culture. YMCA community center that Alternatively, looking to contract some Cit services can also help to keep u with growth. Y 9 Y P P P 9 offers workout, after-school care, and otheramenities and Action ED -10.8. Create an annual quality of place review event. activities that build a healthy spirit, mind and body. The City of Cibolo and community partners should create an annual event to review the Providing these types of progress made to Cibolo's quality of place, to public amenities (such as greenspace), and to community amenities improves also receive feedback from residents on additional improvements. Prior to the event, the City h City's attractivenessfor should conduct an internal review to ensure that all improvements made have been identified. sand prospe residents. This event could feature a keynote address linking quality of place improvements to the overall business climate. Action ED -10.9. Consider support to bring hotel venues to the City. Adding hotels near the proposed sports complex will provide a place for visitors from outside of Cibolo to stay during sporting events. Policy ED -11. Enhance quality of place by furthering development and redevelopment of Downtown Cibolo. Cibolo's Downtown district along Main Street has the opportunityto expand in size by attracting businesses and residents. The City already has a plan in place to redevelop Downtown that can help it meet this goal. Yet, with the growth that will occur along FM 78, it is important to ensure that new development in Downtown feels connected to the rest of Cibolo, but stands out as a unique and interesting place to attract consumers. Incoordination with ChapterZ Land Use & Character, the following actions are recommendations to achieve this policy. 0 Action ED -11.1. Continue and expand supportfor Downtown development/redevelopment. Cibolo's Downtown revitalization plan gives the City a great start at building the attractive commercial node that the community needs. Work toward realizing this goal should follow the guidance found in this Comprehensive Master Plan, the FM 78 Corridor Plan, and Downtown Cibolo Revitalization Plan. The combination of all three of these plans identify a vision which will create a thriving, pedestrian -friendly, historical, cultural, commercial, and governmental hub for Cibolo. Additionally, to provide for Downtown's reinvestment the City should continue to CITY OF CHOICE FIGURE 7.6 DOWNTOWN IMPROVEMENT As set out in the Cibolo Downtown Revitalization Plan, the FM 78 Corridor Plan, and this Plan, improving Downtown Cibolo is one of the key economic development initiatives which will set apart Cibolo as a "City of Choice" in the greater San Antonio region. This area has the potential to be the historical, cultural, and governmental hub of Cibolo and, overtime, could be one of the City's greatest and most sustainable economic development assets. Image Courtesy: Cibolo FM 78 Corridor Plan incentivize building improvements through fa§ade or new signage grants and link businesses to building improvement grants offered at state and federal levels (see Figure 7.6, Downtown Improvement). Action ED -11.2. Facilitate a "Main Street" vibe that plays to City strengths. Downtown and the commercial nodes along Main Street should garner a sense of place that allows the passer-by to feel that the area is not only the core of the City, but that it is exciting, unique, and safe. Signage for the Downtown and City Hall is a good start, but the Main Street corridor from FM 78 to FM 1103 (both gateways into the community) should feature additional sidewalks, benches, and landscaping that promote Main Street's foot traffic and commercial attractiveness. Street design, such as use of medians or roundabouts at the two intersections, can encourage traffic to slow down and invite use by pedestrians and cyclists (see Figure 7.6, Downtown Improvement). Action ED -11.3. Support downtown businesses to increase events in Downtown Cibolo. One example of an event that could take place in Downtown Cibolo would be "Cibolo Main Street Event" to promote local merchants. Policy ED -12. Create additional opportunities for civic engagement Civic engagement is an important part of any economic development strategy because it gets citizens to take ownership of the economic development outcomes of their community. The goal is to turn passive residents into engaged citizens. The following actions are recommendations to achieve this policy. Action ED -12.1. Develop a "buy local" campaign. As the local retail sector develops and small businesses begin to open up, a "Buy Local" campaign can be instituted through a partnership with the Chamber of Commerce to support local small businesses. Coupon booklets and "Buy Local" cards can be offered at local retailers and to new residents and business owners. This initiative can help to establish a devout customer base for local businesses. Action ED -12.2. Consider diversifying funding sources through private EDC memberships or a foundation. The best economic development organizations are ones that enjoy public-private partnerships to meet development goals. One means of engaging the private sector further in this regard is to initiate private membership for Cibolo's EDC. Doing so can build an even larger team of engaged private partners. Alternately, a foundation can be created to accept private donations for economic development. J_ .� UJ INTRODUCTION The Comprehensive Master Plan sets forth a vision to guide how Cibolo should develop over the next 20 years, and beyond. With this vision now in place, the community must mobilize its resources towards plan implementation. Indeed, only through implementation will this Plan become a reality. While the preceding chapters of this Plan discuss how to achieve the desired vision, policies, and actions, this chapter identifies what the highest priorities are and who is responsible for them. It is through the process of implementation that actions get translated into specific policies, operational changes, financial investments (e.g., capital improvements), further studies, and new regulation. Partnering for Success Implementation, even more so than the planning process, will take coordinated effort from a host of community leaders, from'individual citizens to appointed and elected officials to outside agencie and entities. Increasingly, jurisdictions are acknowledging that ultimate su cess involves a combination of City and non -City partners, including elected and appointed officials, staff, residents, and land and business owners, among others. moi. ?� •:.. f The Comprehensive Master Plan sets forth a vision to guide how Cibolo should develop over the next 20 years, and beyond. With this vision now in place, the community must mobilize its resources towards plan implementation. Indeed, only through implementation will this Plan become a reality. While the preceding chapters of this Plan discuss how to achieve the desired vision, policies, and actions, this chapter identifies what the highest priorities are and who is responsible for them. It is through the process of implementation that actions get translated into specific policies, operational changes, financial investments (e.g., capital improvements), further studies, and new regulation. Partnering for Success Implementation, even more so than the planning process, will take coordinated effort from a host of community leaders, from'individual citizens to appointed and elected officials to outside agencie and entities. Increasingly, jurisdictions are acknowledging that ultimate su cess involves a combination of City and non -City partners, including elected and appointed officials, staff, residents, and land and business owners, among others. CITY OF CHOICE This also involves the recognition that the City has a responsibility to partner with all local, state, and federal public and private partners that can be of assistance in bettering Cibolo now and in the future. At a minimum, this includes: ■ Cibolo elected and appointed officials; ■ City Administration and staff, ■ Cibolo Economic Development Corporation (CEDC); ■ Guadalupe County; ■ Texas Department of Transportation; ■ Schertz-Cibolo-Universal City Independent School District (SCUCISD); ■ Abutting local municipalities (on projects that benefit both jurisdictions); ■ Other affected agencies and entities; and ■ Area land and business owners and the development community. Implementation Action Plan Set out in chapters two through seven are policies and specific implementation actions that can be accomplished at any point through the 20 -year horizon of this Plan. These chapters also Include background Information, analysis, and guidance as to how these actions could be implemented overtime, This section of the Plan is intended to take those actions which could occur over a 20 -year plan horizon, and prioritize them as to what comes first and next. In other words, this section identifies what the most important actions are and the order that the City intends to implement them. Set out in Table 8.1, Implementation Action Plan, on the next page, are the prioritized actions of this Plan Into short-term (next 1-2 years), mid-term (3-10 years), and longer-term (10+ years) time frames, with those that will be ongoing once started marked as such. Short and mid-term actions are ranked while longer-term actions do not have an associated ranking. It also Includes guidance as to the entities that should be Involved (with the first name listed as lead) and what type of action it involves, including policies, operational changes, financial investments, studies, or regulations (see Implementation Tools, below, for additional explanation of the types of actions Involved). IMPLEMENTATION TOOLS While implementation of a Comprehensive Master Plan can be quite complex, there are a few overarching types of implementation tools in which can help further delineate post -adoption actions taken by the City. These groupings include: ■ Operational Change. New or changed programs, staffing, or operational procedures. ■ Policy. Official procedures or policies used to guide City decisions. In some cases, it includes a movement towards a general direction which may involve a combination of other implementation tools. ■ Regulation. Council adopted regulations used to guide development or other actions within the City. ■ Study. An official further study or investigation needed to determine the most appropriate solution ■ Financial Investment. Capital improvements or general fund expenditures as part of a publicly financed action. CIBOLO COMPREHENSIVE MASTER PLAN — IMPLEMENTATION FIGURE 8.1, IMPLEMENTATION ACTION PLAN (CONT. ON FOLLOWING PAGES) PotentialRank Action Projects Number A 1-2 3-10 10+ Entities POLICY ACTION RECOMMENDATIONS Utilize strict adherence to the Thoroughfare Plan 1 T-2.1 in the review and consideration of development ■ City Policy approvals. Utilize the Future Land Use Plan in conjunction with Policy / 2 LUC-2.4 improved zoning regulations to enhance sales tax ■ City / CEDC Regulation generating use opportunities within Cibolo. 3 P-2.6 Ensure existing parks and recreation facilities are ■ City Policy safe and well-maintained. Continue to coordinate with the Schertz-Cibolo- Policy / 4 T-4.8 Universal City Independent School District ■ City /SCUCISD Financial (SCUCISD) to develop safe bicycle and pedestrian Investment connections between schools and neighborhoods. 5 LUC-1.3 Promote or Incentivize infill development in areas ■ CEDC / City Policy / in which are already served by public infrastructure. Regulation Proactively work with interested developers to City / Policy / 6 T-1.5 implement the thoroughfare network concurrent ■ Development Operational with new development. Community Change 7 ED -4.2 Evaluate the proper mix of public-private ■ CEDC /City / Development Policy partnerships. Community Utilize the Future Land Use Plan to identify Policy / 8 HN -2.4 appropriate areas for and development of ■ CEDC / City Regulation multifamily housing. 9 LUC-3.4 Establish a business improvement district in ■ CEDC /City Polity / Study /Operational downtown Cibolo. Change Utilize the FM 78 Corridor Plan to develop the FM CEDC / City / 10 ED -7.1 78 corridor as commercial corridor/hub within, and ■ Development Policy gateway to, Cibolo. Community 11 LUC-2.1 Utilize the Future Land Use Plan to diversify uses ■ City / CEDC Policy and character within Cibolo. 12 P-3.2 Ensure that public sector projects maximize ■ City Policy / Operational protection of the City's remaining natural resources. Change Utilize the Thoroughfare Plan and community Policy / 13 T-2.4 feedback to reevaluate the proposed ■ City Financial transportation projects identified on the current Investment Capital Improvement Plan (CIP). Policy / 14 CFPS-3.3 Promote and use water conservation practices. ■ City Operational Change 15 T-3.2 Establish a more formalized street maintenance ■ City Policy / Operational program and funding source. Change 16 ED -10.9 Consider support to bring hotel venues to the City. ■ 7CEDC City Policy CITY OF CHOICE Action Potential Projects & Actions Years Involved Action Type NumberRank 1_10+_ Entities POLICY ACTION RECOMMENDATIONS (CONT.) Utilize the Future Land Use Plan in conjunction Policy / 17 LUC-2.3 with improved zoning regulations to protect critical L9 City Regulation floodplain areas. 18 ED -7.2 Utilize the extension of FM 1103 to improve access CEDC / City Policy to the City's commercial areas. 19 LUC-3.5 Consider pursuing a Texas Main Street Program CEDC /Cit y Policy / Operational designation for downtown Cibolo. Change 20 T-1.3 Proactively participate in state and regional City / Area Policy / Operational transportation planning activities affecting Cibolo. Partners Change Utilize the Future Land Use Plan to identify Policy / 21 HN -2.5 appropriate areas for and development of ■ City Regulation transitional residential. Continue to coordinate with the City of San City 'A rea 22 LUC-1.1 Antonio regarding the potential transfer of ETJ to E Partners Policy Cibolo 23 T-1.1 Adopt a Complete Streets Policy. ■ City Policy Coordinate with TxDOT to determine long-term 24 T-3.4 plans for the improvement of FM 78 and its key ■ City /TxDOT Policy intersections. Manage the City's annexation policy concurrent 25 LUC-1.2 with the provision of adequate public infrastructure ■ City Policy and services. Utilize the Future Land Use Plan to improve Policy / 26 LUC-2.2 compatibility between differing types, intensities, ■ City Regulation or character of land uses. 27 HN -4.2 Ensure there is adequate supply and type of 0 City / CEDC Policy workforce housing. Pass a Fair Housing Resolution stating the City's 28 HN -4.1 policy of supportforfair housing and fostering E City Policy compliance with the nondiscrimination provisions of the Fair Housing Act. Encourage low -impact design of drainage system City / Policy / 29 CFPS-4.4 development in order to maintain water quality of ■ Development Regulation creeks and waterways. Community 30 ED -8.1 Consider the use of incentives to direct IN CEDC / City Policy development projects toward infill options. 31 ED -10.3 Continue: support for a senior living center. ■ CEDC Policy Identify and pursue funds available from the federal 32 HN -4.4 Department of Housing and Urban Development 0 CEDC Policy and Rural Texas CDBG Program to help finance affordable housing efforts. CIBOLOCOMPREHENSIVEMASTERPLAN- IMPLEMENTATION Action Potential Projects & Actions Years Involved Action Typ NumberRank 110+ Entities POLICY ACTION RECOMMENDATIONS (CONT.) Implement strategies that enable the City's 33 HN -4.5 workforce population to live within two miles of ■ City / CEDC Policy work, yet avoid concentrating workforce housing. Establish creative partnerships to increase 34 HN -4.7 workforce housing and associated services in 0 CEDC / City Policy Cibolo and accomplish the goals and actions of this Plan. 35 HN -2.3 Identify appropriate areas for and attract higher- 0 CEDC / City Policy/ end housing for affluent residents. Regulation Create partnerships with public and private City / Area 36 P-2.4 organizations to allow investments to occur in the 0 Partners Policy park and recreation system. 37 LUC-4.7 Evaluate opportunities to preserve and capitalize Cit y Policy / Operational on the City's cultural and historic resources. Change - Utilize the Off -Street Trails and Sidepaths Plan and Policy / 38 T-4.5 the On -Street Bike Lanes Plan to identify projects ■ City Financial for inclusion in the 2018-2022 CIP. Investment 39 P-1.4 Create unique parks that will attract residents from Cit y Policy / Financial the surrounding area. Investment Develop a toolbox of diverse strategies, policies Policy / HN -4.6 and planning tools to broaden housing options for City Regulation the community's workforce population. Consider additional multifamily housing ED -6.1 developments to serve the needs of a growing D CEDC / City Policy workforce. Utilize the Thoroughfare Plan and community Policy / T-2.5 feedback to reevaluate the proposed City Financial transportation projects identified as part of the' Investment Impact Fee Study. Monitor code enforcement violations in older, Policy / HN -3.12 existing neighborhoods to determine need for Li City Operational potential reinvestment actions. Change ED -3.6 Consider the addition of ajunior college or a LS CEDC /City Policy / Study college annex in Cibolo. Ensure quality of workforce housing maintains Policy / HN -4.3 high quality standards comparable to other Mi City/CEDC Regulation developments. ED -5.4 Partner with private developers to offer build -to- CEDC / Development Policy suit options. Community ED -10.2 Incentivize a bike shop to locate in Downtown City / CEDC / policy Cibolo. Private Partner ED -8.2 Consider the use of variances in limited situations f„ CEDC / City Policy to support infill development. Rank Action Potential Projects & Actions Years Involved Action Typ Number110+ Entities POLICY ACTION RECOMMENDATIONS (CONT.) Utilize the Off -Street Trails and Sidepaths Plan and Policy / T-4.4 the On -Street Bike Lanes Plan as part of the review City Regulation and consideration of development approvals. Consider coordinating with the City's active bicycle ' T-4.7 and and pedestrian user groups to build support for City / Area Policy additional sidewalk, trail, or on -street bike lane Partners facilities. Proactively pursue mutually beneficial partnerships City/Area Policy / T-1.4 with local partners to improve Cibolo's city -to -city `'3 Partners Operational connectivity. Change ED -3.5 Support the construction of the new high school. CEDC / City Policy Pursue establishing improved signalization and City/ UPRR / Policy / Study/ T-3.6 quiet zones for all at -grade intersections along the TxDOT Financial UPRR. Investment Continue to allow ride -sharing opportunities Policy / T-4.11 providing a non -vehicular mode of transportation "d City Regulation within Cibolo. T-4.12 Evaluate opportunities to establish a commuter City / Area Policy/ Financial park & ride in Cibolo. - Partners Investment Consider longer-term opportunities for additional Policy / LUC-3.9 residential home conversions throughout the City Regulation downtown area. C BOLO COMPREHENSIVE MASTER PLAN — IMPLEMENTATION Y- Rank Action Potential Projects & Actions Years Involved Action Type Number e10+ Entities REGULATION ACTION RECOMMENDATIONS Review and amend the Cibolo Unified 1 HN -2.1 Development Code (UDC) to allow for and City Regulation encourage a greater variety of housing types. Establish a new downtown zoning district that is 2 LUC-3.1 calibrated to create an urban, pedestrian -focused ■ City Regulation downtown for Cibolo. Review and amend the subdivision regulations 3 HN -3,5 as necessary to improve traffic conditions in ■ City Regulation neighborhoods. Evaluate zoning, subdivision, and. development 4 P-3.1 regulations to ensure maximum protection and use ■ City Regulation of the City's remaining natural resources. Review and amend the subdivision regulations as 5 HN -3.10 necessary to allow or require more mix of housing 0 City Regulation types in each neighborhood. Adopt standardized urban and rural street cross - 6 T-22 sections in conformance with the recommendations ■ City Regulation identified in this Comprehensive Master Plan. Periodically reevaluate the Design Construction 7 T-33 Manual (DCM) to ensure development outcomes ■ City Regulation are achieving intended results. Review and amend the subdivision regulations as 8 HN -3.6 necessary to provide access to parks and other ■ City Regulation public open spaces in neighborhoods. Preserve traffic capacity by implementing access 9 T-3.5 management and other Transportation Systems 0 City / TXDOT/ Regulation / Management (TSM) provisions within Cibolo. County Study Review and amend the zoning and subdivision regulations as necessary to improve access 10 HN -3.7 between neighborhoods and neighborhood- 0 City Regulation serving commercial areas. Review and amend the subdivision regulations as 11 HN -3.4 necessary to improve connectivity in and through ■ City Regulation new subdivisions. Amend the subdivision regulations and consider coordinating with the Schertz-Cibolo-Universal City 12 HN -3.11 Independent School District (SCUCISD) to locate 0 City Regulation schools which are well-connected and integrated within neighborhoods. Establish criteria in the Design Construction Manual (DCM) where all bridge and overpass 13 T-4.9 projects must accommodate adequate bicycle and E City Regulation pedestrian underpass connections. Evaluate the need for establishing specific truck 14 T-3.8 routes / weight limits for roads within the City. E City Regulation 15 HN -2.2 Increase housing options targeting senior N City Regulation populations. Review and amend the subdivision regulations to HN-3.9 require mandatory property owner associations for ■ City Regulation new developments that have common areas. E17 Review and amend the subdivision regulations to HN -3.8 encourage the development of environmentally- H City Regulation friendly neighborhoods. i:'.I CITY OF CHOICE Rank Action Potential Projects & Actions Years Involved Action Type Number110+ Entities STUDY ACTION RECOMMENDATIONS Regularly evaluate demand on police and fire 1 CFPS-5.3 protection services and ensure adequate staffing ■ City Study levels and facility capacity in Police Department and Fire Department. 2 ED -2.4 Define Cibolo's marketable area. ■ CEDC Study Conduct a comprehensive pavement assessment 3 T-3.1 study to identify Citywide street maintenance ■ City Study needs. 4 CFPS-1.1 Complete an office and staffing professional needs 0 City Study assessment. Develop a Water/Wastewater Master Plan to 5 CFPS-3.4 determine long-term water / wastewater system ■ City Study needs. 6 CFPS-5.5 Develop a continuity of operations plan to 0 City / Area Study effectively respond to catastrophic incidents. Partners Coordinate with TxDOTto determine long-term 7 T-3.4 plans for the improvement of FM 78 and its key ■ City / TxDOT Policy intersections. 8 LUC-3.2 Evaluate long-term parking needs and City CEDC Ci Study / Financial opportunities in downtown. Investment 9 P-1.1 Prepare a Parks, Recreation, and Open Space 0 City Study Master Plan (PROSMP). Develop a Trails Plan to ensure effective 10 T-4.2 implementation of a Citywide off-street trail and ■ City Study sidepath network. Develop an Active Transportation Plan to ensure 11 T-4.3 effective implementation of a Citywide on -street ■ City Study bike lane network. Study / 12 T-1.2 Develop a Transportation Master Plan. ■ City Financial Investment 13 CFPS-4.3 Consider need for regional stormwater City /Area Study / Financial management plan. Partners Investment 14 CFPS-1.2 Evaluate options to physically and financially Cit y Study / Financial expand the City Municipal Building. Investment 15 P-2.11 Consider a revitalization plan and funding for the 0 City Study redevelopment of Niemietz Park. 16 HN -1.1 Conduct a housing study to determine all housing K City / CEDC Study needs in Cibolo. 17 CFPS-4.2 Conduct a comprehensive drainage master plan. ■ City Study Update and complete hydrological and hydraulic 18 CFPS-4.1 engineering studies with Future Land Use Plan 0 City Study for all natural creeks, tributaries, and branches in Cibolo. �q Rp :3 Action Years Involved Rank Number Potential Projects &Actions 1-2 3-10 10+ Entities Action Type 6 STUDY ACTION RECOMMENDATIONS (CONT.) ED -5.2 Designate the park as a Foreign Trade Zone and CEDC Study endow it with Freeport Exemptions. CFPS-7.1 Evaluate cost -benefit of administering a Green City Study/ Policy Waste Program in Cibolo. Study / T-4.10 Evaluate the feasibility of establishing a limited CEDC / City Financial Investment / bike -sharing program within Downtown Cibolo. Operational Change CITY nF ri4nirF •- 1 1 FINANCIAL INVESTMENT ACTION RECOMMENDATIONS 1 T-1.6 Continue to pursue the extension of FM 1103 as an 0 City/ Private Partner / Financial extension connecting 1-35 and 1-10. TxDOT Investment 2 ED -11.3 Support downtown businesses to increase events 0 CEDC / City Financial in Downtown Cibolo. Investment 3 LUC-4.1 Utilize entry monument signs and landscaping to 9 CEDC / City Financial identify points of entry into Cibolo. Investment 4 ED -11:2 Facilitate a "Main Street" vibe that plays to City CEDC lCity Financial Investment/ strengths. Regulation Develop a Cibolo sports complex capable of City / CEDC Financial 5 P-1.5 attracting local and regional tournament style ■ /Chamber/ Investment events. Area Partners 6 ED -10.4 Continue support for proposed sports complex. ■ City / CEDC Financial Investment Continue or expand incentives and other assistance Financial 7 LUC-3.7 for downtown residential and nonresidential ■ CEDC / City Investment / owners to reinvest in their properties. Regulation 8 LUC-4.3 Add wayfinding signage at key locations 0 CEDC / City Financial throughout the City. Investment Identify opportunities to implement the public Financial 9 T-5.1 sector improvements identified in the FM 78 ■ CEDC / City Investment Corridor Plan. 10 ED -11.1 Continue and expand support for Downtown 0 CEDC / City Financial development/redevelopment. Investment Identify a site and conduct a master land use plan CEDC / City Financia Investment / 11 ED-5-10{or a new business park. Study Continue to support additional sustainable sources City /Area Financial 12 CFPS-3.2 of water that is both fiscally and environmentally ■ Partners Investment responsible. 13 ED Consider "shovel ove ready" sites within te new 0 CEDC Financia -5.3 industrial park. Investment 14 ED -10.6 Continue support for proposed YMCA community E City / CEDC Financial center. Investment Financial 15 ED -10.1 Link the infrastructure of on -street bike lanes and City /CEDC Investment / pedestrian trails and sidepaths throughout the City. Operational Change Expand the AnimalService facility to accommodate 0 City inanaa 16 CFPS-6.1 growth in staff and programs. Investment 17 LUC-3.3 Consider public streetscape investments as a CEDC /Cit y Financial Investment / catalyst project in downtown. Study 16 LUC-4.4 Consider enhanced streetscape medians in key 0 CEDC / City Financial areas within the City. Investment Consider replacing and enhancing street signage Financial Investment! 19 LUC-4.2 throughout Cibolo to improve community ■ City Operational identification. Change CIBOLO COMPREHENSIVE MASTER PLAN— IMPLEMENTATION Action' Years Involved Rank Potential Projects & Actions Action Type Num•"hrw110+ Entities FINANCIAL INVESTMENT ACTION RECOMMENDATIONS (CONT.) Expand the Cibolo Police Station to accommodate Financial 20 CFPS-52 necessary staffing increases and address the need ■ City Investment for Emergency Operations Center. 21 CFPS-8.2 Promote the expansion of the digital library system. ■ City / Schertz inancia Investment 22 P-2.10 Consider adding park and recreation amenities to E City Financial increase citizen access to water-based. amenities. Investment 23 CFPS-1.3 Determine funding source to construct a new City X City Financial Municipal Building. Investment 24 P-1.2 Develop new parks in existing areas of need. ■ City Financial Investment Create screening between residential areas and Financial 25 P-2.5 parks to produce a visual barrier and reduce noise ■ City Investment disturbances between different land uses. Expand water storage capacity as necessary to Financial 26 CFPS-3.1 maintain adequate water supply for growing ■ City Investment population. Evaluate opportunities to implement the segments Financial 27 T-2.3 of the Thoroughfare Plan as part of catalyst ■ City / CEDC Investment projects. 28 ED -9.1 Extend utility infrastructure to areas intended for 0 CEDC / City Financial development. Investment Consider support for improving access and options City/Area Financial 29 CFPS-2.5 for community connections to the Internet. Partners Investment 30 P-1.3 Develop new parks in future areas of need 0 City Financial concurrent with new development. Investment Financial 31 P-1.6 Provide opportunities for indoor recreation within 0 City Investment / the City of Cibolo. Operational Change Identify opportunities to implement the public Financial LUC-3.8 sector improvements identified in the Cibolo CEDC / City Investment Downtown Revitalization Plan. Consider coordinating with TxDOT and others to City / CEDC / Financial LUC-4.6 create signature entrances along key bridges and TxDOT Investment interchanges in Cibolo. P-2.3 Add more shade opportunities within existing and City Financial future parks. Investment ED -5.6 Offerfa4ade and signage improvement grants to CEDC Financial businesses in the business parks. Investment P-2.1 Enhance current amenities in Cibolds existing 14 City Financial parks. Investment Consider adding park and recreation amenities Financial P-2.9 as part of overall community building efforts (e.g., i City Investment developing a dog park). LUC-4.5 Considerthe installation of landscape d-7 Considerthe installation of landscaped IN City / Development Financial roundabouts in key areas of Cibolo. Community Investment f�l1�L�73�1:C�7000 Rank Action ig Potential Projects & Actions Years Involved Action Type Numbe ,110+ 1 Entities OPERATION CHANGE ACTT _ RECOMMENDATIONS 1 ED -2.2 Develop target industry marketing for those Y CEDC /City Operational industries the City is trying to attract to Cibolo. Change 2 ED -1.1 Evaluate opportunities for increasing business CEDC Operational attraction. Change 3 ED -1.4 Evaluate opportunities for increasing 0 CEDC Operational entrepreneurship. Change 4 ED -2.1 Expand the CEDC's toolbox of overall marketing E CEDC / City Operational outreach strategies. Change 5 ED -1.3 Evaluate opportunities for increasing business CEDC Operational expansion. Change Enhance the City's internal information strategies Operational 6 CFPS-2.1 and IT infrastructure to improve the efficiency and ■ City Change effectiveness of communication within the City. 7 HN -3.1 Increase communication with homeowner City Operational association and neighborhood associations. Change 8 ED -5.5 Aggressively market the new industrial park to 0 CEDC / City Operational prospective businesses. Change 9 ED -L2 Evaluate opportunities for increasing business CEDC Operational retention. Change Evaluate opportunities to increase marketing, Operational 1D LUC-3.6 special events, and other programming in ■ CEDC / City Change downtown Cibolo. 11 ED -2.3 Better leverage assets as promotional and 0 CEDC /City Operational recruitment partners. Change Operational 12 P-2-12 Regularly schedule events in the parks to increase 0 City Change/ park usage. Financial Investment Develop a community engagement strategy that Operational 13 CFPS-2.2 fosters dialogue, builds community pride, and © City Change encourages informed civic participation. 14 P-2.13 Maximize the use of partnerships to increase parks City /Area Operational and recreation services within Cibolo. Partners Change Establish a strategy for Emergency 15 CFPS-2.4 Communications to provide information before, 0 City / Area Operational during, and after a disaster or major event affecting Partners Change the community. Explore and utilize diverse methods of Operational 16 CFPS-2.3 communications to broaden and enhance ■ City Change community outreach and engagement efforts. 17 CFPS-5.6 Reevaluate joint agreement for combined dispatch City /Schertz Operational operations with the City of Schertz. Change Evaluate the potential of establishing a joint Operational 18 CFPS-5.7 Emergency Management coordinator with the City ■ City Change of Schertz. CIBOLO COMPREHENSIVE MASTER PLAN — IMPLEMENTATION Rank Acti 0 nA Potential Projects & Actions Years Involved Action Type Numbe 1-2 110+ Entities OPERATION CHANGE ACTION RECOMMENDATIONS (CONT.) Consider dedicated funding for maintaining the Operational Change/ 19 T-4.6 sidewalk, trail, and on -street bike lane system ❑ City Financial within Cibolo. Investment Identify programs to better connect potential first- Operational 20 ED -6.2 time home buyers to assistance and counseling ■ CEDC/ City Change sources. Create a partnership with neighborhood and other City / Area Operational 21 P-2.7 volunteer groups to improve the maintenance of ■ Partners Change/ the existing trails and parks. Policy 22 CFPS-6.3 Evaluate and expand Animal Service Programs. ■ City Operational Change 23 ED -6.3 Consider programs to assist senior citizens looking ■ CEDC / City Operational to relocate. Change 24 CFPS-8.1 Evaluate opportunities to expand the library system ■ City / Schertz Operational as the City grows to the east and south. Change Increase the police department to ensure Operational Change / 25 CFPS-5.1 appropriate levels to handle existing and projected ■ City Financial emergency and non -emergency services. Investment Develop a comprehensive GIS database of Operational 26 T-4.1 sidewalk, trail, and on -street bike lane locations ■ City Change and attributes. 27 ED -3.2 Usestate and federal programs aimed at ■ CEDC Operational developing local skills. Change Evaluate the street sweeping and mowing Operational 28 T-3.7 operational programs to identify a sustainable plan ■ City Change of action for moving forward. 29 ED -12.1 Develop a "buy local" campaign. ■ CEDC / City Operational Change 30 CFPS-5.8 Support the establishment of an all hazards team. - - ■ City / Area Partners Operational Change 31 ED -3.4 Support and market STEP and CTE programs. ■ CEDC Operational Change 32 ED -33 Implement a Work Experience Program. ■ CEDC Operational Change Operational HN -3.2 Establish a rental registration program. N City Change / Policy Work with Bexar Waste to establish a plastic bag Operational CFPS-7.2 collection program that would. be available to its iJ City Change residents and retailers. ED -10.5 Create and own a sports -related event. ■ City Operational Change Establish a traffic calming program to maintain Operational HN -3.3 appropriate traffic conditions on residential streets City Change/ to ensure safety. I Policy I , : CITY OF CHOICE Plan Administration IMPLEMENTATION ROLES & RESPONSIBILITIES While implementation of this Plan will require the efforts of the entire community of Cibolo, the City and its elected and appointed officials and staff will play a strategic role by initiating and coordinating the work of others. Accordingly, the following City entities will play a key role in these implementation efforts: ■ City Council. Through strategic direction meetings, annual budgeting, and other related decision making, the City Council establishes overall action priorities and time frames by which each action will be initiated and completed. ■ Planning and Zoning Commission. The Planning and Zoning Commission is designated as an advisory board to the City Council and tasked with making recommendations related to the development and redevelopment of the City and its environs. It primarily accomplishes this through its interaction with the rezoning and development process, whereby they need to ensure that each of their decisions are in-line with the vision, policies, and action of this Plan. ■ Cibolo Economic Development Corporation (CEDC). The CEDC is a non-profit corporation created under Chapters 501-505 of the Texas Local Government Code. Their mission is to create primary jobs by attracting targeted industries and commercial developments to the City. They also work to improve overall quality of life for the City. They have spearheaded planning initiatives and revitalization efforts in both Downtown 1ION CHANGE ACTION RECOMMENDATIONS (CONT.)reate 17RATJJ(�� minimum design standards for existing and/ City Operationalr new parks. Change Operational ncrease staffing of Animal Services and hire City Change/ edicated division management. Financial Investment ED -3.1 mplement and market veteran retraining CEDC Operational programs. Change ED -10.8 Create an annual quality of place review event.CEDC /City Operational Change ED -12.2 Consider diversifying funding sources through CEDC Operational private CEDC memberships or a foundation. Change Operational ED -10.7 Hire or contract for additional City staff. CEDC Change/ Financial Investment Look at the existing staffing levels in the Parks and Operational P-2.2 Recreation Division and make sure that the staffing tl City Change needs are adequate. Plan Administration IMPLEMENTATION ROLES & RESPONSIBILITIES While implementation of this Plan will require the efforts of the entire community of Cibolo, the City and its elected and appointed officials and staff will play a strategic role by initiating and coordinating the work of others. Accordingly, the following City entities will play a key role in these implementation efforts: ■ City Council. Through strategic direction meetings, annual budgeting, and other related decision making, the City Council establishes overall action priorities and time frames by which each action will be initiated and completed. ■ Planning and Zoning Commission. The Planning and Zoning Commission is designated as an advisory board to the City Council and tasked with making recommendations related to the development and redevelopment of the City and its environs. It primarily accomplishes this through its interaction with the rezoning and development process, whereby they need to ensure that each of their decisions are in-line with the vision, policies, and action of this Plan. ■ Cibolo Economic Development Corporation (CEDC). The CEDC is a non-profit corporation created under Chapters 501-505 of the Texas Local Government Code. Their mission is to create primary jobs by attracting targeted industries and commercial developments to the City. They also work to improve overall quality of life for the City. They have spearheaded planning initiatives and revitalization efforts in both Downtown CIBOLO COMPREHENSIVE MASTER PLAN— IMPLEMENTATION Cibolo and along FM 78 corridor, In this regard, the CEDC is an essential strategic partner in implementing the vision, policies, and actions of this Plan. ■ Administration and City Staff. As the executive branch of City government, the Administration and its staff are the technical experts and primary entity responsible for administering this Plan. To varying degrees, several City departments (e.g., Planning & Engineering, Public Works, etc.) have work programs which are integral to the success of this Plan and should ensure that their annual work programs and budgets are reflective of the vision set by the community. CONTINUING EDUCATION The Comprehensive Master Plan covers a wide variety of technical topics which affect various operations of City government. As such, it is important to educate appropriate elected and appointed officials on the strategic directions of the Plan. For City Council, this could include technical briefings by City staff during workshops prior to important decisions. For other boards and commissions, it could include a complete overview of the Plan itself followed by a question and answer session. It is also important to provide education to those who are not part of the City government, including land and business owners, the development community, and the general public. Education should, at minimum, include a City webpage dedicated specifically to implementation of the Comprehensive Master Plan. The intent of this page is to create a strong foundation / connection between proactive planning and the City's wherewithal to follow through with implementation. As such, the page should be updated at least annually to reflect the work completed to date, as well as to provide a summary of the next highest priorities identified for near-term action on the implementation action plan. IMPLEMENTATION FUNDING Between the City government and the CEDC, there are a variety of actions that can be taken to implement this Plan. These include, but are not limited to, offering economic incentives (for relocation, expansion of workforce, site and building improvement, etc.), a fair and effective regulatory environment, well-timed capital improvements, and public/private partnerships. Funding, therefore, becomes a critical component of many of these actions. Funding for implementing the Comprehensive Master Plan will come from a variety of sources, including local resources such as the general fund (which is supported by property and salestaxes); voter - approved bonds; federal, state, and other grants; among other sources. PLAN AMENDMENT Even though this Plan was based on a thorough analysis of existing conditions and an intense public engagement program, it still just reflects a snapshot in time. It is intended to be a flexible document that allows adjustment to accommodate shifts in local and national social, economic, physical, and political changes over time. Consequently, it is recommended that the Plan be revisited on a regular and routine basis followed by warranted updates. Annual Progress Report. As a part of their work program, the Planning and Zoning Commission should prepare an annual report for submittal and discussion with the CITY OF CHOICE City Council. Status of implementation for the Comprehensive Master Plan should be included in these annual reports. Significant actions and accomplishments during the past year should be recognized, in addition to identification and recommendations for needed actions and programs to be developed and implemented in the coming year. This should be coordinated with the City's annual budget development process so that the recommendations will be available early in the budgeting process. Annual Updates. After the annual progress report is prepared, the Implementation Action Plan should be updated as part of an annual Plan amendment. The Implementation Action Plan update, or near-term work program, identifies near- and mid- term actions to be undertaken during the following year or soon thereafter. Annual Plan amendments also provide opportunities for relatively minor Plan updates and revisions, including changes to the Future Land Use, Thoroughfare Plan, and other associated maps. Five -Year Update. A broader evaluation and update should be prepared every five years. This is typically more staff driven through input from various departments and elected and appointed officials. Spearheaded by the Planning and Engineering Department, this update involves a review of the existing plan to assess its successes and shortcomings with regard to implementation of the vision, policies, and actions. The purpose is to determine if the remaining proposed actions are still relevant. The update should include the following: » A summary of Plan amendments and accomplishments to date; » Changes in trends and issues since the previous Plan adoption (e.g., changes in the predicted growth rate and the physical boundaries of the City; demographic composition; community attitudes; or other social, environmental, or political issues which may affect the feasibility of implementation); » Conflicts between decisions made and implementation actions yet to be undertaken; » Changes in law, procedures, or programs which will affect identified implementation actions; and A comprehensive re-evaluation of the Implementation Action Plan. 10 -Year Update. The Comprehensive Master Plan sets the stage for all subsequent implementation actions during the 20 -year planning horizon. That being said, conditions, population composition, and City trends and concerns change over time. In order to ensure that the Comprehensive Master Plan continues to provide the best and most appropriate guidance possible, the Plan should be taken through a full update process every 10 years. � I 1}7 �� IIICCC" Design creates culture. Culture shapes values. Values determine the future. ROBERT PREPARED BY: N ONE mom HALFF HALFF ASSOCIATES, INC. 4030 WEST BRAKER LANE, SUITE 450 AUSTIN, TEXAS 78759 --Li r i S Wil' iv .00